Women helping women - PWR Foundation, Creating employment for under-privilege women, by providing comprehensive training, support system resulting in scale and financial viability.
See entry form attached.简介
名字 Huei-Chu 慧珠
姓氏 WANG 王。執行長
名称 The Peng Wan-Ru Foundation
电话 (886) 2-25216196
地址 8th Floor,No.70, Section 1, Ming-Sheng E.Road, Taipei City, Taiwan
地区[下拉列表]. Asia pacific
非盈利机构 non profit
PWR foundation is widely recognised as one of the most successful social enterprise in Taiwan, as well as The NGO government and media go to and solicit input from, on subjects and policies on women rights, welfare, childcare support system, care for the elderly....etc. They are frequently written up in prominent media on social issues.
Business school case study- by the Ivey School of Business, The University of Western Ontario, to be release November 2011. Co -authored by Prof Glenn Rowe, the Paul MacPherson Chair in strategic leadership,Ivey School and Prof B. D. Huang of Taiwan Cheng Chi University MBA program.
Angela Chang, Managing Director, Johnson & Johnson Taiwan
Angela has led a volunteer team of JJ managers in 2003-2006 advising PWR on their operation, marketing, training, deployment, customer services and provided "micro" financing arrangements for unemployed women in need of proper training as housekeeper, bridging the income needed for their family during the month-long training. The loan was repaid in instalments once they started their job. Angela also serves on the board for PWR as well as of the United Way Taiwan.
Angela is a graduate of the Harvard Business School and National Taiwan University. Angela is a senior executive at JJ and have worked in both Regional (Asia Pacific) and local capacity.
Ray Chen, Founding Partner of Living Water Social Ventures (LWSV), a Social business development and consulting firm. LWSV is framing a social venture fund for impact investment based on not-for-profit trust. Ray has, in the past three years worked at Flow Inc. , the first social venture fund in Taiwan and led its Social Enterprise Program. Prior to Flow Inc., in 2007, Ray founded Taiwan's first Research Initiative on Social Entrepreneurship Society.
Ray was a Principal at Andersen Business Consulting, Deloitte Consulting, and ABeam Consulting. ray holds an MBA from U of Illinois at Urbana-Champaign.
email@example.com Tel: (886) 933-121492创新性
Women helping women- PWR Foundation, is both a practitioner experimenting and building sustainable operation model creating and supporting women employment, , as well as being the leading NGO as public policy advocator for women, children's welfare.
Helping women cope with both work and family by providing affordable, close-by care services for children and the elderly can help resolve difficult issues of the low fertility rate and the ageing population. In addition, offering well-compensated care giving jobs to (female) residents all over the country can improve family finance and stimulate community economy.
With perseverance and dedication of it's founding members, led by Professor Liu Yu Hsiu, and it's recent (~7years) success in establishing a huge network and system of family support, PWRF has gradually built it's credibility and capacity in becoming the most influential NGO in Taiwan.
PWRF has successfully shaped government law and policies related to childcare:
Incorporate the after-school guidance into the Child and Youth Welfare Act in 2003
Advocated the policy of Babysitting (baby/child are) management and subsidies (monthly at USD110) enacted since 2008, with a complete operation model as best practice for deployment island-wide
In addition, early in 2005, as PWRF was pushing for universal care, they invited women and labor organizations to form "Childminder Care Advocacy Alliance" to study a workable measurement for Childminder management and subsidies , as well as petitioniing for :
Childhood Education and Care Act
Early Childhood Education and Care Act
Children and Youth Welfare Act
Birth Incentives and Childcare Support Initiative (under planning, by Council for Economic Planning and Development - a government ministry)
The Foundation’s range of care systems offers high-quality, affordable universal care services for people 0-99years of age, and at the same time the Foundation has advocated for the government to incorporate these projects into state policies. It had developed the “Community Care Welfare Service Support System,” and created job positions for childminders, after-school care workers, housekeepers, post-natal care workers, and care service workers etc.
The objectives of PWR caring projects are:
To offer women caring job, thus creating employment opportunity (see other section on performance metrics)
To advocate and implement egalitarian sharing of caring services.
As a non-profit organisation, the Peng Wan-Ru foundation earned and built trust and distinctive recognition from the public, making them willing to entrust their housework and care work to "strangers". Therefore, the foundation designed an employment support system to provide professional assistance to empower thoose disadvantaged. PWRF also helped to unionize these women to ensure their rights and benefits.
The employment support system is an effective poverty lifting model. The foundation worked together with business partner, Taiwan’s Johnson & Johnson, to build and enhance its management and quality control skill. It effectively resolved non-profit organization’s predicament of “market blindness,” made an adjustment to the training method and introduced the concept of service procedures and the standardization of the training curricula.
1. The Predicaments of Female Career in Taiwan
According to the findings of the 2009 Manpower Survey, 44% of Taiwanese women, approximately one million and five hundred thousand, had the ability to work but chose to stay home because of marriage, child-raising or the need to care for family members . “Women’s Marriage, Fertility Rate and Employment Survey” also revealed that in Taiwan the rate of women leaving jobs because of marriage and child-raising was quite high and the rate of returning to employment very low.
2. Low fertility rate and the ageing population
In recent years, Taiwan also faces the issue of low fertility rate and the ageing population. There were 326,000 babies born in 1996, while there were only 206,000 babies born in 2005, nearly 40% reductions during ten years. 40 years later, elderly population will reach 40%. Such kind of society cannot subsist.
In 1996, feminist activist Peng Wan-Ru was murdered. The case has never been solved. Her husband and other members of women’s movement decided to establish a foundation to transform tragedy into hope.
Liu Yu-hsiu, a feminist activist and the visionary leader of PWRF, is also the chief program developer for the foundation, (a university professor by profession) . She has studied and worked on the concept of a universal care system based on the Scandinavian model, and continuously refined and experimented with in accordance with the particular needs and conditions of Taiwan society enhancing women’s opportunity to have equal access to labour markets and labour protection.
Empowering Disadvantaged Women in Poverty Reduction : Women helping women
- A Model of Taiwanese NGO Experience
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1. Strategic Partnerships between PWRF, service users, and caring workers to form a women help women-community interdependent caring system.
2. Social partnership with Johnson & Johnson, a for-profit enterprise , on service optimization and management capability, to have formed a creative and collaborative model
3. Quality service and effective management w sustainable viability
The effect of this model can be seen from the number of jobs created and the service results. At present, the Foundation, with 99 staff members, has helped over 12,000 users and over 5200 service workers annually. PWRF has become the biggest and the most efficient poverty lifting model in Taiwan. By creating new jobs with quality training, it has resulted in both strong market awareness and overwhelming demands, as well as significant increase in small regular (monthly) donations, ensuring the sustainability of both the support system and job security.
At present, this system maintains a certain scope of services with stability and efficiency in the metropolitan areas of the west coast of Taiwan.
In. 2011, 5296 women trained with employment facilitated by PWRF , currently supports/serve s 12,634 users/families
Research and develop adjacent services: Care for the elderly
As our housekeeping service kept on expanding, we found the project is serving more and more families with very old members; it enables us to accumulate experiences in looking after the very old people. It shows that the right time for us to turn towards elderly care. The project aims at serving the slightly disabled or very old and frail elderly, providing a combined service of personal care and housekeeping.
Reform childminders management system to ensure an affordable and high-quality care.
Since 1997 PWRF has begun the project of“the Community Child-Minders’ Support System”，screening and training middle-aged women as professional child-minder , to offer the trusting community child-minder for double-income family. We will look to revamp and scale up the program.
When a non-profit organization attempts to make itself business-like, a few restraints arise: 1. Conflict and mis-alignment between our mission and "business" operation; 2. lack of market understanding and inefficient command of information; 3. lack of understanding of the customers' demand (due to our mindset of “giving” and helping the disadvantaged).
When the P.W.R. Foundation’s employment support system was expanded due to popular demand, dealing with numerous problems to do with the service users and workers took a great amount of time and energy, which resulted in an increase in management cost and a dilemma between management and expansion for the Foundation.
These were subsequently alleviated to a large degree with the support of Johnson and Johnson senior management's advise. However, we still need to regularly revisit our mission, our strategic priorities as well as measurement of our "success" as we serve our Vision.
In 2003 in an attempt to carry out its social responsibilities, Taiwan’s Johnson & Johnson organized a managerial level volunteer team and formed a long-term partnership with the P.W.R. Foundation, offering the Foundation various information and management skills. Consequently, the P.W.R. Foundation was able to have a breakthrough for its project and began to grow rapidly.
Under the leadership of Angela Chang, Managing Director of the company, who led a volunteer team of JJ managers in 2003-2006 , advised us at PWR on our operation, marketing(surveying both worker, employers, publicity and communication program), training(reviewed effectiveness to revamp program, meeting actual customer requirements, building the right competencies), deployment(improve matching needs and capability), customer services (before and after start of employment). The company also provided "micro" financing arrangements for unemployed women in need of proper training as housekeeper, bridging the income needed for their family during the month-long training. The loan was repaid in instalments once they started their job. The amount of loan was NTD2million, or USD 71,400, created over the years more than USD3million worth of employment income for the women and still counting and mounting. Loan being revolving, the original amount is still "working"! This is the best investment with extraordinary "return"!
Incomes USD 2,146,706
(exclude income of the employed women estimated at USD 32million in 2010).
Expenses USD 1,868,938
Balance USD 277,768 (13%)
█ 个人 small monthly donations, majority USD11~35
The high tax rates in northern European countries are the foundation on which their universal welfare policies are constructed. The Peng Wan-Ru foundation has decided to transform the Scandinavian model of “using tax money to collectively buy care services” into “having the user pay the majority, with government appropriations in support.” Therefore the foundation lower the dependence on government’s subsidies, and began to design a user-contributed “mutual support donations” mechanism, getting regular donation from their service users.
1. Keep on understanding the customers’ needs and levels of satisfaction and enable the Foundation to have up to date understanding of the market
2. Expand our service scale and develop diversified service to satisfy people’s need.
3. Put more effort on lobbying for national policy and public service to build up a precious sense of public trust and interconnectedness.
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PWRF provides comprehensive training, counselling, and matching services for women. The women, trained by Peng Wan- Ru Foundation, are well equipped to be caring workers.
Although PWRF does not employ the caring workers directly, and only serve as a facilitator, (and does NOT charge any fee except request for a token of donation, USD11 per month) , the foundation continue to provide them on-the-job training to refresh and augment , and helping them to build up and operate their own union. These women’s situations are improved because they can earn a family wage from the job to raise their families on. Users get efficient and affordable services, so they could focus on their career without worries. The existence of the system is like a platform between two sides to pass message or offer assistance when they are in need.
The interdependent support "system" of the three parties can perpetually feed and fuel it's own success.
We will keep on responding the emergence of ageing society and fewer babies to in the immediate future. We have three main plans:
1. Collaborate with the government to build up 3 non-profit/public daycare centers in the southern and northern Taiwan as showcase model to facilitate scaling and adoption by government certified private operators.
2. Develop diversified childminder service, such as Post-Delivery Care and childcare service at parent’s home.
3. Design flexible and efficient service item and pricing- strategy for either full-time or part-time workers encouraging native workers to perform at-home senior /elderly care services.
Meanwhile, PWR will continue to be active and proactive in advocating our universal care policies.
The foundation does more than just focus on the details of its programs: it also looks at the big picture of national policy. Achievements thus far include the incorporation of after-school guidance into the Child and Youth Welfare Act in 2003, and the policy of babysitting management and subsidies, which went into effect in 2008.
Business partner - Johnson & Johnson Taiwan
What PWRF got from J&J wasn’t financial assistance, but their management experience. J&J formed a volunteer group to provide effective management skill, such as optimising PWRF’s service process and enhance training programs. Consequently, the PWRF was able to enjoy breakthrough for its project and began to grow rapidly.
It is worth to mention, J&J were not imposing any of their business model on PWRF. They were simply trying to create an effective and efficient NPO management model with PWRF. That’s why the partnership can continue till now.
With clear vision and time-proven operation model, dedicated staff , PWRF has established itself as the most successful NGO creating jobs for women, lifting them from poverty. Their success and scale has led to their credibility and ability to advocate and shape government policies on women, children and youth. I am very proud to have collaborated and advised them in their operation and "business" model.
The Peng Wan-Ru Foundation