David - congratulations on a tough yet great job.
Let me respond to you from two different perspectives: (a) as an entrepreneur myself and (b) as somebody who has been involved in developing workshop content for Chinese students and managers (my experience was in the mainland, so some of all of it may be irrelevant to Taiwan).
First, there is a big difference between an entrepreneur and a CEO. Your agenda seems like a CEO agenda. An entrepreneur is primarily a doer and makes quick judgments about what's worth their while (including being in your bootcamp). A good entrepreneur tends to be very tactical in early stages of a venture and does not have much luxury of time to think about long term abstractions.
And - at the expense of gross generalisation - Chinese tend to like formulas and methodologies than open-ended questions and discussions and western modernisms like storytelling, empathy walks and so forth.
So, if I were designing your bootcamp, I'll start with the Business Model Canvas for Social Services - and position it as the baseline for how they currently think about their venture/services.
I'll eliminate all "system thinking", "design thinking" kind of abstractions as lectures. [Not to mention empathy walk and interactive story telling!]. I'll avoid change management, team building etc - these are issues for a CEO, not for an entrepreneur.
Instead, I'll come to pitching/presentation and have them present to their own peers or an audience as to how to present their idea in terms of their new canvas - customers, value propositions, partners, stakeholders etc.
Then I'll cover fundraising. Here I'll include both case studies as well as objective info - such as who have funds for what and how to apply.
Now you've given the entrepreneur something concrete - how to think about their venture, how to talk about it and how to get it started. You've spared them boring lectures from professors about systems thinking and amusing entertainers about story telling (to an entrepreneur, these are not actionable).
At this point, the entrepreneur's demons are gone - they think they have the tools to do what they want to do.
Now inspire them to do it - with case studies (focused more on the entrepreneurial struggles rather than operations).
Of the other topics you mention, only legalities are important - now that you can do it, here are some basics to get started and what to watch out for.
Just keep one thing in mind and you'll have a great bootcamp: Academics and scientists tend to think top down (from theory to implementation) whereas an entrepreneur thinks bottom-up. Having been both a scientist and an entrepreneur, I feel this is an often misunderstood/overlooked fact by folks who try to train "entrepreneurs".