译文简介: 台湾这片乐土滋养了5000多家社会企业，知名社会革新机构团体开始聚焦台湾，探寻究竟。外国人眼中的不同就是台湾成功的因素？还是台湾有着得天独厚的优势？还是台湾决策明智，勇赶潮流？外国人眼中的“台湾奇迹”，从作者环行台湾的经历我们可以看出外国人对此看法。
原文地址:
http://socialenterprise.guardian.co.uk/social-enterprise-network/2012/nov/09/insights-taiwan-good-ecosystem
原文作者: Reza Mirza
原载：《卫报》
翻译: 齐永娇
正文翻译
作者简介：
Reza Mirza co-founded the Social Innovation Research Group, which is mapping social innovation in Taiwan to identify factors for success and create models for innovation.
雷扎•米尔扎是社会创新研究团体的创始人之一，该团体正致力于研究台湾社会创新力求成功的发现创新的新型模式。
Insights from Taiwan: what makes a good ecosystem for social enterprises?
洞察台湾：是什么为台湾5000多个社会企业创造良好的“生态系统”？
Taiwan has more 5,000 social enterprises. Reza Mirza travelled there to see what we can learn from them about social innovation.
台湾有超过5000家社会企业，作者Reza Mirza探访台湾向当地社会企业寻求经验。
社会企业不是纯粹的企业，亦不是一般的社会服务，社会企业透过商业手法运作，赚取利润用以贡献社会。它们所得盈余用于扶助弱势社群、促进小区发展及社会企业本身的投资。它们重视社会价值，多于追求最大的企业盈利。
Amidst the hustle and bustle of Taiwanese life social entrepreneurship is on the rise. Photograph: Dan Chung for the Guardian
Cut back to a year ago, before dumplings and porridge became staples in my diet.
回到一年前，那个时候饺子和燕麦粥还是我饮食的最佳选择。
Before I flew to Taiwan to map out the social innovation landscape, I was in San Francisco working for a digital innovation agency. A brief call with Joseph Wong, a mentor and former professor changed all that. Who passes up an opportunity to research a burgeoning field with the capacity to change the world while on a tropical island? Not me – much to my mother"s chagrin.
在我飞往台湾去调查研究社会创新前景时，我在圣弗朗西斯科的一家数码创新机构工作。和约瑟夫打了一通电话之后，这位良师益友彻底改变的我的生活现状。他给我了一个机会去研究新兴领域，这项计划很有可能在台湾这片乐土上改变世界。我倒罢了，生气的是我母亲。
It"s ironic that despite its speckled history, Taiwan has a thriving third sector. Speckled might be a tame way of describing the authoritarian regime"s Martial Law, which severely limited the autonomy of civil organizations. However, in the early 90s (just a few years after the lifting of Martial Law) Taiwan"s non-profit sector saw the development of commercial approaches and revenue generating arms. That"s another interesting fact our field work and literature review has revealed about Taiwan"s social enterprises: they"re less market-driven and often revenue-generating non-profits.
讽刺的是虽然台湾历史比较复杂，但是台湾的第三产业异常的兴盛繁荣。然而，早在90年代，台湾的非盈利企业目睹了商业方法策略发展以及创造财富的推动力。这是我们新兴领域研究与文学评论组发现的另一个有关台湾社会企业有趣的事实：它们很大程度上不以市场为导向，赚取利润通常是回馈社会而且是非营利性的企业。
The Taiwanese Ministry of Interior pegs the number of registered non-profits at over 60,000 and near 5,000 for social enterprises. It"s no accident that the seemingly non-existent social enterprise sector has grown so rapidly in a decade. Inspired by an EU program to develop the third sector, the Taiwanese government followed suit and in particular supported non-profits creating jobs for target groups – transforming many non-profits into social enterprises.
台湾非盈利企业超过60000个，社会企业就占了5000个。十年来，社会企业发展如此迅速，这绝对不是偶然。由欧盟发起的一项计划，目的是发展第三产业，台湾紧跟节奏，大力支持非营利性组织为特定群体创造就业机会——如此一来，许多非营利性企业就转变成了社会企业。
Here"s an interesting case study: while visiting Taipei"s famous hot springs, we learnt our spring was a private-partner partnership. The beauty of such an arrangement is that public resources are kept public and protected while still promoting competition and innovation. Instead of a single minister of hot springs dictating how the springs are run, an individual entrepreneur runs it. And unlike government officials, the livelihoods of the entrepreneur depend on the success of the spring. It"s not just Taiwan; public-private partnerships are taking off around the world. KPMG identified huge successes in India, Sweden has opened public-private hospitals, and there"s the Canada Line rapid transit system. And it"s no surprise, private-public companies have been shown to be more profitable than purely public enterprises and have even been attributed to the Taiwan Miracle, its period of rapid industrialization.
还有一个有趣的案例：在参观台北著名温泉时，我想到，我们美国的温泉机构都是私人伙伴合作关系。这种模式的好处在于公共资源在被共享的同时得到保护，并且还能促进竞争和创新。这样一来就不是哪个大臣下令该怎样经营，而是一个个人企业家在经营。和政府官员不同，企业家的生机就靠温泉馆生意的兴隆与否。这样做的，不仅仅是台湾。公私合营的合作模式已经席卷全球了。毕马威会计事务所在印度发现了巨大成功，瑞典已经开设一家公私合营医院，还有加拿大的高速运输系统也是采取此法。事实证明，公私合营企业比单纯的国有企业盈利甚多，在台湾迅速的工业化时期，这已经被称之为“台湾奇迹”。
For Taiwan to sustain its rapid growth and become a social enterprise hub, it needs to hasten its dialogue with its third-sector to bridge the existing chasm.
台湾要保持其经济增长，成为社会企业中心，就必须加强与第三产业部门的对话，并且弥补当前存在的裂缝。
