76 Kettl, OECD OECD, 1997 Fischer 40 contracting out load shedding coproduction deregulation

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1 75104 Public Administration & Policy, No.39 Dec 2004 pp * ** contracting out OECD * **

2 76 Kettl, OECD OECD, 1997 Fischer 40 contracting out load shedding coproduction deregulation

3 77 policy instruments privatization target population Savas, Seidenstat, non-profit organization B O T

4 78 public choice theory public private partnership Savas, 2000Osborne, new institutional economics transaction cost theory principal-agent theory G. Tullock1965 A. Downs1967 W. Niskanen1973 J. Buchanan1986 self-interested individuals collective decision making economic man quasi-market mechanisms Williamson The Economic Institutions of Capitalism

5 79 Markets & Hierarchies Williamson smallnumbers bargaining opportunism adverse selection moral hazard agency theory - 1 2

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15 89 2

16 90 3

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19 93 strategic thinking Starling, 1988 Fischer technical verification situational validation systems vindication rational social choice

20 94 Fischer pragmatic test

21 95 Fischer BOT 5 OT 6 5 BOT 6 OT

22 96 7 Barnard zone of indifference 7

23 97 performance auditing

24 98 30 OT 2002 bureaucratic entrepreneur Levin Sanger, 1994Osborne & Plastrik, 1997

25 99 majority building 2003

26 100 OECD OECD, 1997 OECD Wildavsky Wildavsky, 1979 Fischer 1994 competing value approach practical discourse best value 2002 contracting in Welch & Bretschneider, 1999

27 EMPA EMPA 12.6

28 Kettl, D. F The Global Public Management RevolutionA Report on the Transformation of Governance. Washington, D.C.: Brookings institution Press. Levin, M. A. & Sanger, M. B Making Government Work : How Entrepreneurial Executives Turn Bright Ideas into Real Results. San Francisco: Jossey-Bass Publishers. OECD 1997 Best Practice Guidelines For Contracting Out Government Services. Available Osborne, S. P Public Private PartnershipTheory and Practice in International Perspective. New York: Chatham House. Osborne, D. & Plastrik, P Banishing BureaucracyThe Five Strategies for Reinventing Government. Reading M. A.: Addison Wesley. Savas, E. S PrivatizationThe Key to Better Government. Chatham, NJChatham House. Savas, E. S Privatization and Public Private Partnership. New YorkChatham House. Seidenstat, P Contracting Out Government Services. LondonPraeger Publishers. Starling, G Strategies for Policy Making. Homewood, The Dorse Press. Welch & Bretschneider 1999 Contracting InCan Government Be a Business. In H. George Frederickson & Jocelyn M. Johnstoned., Public Management Reform and InnovationResearch, Theory, and Application.pp Alabama The University of Alabama Press.

29 103 Wildavsky, A Speaking Truth to PowerThe Art and Craft of Policy Analysis. BostonLittle, Brown and Company.

30 104 Theory and Practice of Contracting Out Government Services The Taiwanese Experience Yong-Rong Mo * ABSTRACT Since the 1980s a global reform movement in public management has been vigorously under way. Marketization is the one of core issues. Contracting out has been utilized as the one of strategic arrangements for marketizational issue. In this model, the government entity retains ownership and overall control but employs the private vendor to actually render public service. The contracting out government services policy is not only OECD membership has been utilized as marketizational strategy, but also Taiwan has been utilized as the one of strategic arrangements for implementing administrative reform in the past or reengineering in the present. This paper attempts to analysis the theory of contracting out government services. Furthermore, to inquire planning origins and results of contracting out government services policy in Taiwan. And facing the dilemma of contracting out government services policy in the practice. The author concludes that to offer the solutions for the sake of helping public servants to plan contracting out government services policy. Key words contracting outprivatizationpublic choice theory transaction cost theoryprincipal-agent theorypublic private partnership * Ph. D. Candidate, Department of Public Administration and Policy, National Taipei University Director, Department of Manpower, Central Personnel Administration, Executive Yuan.

82 1995a&b 1995b: 34 1 2 3 4 5 2003 89 629 6 Degree of tokenism 7 8 Arnstein, 1969 90 88-89 91.09-92.08 9 1995b: 34 2000 planning GilbertSpecht1977: 1

82 1995a&b 1995b: 34 1 2 3 4 5 2003 89 629 6 Degree of tokenism 7 8 Arnstein, 1969 90 88-89 91.09-92.08 9 1995b: 34 2000 planning GilbertSpecht1977: 1 81 108 Journal of Building and Planning National Taiwan University NUMBER 12, Dec. 2004, RESEARCH. pp. 81~108 * Let Community Direct the Planning Efforts: The Wenshan Experience in Taipei by Rosa Shiow-hwa