HONG KONG URBAN COUNCIL
work such as answering media enquiries and promotion of the Stadium's image still rests with the Stadium Manager's own PR staff.
The fourth part of the question is on the duties, responsibilities and obligations of Wembley International as specified in the Management Agreement signed between the Urban Council and the Company. In essence, the Stadium Manager shall manage the Stadium properly. His main missions are to bring in quality sport, culture and entertainment events to Hong Kong; to promote the Stadium as an internationally recognised venue; to provide an effective and balanced use of the Stadium to its optimum level and to generate sufficient revenue to cover operating costs of the Stadium. The details are set out in the Management Agreement.
The fifth part of the question is whether the Consultants recommended the Council to evaluate the performance of the management company on a regular basis. If yes, what criteria and methods were recommended and whether the Council has reviewed the performance of this company since their appointment for the past three years?
In January 1993, the Standing Committee of the Whole Council agreed with the GCGI's recommendation for setting up a small group, which later developed to become the Board of Governors of the Hong Kong Stadium (BOG), to oversee the performance of the Stadium Manager. The main responsibilities of the BOG as recommended by the Consultants are to control the finance, contracts, bookings, management and operation of the Stadium. The BOG meets regularly, once a month, to formulate policies on the Stadium and monitor the performance of the Stadium Manager. There is also regular monitoring by the Standing Committee of the Whole Council every month when the Stadium Manager's monthly report is presented.
The sixth part of the question is on the number of event days proposed by the management company to optimize the use of the Stadium, and whether the 52 event-days held in the financial year 1995/96 meet with the target of the plan. Moreover, whether the Council has any plan for diversifying the existing events at the Stadium?
When Wembley International first submitted their proposal in 1992, they forecasted the number of events to be held at the Stadium would range from 19 to 31 in the next ten years. The 52 events held in 1995/96 have almost doubled the number which they originally forecasted. This indicates that the Stadium Manager has been successful in promoting the use of the Stadium. The BOG has also required the Stadium Manager to develop and introduce more new events and activities to the Stadium.
The seventh part of the question is: whether the Management Agreement signed between the Urban Council and Wembley International could be terminated if deficit was incurred continuously for several years as reported by the Commissioner for Administrative Complaints in 1995, and how is the
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HONG KONG URBAN COUNCIL
work such as answering media enquiries and promotion of the Stadium's image still rests with the Stadium Manager's own PR staff.
The fourth part of the question is on the duties, responsibilities and obligations of Wembley International as specified in the Management Agreement signed between the Urban Council and the Company. In essence, the Stadium Manager shall manage the Stadium properly. His main missions are to bring in quality sport, culture and entertainment events to Hong Kong; to promote the Stadium as an internationally recognised venue; to provide an effective and balanced use of the Stadium to its optimum level and to generate sufficient revenue to cover operating costs of the Stadium. The details are set out in the Management Agreement.
The fifth part of the question is whether the Consultants recommended the Council to evaluate the performance of the management company on a regular basis. If yes, what criteria and methods were recommended and whether the Council has reviewed the performance of this company since their appointment for the past three years?
In January 1993, the Standing Committee of the Whole Council agreed with the GCGI's recommendation for setting up a small group, which later developed to become the Board of Governors of the Hong Kong Stadium (BOG), to oversee the performance of the Stadium Manager. The main responsibilities of the BOG as recommended by the Consultants are to control the finance, contracts, bookings, management and operation of the Stadium. The BOG meets regularly, once a month, to formulate policies on the Stadium and monitor the performance of the Stadium Manager. There is also regular monitoring by the Standing Committee of the Whole Council every month when the Stadium Manager's monthly report is presented.
The sixth part of the question is on the number of event days proposed by the management company to optimize the use of the Stadium, and whether the 52 event-days held in the financial year 1995/96 meet with the target of the plan. Moreover, whether the Council has any plan for diversifying the existing events at the Stadium?
When Wembley International first submitted their proposal in 1992, they forecasted the number of events to be held at the Stadium would range from 19 to 31 in the next ten years. The 52 events held in 1995/96 have almost doubled the number which they originally forecasted. This indicates that the Stadium Manager has been successful in promoting the use of the Stadium. The BOG has also required the Stadium Manager to develop and introduce more new events and activities to the Stadium.
The seventh part of the question is: whether the Management Agreement signed between the Urban Council and Wembley International could be terminated if deficit was incurred continuously for several years as reported by the Commissioner for Administrative Complaints in 1995, and how is the
Page 20 of 498
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