This study analyzes the influence of local government subsidies, governance structures of social welfare corporations, and managerial characteristics of social welfare centers on service quality. Drawing upon 140 survey responses from social welfare centers, the results are as follows:ⅰ) Local government does not place many burdens on subsidized social welfare corporations, but there are strict requirements for the submission of financial reports and auditing, and the centers are well monitored.
ⅱ) Social welfare corporations are generally well governed, but there is still significant room for improvement. More specifically, while 70% of corporations consistently hold regular board meetings, in 38.2% of the corporations, social welfare specialists make up the majority of the board, and in 29.4% relatives occupy more than 10% of board positions.
ⅲ) Among the various services offered by social welfare centers, core services include family welfare, community social welfare, and education and culture projects. These projects can be evaluated as comparatively good, particularly the community social welfare projects.
ⅳ) For social welfare centers subsidized by local government, increased monitoring results in better quality services.
ⅴ) Various activity career, improved transparency and participation, conservation of screening rules, and awarding bonus points to excellent centers do not significantly influence service quality.
ⅵ) Social service centers operated by corporations with fewer than 10% of directors as relatives offer a higher level of services than others, as do those with service directors with more than 15 years field experience and first level of social worker qualification. However, the ratio of social welfare specialists and level of board activity do not impact service quality.
ⅶ) Finally, centers which award employee performance bonuses display a higher level of service quality than others.