社會企業提供社區長期照顧服務的運作模式：以臺中市照顧生活館為例

因應高齡化社會所帶來的長照需求，我國政府在 2016 年實施長期照顧十年計畫 2.0（簡稱長照 2.0）。透過建置社區整體照顧服務體系，期望讓民眾能夠找得到、看得到、用得到長照資源。但因為政府資源有限，仰賴非營利組織與社區團體提供照顧服務成為必然的趨勢。然而，他們同樣也面臨著經營資源有限、及資源競爭的問題，因此部份組織開始融入商業運作的概念，希望循社會企業的模式來提高財務收入，一來能使組織得永續經營，也能夠滿足照顧需求。為此，臺中市政府循社會企業的概念，在 2018 年推出照顧生活館政策，希望將長照據點結合咖啡廳、餐廳等空間，來拉近長照議題與民眾的距離。本研究採質性研究方法（文獻分析、深度訪談以及參與者觀察），以立意抽樣挑選臺中市境內的甲照顧生活館與乙照顧生活館為研究標的，其中甲照顧生活館為非營利組織，乙照顧生活館則為營利組織。透過審視組織的編制與人事管理、財務管理、服務提供管理、對外互動關係、課責性等五個觀察項目，探究他們循社會企業提供社區長照服務的運作模式。最終本研究有三個發現：第一，非營利與營利組織型態的社會企業，其經營策略有明顯的差異。第二，照顧生活館政策提高了長照市場的競爭性進而促使組織的創新，其中非營利組織會更強調與企業的合作，來增加他們的收入；營利組織則藉由成立合作社的方式來提高社會性。第三，因為照顧生活館融入餐食與桌遊等服務，使得甲、乙照顧生活館除了需要受到政府的課責外，也要受到消費者與企業的課責，倘若產品與服務不具有競爭性，消費者便不會購買、企業則不會提供贊助。

關鍵字

社會企業；照顧生活館；社區整體照顧服務體系；長照 2.0

並列摘要

In response to the long-term care demand brought by the aging society, the Taiwanese government put the "Long-term Care Ten Years Plan 2.0” into practice in 2016. The plan hopes to make the long-term care resources to be available to the public through establishing the community-based integrated care service system. However, government is faced with the problem of limited resources. It is inevitable to depend on non-profit organizations or community groups to provide care services. But they also lack resources to run the plan and have to compete for resources. Therefore, some organizations have begun to integrate the concept of business operation, in order to increase the income following the model of social enterprise. It will not only enable the organization to operate sustainably, but also meet the demand of care. Hence, according to the concept of social enterprise, Taichung City Government launched the policy of “Care Living House” in 2018. This policy aims to combine the long-term care space with places such as restaurant and coffee shop to make people become more familiar to the long-term care issue. This research adopts qualitative methodology including literature analysis, in-depth interviews and participant observation. This research selected A care living house and B care living house in Taichung City through purposive sampling. A care living house is a non-profit organization, while B care living house is a for-profit organization. The study examined how the operation model of social enterprise function to provide community long-term care service through scrutinizing the organizational structure and personnel management, financial management, service provision management, external interaction, and accountability. There are three findings in this research: First, there are apparent differences in the business strategies of social enterprises. Second, the policy of care living house has increased the competitiveness of the long-term care market and further promoted the innovation of the organization. Noticeably, non-profit organization emphasizes more on the cooperation with enterprises to increase their income, while for-profit organization improves its social value by establishing a cooperative. Thirdly, since care living houses integrated the service of meals and board games, A and B care living houses need to be subjected to the government's accountability, as well as consumers and enterprises. If the products and services are not competitive, consumers will not buy them, and enterprises will not provide sponsorship either.