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  本文選題：政府投資　切入點：代建　出處：《電子科技大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

【摘要】：為深化政府投資項目建設(shè)管理體制改革，有效解決政府投資項目普遍存在的“三超”（超規(guī)模、超標(biāo)準(zhǔn)、超概算）問題，2004年，國務(wù)院頒布《關(guān)于投資體制改革的決定》，，明確提出對政府投資項目加快實施代建管理制度。充分肯定了政府投資項目所推行“代建制”管理模式。代建管理模式的實施，意味著我國政府投資建設(shè)進(jìn)入了一個新的階段。推行政府投資項目的代建制管理,使政府在市場經(jīng)濟(jì)主體中剝離出來，是社會主義市場經(jīng)濟(jì)發(fā)展的必然產(chǎn)物，是完善和擴(kuò)大建設(shè)市場開放的客觀要求，是進(jìn)一步深化工程建設(shè)市場經(jīng)濟(jì)體制改革的必然趨勢。 從2003年開始，廣州市先后對廣州歌劇院、廣州大學(xué)附中、廣州市第二少年宮、市婦女兒童醫(yī)療中心和辛亥革命歷史博物館等建設(shè)項目試行代建制，并取得了一定的成效和經(jīng)驗。2005年7月，廣州市政府推出了《廣州市政府投資建設(shè)項目代建制管理試行辦法》，要求投資額5000萬元以上，財政資金投資占50％以上的市政項目，需實行代建制管理，標(biāo)志著廣州市開始對政府投資建設(shè)項目全面推行代建制管理。廣州市政府投資建設(shè)項目實行代建制管理模式基本實現(xiàn)了規(guī)范政府投資項目管理、合理控制工程造價、保證工程質(zhì)量、提高政府投資效益、促進(jìn)廉政建設(shè)等預(yù)期目標(biāo)。但是，代建管理中在招標(biāo)和合同管理存在一定的問題，在對工程各參建單位的管理尤其是施工單位的管理仍有待加強(qiáng)，有待今后進(jìn)一步完善。本文以公共管理、委托代理、公共治理為理論指導(dǎo)，在以廣州市國家檔案館新館建設(shè)代建管理案例研究的基礎(chǔ)上，通過大量的調(diào)查分析，詳細(xì)闡述了國內(nèi)典型的代建管理模式，主要的優(yōu)缺點比較，建立政府投資項目公共治理模型，通過介紹廣州市重點辦作為第三部門委托人引入廣州市國家檔案館新館代建管理組織中的優(yōu)勢來探討由第三部門介入公共事務(wù)的管理，可實現(xiàn)公共事務(wù)的多中心治理結(jié)構(gòu)。這同樣表明了廣州市國家檔案館政府投資項目代建管理的創(chuàng)新點所在。此外結(jié)合廣州市的實際，有針對性地研究提出進(jìn)一步推行和完善廣州市政府投資建設(shè)項目代建制管理的對策措施。
[Abstract]:In order to deepen the reform of the management system for the construction of government investment projects and effectively solve the problems of "three superstructures" (super scale, exceeding standards, and exceeding budget estimates), which are prevalent in government investment projects, in 2004, The State Council has promulgated the decision on the Reform of the Investment system, clearly proposing to speed up the implementation of the agency construction management system for government investment projects, and fully affirming the implementation of the "agent system" management model and the agent construction management model pursued by the government investment projects. This means that the construction of government investment in our country has entered a new stage. It is the inevitable outcome of the development of socialist market economy to carry out the agent management of government investment projects and to separate the government from the main body of market economy. It is the objective requirement of perfecting and expanding the opening of construction market and the inevitable trend of further deepening the reform of market economy system of engineering construction. Since 2003, Guangzhou has experimented with the construction of the Guangzhou Opera House, the secondary school attached to Guangzhou University, the second Children's Palace of Guangzhou, the Municipal Medical Center for Women and Children, and the Museum of History of the Revolution of 1911. In July 2005, the Guangzhou Municipal Government launched the "pilot measures of Guangzhou Municipal Government Investment and Construction Project Agent Management", which requires the investment of more than 50 million yuan and the financial investment of more than 50% municipal projects. The need for the implementation of agent management indicates that Guangzhou has begun to carry out the management of government investment and construction projects in an all-round way. The implementation of the mode of agent management for government investment and construction projects in Guangzhou has basically realized the standardization of government investment project management. Reasonable control of project cost, guarantee of project quality, improvement of government investment benefit, promotion of clean government construction, etc. However, there are some problems in bidding and contract management in construction agency management. The management of the participating units, especially the construction units, still needs to be strengthened and further improved in the future. This paper is guided by the theory of public management, entrustment and agency, and public governance. On the basis of the case study on the construction and management of the new building of Guangzhou National Archives, and through a great deal of investigation and analysis, this paper expounds in detail the typical domestic management mode of agency construction, and compares the main advantages and disadvantages. This paper establishes the public governance model of government investment projects, and discusses the management of public affairs by the third department by introducing the advantages of the key office of Guangzhou as the principal of the third department to introduce the management organization of the new building of Guangzhou National Archives. The multi-center governance structure of public affairs can be realized. This also shows the innovation in the construction and management of government investment projects in Guangzhou National Archives. In addition, in the light of the reality of Guangzhou, This paper puts forward the countermeasures to further promote and perfect the agent system management of Guangzhou government investment and construction project.
【學(xué)位授予單位】：電子科技大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：TU712

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