A Study on Partnership Development for Aowanda Nature Center, Forestry Bureau, Derived from Experience of FourEnvironmental Learning Centers

• Main Authors: Chuen Shian Fang, 方春憲
• Other Authors: W. Jasmine Chen
• Format: Others
• Language: zh-TW
• Published: 2012
• Online Access: http://ndltd.ncl.edu.tw/handle/22097632882283525959

碩士 === 國立臺中教育大學 === 科學應用與推廣學系環境教育及管理碩士班 === 100 === In Taiwan, until 2010, there have been a few cases on partnership development among informal environmental education centers, including Aowanda Nature Center. The purpose of this study was to analyze the developing patterns of the partnership among those environmental learning centers, to understand the process of the partnership of Aowanda Nature Center, and to provide the strategy for Aowanda Nature Center to develop future successful partnership. The study applied an action research approach to analyze the partnership among samples and cases gathered The study came up with the following results. First, the endeavor to improve the overall environment was the common goal of environmental learning centers. Second, an established partnership could help with the financial problems and enhance the public-relation for each partner. Third, the number of partners could be increased by initiating activities to attract potential partners, by visiting important targets associates, and by extending interpersonal relationship. Fourth, during the initial stage, there was little limitation for environmental learning centers to choose their partners. However, when the development became more mature, centers tended to choose more professional partners. Fifth, there have been three types of interactions in partnership—mutual non-interference, mutual trust, and mutual support. Sixth, problems/concerns about the present system were often found when dealing with governmental partners, while benefits were possibly the priority with business partners. Seventh, different types of partners offered various assets with facility, operation experiences and management, personnel, and programs, four of which known as the four core elements of environmental learning centers. In addition, the study recorded that the development process of Aowanda partnership can be divided into two periods the initial period and the recent one. During the initial period, partners were introduced from the friends of staff or from the action research team. The interaction methods included promotion, curriculum development, and activities. The reason for the end of cooperation was the difference among participants. On the other hand, during the recent period, Aowanda would first realized the partnership and inspect the central goal again through internal meetings. As to the reasons for the continuity of cooperation, there were holding activities together, identification of curriculum plans, gaining high participation satisfaction, and new course development. However, the cooperation ended due to unclear aims and false combination of various courses. Conclusively, it is suggested that the center may reach its objectives through partnership with the strategies to keep the goal of promoting the environmental education, to care for the underprivileged, to enhance self-ability, to choose professional partners, and to continuously work with harmonious partners. Moreover, by analyzing the cooperative status of Aowanda Nature Center with each individual partner, we can understand which period of development they may be in, and then give developmental advice according to the influential factors.