社区基金会的本土实践逻辑、治理结构及其潜在张力
|
摘要
本文基于对上海市社区基金会的调查剖析了行政驱动逻辑下社区基金会的成立机制、治理结构以及存在的潜在张力。研究发现,在行政驱动逻辑下,本土社区基金会走出了一条从授人以渔到营造公益渔场的新型路径,在短期内建构了社区基金会的行业生态。在行政驱动过程中,社区基金会的成立和运作受外在压力机制和内在激励机制双重影响的结果,呈现冷漠旁观型、盆景摆设型、介入干预型和合作伙伴型等四种不同的形态。行政驱动导致了社区基金会治理结构存在深层次的张力,表现为虚置的理事会、无力的秘书处以及外部治理代替内部治理等现象。本研究指出需正确对待行政驱动逻辑的效应,虽在短期构建行业生态具有积极的促进作用,然而其潜在的威胁亦不可忽视。因此,政府部门应该以培育社会创新主体、营造社会氛围和提供外部支持等多种方式,积极构建合作伙伴型的关系,真正发挥社区基金会在推动社区治理中的应有价值。
Based on research at Shanghai Community Foundation, this paper analyzes the establishment, governance structure and potential tension of community foundation under the logic of administrative leadership. This study concludes that under the logic of administrative leadership, the local community foundation has embarked on a new path, from "teaching fishing" to building a public welfare "fishery". The local community foundation also has constructed an industry ecology in a short period of time. In the process of administrative leadership, the establishment and operation of the community foundation are affected by the external pressure mechanism and the internal incentive mechanism, which presents four different forms, namely indifference, "Bonsai display",interventionism, and partnership. Further research finds that administrative leadership leads to a deep tension in the governance structure of the community foundation. This is manifested in the virtual council, in the powerlessness of the secretariat, and in external governance replacing internal governance. This study points out that the effect of administrative leadership logic needs to be correctly treated. Although it plays a positive role in promoting industry ecology in the short term, its potential threat cannot be ignored. Therefore, government departments should actively build partnerships. In this context, they should adopt the cultivation of social innovation subjects, the creation of a sociable atmosphere, and the provision of external support. In this way, the value of community foundations in promoting community governance can be truly realized.
Based on research at Shanghai Community Foundation, this paper analyzes the establishment, governance structure and potential tension of community foundation under the logic of administrative leadership. This study concludes that under the logic of administrative leadership, the local community foundation has embarked on a new path, from "teaching fishing" to building a public welfare "fishery". The local community foundation also has constructed an industry ecology in a short period of time. In the process of administrative leadership, the establishment and operation of the community foundation are affected by the external pressure mechanism and the internal incentive mechanism, which presents four different forms, namely indifference, "Bonsai display",interventionism, and partnership. Further research finds that administrative leadership leads to a deep tension in the governance structure of the community foundation. This is manifested in the virtual council, in the powerlessness of the secretariat, and in external governance replacing internal governance. This study points out that the effect of administrative leadership logic needs to be correctly treated. Although it plays a positive role in promoting industry ecology in the short term, its potential threat cannot be ignored. Therefore, government departments should actively build partnerships. In this context, they should adopt the cultivation of social innovation subjects, the creation of a sociable atmosphere, and the provision of external support. In this way, the value of community foundations in promoting community governance can be truly realized.
引文
(1)本课题在调研时候,上海总共社区基金会为54家,而截至2017年底,上海的社区基金会已经发展到了72家。本文对于社区基金会内部治理结构等数据主要是基于2017年5月对上海市54家社区基金会的调研,但是介绍社区基金会总体情况时,我们采用的是2017年底的相关数据。
(2)Doug Easterling. The leadership role of community foundations in building social capital. National Civic Review, 2010, 97(4):39-51.
(3)王建军、叶金莲:《社区基金会:地位与前景——对一个类社区基金会的个案研究》,《华中师范大学学报(人文社会科学版)》,2006(6)。
(4)孙倩:《美国的慈善事业》,《社会》,2003(6)。
(1)Guo Chao, Willam A.BrownCommunity Foundation Performance:Bridging Community Resources and Needs. Nonprofit&Voluntary Sector Quarterly, 2006, 35(2):267-287.
(2)章敏敏、夏建中:《社区基金会的运作模式及在我国的发展研究——基于深圳市社区基金会的调研》,《中州学刊》,2014(12)。
(3)徐宇珊、苏群敏:《社区基金会的“形”与“神”》,《中国社会组织》,2015(3)。
(4)徐家良、刘春帅:《资源依赖理论视域下我国社区基金会运行模式研究——基于上海和深圳个案》,《浙江学刊》,2016(1)。
(5)Easterling D. Promoting Community Leadership Among Community Foundations:The Role of the Social Capital Benchmark Survey.Foundation Review, 2011, 3(1):81-96.
(6)Malombe J. Community Development Foundations:Emerging Partnerships, 2000.
(7)Daly S. Institutional Innovation in Philanthropy:Community Foundations in the UK. Voluntas International Journal of Voluntary&Nonprofit Organizations, 2008, 19(3):219-241.
(8)Jung T, Harrow J, Phillips S D. Developing a Better Understanding of Community Foundationsin the UK's Localisms Policy&Politics, 2013,41(3):409-427.
(1)Malombe J. Community Development Foundations:Emerging Partnerships. 2000.
(2)Carman J G. Community Foundations:A Growing Resource for Community Development. Nonprofit Management&Leadership, 2001,12(1):7-24.
(3)Lowe J S. Community Foundations:What Do They Offer Community Development?. Journal of Urban Affairs, 2004, 26(2):221-240.
(4)Martin D G. Nonprofit Foundations and Grassroots Organizing:Reshaping Urban Governance. Professional Geographer, 2004, 56(3):394-405.
(5)Malombe J. Community Development Foundations:Emerging Partnerships. 2000.
(2)Doug Easterling. The leadership role of community foundations in building social capital. National Civic Review, 2010, 97(4):39-51.
(3)王建军、叶金莲:《社区基金会:地位与前景——对一个类社区基金会的个案研究》,《华中师范大学学报(人文社会科学版)》,2006(6)。
(4)孙倩:《美国的慈善事业》,《社会》,2003(6)。
(1)Guo Chao, Willam A.BrownCommunity Foundation Performance:Bridging Community Resources and Needs. Nonprofit&Voluntary Sector Quarterly, 2006, 35(2):267-287.
(2)章敏敏、夏建中:《社区基金会的运作模式及在我国的发展研究——基于深圳市社区基金会的调研》,《中州学刊》,2014(12)。
(3)徐宇珊、苏群敏:《社区基金会的“形”与“神”》,《中国社会组织》,2015(3)。
(4)徐家良、刘春帅:《资源依赖理论视域下我国社区基金会运行模式研究——基于上海和深圳个案》,《浙江学刊》,2016(1)。
(5)Easterling D. Promoting Community Leadership Among Community Foundations:The Role of the Social Capital Benchmark Survey.Foundation Review, 2011, 3(1):81-96.
(6)Malombe J. Community Development Foundations:Emerging Partnerships, 2000.
(7)Daly S. Institutional Innovation in Philanthropy:Community Foundations in the UK. Voluntas International Journal of Voluntary&Nonprofit Organizations, 2008, 19(3):219-241.
(8)Jung T, Harrow J, Phillips S D. Developing a Better Understanding of Community Foundationsin the UK's Localisms Policy&Politics, 2013,41(3):409-427.
(1)Malombe J. Community Development Foundations:Emerging Partnerships. 2000.
(2)Carman J G. Community Foundations:A Growing Resource for Community Development. Nonprofit Management&Leadership, 2001,12(1):7-24.
(3)Lowe J S. Community Foundations:What Do They Offer Community Development?. Journal of Urban Affairs, 2004, 26(2):221-240.
(4)Martin D G. Nonprofit Foundations and Grassroots Organizing:Reshaping Urban Governance. Professional Geographer, 2004, 56(3):394-405.
(5)Malombe J. Community Development Foundations:Emerging Partnerships. 2000.