公辦民營中小型博物館之特色建立與經營：以台灣醫療史料文物中心為例

The Professional and Humanity Characteristics and Operation Model of the Operate-and- Transfer Museums: Taking Taiwan Medical Museum as an Example

財團法人台杏文教基金會自2004年受託經營「台灣醫療史料文物中心」，三年以來建立醫史館特色、行銷推廣和文物典藏、研究及展示成果，到成立網路虛擬博物館，從點擴展到面與立體的展示行銷模式，直到基金會成立台灣醫療史料研究中心奠定紮根的研究工作。不難發現是民間團隊才能達成的效率與時效。而此種委託經營的方式因逐年簽約，受制於衛生局內官僚牽制，無法取得較長的委託經營合約，基金會無法完整投入中、長程計畫，因而推展業務多有限制，如：文物典藏及研究、推廣行銷、醫療人文巡迴展示及衍生性商品開發等。這是中、小型博物館、地方文化館舍永續經營與基本結構性的缺陷。本篇文章將從以下九項要點論述台灣醫療史料文物中心之特色建立與經營：從醫史館的背景、設立可行性評估與成立經過、台杏文教基金會、受託經營的管理模式與公部門互動、數位與網路博物館之成立與成長、台灣醫療史料研究中心成立以及台灣醫療史料文物中心面臨的問題與未來遠景。

In this paper, the researcher introduced the operation model of the Kaohsiung Medical Museum by examining its historical background, goal and strategy since its establishment. The management as well as the operation models before and after it became Operate-and-Transfer（OT）were also be described in the paper. At last but not the least, the researcher also touched on the distinguished features that brought by the museum operator– the Taiwan Medicine and Humanity Foundation since it took over the responsibility three years ago. The marketing model used by the foundation started from connecting points to form a plain and then expended to a solid 3-dimension marketing model; transferring the museum from a data collecting and exhibition center to a digital archive on the Internet and finally to a medical history research center in Taiwan. The model of expansion in these three years demonstrated a good example of efficiency and timeliness that could only be done by OT. However, the management contract should re-sign each year no more than three years, it limited various jobs such as medical instrument collection and research, promotion of museum, public exhibition and development of museum souvenirs.