Analysis of Transformation from an Early Intervention Service Institute to a Social Enterprise：Taking Baby Development Center as an Exmple

• Main Authors: Yu-Feng Tan, 談玉鳳
• Other Authors: A-Ron Liu
• Format: Others
• Language: zh-TW
• Online Access: http://ndltd.ncl.edu.tw/handle/95e54a

碩士 === 元智大學 === 社會暨政策科學學系 === 103 === The purpose of the study is based on a non-profitable social management mode which proposed by an Early Intervention Service Institute to structure a creative theory by establishing a sheltered workshop as a means for a future home of minority groups. With studying an individual management case and a cooperation case between the government and a private sector, the study explains not only the potential problems faced by a non-profitable organization but also work out a solution and concretize a plan for a sheltered workshop which may become a social enterprise to continue its sustainable operation. Through a qualitative research method, the study compares Baby Development Center with three other organizations, namely Children Are Us Foundation、Syin-lu Social Welfare Foundation、Incubation Center with reference to academic documents. This study aims to discuss two catergories: exterior factorsand interior factorsand eventually through the challenging of transforming, provide the possibility of elvating Early Intervention Service Institutesto sustainshelter workshopscontinuely by Social Enterprises. Six research discoveries are stated as follows: 1、Exterior Advantages: 1) Look for supports from financial groups and make the best of supports from parents group to become a word-of-mouth marketing resource. 2) Make good use of community and website resources whose successful models turn out to be as effective as large organizations. 2、Exterior Predicaments: 1) The government should regulate the rules for distribution of earning and free taxation system. 2) The promotion of social enterpreses is to be observed when the government’s regulations have not yet practiced. 3) If the government’s subsidy is insufficient to pay for the personnel fee, then, the organization cannot pay the selling and management expenses. 4) A sheltered workshop should guarantee the staffs’ working right and agree to employ the working staffs by stanadarsized salary. 3、Interior Management: 1) A sheltered workshop should establish a wholesome financial system and dominate marketing environment; furthermore, enhance management methods、expand marketing channels、elevate economic efficiency to achieve the goal of self-sufficiency and continuity management. 2) Marketing strategy should include the priority list made by the government’s purchasing platforms and on-line media marketing. 3) Maintain high quality and service and design a standardized procedure for management of handicapped people. 4、Interior Personal: 1) The difficulty of importing professional staffs leads to a high fluctuating rate of employees. 2) The lack of proper working environment whose weakness makes the handicapped people’s inability to adapt to the working situation, eventually they come back to their sheltered workshops. 5、Apart from the government’s subsidy and pirate sectors’ donation, the operating revenue has become a long-term management expense of sheltered workshop. 6、A well-designed working environment and tool equipment are two major factors for the handicapped people to get into their job efficiently. The above-mentioned discoveries include my personal suggestions. Hopefully, the study will offer certain contribution to other similar organization cases for reference.