從海生館BOT經驗談台灣的博物館營運管理之可能性

The Build-Operate-Transfer Experience of the National Museum of Marine Biology and Aquarium in Taiwan

10.6432/TMR.201012.0015

于瑞珍(Jui-Chen Yu)；王啓祥(Chi-Hiang Wang)；張秀娟(Hsui-Chuan Chang)；曾如禎(Chu-Tsen Tseng)

海生館 ； BOT ； 博物館營運管理 ； National Museum of Marine Biology and Aquarium ； BOT ； museum management

科技博物

14卷4期（2010 / 12 / 01）

15 - 24

繁體中文

位於屏東縣的「國立海洋生物博物館」（簡稱「海生館」）於1991年籌備時期，遭逢政府公部門人事精簡政策，預定建設三個館計畫受到衝擊，第一任館長方力行參與「海生館」籌備至開館營運，決定尋求外界資源，最後選定公辦民營的「BOT」經營模式。別於傳統隸屬公務體系的博物館，解決人力不足與資金短缺的問題，成功將盈餘收入興建第三個展館，在2000年正式開館營運。 本文藉由專訪「海生館」第一任館長方力行，瞭解「海生館」的籌備到營運經歷，並以方館長的訪談內容探討台灣公立博物館營運管理的可能性。整理發現委託民間經營可以讓博物館研究人員專注在詮釋館藏，以及推廣博物館教育，將服務大眾的工作委託給適當的企業經營管理，讓博物館營運更有效率；然而企業經營與博物館目標衝突，商業娛樂和教育文化的平衡與協調，是公立博物館邁向企業化經營必須面對的問題，「海生館」的經驗可作為台灣其他博物館的營運借鏡。

In 1991, while the establishment of the National Museum of Marine Biology and Aquarium (NMMBA) was still in its planning stage, the project was challenged by a drastic cut down of budget and staff number from the government. Dr. Lee-Shing Fang, the founder of NMMBA, decided to seek resources from private sectors to complete the partially build project. He had designed the first Build-Operate-Transfer (BOT) case in culture-education field of the world. By applying a strategy of subletting the profitable sections of the partial finished museum, such as the aquarium, the souvenir shop, the restaurant...etc. to private sector, the museum was able to channel the commercially earned money to finish the remaining project, which is the third pavilion (waters of the world), the visitor center and the Pacific ocean square. This paper is written from an interview with Dr. Fang to explore how the decision was made, how the plan was designed, and what are the advantages and disadvantages of this operation model. It revealed that in this project, the private sector had taken care of daily museum-aquarium operation market promoting and visitor services. This allowed the museum curators to focus on higher level museum works, such as research, public education, special exhibitions, display renovation, intra-museum collaboration, developing strategy etc. There is certain conflict of interest between the public and private sector. However, overall speaking, this is a mutual beneficial cooperation case. The structure is a valuable model for operation of museums. Their experience is also valuable for non-profit organizations, such as museum, to maximize their capability of public service while maintain balance with the interest of collaboration private sectors.

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