回顧跨域治理相關實務及學術研究，常提及跨域合作，以及在跨域治理的發展趨勢之下，非營利組織在公共議題中的重要性。近年來臺灣因應國際旅遊發展趨勢，開始建設國內具歷史文化、自然環境的長距離步道，因步道跨越有形的疆界，而成為推動跨域治理的起點。過去臺灣在執行步道建設上皆有相同的問題，包含經費集中化及步道設置分散，使步道路況新舊參差不齊，且長距離步道行經多處公部門單位的轄區範圍，而各單位的工作方式及理念各不相同。因此非營利組織如何透過跨域治理的運作方式推動長距離步道建設，連結相關權益關係人、與公部門單位協商、整合現有資源達到效益最大化，則成為未來公私長期合作的運行體系關鍵。
本研究以淡蘭百年山徑推動作為研究個案，探討2015 年至2021 年之間，非營利組織與公部門單位以跨域治理之方式共同推動長距離步道建設之經驗。以多組織夥伴關係動態模型作為基礎，透過二手資料、深度訪談以及直接觀察等方式，梳理個案跨域治理進程，在研究過程當中發現個案推動可依照夥伴關係階段區分成夥伴關係合作的前期階段(2015-2016) 、夥伴關係建立與鞏固階段(2016-2020)、 夥伴關係服務協力遞送階段(2020-2021)，以及各夥伴關係階段中非營利組織與公部門單位所建構出的治理模式以及角色轉換；進一步透過相關權益關係人的行動內容來進行跨域治理角色分析，並討論不同夥伴關係階段中角色變化；最後則是彙整個案在跨域治理推動過程中所面臨之挑戰，彙整分析不同階段中運用了那些工具來促進治理。
本研究發現在推動跨域治理過程中，個案中非營利組織作為重要的權益關係人，在不同的階段擔任跨域治理的多種角色，包含橋接人、領導者、監督者以及顧問，在整合相關資源及多樣權益關係人的同時，使亦監督領導使個案能夠順利推展。個案在相關權益關係人的協作之下逐漸完備，惟參與個案之多樣化的權益關係人會因計畫推展進而轉變參與身分，未來或可參考其他國家長距離步道之管理方式或歐洲文化路徑的五項認證標準，藉由不同的方式將關心個案的多元權益關係人串聯起來，在加深社會參與程度的同時，亦提供未來地方團體或非營利組織在促進跨域治理的議題上，有更加具體的想像。

The management of long-distance trails involves various government sectors with different administrative and jurisdictive power and duties. Non-governmental organizations (NGOs), not restricted by the administrative boundary and division for advocacy and service delivery, have the potential to link multi-stakeholders and promote public-private partnerships in implementing cross-boundary governance. This case study focuses on the roles of the Thousand Miles Trail Association in promoting Tamsui-Kavalan Trails, the very first-long distance trail in Taiwan. The relationships between NGO and public sectors were analyzed based on the multi-organizational partnerships' life cycles model. Moreover, participants' role in the plan was also investigated to indicate the contribution of stakeholder engagement at different stages. Finally, we analyze NGOs' governance strategies to engage stakeholders and overcome the problems. Through document analysis, in-depth interviews, and direct observations, this case study research wishes to document and uncover the practices of cross-boundary governance in Taiwan and the roles of NGOs during different stages of development from 2015-2021.

There were three stages of partnerships during the process Tamsui-Kavalan Trails promotion: pre-partnership collaboration (2015-2016), partnership creation and consolidation (2016-2020), and partnership program delivery (2020-2021). At first, Thousand Miles Trail Association played the role of the "bridger" to connect other civic groups from different regions before 2016 and initiate a campaign during the pre-partnership collaboration phase of the project between 2015-2016. Hence, the government started paying attention to constructing long-distance trails. Second, Thousand Miles Trail Association became a "leader" and a "monitor" in promoting the build-up of the trails. A formal agreement was signed with different regional government sectors for cross-boundary governance. A cross-sector platform was also established for regular meetings to further steady the partnership at the phase of partnership creation and consolidation (2016-2020). Finally, the Thousand Miles Trail Association transformed into a "consultant" for professional advice and a "communicator" between the Taiwanese government and international partners during the phase of partnership program delivery. As tourism and recreational potentials were discovered in Tamsui-Kavalan Trails, the government signed the Letter of Intent on cooperation with local industries to provide the service for tourists. According to the results, a solid and promising direction can be offered to other civic groups or NGOs participating in cross-boundary governance.

This case presents a valuable case not only for long-distance trail development but also for understanding the roles of NGOs and strategies applied in promoting cross-boundary governance at different phases of public-private partnerships. As the case moves on to the next stage of market-oriented development, we suggest the role of NGOs could further help engage diverse participants and enhance cross-boundary governance in the private and civic sectors in the future. Research suggests management practices from other international long-distance trails or European Cultural Routes could be the potential reference for the next phase of cross-boundary governance.

【中文文獻】
內政部（2018）。全國國土計畫。台北市：內政部。
臺北市都發局（2010）。建立北臺區域合作平臺及運作機制研究。台北：臺北市都發局委託研究。
陳秋政（2007-2008）。社會中心途徑之跨部門治理研究：以「洛杉磯河整治計畫」為例（計畫編號：NSC 96-2420-H-004-014-DR）。行政院國家科學委員會。
李長晏（2013）。我國推動非營利組織參與地方政府跨域治理之可行性（計畫編號：RDEC-RES-101-017）。行政院研究發展考核委員會。
陳佩君（1999）。公私部門協力理論與應用之研究。政治大學公共行政學系。
林水波、李長晏（2005）。跨域治理。五南。
江明修（2002）。非營利管理。智勝。
周聖心、徐銘謙（2022）。淡蘭古道，你我共同書寫的現在進行式。徐惠雅（主編），淡蘭古道：百年里山的長路慢行，頁16-31。
吳松林（2008）。臺灣跨域治理發展前瞻探討：全球在地化契機。研考雙月刊， 32(5)，頁 16-25。https://doi.org/10.6978/YKSYK.200810.0016
吳英明（1993）。公私部門協力關係和「公民參與」之探討。中國行政評論， 2(3)，頁 1-14。https://doi.org/10.6635/cpar.1993.2(3).01
李武育、陳薇如（2008）。以跨域治理概念論計畫型補助政策執行力管理。研考雙月刊，32(2)，頁 41-49。https://doi.org/10.6978/YKSYK.200804.0041
李長晏（2008）。英國跨域治理的制度發展。研考雙月刊，32(5)，頁 34-45。https://doi.org/10.6978/YKSYK.200810.0034
李長晏、曾士瑋（2012）。德國空間發展新理念與區域合作模式之研究—兼論我國縣市改制後之發展啟示。城市學學刊，3(1)，頁 1-40。https://doi.org/10.29853/JU.201203.0001
李長晏、詹立煒（2004）。跨域治理的理論與策略途徑之初探。中國地方自治， 57(3)， 頁 4-31。https://doi.org/10.6581/lsgc.2004.57(3).02
李長晏、鄧怡婷（2004）。多重組織夥伴關係：治理模式與信任的建構。中國地方自治，8(57)，頁 19-47。https://doi.org/10.6581/lsgc.2004.57(8).03
李盈瑩（2018）。實現步道自主的價值－千里步道協會。鄉間小路，44(3)，頁 48-51。
沈山、沈正平、孫旭芳、馬曉冬、安宇（2008）。主题性旅游协作联盟及其构建－以运河文化主题协作联盟为例。地理研究，27(6)，頁 1444-1454。https://doi.org/10.11821/yj2008060024
紀俊臣（2008）。論臺灣跨域治理的法制及策略。研考雙月刊，32(5)，頁 26-33。https://doi.org/10.6978/YKSYK.200810.0026
莊麗蘭（2008）。跨域治理實務－以營造國際生活環境計畫爲例。研考雙月刊， 32(5)，頁 58-68。https://doi.org/10.6978/YKSYK.200810.0058
郭瑞坤、陳玉慧（2017）。以創新培力機制促成 NPO 實踐地區治理：以高雄市農村社區為例。經營管理學刊，14，頁 43-67。
陳一夫、林建元、鄭安廷（2015）。跨域治理模式的建構與評估。都市與計劃， 42(2)，頁 153-170。https://doi.org/10.6128/CP.42.2.153
陳恆鈞（2008）。協力網路治理之優點與罩門。研習論壇月刊，92，頁 40-54。
劉坤億（2006）。臺灣地方政府間發展夥伴關係之制度障礙與機會。臺灣民主季刊，3(3)，頁 1-34。
劉明德、徐玉珍（2011）。地方政府跨域合作模式與案例分析：臺灣與德國之比較。公共行政學到，41，頁 37-72。
蔡允棟（2002）。新治理與治理工具的選擇：政策設計的層次分析。中國行政評論，11(2)，頁 47-76。
黃子庭（2007）。以日、德經驗論台灣跨域治理的法制思維及策略。嘉義大學通識學報，5，頁 417-446。https://doi.org/10.7042/JYDXTSXB.200709.0417
黃福森（2015）。長距離步道：台北天際線步道施作構想。2015全國登山研討會。台北市，台灣。
張雅玲（2009）。公私協力暨政策網絡理論的應用與分析─以花蓮縣推動無毒農業政策為例。東華大學公共行政研究所。
張筱琪（2012）。小麥的春天─以權益關係人網絡探討地方造節活動。台北：台灣師範大學地理學系。
鄧怡婷（2015）。多重組織夥伴治理之研究—以處理嚴重急性呼吸道症候群(SARS)為例。中華大學經營管理研究所。
丁心淳（2020）。大學與地方政府的跨域協力治理-以暨南大學承接南投縣食物銀行為例。政治大學國家發展研究所。
楊嘉栩（2019）。制定公私部門夥伴關係網絡 以順利推動數位政策。臺灣科技大學管理研究所。
蔡書玄（2007）。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。國立臺灣大學地理環境資源學系。
謝旻育（2017）。從地方到網絡，稻田裡的餐桌計畫-農村社企「幸福果實」的組織網絡。臺灣大學工學院建築與城鄉研究所。
林務局森林育樂組（2002年9月）。國家步道系統建設規劃之面向與內涵。 2022年11月16日 擷取自 行政院農業委員會： https://www.coa.gov.tw/ws.php?id=4217。
台灣千里步道協會（2020年1月18日）。 國家綠道推動－淡蘭百年山徑。2021年5月14日 擷取自 社團法人台灣千里步道協會：https：//www.tmitrail.org.tw/annual-work-report/1665。
林倩如（2016年4月25日）。串起北北基宜先民足履 千里步道推2020年重現淡蘭百年山徑。 2021年9月6日 擷取自 環境資訊中心： https：//e-info.org.tw/node/114862。
楊淑閔（2021年9月10日）。台灣千里步道協會凝結眾人夢想 手作挖掘在地智慧。 2021年9月11日 擷取自 經濟日報： https：//money.udn.com/money/story/7307/5737834?from=ednappsharing&fbclid=IwAR1_X5wnZ7c_tqz4KkqbgK9x1lg_dUbf-ms-soY0J8kGdG7bcb3kRDDtnsI。
 
【英文文獻】
Arnstein, S. R.(1969). A ladder of citizen participation. Journal of the American Institute of planners, 35(4), 216-224. https://doi.org/10.1080/01944366908977225
Andrews, R., & Entwistle, T. (2010). Does cross-sectoral partnership deliver? An empirical exploration of public service effectiveness, efficiency, and equity. Journal of Public Administration Research and Theory, 20(3), 679-701. https://doi.org/10.1093/jopart/mup045
Ansell, C., & Gash, A. (2008). Collaborative governance in theory and practice. Journal of Public Administration Research and Theory, 18(4), 534-571. https://doi.org/10.1093/jopart/mum032
Benjamin Gidron, Ralph M. Kramer, Lester M. Salamon. (1992). Government and the third sector merging relationships in welfare states. In B. G. Salamon, Government and the third sector: Emerging relationships in welfare states (pp. 188-191).
Bramwell, B., & Lane, B. (1999). Collaborative tourism planning: issues and future directions. In B. B. Lane, Tourism Collaboration And Partnerships (pp. 333-341).
Brinkerhoff, J. M. (2002). Government-nonprofit partnership: A defining framework. Public Administration and Development, 22(1), 19-30. https://doi.org/10.1002/pad.203
Brinkerhoff, J. M., & Brinkerhoff, D. W. (2002). Government–nonprofit relations in comparative perspective: evolution, themes and new directions. Public Administration and Development: The International Journal of Management Research and Practice, 22(1), 3-18. https://doi.org/10.1002/pad.202
Council of Europe (2022). Saint martin of tours route. Evaluation cycle 2021-2022 Council of Europe Cultural Routes. https://rm.coe.int/report-saint-martin-of-tours-en/1680a6f92c
Cheng, Y. (2019). Governing government-nonprofit partnerships: linking governance mechanisms to collaboration stages. Public Performance & Management Review, 42(1), 190-212. https://doi.org/10.1080/15309576.2018.1489294
Cornforth, C., Hayes, J. P., & Vangen, S. (2014). Nonprofit–public collaborations: understanding governance dynamics. Nonprofit and Voluntary Sector Quarterly, 44(4), 775-795. https://doi.org/10.1177/0899764014532836
Dallen J., T. (1999). Border, cross-border partnership in tourism resource management：international parks along the us-canada. Journal of Sustainable Tourism, 7(3-4), 182-205. https://doi.org/10.1080/09669589908667336
Davis, P. (1986). Why partnerships? Why Now? Proceedings of the Academy of Political Science, 36(2), 1-3. https://doi.org/10.2307/1173894
Dwyer, F. R., Schurr, P. H., & Oh, S. (1987). Developing buyer-seller relationships. Journal of marketing, 51(2), 11-27. https://doi.org/10.2307/1251126
Emerson, K., Nabatchi, T., & Balogh, S. (2012). An integrative framework for collaborative governance. Journal of public administration research and theory, 22(1), 1-29. https://doi.org/10.1093/jopart/mur011
Ford, D., Gadde, L., Håkansson, H., Lundgren, A., Shenota, I., Turnbull, P., & Wilson, D. (1998). Managing business relationships (doctoral dissertation, univerza v mariboru, ekonomsko-poslovna fakulteta).
Gray, B. (1989). Collaborating: finding common ground for multiparty problems,(1989). Overcoming obstacles for successful collaboration.
Gazley, B. (2008). Why not partner with local government?: nonprofit managerial perceptions of collaborative disadvantage. Nonprofit and Voluntary Sector Quarterly, 39(1), 51-76. https://doi.org/10.1177/0899764008327196
Gazley, B. (2008). Beyond the contract: the scope and nature of informal government–nonprofit partnerships. Public Administration Review, 68(1), 141-154. https://doi.org/10.1111/j.1540-6210.2007.00844.x
Gazley, B., & Brudney, J. L. (2007). The purpose (and perils) of government-nonprofit partnership. Nonprofit and Voluntary Sector Quarterly, 36(3), 389-415. https://doi.org/10.1177/0899764006295997
Gazley, B., & Guo, C. (2020). What do we know about nonprofit collaboration? A systematic review of the literature. Nonprofit Management and Leadership, 31(2), 211-232. https://doi.org/10.1002/nml.21433
Gerrard, M. B. (2001). Public-private partnerships. Finance and Development, 38, 48-51. https://doi.org/10.5089/9781451952346.022
Gidron, B., Salamon, L. M., & Kramer, R. M. (1992). Government and the third sector: Emerging relationships in welfare states. Jossey-Bass.
Hamilton, D. K. (2002). Regimes and regional governance: the case of chicago. Journal of Urban Affair, 24(4), 403-423. https://doi.org/10.1111/1467-9906.t01-1-00144
Harding, A. (1998). Public-private partnerships in the UK. In J. Pierre, Partnerships in Urban Governance (pp. 71-92). Springer.
Hsu, M.-C. (2022). Across the administrative boundaries—the first mile of the long-distance trail collaboration in Taiwan. Tourism Planning & Development, 19(3), 235-244. https://doi.org/10.1080/21568316.2021.1931425
Jamal, T., & Getz, D. (1999). Community roundtables for tourism-related conflicts: The dialectics of consensus and process structures. Journal of sustainable tourism, 7(3-4), 290-313. https://doi.org/10.1080/09669589908667341
Emerson, K., Nabatchi, T., & Balogh, S. (2012). An integrative framework for collaborative governance. Journal of public administration research and theory, 22(1), 1-29. https://doi.org/10.1093/jopart/mur011
Kong, N., Salzmann, O., Steger, U., & Ionescu-Somers, A. (2002). Moving business/industry towards sustainable consumption:: the role of NGOs. European Management Journal, 20(2), 109-127. https://doi.org/10.1016/S0263-2373(02)00022-1
Langton, S. (1983). Public‐private partnerships: Hope or hoax? National civic review, 72(5), 256-261. https://doi.org/10.1002/ncr.4100720504
Lowry, R. C. (1995). Nonprofit organizations and public policy. Review of Policy Research, 14(1-2), 107-116. https://doi.org/10.1111/j.1541-1338.1995.tb00624.x
Lowndes, V., & Skelcher, C. (1998). The dynamics of multi‐organizational partnerships: an analysis of changing modes of governance. Public administration, 76(2), 313-333. https://doi.org/10.1111/1467-9299.00103
Najam, A. (2000). The four C's of government third sector‐government relations. Nonprofit Management and Leadership, 10(4), 375-396. https://doi.org/ 10.1002/nml.10403
Noble, G., & Jones, R. (2006). The role of boundary‐spanning managers in the establishment of public‐private partnerships. Public administration, 84(4), 891-917. https://doi.org/10.1111/j.1467-9299.2006.00617.x
Nolte, I. M., & Boenigk, S. (2011). Public–nonprofit partnership performance in a disaster context: The case of Haiti. Public administration, 89(4), 1385-1402. https://doi.org/10.1111/j.1467-9299.2011.01950.x
Osborne, S. P., & Murray, V. (2000). Understanding the process of public-private partnerships. In Public-Private Partnerships (pp. 88-101). Routledge.
Plummer, R., Telfer, D., & Hashimoto, A. (2006). The rise and fall of the waterloo-wellington ale trail: a study of collaboration within the tourism industry. Current Issues in Tourism, 9(3), 191-205. https://doi.org/10.2167/cit/194.0
Proulx, K. E., Hager, M. A., & Klein, K. C. (2014). Models of collaboration between nonprofit organizations. International Journal of Productivity and Performance Management, 63(6), 746-765. https://doi.org/10.1108/IJPPM-06-2013-0121
Ring, P. S., & Van de Ven, A. H. (1994). Developmental processes of cooperative interorganizational relationships. Academy of management review, 19(1), 90-118. https://doi.org/10.5465/amr.1994.9410122009
Salamon, L. M. (1987). Of market failure, voluntary failure, and third-party government: toward a theory of government-nonprofit relations in the modern welfare state. In L. M. Salamon, The Nonprofit Sector: A research Handbook (pp. 99-117). Yale University Press. https://doi.org/10.1177/089976408701600104
Salamon, L. M. (1994). The rise of the nonprofit sector. Foreign Affairs, 73(4), 109–122. https://doi.org/10.2307/20046747
Salamon, L. M., & Toepler, S. (2015). Government–nonprofit cooperation: anomaly or necessity? VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 26, 2155–2177.
Selin, S. (1999). Developing a typology of sustainable tourism partnerships. Journal of Sustainable Tourism, 7(3-4), 260-273. https://doi.org/10.1080/09669589908667339
Shaw, M. M. (2003). Successful collaboration between the nonprofit and public sectors. Nonprofit Management and Leadership, 14(1), 107-120. https://doi.org/10.1002/nml.24
Sanday, P. R. (1979). The ethnographic paradigm(s). Administrative science quarterly, 24(4), 527-538. https://doi.org/10.2307/2392359
Stone, M. M., & Sandfort, J. R. (2009). Building a policy fields framework to inform research on nonprofit organizations. Nonprofit and Voluntary Sector Quarterly, 38(6), 1054-1075. https://doi.org/10.1177/0899764008327198
Sullivan, H., & Skelcher, C. (2003). Working across boundaries: collaboration in public services. Bloomsbury Publishing.
Stadtler, L., & Probst, G. (2012). How broker organizations can facilitate public–private partnerships for development. European Management Journal, 30(1), 32-46.
Suárez, D. F., & Esparza, N. (2015). Institutional change and management of public–nonprofit partnerships. The American Review of Public Administration, 47(6), 648-660. https://doi.org/10.1016/j.emj.2011.10.002
Takahashi, L., & Smutny, G. (2002). Collaborative windows and organizational governance: exploring the formation and demise of social service partnerships. Nonprofit and Voluntary Sector Quarterly, 31(2), 165-185. https://doi.org/10.1177/0899764002312001
Timothy, D. J. (1999). Cross-border partnership in tourism resource management: International parks along the US-Canada border. Journal of sustainable tourism, 7(3-4), 182-205. https://doi.org/10.1080/09669589908667336
Blickstead, J. R., Lester, E. A., & Shapcott, M. (2008). Collaboration in the Third Sector: From co-opetition to impact driven cooperation. Wellesley Institute.
Williams, P. (2002). The competent boundary spanner. Public Administration, 80(1), 103-124. https://doi.org/10.1111/1467-9299.00296
Wilcox, D. (1994). The guide to effective participation. Partnership Brighton.
Westley, F., & Vredenburg, H. (1991). Strategic bridging: The collaboration between environmentalists and business in the marketing of green products. The Journal of applied behavioral science, 27(1), 65-90. https://doi.org/10.1177/0021886391271004
Yan, X., Lin, H., & Clarke, A. (2018). Cross-sector social partnerships for social change: the roles of non-governmental organizations. Sustainability, 10(2), 558. https://doi.org/10.3390/su10020558
Young, D. R. (1999). Nonprofits and government: collaboration and conflict. In e. B. Steuerle, complementary, supplementary, or adversarial? A Theoretical and Historical Examination of Nonprofit Government Relations in the United States (pp. 31-67). Urban Institute Press.
Young, D. R. (2000). Alternative models of government-nonprofit sector relations: Theoretical and international perspectives. Nonprofit and voluntary sector quarterly, 29(1), 149-172. https://doi.org/10.1177/0899764000291009
Young, D. R. (2006). Complementary, supplementary, or adversarial? Nonprofit-government relations. Nonprofits and government: Collaboration and conflict, 2(3), 37-80.