機關採購廉政平臺之回應性評估：政風人員觀點

Abstract

自2016年法務部廉政署頒布「機關採購廉政平臺實施計畫」後，全國已開設85個廉政平臺，且持續開設中，實務上如此蓬勃發展，學術上以機關採購廉政平臺作為研究主題之文獻卻寥寥無幾。本研究就是希望能填補此一學術空缺，且達到拋磚引玉的效果。 本研究以第四代政策評估之回應性評估作為理論基礎，設定五項指標，分別是「政策設計適切性」、「政策行銷能力」、「主管與執行者意向」、「政策目標達成度」、「利害關係人滿意度」。 研究方法主要採用質化研究之深度訪談法，並輔以次級資料分析法的方式，共訪談11位受訪者，個人將其分為三類，分別為「政策制定者」1位、「政策執行者」7位、「專家學者」3位。 本研究發現利害關係人普遍認為政策設計適切，但存有部分得改進之處。而在廉政平臺有許多成功案例後，內部與外部行銷順暢。主管與執行者則因實際效益產生、機關長官與廉政署支持及績效追求而意向正面。在預期目標的達成上，多數有達成，亦有其他正面或負面的結果與影響。利害關係人普遍滿意廉政平臺政策且願意配合推行。 最後，本研究依據各章之研究為基礎提出政策建議，包含融入知識管理，更有效率解決資源不完備的問題、將廉政平臺機制納入採購相關法令，同時加強各項激勵措施、增強標竿案例推廣，以取得機關首長的支持與業務單位的信任、以告誡或異常通報的方式，避免廉政平臺遭濫用為背書工具、當風險降低時，降低管考強度或結束廉政平臺，以防其流於形式。

Since the Agency Against Corruption announced the “Implementation Plan for the Government Procurement Integrity Platform” in 2016, a total of 85 Integrity Platforms have been established nationwide, with more still being launched. Despite this vigorous development in practice, there is a notable lack of academic literature focusing on the Government Procurement Integrity Platform as a research topic. This study aims to fill this academic gap and serve as a catalyst for further research. This research adopts the responsive evaluation approach of the fourth-generation policy evaluation as its theoretical foundation, setting five indicators: (1) Appropriateness of policy design, (2) Policy marketing capability, (3) Intentions of supervisors and implementers, (4) Degree of policy goal achievement, and (5) Stakeholder satisfaction. The research primarily uses qualitative methods, specifically in-depth interviews, supplemented by secondary data analysis.A total of 11 interviewees were interviewed, categorized by the researcher into three groups: one policy maker, seven policy implementers, and three experts or scholars. The study finds that stakeholders generally consider the policy design to be appropriate, though some areas still require improvement.With many successful cases emerging from the Integrity Platform, both internal and external marketing have proceeded smoothly. Supervisors and implementers tend to have a positive attitude, influenced by tangible benefits, support from agency leaders and the AAC, and performance incentives. In terms of achieving expected goals, most have been met, and there are also other positive or negative outcomes and impacts. Stakeholders are generally satisfied with the Integrity Platform policy and are willing to support its implementation. Finally, based on the findings from each chapter, this study offers several policy recommendations: Incorporate knowledge management to more efficiently address the issue of insufficient resources; Include the Integrity Platform mechanism in procurement-related laws and regulations while strengthening incentive measures; Promote benchmark cases more widely to gain the support of agency heads and the trust of operational units; Use warnings or abnormality reports to prevent the misuse of the Integrity Platform as a tool for mere endorsement; When risks are reduced, consider lowering the intensity of supervision or ending the Integrity Platform altogether to prevent it from becoming a mere formality.