| Abstract: | 臺灣推動社區發展的背景始於1965年間，早期深受聯合國政策影響、後期則引入日本社區營造概念。社區發展旨在推動居民主動參與公共事務、凝聚情感，達成共同意識，提升社區人文、環境與生活的品質。但社區組織的發展鮮少以標竿管理思維，反省當前政策與實務的發展。爰本研究透過文獻探討法（Literature Review）、深度訪談法（In-depth Interview）等研究方法，歸納相關研究成果、提出研究建議。內容含括標竿學習、非營利組織相關文獻與理論。在深度訪談成果分析部分，則輔以「正勤愛心協會」的相關文件資料、檔案記錄等資料分析成果。為求對研究個案進行深切的分析，本研究依據「服務願景、幹部領導、財務授能與內控機制、資訊科技、人力資源、組織行銷」等6面向，來探討「正勤愛心協會」的運作方式與服務經驗。研究發現正勤愛心協會，在上述6個面向，雖然僅有「服務願景、幹部領導」兩個面向符合了標竿學習；「財務授能與內控機制、資訊科技、人力資源、組織行銷」等4個面向未能符合標竿學習，不過「正勤愛心協會」為了實踐願景，仍然運用了不同的方式，持續的在學習，不斷的在改善，其精神和理念仍然是值得其他非營利組織參考的。
Taiwan’s community development movement began in 1965. Its early stages were largely influenced by the policies of the United Nations while the latter stages were influenced by Japanese concepts of community building. “Community development” refers to promoting community members to take initiative in participating in community affairs, uniting mindsets and emotions, and advancing community culture, environment, and quality of life. However, rarely do communities use benchmarking for assessing development, nor do they compare policies to actual growth. This research uses Literature Reviews, In-depth Interviews, and the like to categorize similar research results and bring forth research suggestions. It contains benchmark learning and literature and theories for not-for-profit organizations. In-depth interview analyses are based on the documents, files, and records of Zheng-Qin Charity. In order to research each case thoroughly, this research uses six components to discuss Zheng-Qin Charity’s operation procedures and service experiences: service vision, administrative leadership, financial power and internal control, information technology, human resources, and marketing. Research finds that Zheng-Qin Charity only measures up to two of the benchmarking – vision and administrative leadership – while falling short in the areas of financial power and internal control, information technology, human resources, and marketing. However, Zheng-Qin Charity, in trying to fulfill its vision, uses different methods to continue learning and is constantly changing and improving. Its spirit and beliefs are worthy examples for other not-for-profit organizations to observe. |
