大型室內多功能體育館建築經營管理階段之研究以臺北小巨蛋為例

Abstract

本研究旨在研擬新建資產（大型室內多功能體育館建築）於階段性任務完成後之處置方式，主要探討資產的使用狀態、營運評價、閒置空間活化三者間之平衡關係，首先針對資產於營運管理階段的關鍵因素，包括：1.使用率調查、2.財務現況分析、3.組織架構評價等，進行個別性探討與標準化評鑑，並將研擬結果盡可能以量化的方式呈現；根據上述結果，以主管機關與資產活化的角度，考量資產應予以公辦公營或委外經營。 本研究以臺北小巨蛋作為研究案例，研究內容針對不同經營單位與營運模式（公辦公營或委外經營），包括：1.東森巨蛋、2.臺北市政府、3.臺北捷運公司等，以（1）契約條款、（2）履約保證金與契約權利金、（3）經營實績、（4）資產稅後淨利及（5）未來營運期間可否自負盈虧等，作為主要評鑑要點，針對資產不同的經營時期進行優劣因素分析與量化評比；經本研究一系列的實證分析後，建議資產（臺北小巨蛋）於現行契約終止後應予以委外經營，另本研究依據上述結果，並透過SWOT分析法、特性要因分析法，建構出一較適合資產（臺北小巨蛋）的委外經營模式，可解決新建資產於階段性任務完成後之去留、減少資產移轉時的介面問題、杜絕興建完成後的變更設計等，並輔以專家訪談法與現地問卷調查法，對資產（臺北小巨蛋）現有閒置空間與未來經營定位進行剖析，提出資產活化改善方案及經營管理策略，進而回饋修正於本研究所建構的經營模式。 本研究經一系列實證分析與實務訪談後，委外經營需於特許年限期間的各階段關鍵因素共包括，民間特許公司：1.廠商財務能力、2.組織成員專業化程度、3.營運目標達成度；而主管機關部分為:1.委外前置作業、2.法令鬆綁、3.輔導監督與查核機制執行、4.後續議約與移轉作業；甲乙雙方包括:1.契約條文的訂定、2.營運計畫與回饋措施的權衡，藉由上述關鍵因素的發揮，可確保此類型場館的長期委外經營。

The study emphasizes on the operation management of multi-function gymnasium by discussing the facility usage, operation performance and plans of unused spaces. Based on the key factors during the operation stage, including using frequency, financial analysis, and organization structure, this study evaluates the assets should be managed by outsourcing or self-controlled. Taipei Arena is chosen for case study. This study compares the operation model of Eastern Dome, Taipei city government, and Taipei Rapid Transit Corporation from the points of contracts, performance bond and premium, operation performance, benefit, and financial balance. By quantitative assessment and competitiveness analysis , this study suggests outsourcing after the end of the current contract of Taipei Arena . Then, this study conducts an SWOT analysis and cause and effect analysis to develop a suitable management model. The proposed model could resolve the interface problem of property transfer and unnecessary space change. This study feedbacks the suggestions to the proposed model and establishes the future operation strategies by expert interview and questionnaire survey. After the comprehensive analysis and interviews for the study, it finds the key factors for private permitted companies, including: 1. financial ability, 2. professional management skills, 3. the performance of objectives. As to the government, the key factors include 1.preparation for outsourcing, 2.flexible regulations, 3.supervision and inspection, 4.follow-up communication and transfer. Meanwhile, both parties should focus on the contract provisions and operation planning to ensure the long-term partnership for this type of facility.