社區大學推動公共性社團走讀與經營現況之研究 – 以三鶯社區大學為例

Abstract

臺灣的社區大學崛起於1998年，肩負推動終身學習、深耕地方與公共性議題及行動參與之責。三鶯社區大學紮根三鶯地方後，初期摸索經營策略，發現「讀萬卷書不如行萬里路」的走讀課程與活動，適合成為推動地方特色與公共性參與行動的終身學習形式。 社區大學自詡的使命是提升公民意識、激發參與行動與促進成人自發終身學習。以三鶯社區大學為例，自2010年創校以來在地方上積極辦理不同型態的走讀活動推動終身學習。真善美基金會2021年接辦社大後，憑藉主事團隊擁有參與社區大學多年的豐富經驗，進入地方後謀劃問題解決與突破困境的策略，其中之一是運用走讀接軌三鶯區的地方文史工作者、地方聯盟與學校機關共同推動公共性社團、志工培訓與全齡終身學習，積極培育地方志工與人才為地方所用。2022年在公共性社團課程中嘗試培訓走讀志工，以協助地方推動文史、產業及自然生態的認識與保存行動，引動社大講師與地方志工願意響應社大號召，投身地方活動與公共事務，同心協力推動走讀課程以地方見學的方式串聯起地方與在地團體。研究發現： 一、寓教於樂的走讀學習方式深受民眾歡迎，故三鶯社區大學以輕旅行的方式進行志工培訓，志工課程續報率超過八、九成，證明目前的培訓模式具可行性，三鶯社區大學未來的挑戰是留住志工人才為社大與地方所用，而受訓志工的導覽實習制度尚未成形亦須及早擘劃。 二、三鶯社區大學的公共性社團以走讀方式貼近地方，讓居民在參與的過程中親近土地深化在地認同，願意主動成為地方志工提升自我價值，進而創造地方價值。 三、三鶯社區大學以公益的平台自居，戮力與地方文史單位合作編撰主題地圖與辦理多元走讀課程與活動，每一次都能連結到更多的地方資源，觸發更多地方議題與參與行動。 四、三鶯社區大學現今經營困境為開課據點分散、據點教室和設備的不足及偏高的場租，此經營困境尚需地方主管社區大學業務的單位適時出面，協調出借單位能提供協助與支援。 五、研究發現即使經營團隊不是在地的組織，若經營社區大學經驗札實，且適當採取接合在地團隊資源，便有機會順利開展具草根性的地方議題，三鶯社區大學與地方團體資源鍊結的策略與經營現況之研究結果，可作為不同社區大學團隊進入地方時採行的策略的參考選項。 Taiwan's community colleges emerged in 1998, shouldering the responsibility of deepening local public issues, carrying out social participation actions, and lifelong learning. The SanYing Community College, which will be taken over by The Li Foundation For Virtues in 4/1/2021, will use its rich experience in operation, connect with the SanYing local team to jointly handle local Read on Foot activities to deepen local identity, open public associations to train volunteers, plan courses to promote lifelong learning for all ages, and actively cultivate local chronicles Workers and talents are used locally. The study found: 1. It is feasible for SanYing Community College to train volunteers in the form of light travel; retaining volunteer talents for the community and local use is a future challenge; the guide practice system for trained volunteers has not yet been formed and must be early plan. 2. The public associations of SanYing Community College get close to the local area through ‘Read on Foot’, deepen residents’ local identity, and are willing to take the initiative to become local volunteers to enhance self-worth and create local value. 3. SanYing Community College regards itself as a public welfare platform, and cooperates with local cultural and historical units to compile theme maps and organize multiple day courses and activities, so as to connect more local resources and trigger more local issues and participation actions. 4. The operating difficulties of SanYing Community College are due to scattered bases for classes, insufficient classrooms and equipment, and high rent. This dilemma has not been coordinated by the local community college business unit in a timely manner. 5. Even if the community college team is not a local organization, as long as the community college has solid experience and connects with local team resources with abundant public energy, it could successfully carry out grassroots local issues.