| 摘要: | 我國面臨高齡化社會，長者照護議題勢必成為未來社會的焦點，上至政府政策制定、商業經營策略，下至百工服務到家庭生活，都將因此帶來急遽的變化。根據筆者相關工作多年的觀察，目前長照2.0的推動正面臨四大困境，長照政策的限制、長照機構經營面臨多重困境如:產業缺工、長照人力專業度不足及服務內容同質化。然而社會需求日益增加，為了要接應高齡化的挑戰，在政府政策的引導下，傳統的長照機構逐漸趨向社區及居家照護服務，進入小規模或項目式服務的採購，或是非營利組織的照護站經營型態，提供同質性的服務內容。如此，前者限制了長者獲得整體完善的照護服務，後者則難以滿足健康且自主性高長者的多元化的需求。
近年來，創新創業風潮湧起，政府也樂於提供良好政策，扶持社會企業的成長，主要在透過商業經營與社會使命相結合的模式，提供不同於傳統的服務或產品選擇，並在市場上逐漸站穩腳跟，在長照產業中也出現了類似的趨勢。其中，代間共生商業模式的發展也回應高齡化時代的挑戰。這種模式強調長者與青年共同居住或共同創生的社區型態，由專業團隊設計並提供軟硬體設備及服務，讓全齡與長者實現互利共生，創造出代間共營共贏的商業模式。這種模式不僅提供照護服務，還為長者和全齡提供了一個共同生活創價的場所，透過彼此的交流和互動，實現長者價值再造的理想。共生的優勢體現在能夠讓老年人持續參與社會活動，保持對社會的連結，同時在都市中釋放更多的居住資源，有助於緩解代間住房壓力。此外，代間共生還符合「在地安老」及「活躍老化」的理念，強調在老年人熟悉的社區中建立起更為親近的社會網絡，並且透過共生宅的服務設計讓長者持續成長也有機會貢獻社會。青銀共居商業模式的成功在於社會及經濟目的的雙重獲益，並能持續擴張市場需求，奠定永續經營的基礎。
因此，透過此研究的深入探討，可以瞭解代間共生對於長者照顧帶來的創新作法，由本研究提出的國內外案例，可以看出較傾向非營利的經營模式，透過代間以志工或實習方式提供長者照顧或社區服務，以換取減租或是住房優惠，青年與長者間較少產生緊密聯繫，並共同為支持一個商業目標而長期合作，因此由研究中也能對比長照2.0目前的政策措施與商業經營的不同點，並以國內目前實施案例作為研究對象，以分析全齡共生宅商業模式的營運內涵、服務內容、財務架構、及永續經營力，也以聯合國永續發展目標為藍圖，檢視此類模式達到的社會效益，為長者照顧提供新的思路和方向。而這樣的商業模式是否提供長者最好的安老模式，也希望能在本研究中獲得實務應用上的進一步驗證。
As Taiwan faces an inevitable aging society, the issue of elderly care is bound to become the focus of the society in the near future. Everything from policymaking at the government level and business model strategies down to caretaker services as well as daily living will be encountering rapid drastic changes. Based on my observation in relevant fields over the years, the promotion of long-term care 2.0 is currently facing several major dilemmas. Aside from long-term care policy restrictions, operators of long-term care facilities are faced with many challenges, such as: manpower shortage, inadequate training of long-term caretakers, and homogenization of service contents. However, the need for long-term care in our society is increasing day by day. In order to properly take on the challenges brought on by the aging society, traditional long-term care facilities, under the guidance of the government policy, are gradually transi-tioning to community and home care services, entering the procurement of small-scale or item-based services, or an operational format liken that an NGO care station to pro-vide homogenous service content. By doing so, however, the former prevented elderly from acquiring a comprehensive and complete care service, while the latter made it difficult to meet the diverse needs of healthy and highly autonomous elderly.
As the trend of innovation and entrepreneurship begins to emerge in recent years, the government is also very willing to provide proper policies to support the growth of these social enterprises. Primarily through a model which integrates business opera-tions with social missions, these new enterprises are able to provide services or product options that are different from the traditional ones, allowing them to gradually gain a foothold in the market. A similar trend has emerged in the long-term care industry as well. Among them, the development of intergenerational co-living business models is also a response to the challenges proposed by the aging era. This model emphasizes a type of community where the elderly and young adults can achieve co-living or co-revitalization. With a professional team designing and providing the necessary hard-ware/software equipment and services, mutualism between the all-age and the elderly is able to be fully realized and thus creating a win-win business model for intergenera-tional co-operation. Beyond being able to provide care services, this model also offers a place for the elderly and the all-age to live and create value together. Through mutual exchanges and interactions, the ideal of value recreation for the elderly is realized. The advantage of co-living is not only reflected in the ability of the elderly to continue to participate in social activities and maintain their connection to the society, it also al-lowed more living resources in the city to be vacated, which assisted to alleviate the pressure on intergenerational housing. In addition, intergenerational co-living is also in line with the concepts of "local elderly care" and "active aging," which afforded the elderly the opportunity to establish a more intimate social network within a community they are familiar with. Through the service design of the co-living house, the elderly can also continue to grow and be able to contribute to society. The success of intergen-erational co-living business model lies in the dual benefits attained in both the social and economic aspects and can continue to expand with increasing market demands, laying the foundation for sustainable management.
Therefore, through the in-depth exploration of the study, one is able to gain an un-derstanding of the innovative method brought about by intergenerational co-living to elderly care. Through the domestic/overseas examples offered by the current study, one can easily see that, in a non-profit operational model, where volunteers or interns pro-vide elderly care or community services in exchange for a rent reduction/housing dis-count, there are less intimate contact between young adults and elderly, in turn failing in long-term cooperation aimed at supporting a business goal. Therefore, this study is also able to compare the differences between the current policies and measures of long-term care 2.0 against commercial operations, with the use of the current domestic cases as the subject of the study to analyze the business model of the all-age co-living house, specifically its operating connotation, service content, financial structure, and sustainable management capabilities. Adopting the United Nations Sustainable Devel-opment Goals as a blueprint, this study further examines the social benefits achieved by such models, in addition to offering new ideas and directions for elderly care. Through practical application, it is hoped this study can offer more analysis and an-swers to the question of whether such a business model provides the best elderly care model for the elderly. |
