身心障礙者社區資源中心角色功能之研究-以臺中市為例

本研究旨在了解身心障礙者社區資源中心運作現況，並探討其角色功能及其影響因素；藉由研究達成以下之目的：（1）瞭解目前臺中市身心障礙者社區資源中心的服務內涵及實際運作現況；（2）瞭解服務規劃者及服務提供者、機構代表、專家學者對身心障礙者社區資源中心理想與實際角色功能的認知與差距；（3）探討身心障礙者社區資源中心之定位功能及其影響因素；（4）依據研究結果，作為提供未來身心障礙者社區資源中心服務運作的執行參考。主要研究方法採取質性研究，以深度訪談進行研究資料蒐集，訪談對象包括服務規劃者（政府單位）、服務提供者（承辦單位）及機構代表（家長自組協會團體）及專家學者共計10位。經綜合分析，主要研究發現如下：一、身心障礙者社區資源中心運作現況與困境中心依法源設置及因應福利政策的演變，中心在服務內涵與觀點上也從個案管理朝向綜融多元服務的型態並強調需求評估的重要性，重視身心障礙者與其家庭的自我需求表達，也積極從被動提供服務至能創造更多元服務資源達到全人且整合性的服務。研究也發現因礙於委託關係定位規劃不明確及規範業務服務內容龐雜，以致在服務運作上仍無實質主導權、人力資源管理之問題（流動率高、專業職能不足、督導支持制度低）、跨資源網絡互動關係差及服務經費影響中心服務延續性等服務困境。二、身心障礙者社區資源中心角色功能中心主要以個案管理服務模式提供服務，本研究將中心的定位分為六個面向進行分析，其各面向之角色與功能說明如下：（1）委託關係面向：中介者、倡議者、服務替代者；（2）服務輸送面向：諮詢者、需求評估者、服務提供者、個案管理者、情緒支持者、問題解決者及增進能力者；（3）專業關係面向：類家人、陪伴者；（4）資源網絡面向：創造者、巡查員與深耕者、統整者、媒合者、協調聯繫者及倡導者；（5）專業研究者；（6）聯合服務中心等角色。三、身心障礙者社區資源中心資源網絡建構中心因業務量龐雜及人力不足因素，仍以個案管理服務為主，而較忽略或無力於建構資源網絡的拓展及與在地資源進行盤點或積極合作，另在資源網絡連結上有因委託關係的定位不明、服務資源未進行內部或外部整合等問題，以致資源連結或權力不對等、溝通協調不佳情形。依前述研究之發現，針對中心定位與功能、人力管理與督導制度、網絡成員互動關係、公私部門委託關係與經營模式、服務方案規劃及服務配置等面向進行討論，提出相關建議如下：一、政策面：（1）發展不同模式之委託關係：在計畫規劃投標前，能針對計畫所設計之內容及服務進行討論與溝通；（2）跳脫委託之框架，建立合作夥伴關係：在委託契約下，政府應有扶植與支援的角色；（3）改善龐大的服務量要求，減少人力的消耗與流動率；（4）檢討中心設置數量之供需落差，提升其中心之品質與擴充服務據點之分布；（5）建立溝通聯繫機制與管道；（6）服務資源的整合與分工應更明確。二、實務面：（1）提升社會工作人員個案服務效能，強化督導角色與功能；（2）進行區域性福利資源整合，建立身心障礙社區資源服務網絡及資料庫。

關鍵字

身心障礙者；個案管理；資源網絡；角色功能

並列摘要

The purpose of this research is to learn the current operation of the disabilities community resource center and explore its function and role. Specifically, the study aims to discover the following, 1) finding more about the service content and the current operation of the disabilities community resource center in Taichung City; 2) exploring the understanding of the service organizers, service providers, institution representatives, and experts and scholars about the differences between the ideal and real role and function of the disabilities community resource center; 3) exploring how the disabilities community resource center positions its function and influencing factors; 4) taking the research results as the implementing references for the service operation of future the disabilities community resource center This qualitative study collects data from ten in-depth interviews of service organizers (the government unit), service provider (center supervisor), institution representatives (parent voluntary association), and experts and scholars. The comprehensive analysis revealed the following: Ⅰ. The current operation and difficulties of the disabilities community resource center The center is set up according to the sources of law. Responding to the evolvement of the welfare policy, the content and perspective of the service also transitioned from a case-management model to a multi-service model. At the same time, it emphasizes more about the importance of assessment and the communication of the needs of the disable individuals and their families. It also transformed from a more passive role of the service provider to one that actively creates resources for multi-services to reach the goal of providing holistic and integrated services. The research also found that the commissioning relationship is ambiguously positioned and planned; the service and operation specifications are vast and cumbersome. These have led to service-related difficulties, such as the center losing its leadership role in service operation, human resource hiring and management issues (high turnover rates, lack of professional competency, and low support for the supervisor), poor interaction across resource networks, and insufficient service funds that affect the extension of the services. Ⅱ. The role and function of the disabilities community resource center The center mainly provides services with a case-management model. This research conducted the analysis by positioning the center in six facets. The roles and functions of each facet are as followed, 1) commission relationship: agent, proposer, and service substitute; 2) service delivery: counselor, evaluator for the needs, service provider, case manager, emotion supporter, problem solver, and coach who helps improve the ability; 3) professional relation: like-family, companion; 4) resource network: creator, patrol inspector and cultivator, integrator, arranger, coordinator, and promotor; 5) professional researcher; and 6) joint service center. Ⅲ. The establishment of the resource network for the disabilities community resource center Because the center business is cumbersome with a vast amount, and it is understaffed, the center still mainly focuses more on case management instead of the development and establishment of the resource network and drawing up an inventory for local resources or initiating collaboration. In addition, the commissioning relationship of the resource networking is ambiguously positioned, and the service resources have not been integrated internally or externally, so it creates unbalanced resource networking, equivalent rights, and poor communication and coordination. According the findings mentioned above, recommendations are made as followed, regarding the positioning and function of the center, human resource management and supervisory system, the interaction between network members, the commissioning relationship of the public and private divisions and management model, service projects and planning and service allocation, etc. Ⅰ.Policy aspect: 1) develop different models of commissioning relationship: before planning bidding, the content and services the planning designs are able to be discussed and communicated thoroughly; 2) think outside of the commissioning-relationship box to establish a collaborative relationship: under the commissioning contract, the government should play a fostering and supporting role; 3) improve the humongous amount of the services required, refrain from draining the human resources, and lower the turnover rate; 4) review the disproportionate amount of the center locations to the amount of the demand, enhance the center service quality, and expand the service locations; 5) establish a communication and connection mechanism and channel; 6) the integration and division of the service resources should be more definite. Ⅱ.Practical aspect: 1) boost the service efficiency of the social workers and enhance the supervisory role and function; 2) integrate the regional welfare resources and establish the service network and database of the disabilities community resource center.