臺灣社會工作師執業場域的多樣化：以社會工作師事務所為例

Abstract

本研究採用質性研究方法，以半結構深度訪談方式進行，訪談共11位成立社會工作師事務所7年以上於臺灣各縣市執業之負責社會工作師為研究對象，探討臺灣第一批成立事務所的社會工作師之心路歷程及整體營運規劃，包含成立動機及專業定位、不同經營模式的差異、過程中遇到問題和困境、專業精進與督導考核的實務現況、並針對未來成立社會工作師事務所需具備的條件及策略，以及社會工作師事務所對各縣市社會工作師公會及政府的期待及建議等。研究發現社會工作師事務所的實務專業積累已陸續建立專業形象及口碑，且實現社會工作師事務所的法定選項，讓社會工作師減少行政負擔、實現獨立自主的理念，在執業具正當性及合法性下，專業獲得肯定與認同。並發現事務所的組織型態並未完全被專家學者認同，且在稅制上被認定為營利組織，如何以營利概念經營社會工作專業值得持續探索，這也是部分事務所轉化為協會組織型態的評估面向。在經營模式部分則分為：個人獨立自營、方案合作經營二類，並討論二類營運模式的運作異同及遇到之困難。而社會工作師事務所工作人員的專業精進培力及主管機關的督導考核是品質要求的重點，資深社會工作師並給予未來計畫成立事務所應備的條件及思維，及如何運用宣傳增加效益，及願景和永續經營的探討；並列出對公會及政府政策的期待及建議。在研究討論部分，提出未來可針對社會工作師事務所營利與非營利專業定位、執業樣貌的區隔化與多元、創新的簽證制度的可行性、及資深社會工作師專業精進課程的規劃等項目深入討論。研究結論則整理社會工作師事務所成立至今20年的專業自主與多樣、獨立營運與模式多元，讓社會工作師可以不受科層體制限制，以事務所的模式營運；且著力於強化專業量能提升專業品質，落實社會工作師以資歷為本展現理念的發展，實現社會工作師職涯多樣化的選擇。在研究建議部分，調整中央與社會工作師事務所的合作條件，加強彼此的對話機制，健全及發展財稅制度、調整方案條件增加合作考量等都是支持社會工作師事務所的良策。This study adopts a qualitative research approach, utilizing semi-structured in-depth interviews with the 11 license social workers who have been running their own offices for over 7 years in various counties and cities in Taiwan. The research explores the personal journeys and overall operational plannings of the first period of the license social workers who established offices natively, including their motivations for founding the offices and their professional positioning, differences in various business models, challenges and difficulties encountered throughout the processes, the current state of professional advancement and supervisory assessments, as well as the conditions and strategies needed to establish social worker offices in the future. Additionally, it addresses the expectations and suggestions of the license social worker office for the social work association and government in various areas.The Research findings indicated that the practical professional development of the license social work offices has gradually built a professional image and reputation, and actualized the legal options for the social work offices, allowing social workers to reduce administrative burdens and realize the concept of independence and autonomy. With legitimacy and legality in practice, their professionalism has gained recognition and validation. It has also been found that the organizational forms of these offices are not fully accepted by experts and scholars, but classified as the profit-making organizations under the tax regime. Therefore, how to manage the profession of social work with a profit-oriented concept is a worth ongoing exploration, which is also an evaluative aspect for some social work offices transitioning into association organizational forms. The operating models are divided into two aspects: individually independent operations and collaborative project management -- a discussion of the similarities and differences between these two operational models and the challenges they face is presented. The professional development and empowerment of staff at the license social work offices, along with supervision and assessment from regulatory authorities, are the key quality requirements. Senior social workers have provided the necessary conditions and insights for future plans in order to establish offices, as well as strategies, for increasing benefits through publicity and discussions on vision and sustainable management. Furthermore, the expectations and suggestions for associations and government policies have also been outlined.In the research discussion section, suggestions were made for future in-depth discussions on the professional positioning, differentiation, diversity, and feasibility of innovative visa systems for both profit and non-profit social work agencies, over and above the planning of advanced training courses for senior social workers. The conclusion of the research summarizes professional autonomy and diversity for 20 years establishment of social work agencies, which allows social workers to operate independently without hierarchical constraints. It focuses on strengthening professional capacity to enhance quality and fulfill the development of social work based on qualifications which enhanced achieving diversified career choices for social workers. In the research recommendations section, adjusting the cooperative conditions between the central government and social work agencies, enriches their dialogue mechanisms, and develops a sound tax system along with adjusting program conditions, and increases collaboration considerations. Above are all the effective strategies to support social work agencies.