長照2.0的個案觀察

A Study on Long-term Care Policy 2.0 in Taiwan

因應高齡社會的來臨，政府自2017年推動長照2.0政策，期盼以公私協力方式帶來公共服務的遞送。長照2.0是由中央政府以補助計畫，帶動長照產業發展，透過地方政府串連醫療、社福機構和基層民間組織。本文從組織建築的理論基礎，以深度訪談重新審視長照政策的決策權、誘因設計和育才留才等要素。
經由本文的研究發現：第一，補助計畫的方式，有助於串連政府與民間共同提供服務。第二，提高照顧人力的薪資，有助於增聘和留任照管專員和照管督導，居家照顧服務員的社會地位和薪資條件低落，致使人力缺口遲遲無法改善。第三，長照服務的涵蓋率仍有成長空間，需要持續宣傳1966服務專線，並因應未來長照人口的服務需求，長照服務體系必須賦予更多彈性以回應市場和在地市民需求。

In face of the era of the aged society, the authority launched the long-term care policy 2.0 in 2017. The central government conducted plans with incentives to induce the relevant companies and the grassroots organizations to step into the policy field. Based on the theory of organizational architecture, this paper revise factors that affect the policy including decision rights, incentive design, and training with in-depth interviews. The finding indicates that incentive pay did work. The recruitment of specialists had grown up. However, the home care specialists were still in deficit, owing to low social status and compensation. The usage of long-term care is still not prevalent, we should devoted more effort to advertise the direct service line 1966. Besides, in consideration of the elders in future, the long-term care service system should be more flexible to meet the need from market and local citizens.