AN ANNOUNCEMENT by the Hong Kong SAR Government’s Leisure and Cultural Services Department regarding market operations for eight public venues represents both an opportunity and a critical test for the city’s events industry.
While the initiative promises to revitalise underutilised spaces, the traditional mindset of adopting a formal tender process to identify the most value-for-money contractor may limit the initiative’s potential to enhance Hong Kong’s position as “Asia’s Events Capital.”
The fundamental challenge lies in the current approach to public venue management. Public spaces have long been treated as rental properties for the public rather than strategic assets, with success measured by occupancy rates and patronage rather than quality of experiences or contribution to the event ecosystem. Hence, Hong Kong’s Chief Executive should be commended for including this initiative in his 2025 policy address. It’s now up to the Leisure and Cultural Services Department to deliver.
Examining successful venues globally reveals a different pattern. London’s Southbank Centre, Singapore’s Gardens by the Bay, and Tokyo’s teamLab Borderless thrive because they are managed by partners with clear vision and long-term commitment, not temporary tenants focused on quick returns. These spaces understand that great venues become destinations integral to a city’s cultural identity, not merely physical locations.
The existing tender model inherently prioritises financial, operational, and governance metrics over creative potential. When venues like the Hong Kong Museum of Art’s waterfront space go to the highest bidder, the result risks being an operator who sees square footage rather than possibility.
Backgrounder… Nights at the museum in Hong Kong
Similarly, Kwun Tong Promenade (pictured above) deserves more than becoming just another event space; it could evolve into a leading outdoor performance venue specialising in immersive experiences that utilise its unique waterfront location.
A more strategic approach would involve matching venues with operators based on alignment of vision rather than purely financial considerations. This requires shifting from a procurement mindset to a partnership model that asks not “who will pay the most” but “who can make this venue extraordinary”.
The successful implementation of this pilot scheme could serve as a catalyst for more ambitious developments. Should these eight venues demonstrate significant improvement through strategic partnerships, the government might consider expanding the program to include more world-class cultural facilities.
Institutions like the Hong Kong Museum of Art, with their iconic architecture and premium locations, represent untapped potential for attracting global event operators and prestigious international events. The presence of such high-calibre venues in Hong Kong’s portfolio would substantially elevate the city’s competitive edge in the global events market.
More… Toasting classy Hong Kong
However, commercial success must be balanced with community engagement. Operators should not function under a purely profit-driven framework but must actively fulfil community quotas by collaborating with non-governmental organisations and local arts groups. This requires operators to genuinely understand community needs through regular dialogue and needs assessment, ensuring the venues serve not just commercial clients but also nurture Hong Kong’s cultural ecosystem.
The partnership model should mandate operators to develop comprehensive community engagement plans that allocate specific time slots and resources for local cultural activities, educational programs, and non-profit events.
Commercial success must be balanced with community engagement. Operators should not function under a purely profit-driven framework but must actively fulfil community quotas by collaborating with non-governmental organisations and local arts groups”
The benefits for the events industry would be substantial. Venue operators could become true partners rather than landlords, investing in permanent infrastructure improvements rather than temporary fixes. Understanding specific event requirements and maintaining long-term perspectives would enable consistent quality and reliability that elevate every hosted occasion.
These considerations extend beyond theoretical advantages. The daily challenges faced by event professionals: inadequate facilities, management unfamiliar with event requirements, spaces lacking character and sophistication, not only affect individual events but also undermine Hong Kong’s ability to attract and retain world-class occasions that enhance its international reputation.
Implementing this shift requires concrete mindset changes. Venue-specific positioning must precede operator selection, with clear strategic visions established for each space. The Hong Kong Cultural Centre Piazza could become a premier launch venue for international brands, while Kai Tak Station Square might transform into a flexible canvas for large-scale installations and experiential marketing events.
Selection criteria should prioritise demonstrated experience, creative vision, and community engagement alongside financial considerations. Most crucially, longer partnership terms would encourage investment and innovation. The current “2+1+1” contract model may discourage substantial improvements, while five to seven-year partnerships would provide the financial security needed for facility enhancement investments and distinctive programming development.
The opportunity extends beyond these eight pilot venues. Success with this partnership approach could transform management of all public spaces in Hong Kong, creating the distinctive, well-managed venues that international event planners seek when selecting host cities”
Event professionals bear particular responsibility and opportunity to champion this evolution. Their understanding of the difference between spaces that merely host events, and those that enhance them, positions them to advocate effectively for change.
The collective voice of the industry should advocate for an approach that values vision over valuation, partnership over procurement, and long-term impact over short-term income. Public venues deserve nothing less, and neither does Hong Kong’s events industry.
Roy Ying is a former professional conference organiser who lectures in event management and marketing at Hang Seng University of Hong Kong
