「社區照顧關懷據點」計畫有別「以價制量」購買服務方式，鼓勵承辦單位具多元、自主與選擇性。本研究以非營利組織申請政府委託服務的資源為主軸，以資源依賴理論分析非營利組織承辦關懷據點的動機，採用「個案研究法」分析臺北市四個非營利組織執行委託服務過程、組織經營，及辦理據點類型之選擇性策略。研究發現，非營利利組織初始之目的雖是追隨政府政策以獲取更多資源，成為社福界的「游牧民族」，確實有資源依賴現象，但探究其原因係因政府提供的服務補助十分零散，組織站在服務使用者角度，整併方案及提升服務的完整性，以提升服務使用者對組織認可，達到名利雙收效益；其次，功能型與經費型據點因臺北市公設民營規範而促使雙方產生輔導關係，辦理功能型據點的老人服務中心，藉由輔導取得建構社區服務網絡的「機會」，與經費型據點建立區域服務加盟關係。研究建議，未來據點的發展應著重提升兩類型據點互動的可行性，結合雙方優勢發揮加乘作用。

In 2005, the Executive Yuan promoted the “Taiwan Health Community Six-Star Program” encouraging communities and non-profit organizations to establish community care stations. Compared with previous contract programs’ emphasizing price, this program encourages organizations from different sectors to join, and allows each other-sector organization to depend on its own ability and sector-related practices. This research is based on the theory of resource dependence, using case studies to analyze the strategies of non-profit organizations, and focuses on explaining how and why providers choose to become functional or budgetary community care stations. This paper includes four cases: two functional and two budgetary. We found that a nomadic social welfare phenomenon exists among non-profit organizations. The major motivation behind this nomad phenomenon is that budgetary non-profit organizations apply for the community care station program in order to acquire government resources. In addition to chasing the additional resources afforded to program participants, they also benefit in that being a community care station improves their reputations from both the government’s and service user’s perspectives. The second finding is a franchise-like relationship between functional and budgetary organizations. While the expectation behind the central government’s policy was that functional and budgetary organizations would be independent of one another, Taipei City government’s contract with elderly welfare centers required they take on the additional role of functional community care centers, forcing them to assist new budgetary community care stations in their districts to apply for the project and implement community care work. This relationship resembles a franchise in that both types of organization benefit: functional organizations get the opportunity of building a community service network, while budgetary organizations receive free knowledge and instruction as well as assistance with implementation. In conclusion, because the central government’s contract programs are rarely modified, non-profit organizations need to constantly look for more resources and supplementary programs to survive. Finding a way to integrate these different programs is an important issue for Taiwan’s community care system.