以能力發展角度探討台灣技術團駐宏都拉斯養豬計畫

Abstract

台灣對外援助實行長期駐點的技術合作模式，並以協助友邦提升農業生產力著稱。2010年，國際合作發展基金會推行技術合作模式的轉型，將技術團執行的援助計畫移轉給當地合作夥伴經營。然而，移轉後合作夥伴面臨計畫成果難以維持的問題。於此，有研究認為援助組織忽視合作夥伴的能力建構，只考慮計畫執行當下的產出，是計畫結束後無法發揮中長期影響力的原因。因此，本研究以能力發展概念探討長期駐點的技術合作模式，如何協助合作夥伴能力的培養。 本研究選擇台灣駐宏都拉斯技術團之養豬計畫為案例，透過養豬計畫歷史資料與檔案紀錄爬梳，建構計畫於當地的影響力。並從援助現場的田野觀察，以及訪談計畫駐外專家與當地合作夥伴，整理及分析其能力建構的缺陷。研究結果顯示，養豬計畫擁有自給自足的營運資金與畜牧專家駐點輔導，是計畫過去長期發揮影響力的關鍵。然而，計畫移轉後之經營困境，則是來自移轉過程忽視農業生產流程，所導致的核心技術流失。再來以能力發展觀點來說，專家長期駐點的制度，僅止於個人層次的技術性能力培養。並且，專家主導計畫的常態，是合作夥伴組織層次能力無法提升的主要原因。

Taiwan's foreign aid adopted a long-term technical cooperation model to assist diplomatic allies in improving agricultural productivity. In 2010, the International Cooperation and Development Foundation(ICDF) pursued the transformation of the technical cooperation model. Furthermore, ICDF gradually phased out of the assistance project and had local partners to take ownership. However, the partners faced the difficulty of maintaining the results. Some researchers believed that developmental agencies neglected local partners' capacity building and only facilitated the output of the project implementation, which is why the impact cannot continue in the long term. Therefore, this study uses the capacity development perspective as an analysis method to examine how long-term technical cooperation cultivated capacity. In order to examine the long-term technical cooperation model, this study takes a pig-raising project of the Taiwan technical mission in Honduras as a case. This study collects historical data and technical records of the pig-raising project to construct the context. Moreover, this study sorts out the shortcomings of its capacity building from field observations and interviews with overseas experts and local partners. The result shows that the project had a self-sufficient fund and on-site guidance by experts, which is the key to the long-term impact. However, the project's dilemma was due to the neglect of the agricultural production process, which led to the loss of core technology. From the perspective of capacity development, the long-term model is limited to technical capacity training at the individual level. Furthermore, due to the Taiwan expert seized the leading role of the project makes it impossible for local partners to improve their functional capacity at the organizational level.