幼兒教育準公共化實務運作之研究—以北部四所私立幼兒園為例

Abstract

本研究旨在瞭解北部縣市的私立幼兒園加入準公共機制後的實務運作，探討加入成為準公共幼兒園的動機、分析加入成為準公共機制之後的經營狀況和遇到的挑戰及其因應策略，和提出未來準公共化政策的改善方向。研究採取個案研究法，研究對象是北部縣市四所已加入準公共機制的私立幼兒園，會採用半結構式訪談，訪談園所的主管階層和教保服務人員，並使用文件分析方法，蒐集相關資料。資料經歸納與分析之後，會依據研究發現，提出相關建議。本研究結論如下：一、加入準公共機制的原因 準公共幼兒園加入機制的原因主要包括園所面臨同行激烈的招生競爭、政策提供之補助有助園所改善教保服務品質、政策的學費補助能減輕家長的經濟負擔、及園所支持政府實踐政策。 二、加入準公共機制後的經營現況 加入成為準公共幼兒園之後，園所在各經營面向都有因應政策的規定或支援而作出調整。行銷策略方面，加入準公共機制之後，園所在招生方面會利用「加入準公共機制」作為它們的宣傳策略，強調學費便宜，也會維持及提升教保服務品質，建立口碑，以吸引更多家長和幼兒。課程教學方面，園所加入之後需接受準公共化政策的訪視輔導，就課程教學的統整性及品質進行監管，園所也會申請政策或其他計畫提供的輔導計畫，提升自身的教保服務品質和發展教學特色。環境方面，準公共幼兒園會申請政策提供之設施設備補助，改善園所的環境。員工的待遇與福行方面，加入之後，教保服務人員的薪資、福利獲得提升，工作負荷和工作時間減少。 三、加入準公共機制的挑戰與因應策略 研究園所在加入準公共機制後面臨的挑戰包括政策對招生作業流程的限制、因配合政策而增多的文件工作、及擔心政策日後的要求提高。在面對這些困難時，研究園所選擇調整其人力分配、利用行政手段確保自身權益、及預早準備改善教保服務品質來解決。四、對未來準公共化政策的期待 主管階層和教保服務人員均表示希望政策可協助進一步提升教保服務人員的薪資水平、提供更多專業培訓。另外，準公共幼兒園期望可透過增加學費差額的補助，讓準公共幼兒園的經費運用可更具彈性。 透過本研究發現，希望可以提供給準公共幼兒園的主管階層和教保服務人員、政府及未來研究準公共化政策的研究者作為參考。This research aims at understanding the practical operation of private preschools joining the quasi-public mechanism in the North, to explore their motivation for joining the quasi-public mechanism, to analyze the management status and difficulties encountered after becoming quasi-public preschools and their coping strategies, and to propose improvement suggestions of quasi-public policy.The research adopts case study method, studying four quasi-public preschools in the North. Semi-structured interviews were used to interview the management teams and teachers. Document analysis method was also used to collect relevant data. After the data was summarized and analyzed, relevant suggestions were made based on the research findings. The research conclusions are as follow:I. Reasons for joining the quasi-public mechanism The fierce competition for enrollment among preschools, subsidies provided by the policy to help improve the quality of educational services, the tuition subsidies which can reduce the financial burden of parents and the support for government policy are the reasons why the preschools choose to join the quasi-public mechanism. II. Management status after joining the quasi-public mechanism After becoming quasi-public preschools, they had to adjust their management in response to the policy regulations or support. In terms of marketing strategies, preschools use “joining the quasi-public mechanism” as their enrollment publicity strategy, emphasizing the cheap tuition fees. They also strive for improvement in the quality of educational services to establish good reputation among parents and children. In terms of curriculum and teaching, preschools need to accept the visit guidance of the policy to supervise the integrity and quality of curriculum and teaching. They apply for the counseling programs provided by the policy or other programs to improve quality of educational services and develop teaching characteristics. In terms of environment, quasi-public preschools apply for subsidies of facilities and equipment provided by the policy to improve their environment. In terms of employee wage and benefits, the salaries and benefits of teachers of quasi-public preschools have been improved, and the workload and working hours have been reduced.III. Challenges and strategies used after joining the quasi-public mechanismThe challenges faced by the quasi-public preschools include the policy restrictions on enrollment process, increased document work by the policy, and concerns of higher requirements by the policy in the future. To cope with these difficulties, preschools chose to adjust their manpower allocation, use administrative means to ensure their own rights, and prepare in advance to improve the quality of educational services.IV. Expectations for the future of quasi-public policyBoth the management teams and teachers express the hope that the policy can help to further increase the salary level of teachers and provide more professional training. Preschools also hope that the subsidies for the tuition fees can be further increased to let the financial operation of quasi-public preschools more flexible.The above research findings can be used as reference for management teams and teachers of quasi-public preschools, the government and future researchers.