會所為近年來我國新興之非營利組織，其基本性質應該屬於精神障礙障者病友自治團體，其發展係源自於美國活泉之家，目前我國全部僅有五所，但其中二所卻因故不得不嘎然結束原有之經營，殊為可惜。
本研究之方法，係採取質性研究方式，並對5所會所實際擔任經營管理之負責人作深度訪查。
本研究主要之目的，係在探討以下幾點：
（一）探討如何延續已經創造之公益模式，能夠繼續永續經營。
（二）以資源管理模式，探討關鍵成功或失敗因素，供其他類似非營利組織做參考。
（三）保障並增進弱勢精神障礙者權益。
（四）為醫療體系運作創造一個參考架構之典範，作為修正現有精神醫療機構過度營利化、公司化之趨勢。
本研究在以資源為基礎來探討會所之經營管理模式後，獲得之主要結論，有以下幾點：
（一）國內會所經費來源大多依靠政府補助支援，多半超過50％之比重，相對而言，自籌款比率偏低，亦即會所之資源來源，主要由政府提供。
（二）國內會所除與原先設置之非營利組織緊密相連結外，多數並未正式去連結其他組織以獲取外部資源。
（三）國內會所或許因為草創之初，經營規模尚未達到一定程度，因此，尚未使用經營管理所使用之績效與策略工具。
（四）國內會所逐漸往申請國際認證之經營管理方向前進，在引進更多外部資源，尤其是知識與技術資源，以強化其核心能耐。
本研究之結論，在經營管理上之意涵，主要有以下幾點：
（一）降低過渡外部資源之依賴比重：會所於開辦與立案之初，應積極獲取政府所提供之資源，但為永續經營，必須逐漸減少依賴政府資源，降低政府補助佔總收入之比例。
（二）開發新資源：與企業合作，包括公益行銷、異業結盟等。
（三）減少成本，增加效率：訂定績效指標。
（四）ICCD認證：加入國際認證，其優點在於，可以建立政府補助之標準，也可以確保國際品質、建立品牌形象、獲得國際知識與技術等資源。
（五）設置委員會審查機制：會所內部應設置委員會，聘用引進外部獨立、公正之人士，以便審查內部業務，使內部財務等資訊透明，可增加外部資源連結，增加社會大眾給予資源挹注之願意與信心，可同時提升募款之比重、減少政府補助之比例、以及強化會所治理之機制。 / Clubhouse is an emerging non-profit organization in Taiwan in recent years. It is one kind of self-help group for mental handicaps and is originated from Fountain House in U.S.A. There have been 5 clubhouses set up with 2 of them resulting to an end because of certain causes. The outcome of this scenario is pitiful.
The method of this thesis is qualitative and make in-depth interview with persons who materially manages in each clubhouse.
The aims of this thesis are as follow:
(1) Exploring how to sustain this clubhouse model which has built up in the way of charity.
(2) Exploring the key success factors and the key failure factors in terms of resources, and proving these factors to other similar non-profit organizations for comparison.
(3) Protecting and Promoting the rights and interests of mentally vulnerable population.
(4) Providing a reference model for modern healthcare organizations which tend to be over-profiteering like companies.
After exploring the model of management in terms of resources, the conclusions are made as follow:
(1) Most of clubhouses in Taiwan are sponsored chiefly by government with more than 50%, in other words, relatively less from raising funds.
(2) All clubhouses are closely interrelated with their affiliated organizations which set up them, however loosely and informally with other non-profit organizations.
(3) All clubhouses in Taiwan have not yet used strategic tools such as BSC for management, probably due to still in early developmental stage with small scale.
(4) All clubhouses in Taiwan have plans in the future to receive certification from ICCD in order to obtain resources, especially knowledge and skills, with promoting their own core competence.
Addressing to implications of management, this thesis conclude several points as follow:
(1) Decreasing the percent to be dependent to outside resources.
(2) Developing new resources other than sponsorship from government.
(3) Decreasing cost and increasing efficiency under establishment of performance indicators.
(4) Getting qualified with a certification issued by ICCD.
(5) Establishing an independent committee of review as an oversight mechanism.
| Identifer | oai:union.ndltd.org:CHENGCHI/G0959320981 |
| Creators | 吳文正, Wu Wen Cheng |
| Publisher | 國立政治大學 |
| Source Sets | National Chengchi University Libraries |
| Language | 中文 |
| Detected Language | English |
| Type | text |
| Rights | Copyright © nccu library on behalf of the copyright holders |
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