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Organization – Environment Relationship (SOCIAL ENTERPRISES (SE) 社會企業…
Organization – Environment Relationship
Lump Sum Grant (LSG)
STANDARD COST SUBVENTION MODE (BEFORE 2001)
subsidized the subvented NGOs (津助機構) for the actual costs in delivering services.
(Standard Cost Subvention Mode Standard Cost Subvention Mode實報實銷)
Provides relatively stable financial resources to
subvented NGOs
Job stability in NGOs are relatively stable
Staff experience can accumulate in NGOs and
provide quality services
subvention mode has tight control on
Staffing structure
Levels of pay (i.e. Salary and fringe benefits)
Staff qualifications
Service expenditure
inflexible and rigid
not encourage the NGOs to respond to
community needs quickly
mid-point salaries point salaries point salaries of the pay
scales (of all staff) as at 31 March 2000
Disadvantages
Lost of salary transparency
Turnover rate is high
Difficult to retain quality staff, lost of job stability
affect service quality eventually
risk of employing staff with green experiences & short contract
to replace the experienced staff
Similar posts but have different salary packages
Employ key management staff with extremely high salaries, but
reducing salaries for front-line staff
NGOs become less
concern the quality of the services
Strength of LSG
Effectively use of financial resources (salaries &
operating expense)
Innovatively design the services
Respond to community needs with timely action
Impacts on Human Service Management
The manager as the keys
Believe that improvements in efficiency can be achieved by
the appointment of an effective manager
Professional staff simply implement what the manager
thinks, plans and decides
key persons in an organization
The professionals are employees only
no longer treated as experts
autonomy not respected. (e.g. Quality Healthcare)
Management knowledge as the dominant mode of knowledge
jargon has replaced professional knowledge as the core technology
Innovation in managerial skills to improve performance
of staff
The market (not society or the community) as the
environment
Managers view society as a market with competing
interests, not a community with a common goaL
Managers are care about profit of the organization, not
the benefits of clients
Efficiency (not effectiveness) as the yardstick
Efficiency can be improved through cutting cost
Care about output indicators, not outcome
(effectiveness).
Cash and contracts (not care and concern) as the
foundation of relationships
Cutting cost by means of contracting out and layoffs
Mutual trust has gone
Quality is equated with standardization and
documentation
Emphasis of accountability in terms of quantity and
standards of services
neglect those elements of the process that are
not quantifiable
The client is the customer
person who uses the service, who pays the bill
Customers define the quality
SOCIAL ENTERPRISES (SE) 社會企業
business to achieve specific
social goals
providing the services (such as support service for the
elderly) or products needed by the community
creating employment and training opportunities for the
socially disadvantaged
protecting the environment
Funding its services through the profits earned
profits will be principally reinvested in the business
for the social goals
Sustainability is important
Work integration
Emphasizes the creation of employment
opportunities for those who would have difficulties
in finding jobs in open market
E.g. drug addict people / mentally handicapped
people
Enhance individual to gain both social well-being
(e.g. enhance self-esteem) and economical
independence (income and employability)
Community empowerment
Building up the asset of the community, in terms
of resources, skills, network, care and support
Service innovation
Achieving innovation be means of business-like
practice (marketing, customers-driven, need driven etc…)
Sector-wide capacity building
Enhance collaboration among government, NGOs,
business, academic sector
DEVELOPMENT OF SOCIAL ENTERPRISES IN HK
Asia financial crisis, the overall unemployment rates
had increased since 1997, and reached a peak
between 2002 and 2003
HK Government has begun to introduce some
funding scheme to encourage establishing of SE since 2000s. aims at reducing unemployment rate
START-UP FUNDING FOR SE IN HK
Enhancing Self-Reliance Through District Partnership
Programme (ESR Programme)
⺠政事務總署的「伙伴倡自強」社區協作計劃
Provide job opportunities and on-the-job training for the
underprivileged :arrow_right: promote self-reliance
Enhancing Employment of People with Disabilities
through Small Enterprise" Project (創業展才能計劃)
Enhance the employment of people with disabilities
Revitalising Historic Buildings Through Partnership
Scheme 活化歷史建築伙伴計劃
Preserve historic buildings into good and innovative use
Create job opportunities
DIFFICULTIES / CHALLENGES OF SE
Challenges in human resources management
Low staff productivity
Needs lots of skills training & quality control :arrow_right: affect competitiveness
Challenges in financial resources
Lots of competition in open market
Difficulties to achieve break-even
Constraints in the bidding system
Short track record
Tight cash flow :arrow_right: difficult to compete with large private business
CRITICAL SUCCESS FACTORS :star:
Social Entrepreneurship and Mindset
Balance between Welfare (achieving social goals) vs. Business Enterprise (enough revenue for sustainability)
Marketability
Market niche (uniqueness of the product / services)
Market value (demand of the product / services)
Knowledge, Skills and Attitude
Needs specific training for SE owners esp. enterprise strategies with social goals
Branding
Develops good will (商譽) and public image
Tripartite Partnership
Collaboration among Government, private sector and third sector (NGOs)