社區參與生態旅遊之研究— 以陽明山國家公園魚路古道結合八煙社區為例

Abstract

本研究以陽明山國家公園管理處推動魚路古道結合八煙社區發展生態旅遊為例，以紮根理論為本，採文獻回顧、參與觀察、深入訪談等質性研究方法，探討國家公園內的社區參與生態旅遊之推展。本研究重要發現如下： 1.社區參與生態旅遊並未被有效推動： 八煙社區參與國家公園生態旅遊，是國家公園管理處承接由上而下推動的政策，社區參與程度低，參與的居民亦不清楚生態旅遊計畫的進行。目前的政策無法使社區參與生態旅遊在國家公園內落實，有必要修正。 2.國家公園經營管理體系未能隨計畫調整： 管理處的業務分工尚未能配合社區參與的考量，在權責不明的情況下推動生態旅遊，容易忽略社區的參與。 3.參與居民提升了對管理處和在地的認同： 從參與的居民對活動及人員的肯定，並同時強化了對自身文化價值的認同感來看，可以肯定國家公園管理處在此地確有努力的成果。 本研究建議在國家公園內推動生態旅遊政策，應給予充分時間溝通，適當培力管理處人員，讓他們具備推動生態旅遊的知識和能力，並且還可適當協助調整國家公園經營管理體系，以利進行。

This study discusses the process and problems of promoting community participation in ecotourism in the national park. We took the ecotourism spot, Fish Road Historic Trail and Bayan Community in the Yangmingshan National Park, for the case study. The grounded theory of qualitative research, literature review, participant-observation and in-depth interviews were used to thoroughly analyze how the community participation in ecotourism was carried out by the Yangmingshan National Park Headquarters. There are important findings in this research as below. 1.The participation has not been performed well. The community participation is one step of a top-down policy promoted by the Headquarters. However, the residents poorly participated and knew very little about the ecotourism promotion there. While the ecotourism spot was selected, the participation was done. It can be sure that the promoted policy now cannot make the community participation in ecotourism workable in the national park. 2.The management structure of national park institution has not been adjusted to the promotion. The division of the institution still could not match the community participation procedure. Under the circumstance of unobvious authority, the participation could be ignored easily. 3.The participant residents have raised their identification with the Headquarters and local culture. As a result, we can be sure that there is some achievement of the community participation the Headquarters have made. These results suggest that in order to improve the promotion, there should be enough time for mutaul communication among decision-makers, the Park Headquarters, and community, suitable training of park personnel, and appropriate ajustment for the National Park institutional structure.