本研究採取透過行動研究策略，研究者透過研究參與，深入的反思，透過行動策略修訂以提升組織實務運作。本研究探討的問題有二：一、公設民營托嬰中心設立過程從一非營利組織承接政府公設民營的托嬰機構，如何從規劃到整體軟硬體具備的營運過程。二、公設民營托嬰中心營運之成效，從設立到實際營運操作過程如何達到評鑑與托育品質輸送迎合公部門，家長及非營利組織的期待。本研究對象參與本研究者為公設民營托嬰中心之嬰幼兒家長，托育主管，托育人員，行政人員。
本研究之結論如下：一、公設民營托嬰中心設立歷程為：縣市政府招標公告之後，由民間組織進行領標及投標。得標後，進行議價及簽訂勞務契約，簽訂契約後依照契約書的平面圖進行施工。工程期為一定的期限。完工後由縣市政府至中心進行聯合會勘及驗收，並以契約平面圖為驗收依據。設施設備符合兒少福利機構設置標準後核發立案證書，才能進行招生、收托與營運。工程順利最關鍵角色在於設計師所規劃的平面圖，並且母機構與縣政府及設計師有效的溝通，透過協調問題才能迎刃解決，以讓裝修工程能如期完工。二、政府應減少興辦公共托嬰中心，將社區有托育需求之嬰幼兒鼓勵由私立托嬰中心收托，公設民營機構盡量要收托符合收托要件之家庭：此外，配合多元救助方案，盡早讓收托家庭脫離受補助之標的人口，已對福利的依賴及發揮福利補助主之效用。三、明訂托育補助費用，充實社區現有的托育機構資源，有效將有送托需求者送至私立托嬰中心收托，以充實社區托育服務。四、公共托育政策應考量家長需求者本身差異性的結構不平等，將托育補助經費集中在迎合公共托育政策的優先人選，以減輕弱勢家庭的托兒照顧，並輔以相關措施，以幫助福利對象及早脫離享用公共托育資源，避免服務對象落入社會文化的服務標的人口。五、家長對托育服務的滿意度調查發現基本上托嬰中心家長對托育服務品質各個項目顯示出托嬰中心家長對於服務品質普遍都為滿意的和非常滿意。但在高收入及高教育程度的家長對於所提供的專業及所提供的參與程度覺知滿意度相較其他低教育程度滿意度較低，此發現是否驗證Young(1990)所提出結構不平等的差異觀點所造成的，是值得進一步探討。最後，研究者提出對實務及日後研究的建議。
An action research strategy was adopted through structured survey and personal interviews with child-care staffs, governmental supervisor and general manager of the association. Researcher was also a participant by observation, executing of the child-care setup and management. The questions of this study are twofold, one is the setup process from a non-profit organization and planning and management of the first year till the first accreditation. The other is how child-care setting and management reach parents’ expectations., government and association’s expectations. The participants of this research are parents, government supervisors, child-care staffs and general secretary of the non-profit association.
There are five conclusions are drawn. First of all, the set-up process of the private infant-care setting sponsored by the government are followed: 1. bidding announcement of the local government; 2. taking bidding from the non-profit organization; 3. being evaluated in the conference meeting, negotiating price of the project; 4. signing the contract between two parties, and finally, following the blue print to build up the infant care setting in accordance with the contract. The constructing needs to be done within a required period and checked and investigated by the joint departments within the local government in accordance with the contract. The key major role is the planned blue print designed by architector and effective communication between the non-profit organization and locan government coresponder. Via effective negotiation and communication, the constructing process will run smoothly and reach the requirements of the local government Secondly, the government’s policy might take the alternative strategy to provide incentives for parents to take care of their infants at home or private community infant centers to take care of then infants from the community in order to decrease daycare budget. Only the government take care of the infants and family in need. Thirdly, Enlarging and enriching community private infant centers become community care-giving resources, only aided te families in need. Fourthly. The government needs to provide any resources to satisfy the family’s welfare needs in order to lessen the inequality of structure. Finally, parents are moderately and highly satisfied with the private infant-care setting sponsored by the government, especially from middle- or low-income families. The families are only 10% matched with the priority of infant care policy which indicated what Young (1990) the welfare delivery service made the more structure inequality. Practical suggestions are drawn after discussion.
