Guidelines for Enhancing the Operation of the Centers for Quality of Life Development and Career Promotion for the Elderly

Abstract

Since the establishment of the Centers for Quality of Life Development and Career Promotion for the Elderly (the Centers) in 2014, no systematic studies have been conducted on their operations. This research paper aims to: first, present the background and policies of the Centers; second, examine the roles, duties, and operations of related agencies; third, explore the problems and obstacles in the Centers' operations; and fourth, provide recommendations for enhancing these operations. The authors employed a mixed research method, gathering data from in-depth interviews and using questionnaires to collect opinions from the elderly about the Centers' functioning. The research findings indicate that the Centers, initiated by the government's policy, serve as hubs for organizing various activities for local elders, aiming to promote, care for, and improve their quality of life both in the short and long term. The Department of Elderly Affairs, responsible for policy implementation, coordinates with the Provincial Office of Social Development and Human Security and local administrative organizations to supervise the establishment and operation of the Centers. Major problems and obstacles include misconceptions among the elderly about the Centers' roles and responsibilities, lack of emphasis on the qualifications of local administrative organizations and the potential of personnel, budgetary and staffing constraints, inadequate monitoring and evaluation of the Centers' performance, and limited continuity and sustainability in their operations. Recommendations for enhancing the operations of the Centers include: 1) The Department of Elderly Affairs should build a cooperation network to drive the Center's initiatives; 2) It should focus on monitoring and evaluating the Center's performance and use these assessments to develop operational standards; 3) It should systematically prepare and develop personnel for future responsibilities related to the Center; and 4) It should consider upgrading the Center to become a comprehensive service center for the elderly.