關聯、資源、整合、彈性：檀博物館募款的基本思維

Connections, Resources, Integration, and Resilience: New Ways of Thinking About Museum Fundraising

對外募款，是國立科學工藝博物館近年來發展的新方向；從台達電子文教基金會、中華航空公司、台灣杜邦股份有限公司到大仁技術學院等等，都與工博館有不同程度的贊助與合作。工博館對外募款的作為，其實間接揭露了國內公立博物館近年來益形艱難的處境；一是每年可獲得預算的逐年降低，一是法人化潮流的衝擊。對博物館而言，在處理募款事宜中，最重要的是工作思維的改變；因為對外募款與過去向上級爭取預算的情況有極大差異，所面對的對象、所處理的內容、所進行的程序、以及所秉持的工作精神都大不相同，因此，館員需要的是不同於以往處理公務時的新思維，而此方是影響募款成功和圓滿與否的關鍵。本文主要針對近年來工博館四個對外募款的案例，分別是杜邦公司贊助的「風箏」特展，台達電子文教基金會贊助的「活的科學」特展，中華航空公司贊助的「飛行者一號」複製活動，以及大仁技術學院贊助的「DNA問世五十週年」特展，進行探討，並歸納出公立博物館在募款時應有的新思維，分別是處理對外關係時，應以創造多元且適當的「關聯」為始，所爭取的不只是金錢而是多樣的「資源」，而博物館內部則應「整合」各部門的力量，同時以「彈性」的態度與作為來處理相關事宜。

Fundraising has become a new approach for National Science and Technology Museum these years. From Delta Electronics Foundation, China Airlines, Dupont in Taiwan to Tajen Institute of Technology, all have at some level sponsored or cooperated with the museum. It somehow reveals the ever tougher predicament which public museums are facing, such as: the gradually lessened budget and the impact brought by the future managing trend of museums to become administrative institutions. For museums tackle on the matters concerning fundraising, it is the change of the ways of thinking towards work that counts. This new approach is absolutely different from seeking higher budget from upper ranks since museums are now confronted with utterly different objects, working contents, procedures, and the spirit of work. Therefore, what the staff need are new ways of thinking, the key to success and perfection of fundraising. This study probes into four cases of fundraising: ''Kites Expo'' sponsored by Dupont in Taiwan, ''Live Science Expo'' sponsored by Delta Electronics Foundation, the reproduction of ''Wright Flyer I'' sponsored by China Airlines, and ''DNA 50'' sponsored by Tajen Institute of Technology. When it comes to fundraising, there are some new ways of thinking that public museums should possess: outwardly creating multi-faceted, proper ''connections'' and seeking diverse ''resources'' other than money only, while inwardly ''integrating'' the strengths of each department and taking ''resilience'' as an attitude towards work.