行政院青輔會「遊學台灣」計劃執行模式之研究

Abstract

2005年起，青輔會開始推動「國際青年來台旅遊」相關措施，同時在青年旅遊學習政策中推陳出新，以探索台灣文化為主題，制定了「遊學台灣」計劃的相關方案。在全球化的浪潮中，青輔會旅遊學習處將施政重心由對國外宣傳台灣轉變為對國內青年宣傳台灣，秉持其注重青年發展與輔導的精神，化抽象概念為具體的實踐，將國際青年來台旅遊體驗、學習台灣文化的概念體現於「遊學台灣」計劃之中。本研究欲了解行政院青輔會推出此計劃的源起，在政策執行過程中，青輔會與非營利組織如何的藉由合夥關係執行該計劃所構想的青年旅遊。以質性研究方法，蒐集相關行政資料與文獻成為論述依據，並針對行政院青輔會遊學台灣計劃執行者以及相關非營利組織進行深度訪談，以深度了解計劃執行過程。經由理論與實務的相互印證後，研究結果發現：為了提升台灣青年對於在地文化的認知，青輔會藉由此計劃創造台灣青年在地進行「深度旅遊」的機會；在政府再造、民間非營利組織蓬勃發展的雙重因素影響下，青輔會徵求非營利組織的參與，基於資源互補的背景共同執行此計畫；執行過程中的制定與徵求方案階段屬於青輔會的威權主導階段，具有「第一代政策執行模式」的架構；進入共識、執行與成果分享階段之後，其中的多元行動者互動關係，則呈現「整合模式」的觀點。然而，非營利組織屬民間單位並非政府基層單位，因此融入「合作關係」的概念分析雙方的互動情形，促成連結的流動媒介為資源互補、權力抗衡以及溝通信賴。最後，須藉由雙方發揮其本位特性，進而相互激盪與影響，透過「政策學習」的過程，使「合作執行」模式持續發展。National Youth Commission(NYC) has crusaded for the measure “International Youth Travel in Taiwan” since 2005. In the mean time, the project of “Youth Trekker in Taiwan”, which is the main purpose of promoting the culture of Taiwan, was proposed in the youth traveling and learning policy. Despite of the tide of globalization, not only focus on youth of international, NYC 4th department “Travel and Voluntary service” also turns the direction to publicizing the “Trekking Taiwan” to native youth. With the spirit of education and counseling, this department continue with the experience of “International Youth Travel in Taiwan” and success to express the concept in the project “Youth Trekker in Taiwan”. To dissect the relationship and interactions between NYC and Non-Profit organization(NPO) while undergoing the process of this project, analysis of reference and in-depth interview with the leader of “Youth Trekker in Taiwan” and six NPOs which involve in the project was performed through quantitative method. Relating to the data of administration and theories, the results indicated that NYC provided the opportunity for the Taiwan youth to experience local culture and deep-tour by this plan. Based on the reinventing government and development of NPO, NYC asked for NPO participating in this plan to integrate the resource. NYC played the leading role on the “policy enactment” and “asking for the plan” stage, which were similar to “top-down” policy implementation. It showed “integrated” on the common view, policy implementation, and results sharing stage. Besides, the study also analyzed the interaction between NYC and NPO by the concept of “partnership”. To conclude, the interaction between NYC and NPO led the development of “partnership” model by the “policy learning” process.