社區照顧關懷據點運作之個案研究-以桃園市吉祥社區為例

Abstract

本研究旨在探討桃園市吉祥社區照顧關懷據點之現況、執行困境與因應策略，以CORPS模式為分析架構，文獻分析與深度訪談作為研究方法，檢視社區推動照顧關懷據點的運作情況。研究結果顯示，個案社區積極落實政府各項政策，照顧關懷據點組織運作現況穩定逐年精進；經營成效優異備受肯定，面對困境仍待強化組織專業效能，其困境包含：服務對象來源不穩、運作上缺乏標準SOP流程與民眾認知不足、財力上缺乏經費與核銷流程繁雜、在志工招募與管理上不易、志工不足與能力有限、服務課程無創新、欠缺決策核心之專業人才。因應策略為：以行動據點方式，擴大服務對象、制定SOP流程與規範，減少業務運作之困擾、增加社區產業，以擴展財源、招募青銀志工，重視人員的培育，提升專業知能、聘請專業講師，發展創新課程與服務、培植核心幹部，建立決策核心人員傳承制度。據點未來朝自主營運、永續發展。最後本研究建議：一、對政府相關單位的建議：提高據點的經費補助，簡化核銷行政流程，並放寬對據點的限制，給予據點彈性調整的空間；建立資源網絡共享平台，以減少據點執行困境。二、對個案據點的建議：據點應聘請專業人員，建立「人才資料庫」；建立據點系統性且具有特色的課程設計方案；發展社區產業，自主營運，以達永續經營。三、最後，提出相關研究建議，提供社區據點經營者以及相關單位作，未來據點經營運作之參考方向。This study aims to explore the current situation, implementation difficulties and coping strategies of the Jixiang Community Care center in Taoyuan City. Using the CORPS model as the analytical framework, literature analysis and in-depth interviews as research methods, it examines the community-promoted operation of the care center.The results of the research show that the case community actively implements various government policies, and the organization and operation of the care center is stable and improving year by year; the excellent operating results are well recognized, and the professional efficiency of the organization still needs to be strengthened in the face of difficulties. The difficulties include: the source of service objects is unstable, Lack of standard SOP process and lack of public awareness in operation, lack of funds and complicated write-off process in terms of financial resources, difficulty in recruiting and managing volunteers, shortage of volunteers and limited ability, no innovation in service courses, and lack of professional talents at the core of decision-making.The coping strategy is: expand service targets by means of action center, formulate SOP processes and norms, reduce business operation troubles, increase community industries to expand financial resources, recruit Qingyin volunteers, attach importance to personnel training, enhance professional knowledge, and hire professionals Lecturers, develop innovative courses and services, cultivate core cadres, and establish a succession system for key decision-making personnel. In the future, the stronghold will operate independently and develop sustainably.Finally, this research recommends: 1. Suggestions to relevant government units: increase the subsidy of center, simplify the administrative process of verification and write-off, and relax the restrictions on center, giving them room for flexible adjustment; establish a resource network sharing platform to reduce execution of center dilemma. 2. Suggestions for individual case center: center should hire professionals to establish a"talent pool"; establish a systematic and distinctive curriculum design plan for the center; develop community industries and operate independently to achieve sustainable management. 3. Finally, put forward relevant research suggestions, and provide community center operators and relevant units with reference directions for center operation in further.