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|Other Titles:||CREATION FOR DISADVANTAGED EDUCATION: DEVELOPMENT AND APPLICATION OF THE ORGANIZATIONAL CAPACITY CHECKLIST FOR THE “TAIWANESE TURNAROUND ALLIANCE”|
José Chiu-Cheng Chen
Yi Jou Liu
Center for Educational Research and Evaluation
|Abstract:||研究目的本文探討「社團法人台灣逆轉聯盟協會」如何創造協力工具，作為實踐其會員組織間大手拉小手的協力策略，文中也為前項工具的應用與限制提出說明。研究設計／方法／取徑依序執行次級資料分析法、實務觀察分析、兩回合政策德爾菲問卷、專家座談會，以及層級分析問卷調查等研究方法。研究發現或結論在政府服務能力不足、民間社會蓬勃發展之際，教育類非營利組織涉入弱勢教育議題的形式也日趨多元。在逐漸由與政府機關、營利組織合作，邁向與非營利組織協力之際。本研究為逆轉聯盟會員夥伴發展了「課輔機構營運發展檢核表」，以利推動同質性非營利組織間分享資源、網絡及經驗的願景。前述檢核表內容由6 項主構面、21 項次構面、80 項具體問項，以及主構面、次構面的權重值分配所組成。研究原創性／價值本研究突顯同質性非營利組織協力的價值與發展潛力，強調機構擁有檢核內容與條件的設定權，納入機構自評與專家複評的檢核彈性，同時主張個別扶植計畫對建構會員組織能力的重要性，藉此展現逆轉聯盟能力檢核表之建立目的是協力互助，其應用原則是自主、適性與陪伴。|
PurposeIn this article, we explore the methods with which the Taiwanese Turnaround Alliance has created collaborative tools for carrying out the “coach and partner” strategy for its member organizations, as well as depict the application and limitations of those tools.Design/methodology/approachVarious research methods, including secondary literature review, participatory observation, two-round survey of the policy Delphi, group discussion, and AHP questionnaire survey are applied to carry out this study.FindingsDue to insufficient government services and the vigorous development of civil society, non-profit educational organizations have developed a variety of ways to engage the issues of disadvantaged education. In general, the trend has moved from cooperation with government bodies and for-profit organizations toward collaboration with non-profit organizations. Meanwhile, the Taiwanese Turnaround Alliance created “the checklist for agencies’ operation and management” to carry out the vision of sharing resources, networks, and experiences among similar non-profit organizations. The checklist includes six dimensions and 21 subdimensions with respective weights, as well as 80 required or selective question items.Originality/valueThis article presents the value and potential of collaboration among homogeneous non-profit organizations. The checklist was designed so that the partner agencies of Taiwanese Turnaround Alliance enjoy the right to determine their own goals. With regard to implementation, the checklist provides self-assessment options and expert reviews for users. Furthermore, to continuously improve partner agencies’ capacity, the importance of an “Individual Support Plan (ISP)” had been emphasized. In summary, the aim for creating the checklist was to fulfill the collaborative beliefs of the Taiwanese Turnaround Alliance, under the practical principles of autonomy, adaptability, and accompaniment.
|Appears in Collections:||當代教育研究|
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