Analyzing the multi-employment promotion programs with CORPS mode

• Main Authors: Siou Yun Chen, 陳秀雲
• Other Authors: Huai Chen Peng
• Format: Others
• Language: zh-TW
• Published: 2009
• Online Access: http://ndltd.ncl.edu.tw/handle/28470935035791095161

碩士 === 東海大學 === 社會工作學系 === 98 === Non-profit organizations are gradually flourishing in response to the increase and diversity of social needs. However, the financial pressure of non-profit organizations increase rapidly due to unsteady economic which makes the operation of non-profit organizations more difficult. Social workers must understand the operation in organizations and think broadly. They ought to treat organizations with judgment and inspect the services and the past standard. The multi-employment promotion programs were officially proposed by Council of Labor Affairs in 2002. The programs introduce disadvantaged labors to assist non-profit organizations to develop characterized industries through the business development of the third sector. Non-profit organizations will transform into social enterprises further and create employment opportunities. These programs have driven a tread which transform help from others to self help in social welfare areas. This study aims to discuss the operating conditions of executing the multi-employment promotion programs through CORPS mode and comprehend the current management situation and development of non-profit organizations. We survey the program performance from services(S), clients(C), participants (P), resources(R) and operations (O). The study shows: 1. Services (S): The content of programs is multiform. However, implementation units are still at toddler stage in fields such as manufacture, marketing and financial affairs. 2. Clients (C): Organizations and staffs must have a plan how to enhance the working efficiency of full-time staffs and thus service more clients by considering both “full-time staffs” and “clients” factors. 3. Participants (P): the performance of program is related to the quality, ability and passion of full-time staff. The multi-employment promotion programs are all about creating employment opportunities. Therefore, the appropriate allocation and arrangement of staff positions are very important. 4. Resources (R): the input of government resources might be the key factor on whether the programs can keep operating. In other words, with the support of the government, the programs can operate under a steady operating condition. If the implementation units wish for sustainable operation, there are many new ideas of management that they can emulate. 5. Operation (O): i. The programs open up 253 occupations for disadvantaged groups, which settle the economic problems of 253 families. Besides, the programs create over 60 continuous employment opportunities. ii. The economic scales of produce amounts have not emerged yet in most of the programs. The organizations do not control the management on purchase and produce cost. And the average productivity of full-time staffs is not high. iii. The resources which the government and organizations have inputted are much higher than their output. It shows most of the programs didn’t implement the resources fully and reasonably.