新故鄉文教基金會邁向社會企業的經驗與課題分析

An Analysis of Newhomeland Foundation's Experiences and Issues in Transforming towards a Social Enterprise

在私人捐款與政府捐贈日漸萎縮的時代中，社會企業被視為是一種社會創新的模式，據以回應非營利組織所遭遇的募款不足危機的適當途徑。此外，社會企業也是一種提升組織自主能力的途徑之一。值此，新故鄉文教基金會於2005年開始修改組織章程、調整組織結構並重定組織目標，轉型為社會企業。新故鄉希望藉由見學網絡的行動策略，結合附近區域資源與社群團體，形成跨域性的社區見學網絡，藉以振興在地經濟並改善在地公共福祉。歷經六年努力，雖已獲得初步成效，但未來在持續運作上，仍面臨許多內外部環境挑戰，例如：「國內缺乏支援性法令規範、在地社會支持性網絡擴張與鞏固、財務透明化提升外部責信」與「建構團隊領導鞏固願景、非典型商業營運、見學園區場址私有化」等問題，這些都值得再加以思考改善。

In the age when private donation and government funding are shrinking, social enterprise is regarded as a social innovation model in response to the fundraising problems of nonprofit orga­nizations. Moreover, social enterprise is also a critical approach to improve the financial autonomy and self-capacity of nonprofit organizations. In 2005, Newhomeland Foundation has started al­tering its organization statutes, adjusting its organizational struc­ture, and resetting organization goals to transform towards a so­cial enterprise. In the past six years, Newhomeland Foundation has used the strategy of community experience learning to con­nect regional resources and community organizations to revitalize local economy and promote local public welfare. As nonprofit organizations transform towards social enter­prises, there are many external and internal challenges that must be dealt with. These challenges include: 1.lack of legal institu­tions, 2.building supportive local society networks, 3.making fi­nance transparent, 4.building team leadership, 5.marketing non-classical commercial models, and 6. privatization of land.