藉由拉拉山自然保護區、都歷部落與望鄉部落的社區林業計畫，本文描述與分析林務單位所訂定的共管會機制，而由個案經驗的成果呈現，討論其任務、範疇、組成與運作。結果發現，林務局與臺大實驗林管理處皆主張大採區域的共管架構，以涵括性的文字描述其任務，以公部門為主組織共管會；個案經驗裡則多採單一部落社區為對象共組共管會，委員則多以部落社區內部代表為主，任務專注於可與現場工作連結較緊密的特定計畫目標。本文建議共管會的運作宜考量在地部落社區的有效參與，也主張反思共管會對部落社區組織權力結構的衝擊。

Drawing on the experience from the La-la Mountain Nature Reserve, and the Du-lee Tribe and the Wang-hsing Tribe Community Forestry Plan, we describe and examine the co-management mechanisms designed by the Forest Bureau and by the Experimental Forest of the National Taiwan University, with a special focus on their missions, scopes, compositions, and operations. It is found that they both take a broader regional framework with vague description of their missions while the organizations are dominated by the public sector. The cases examined here are mostly community centered, with members mostly representing the tribe entrusted with designated projects. We suggest that efforts are made to enhance effective participation of the local people. It is advised that due attention is given to how the operation of the management board may have impacts on tribal power relations.