墾管處為加強南灣遊憩區的海域遊憩服務並提昇經營管理績效，於九十六年度進行本遊憩區之經營分析與檢討，並在同年研議相關法律文件以為後續辦理委外經營之參考；在相關法律文件擬就後，主管機關原擬儘速招商，但因當地居民及相關業者反對，是以在多方努力後終於在二○一○年完成本案陸域部分的招商。 回顧本案之成功，一方面確立公私協力之營運模式，另方面在委外法律文件之草擬上，亦有足資參考之處，本文試就該案之研擬經驗及過程，探討：委外契約之公證問題、釐清轉讓、轉包、分包及出租之差異、分析廠商組織變更對經營管理之影響，並研究睦鄰政策與就業服務法之調和方式及廠商履約責任之控管等問題，最後並總結歸納本案值得借鏡之處，以冀對政府日後在研議招商文件或制定相關法制時，能略收拋磚引玉之效。

In 2010, Kenting National Park Headquarters had finally commissioned the South Bay Recreation Area to a private institution after three years great effort. This success confirmed the OT mode provided in the Article 8, Para.5 of Act for Promotion of Private Participation in Infrastructure Projects. Based on the case, this paper will study the following problems: the notarization of the OT contract, the difference between assignment, subcontract and lease, the effect of the organizational change of the commissioned institution, the comprise between Good Neighbor Policy and Employment Service Act and the control of the private institution’s capability of performance of the contract. And finally, I will induct and analyze the elements of success in this case. This work aims to suggesting a possible rule to the improvement for future public contract drafted and problem dissolving.