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HONG KONG URBAN COUNCIL
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Report. On 1 December 1992, the Standing Committee of the Whole Council agreed with the Core Group's recommendation that though the Urban Council's policies and procedures were effective, they were not designed to cope with the management of the new Stadium, and agreed that it would be better for a private management company to be engaged to undertake the duties of management of the Stadium, and to promote the use of the Stadium on a commercial basis.
The second part of the question is on what selection criteria were adopted by the Working Group on the Redevelopment of the Hong Kong Stadium and whether goals and objectives were set by the Core Group in considering the appointment of a private company to manage the Stadium?
Following the recommendation to engage a private management company to manage the new Hong Kong Stadium, five international reputable stadia operators were requested to submit detailed proposals on the management of the Hong Kong Stadium. Only three companies submitted proposals. In January 1993, the Standing Committee of the Whole Council at their meeting agreed to appoint Wembley International as manager of the new Hong Kong Stadium based on a set of prescribed assessment criteria, including the company's ability to manage a stadium, previous track record, business interests, and financial proposals, etc. The target which the Working Group wanted to achieve was to bring in high quality management expertise and experience to the management of the Stadium.
The third part of the question is on the relationship between Urban Services Department (USD) and the management company, and why is USD so deeply involved in the management of the Stadium, and whether this is within the Core Group's expectation?
According to the management agreement, the Stadium Manager i.e. Wembley International (HK) Ltd. is responsible for the day-to-day management and operation of the Stadium. The Stadium Manager is accountable to the Urban Council's Board of Governors of the Hong Kong Stadium through the Urban Services Department. Since USD is the executive arm of the Council, it has, quite appropriately, served as the liaison link between the Stadium Manager and the Board of Governors of the Hong Kong Stadium. After the Stadium was opened to the public in March 1994, the turf problem emerged. The Department, with its extensive local experience in turf management, was able to share technical information and advice with the Stadium Manager on pitch maintenance. A senior directorate officer of the Department chaired a Stadium Pitch Technical Committee with the authority of the BOG to oversee the turf problems. However, the day-to-day maintenance work still rests with the Stadium Manager,
As regards the public relations aspect, the Department was involved when opinion poll was conducted on whether concerts should be staged at the Stadium and the associated noise problem. The day-to-day public relations
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