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What  role  cultural  ins/tu/ons  play  in  society  and  
how  this  have  come  about  ?  
Two  case  studies  from  Hong  Kong  Arts  Fes/val  and    
Oriental  Art  Centre,  Shanghai
	
  
Professor	
  Sun-­‐man	
  TSENG	
  
Co-­‐Programme	
  Leader	
  of	
  Execu8ve	
  Masters	
  of	
  Arts	
  in	
  	
  
Arts	
  Management	
  &	
  Entrepreneurship	
  	
  	
  
Adjunct	
  Professor	
  
The	
  Educa8on	
  University	
  of	
  Hong	
  Kong	
  
Belfast	
  ©	
  April	
  2017	
  
Development  of  conceptual  framework
• According	
  to	
  Hewison	
  and	
  Holden,	
  the	
  “main	
  responsibility	
  
for	
  cultural	
  leaders	
  is	
  to	
  ar8culate	
  the	
  cultural	
  value	
  of	
  the	
  
arts”	
  	
  
• Cultural	
  values	
  includes	
  intrinsic	
  value,	
  instrumental	
  value	
  
and	
  ins8tu8onal	
  value	
  	
  
• My	
  reading	
  of	
  “instrumental	
  value”	
  is	
  that	
  it	
  includes	
  
economic,	
  social	
  and	
  educa8on	
  values,	
  hence	
  cultural	
  
ins8tu8ons	
  plays	
  ar8s8c,	
  economic,	
  social	
  and	
  educa8onal	
  
role	
  in	
  society	
  
	
  
Development  of  conceptual  framework
•  Hewison	
  and	
  Holden,	
  the	
  “main	
  
responsibility	
  for	
  cultural	
  leaders	
  
is	
  to	
  ar8culate	
  the	
  cultural	
  value	
  
of	
  the	
  arts”	
  	
  
•  Cultural	
  values	
  includes	
  intrinsic,	
  
instrumental	
  and	
  ins8tu8onal	
  
values	
  
•  	
  	
  
• My	
  reading	
  of	
  
“instrumental	
  value”	
  is	
  
that	
  it	
  includes	
  
economic,	
  social	
  and	
  
educa8on	
  values,	
  hence	
  
cultural	
  ins8tu8ons	
  play	
  
ar8s8c,	
  economic,	
  social	
  
and	
  educa8onal	
  roles	
  in	
  
society	
  
• Economic	
  –	
  developing	
  a	
  market	
  for	
  the	
  arts	
  
•  Create	
  jobs	
  and	
  leads	
  to	
  economic	
  ac8vi8es	
  (mul8plier	
  effect)	
  
• Social	
  *	
  
•  Promo8on	
  of	
  cultural	
  diversity	
  connects	
  people and	
  builds a 
more cohesive and open society	
  (EU).	
  
•  	
  promo8on	
  of	
  interna8onal	
  rela8onship	
  through	
  interna8onal	
  
partnerships	
  
• Social	
  /cultural	
  	
  
•  Enhance	
  the	
  iden8ty	
  of	
  its	
  city	
  	
  
•  *	
  EU	
  working	
  group	
  on	
  role	
  of	
  public	
  arts	
  and	
  cultural	
  ins7tu7ons	
  in	
  the	
  promo7on	
  of	
  cultural	
  diversity	
  and	
  
intercultural	
  dialogue	
  (2014)	
  
• My	
  reading	
  of	
  intrinsic	
  /ar8s8c	
  roles	
  include	
  
• Promo8ng	
  EXCELLENCE	
  	
  
• presen8ng	
  arts	
  ac8vi8es	
  of	
  the	
  highest	
  quality	
  
• Increasing	
  ACCESS	
  	
  
• a^rac8ng	
  new	
  audiences,	
  also	
  educa8on	
  role	
  	
  
• Promo8ng	
  diversity	
  to	
  broaden	
  EXPOSURE	
  	
  
• exposing	
  ar8sts	
  and	
  audiences	
  to	
  new	
  and	
  
innova8ve	
  works,	
  heritage	
  arts,	
  latest	
  interna8onal	
  
trends,	
  young	
  talents	
  
• Contributes	
  to	
  the	
  development	
  of	
  local	
  ar8sts	
  /groups	
  	
  
• Enhance	
  local	
  arts	
  ecology	
  through	
  industry	
  development	
  	
  
Proposed  Roles  of  Key  Cultural  Ins/tu/ons  
Aspects	
   Roles	
  
Ar8s8c	
   Promo8ng	
  excellence	
  
	
  	
   Increasing	
  access	
  
	
  	
   Diversified	
  programmes	
  to	
  broaden	
  exposure	
  /outlook	
  
	
  	
   Facilitate	
  development	
  of	
  local	
  ar8sts	
  /groups	
  
Economic	
  	
   Develops	
  a	
  market	
  
Social	
   Cultural	
  diversity	
  builds	
  social	
  cohesion	
  
	
  	
   Enhance	
  intercultural	
  dialogue	
  
Social	
  /cultural	
   Enhance	
  the	
  iden8ty	
  of	
  its	
  city	
  
Cultural	
  Ecology	
   Industry	
  development	
  
ng  
ng  
ts  
s/val  
erformances  
7  Fes/val  
nniversary
Changing  context  led  to  changing  role
Colonial	
  period	
  	
  
(1973-­‐1996)	
  
London-­‐based	
  director	
  to	
  Hong	
  
Kong-­‐based	
  expatriate	
  	
  director	
  
Main-­‐stream	
  famous	
  
interna7onal	
  ar7sts	
  
to	
  present	
  a	
  high	
  
quality	
  	
  arts	
  fes8val	
  of	
  
interna8onal	
  standing	
  
in	
  Hong	
  Kong	
  
Countdown	
  to	
  Re-­‐unifica8on	
  
(1988-­‐1996)	
  
Hong	
  Kong-­‐born	
  execu8ve	
  
director	
  
Strategic	
  review	
  to	
  add	
  
local	
  characteris7cs	
  such	
  
as	
  commissions	
  
To	
  present	
  an	
  arts	
  
fes8val	
  of	
  interna8onal	
  
standing	
  which	
  reflects	
  
the	
  uniqueness	
  of	
  	
  
Hong	
  Kong	
  
Aier	
  re-­‐unifica8on	
  (aier	
  19
Co-­‐produc8ons	
  with	
  overse
fes8vals	
  and	
  opera	
  house
Provide	
  showcase	
  for	
  select
Hong	
  Kong	
  ar7sts	
  
Raise	
  profile	
  of	
  Hong	
  Ko
ar8sts	
  interna8onally
Intercultural	
  dialogue
Industry	
  developmen
 	
   Role	
   Hong	
  Kong	
  Arts	
  Fes1val	
  
Ar8s8c	
   Promo8ng	
  excellence	
   Top	
  ar8sts	
  &	
  groups	
  
	
  	
   Increasing	
  access	
   Young	
  friends	
  scheme	
  
	
  	
   Diversified	
  programme	
  to	
  broaden	
  
exposure	
  /outlook	
  
New	
  and	
  unfamiliar	
  programmes	
  such	
  as	
  
early	
  music	
  and	
  foreign-­‐language	
  drama	
  
	
  	
   Facilitate	
  development	
  of	
  local	
  ar8sts	
  /
groups	
  
Local	
  commissions	
  
Showing	
  young	
  local	
  ar8sts	
  
Economic	
  	
   Develops	
  a	
  market	
   Sold	
  more	
  than	
  120,000	
  seats	
  each	
  year	
  
Supported	
  by	
  government	
  &	
  sponsors	
  
Social	
   Cultural	
  diversity	
  builds	
  social	
  cohesion	
   Local	
  art	
  forms	
  such	
  as	
  Cantonese	
  opera	
  
included	
  
	
  	
   Enhance	
  intercultural	
  dialogue	
   Interna8onal	
  co-­‐produc8ons	
  
Touring	
  of	
  Fes8val	
  produc8ons	
  
Social	
  /
cultural	
  
Enhance	
  the	
  iden8ty	
  of	
  its	
  city	
   Cosmopolitan	
  with	
  local	
  characteris8cs	
  
	
  	
   Brings	
  interna7onal	
  pres7ge	
   1	
  of	
  the	
  top	
  arts	
  fes7vals	
  in	
  the	
  world	
  
	
  	
   	
  	
   Put	
  HK	
  on	
  the	
  interna7onal	
  map	
  (1970s)	
  
Cultural	
  
Ecology	
  
Industry	
  development	
   	
  Commissioning	
  of	
  	
  chamber	
  opera	
  
Oriental
Art  
Centre  
Shangha
Oriental  Art  Centre,  Shanghai
•  Opened	
  	
  in	
  2005	
  
•  (2015)	
  655	
  performances	
  and	
  630,000	
  audience	
  	
  
•  Situated	
  in	
  Pudong	
  district	
  of	
  Shanghai	
  
•  Facili8es:	
  Concert	
  Hall,	
  Opera	
  Hall	
  and	
  recital	
  hall	
  	
  
•  Shanghai	
  is	
  the	
  most	
  cosmopolitan	
  city	
  in	
  China	
  
•  Home	
  of	
  the	
  first	
  symphony	
  orchestra,	
  opera,	
  movie	
  and	
  drama	
  in	
  China	
  
•  Big	
  middle	
  class	
  seeking	
  trendy	
  leisure	
  ac8vi8es	
  
•  In	
  1997	
  saw	
  the	
  opening	
  of	
  Shanghai	
  Grand	
  Theatre,	
  started	
  with	
  no	
  
subsidy	
  (hence	
  similar	
  arrangement	
  with	
  OAC)	
  
Major  accomplishments  from  2005  to  2017
Clear	
  posi8oning	
  –	
  home	
  of	
  the	
  symphony	
  
Strategic	
  planning	
  –	
  5	
  year	
  plans	
  
Understand	
  audiences	
  –	
  4	
  major	
  audience	
  researches	
  in	
  11	
  years	
  
•  preference	
  of	
  Shanghai	
  audiences:	
  1-­‐	
  Symphony,	
  2-­‐Ballet,	
  3-­‐Musical	
  
Introduce	
  concept	
  of	
  season	
  planning	
  and	
  different	
  series	
  to	
  China	
  
Pioneer	
  membership	
  scheme	
  
Achieve	
  excellence	
  	
  
•  Berlin	
  Philharmonic	
  Orchestra	
  and	
  	
  invita8on	
  of	
  Top	
  10	
  world	
  orchestras	
  
Audience	
  building	
  	
  -­‐-­‐	
  Saturday	
  brunch	
  concerts	
  	
  
•  RMB30/50/80,	
  	
  100,000	
  audience	
  a	
  year	
  
•  Student	
  8cket	
  scheme	
  
Introduce	
  Chinese	
  Opera	
  Fes8val	
  and	
  Chinese	
  music	
  series	
  
Strategic	
  partnership	
  with	
  Philadelphia	
  Orchestra	
  and	
  Vienna	
  Philharmonic	
  
Orchestra	
  in	
  2016	
  
 	
   Role	
   Oriental	
  Art	
  Centre	
  
Ar8s8c	
   Promo8ng	
  excellence	
   10	
  World	
  Top	
  Orchestras	
  
	
  	
   Increasing	
  access	
   Saturday	
  Brunch	
  Concerts	
  
Student	
  8ckets	
  
	
  	
   Diversified	
  programme	
  to	
  broaden	
  
exposure	
  /outlook	
  
Chinese	
  Opera	
  season	
  
Chinese	
  music	
  series	
  
	
  	
   Facilitate	
  development	
  of	
  local	
  
ar8sts	
  /groups	
  
Resident	
  symphony	
  orchestra	
  
Economic	
  	
   Develops	
  a	
  market	
   More	
  than	
  633,000	
  audience	
  each	
  year	
  
No	
  regular	
  subsidy	
  from	
  government	
  	
  
Social	
   Cultural	
  diversity	
  builds	
  social	
  
cohesion	
  
Saturday	
  Brunch	
  Concerts	
  
Open	
  Day	
  
	
  	
   Enhance	
  intercultural	
  dialogue	
   	
  Strategic	
  partnership	
  with	
  Chicago	
  Symphony	
  &	
  
VPO	
  
Social	
  /
cultural	
  
Enhance	
  the	
  iden8ty	
  of	
  its	
  city	
   Cultural	
  sympbol	
  of	
  the	
  most	
  cosmopolitan	
  city	
  in	
  
PRC	
  
	
  	
   Brings	
  Interna7onal	
  pres7ge	
   Shanghai’s	
  prime	
  music	
  centre	
  	
  
	
  	
   	
  	
   The	
  second	
  home	
  of	
  world-­‐class	
  orchestras	
  
Cultural	
  
ecology	
  
Industry	
  development	
   Nurture	
  venue	
  managers	
  	
  
Best	
  prac8ces	
  for	
  cultural	
  venues	
  in	
  China	
  
Brings	
  healthy	
  compe88on	
  	
  	
  
Conclusion
•  How	
  they	
  differ	
  from	
  their	
  western	
  counterparts	
  ?	
  
•  Not	
  much,	
  both	
  governed	
  by	
  a	
  board,	
  OAC	
  monitored	
  by	
  a	
  government	
  
commi^ee	
  
•  OAC	
  staff	
  very	
  young,	
  HKAF	
  key	
  staff	
  very	
  stable	
  
•  All	
  	
  HKAF	
  programmes	
  have	
  to	
  be	
  approved	
  by	
  two	
  commi^ees	
  
•  OAC	
  no	
  regular	
  subsidy	
  from	
  government	
  	
  
•  Both	
  ins8tu8ons	
  play	
  similar	
  roles	
  	
  
•  OAC	
  less	
  support	
  to	
  local	
  ar8sts	
  /groups	
  but	
  making	
  bigger	
  impact	
  on	
  industry	
  
development	
  	
  
•  OAC	
  has	
  a	
  shorter	
  history	
  than	
  HKAF	
  and	
  has	
  to	
  be	
  more	
  market-­‐driven	
  	
  
•  Freedom	
  of	
  expression	
  protected	
  in	
  Hong	
  Kong	
  
Role	
   Hong	
  Kong	
  Arts	
  Fes1val	
  
	
  
Oriental	
  Art	
  Centre	
  
8c	
   Promo8ng	
  excellence	
   Top	
  ar8sts	
  &	
  groups	
   10	
  World	
  Top	
  Orchestras	
  
Increasing	
  access	
   Young	
  friends	
  scheme	
   Saturday	
  Brunch	
  Concerts	
  
Student	
  8ckets	
  
Diversified	
  programme	
  to	
  
broaden	
  exposure	
  /outlook	
  
New	
  and	
  unfamiliar	
  programmes	
   Chinese	
  Opera	
  season	
  
Chinese	
  music	
  series	
  
Facilitate	
  development	
  of	
  local	
  
ar8sts	
  /groups	
  
Local	
  commissions	
  
Plaqorm	
  for	
  local	
  ar8sts	
  
Resident	
  symphony	
  orchestra	
  
omic	
  	
   Develops	
  a	
  market	
   Sold	
  more	
  than	
  120,000	
  seats	
  each	
  year	
  
Supported	
  by	
  government	
  &	
  sponsorship	
  	
  
More	
  than	
  630,000	
  audiences	
  in	
  2015	
  
No	
  regular	
  subsidy	
  from	
  government	
  	
  
al	
   Cultural	
  diversity	
  builds	
  social	
  
cohesion	
  
Local	
  art	
  forms	
  included	
   	
  Chinese	
  opera	
  season	
  
Chinese	
  music	
  series	
  
Enhance	
  intercultural	
  dialogue	
   Interna8onal	
  co-­‐produc8ons	
  
Touring	
  of	
  Fes8val	
  produc8ons	
  
	
  Strategic	
  partnership	
  with	
  Chicago	
  
Symphony	
  and	
  VPO	
  
al	
  /
ral	
  
Enhance	
  the	
  iden8ty	
  of	
  its	
  city	
   Cosmopolitan	
  with	
  local	
  characteris8cs	
   Most	
  cosmopolitan	
  city	
  in	
  PRC	
  
Brings	
  interna7onal	
  pres7ge	
   1	
  of	
  the	
  top	
  arts	
  fes7vals	
  in	
  the	
  world	
  
Put	
  HK	
  on	
  the	
  interna8onal	
  map	
  
Shanghai’s	
  prime	
  music	
  centre	
  	
  
The	
  second	
  home	
  of	
  world-­‐class	
  orchestras	
  
ural	
  
ogy	
  
Industry	
  development	
   	
  Commissioning	
  Hong	
  Kong	
  chamber	
  
opera	
  
Nurture	
  venue	
  managers	
  	
  
Best	
  prac8ces	
  for	
  cultural	
  venues	
  in	
  China	
  
Compe88on	
  is	
  healthy	
  for	
  industry	
  
development	
  	
  

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What role cultural institutions play in society and how this have come about ?

  • 1. What  role  cultural  ins/tu/ons  play  in  society  and   how  this  have  come  about  ?   Two  case  studies  from  Hong  Kong  Arts  Fes/val  and     Oriental  Art  Centre,  Shanghai   Professor  Sun-­‐man  TSENG   Co-­‐Programme  Leader  of  Execu8ve  Masters  of  Arts  in     Arts  Management  &  Entrepreneurship       Adjunct  Professor   The  Educa8on  University  of  Hong  Kong   Belfast  ©  April  2017  
  • 2. Development  of  conceptual  framework • According  to  Hewison  and  Holden,  the  “main  responsibility   for  cultural  leaders  is  to  ar8culate  the  cultural  value  of  the   arts”     • Cultural  values  includes  intrinsic  value,  instrumental  value   and  ins8tu8onal  value     • My  reading  of  “instrumental  value”  is  that  it  includes   economic,  social  and  educa8on  values,  hence  cultural   ins8tu8ons  plays  ar8s8c,  economic,  social  and  educa8onal   role  in  society    
  • 3. Development  of  conceptual  framework •  Hewison  and  Holden,  the  “main   responsibility  for  cultural  leaders   is  to  ar8culate  the  cultural  value   of  the  arts”     •  Cultural  values  includes  intrinsic,   instrumental  and  ins8tu8onal   values   •     
  • 4. • My  reading  of   “instrumental  value”  is   that  it  includes   economic,  social  and   educa8on  values,  hence   cultural  ins8tu8ons  play   ar8s8c,  economic,  social   and  educa8onal  roles  in   society  
  • 5. • Economic  –  developing  a  market  for  the  arts   •  Create  jobs  and  leads  to  economic  ac8vi8es  (mul8plier  effect)   • Social  *   •  Promo8on  of  cultural  diversity  connects  people and  builds a  more cohesive and open society  (EU).   •   promo8on  of  interna8onal  rela8onship  through  interna8onal   partnerships   • Social  /cultural     •  Enhance  the  iden8ty  of  its  city     •  *  EU  working  group  on  role  of  public  arts  and  cultural  ins7tu7ons  in  the  promo7on  of  cultural  diversity  and   intercultural  dialogue  (2014)  
  • 6. • My  reading  of  intrinsic  /ar8s8c  roles  include   • Promo8ng  EXCELLENCE     • presen8ng  arts  ac8vi8es  of  the  highest  quality   • Increasing  ACCESS     • a^rac8ng  new  audiences,  also  educa8on  role     • Promo8ng  diversity  to  broaden  EXPOSURE     • exposing  ar8sts  and  audiences  to  new  and   innova8ve  works,  heritage  arts,  latest  interna8onal   trends,  young  talents   • Contributes  to  the  development  of  local  ar8sts  /groups     • Enhance  local  arts  ecology  through  industry  development    
  • 7. Proposed  Roles  of  Key  Cultural  Ins/tu/ons   Aspects   Roles   Ar8s8c   Promo8ng  excellence       Increasing  access       Diversified  programmes  to  broaden  exposure  /outlook       Facilitate  development  of  local  ar8sts  /groups   Economic     Develops  a  market   Social   Cultural  diversity  builds  social  cohesion       Enhance  intercultural  dialogue   Social  /cultural   Enhance  the  iden8ty  of  its  city   Cultural  Ecology   Industry  development  
  • 8. ng   ng   ts   s/val   erformances   7  Fes/val   nniversary
  • 9. Changing  context  led  to  changing  role Colonial  period     (1973-­‐1996)   London-­‐based  director  to  Hong   Kong-­‐based  expatriate    director   Main-­‐stream  famous   interna7onal  ar7sts   to  present  a  high   quality    arts  fes8val  of   interna8onal  standing   in  Hong  Kong   Countdown  to  Re-­‐unifica8on   (1988-­‐1996)   Hong  Kong-­‐born  execu8ve   director   Strategic  review  to  add   local  characteris7cs  such   as  commissions   To  present  an  arts   fes8val  of  interna8onal   standing  which  reflects   the  uniqueness  of     Hong  Kong   Aier  re-­‐unifica8on  (aier  19 Co-­‐produc8ons  with  overse fes8vals  and  opera  house Provide  showcase  for  select Hong  Kong  ar7sts   Raise  profile  of  Hong  Ko ar8sts  interna8onally Intercultural  dialogue Industry  developmen
  • 10.     Role   Hong  Kong  Arts  Fes1val   Ar8s8c   Promo8ng  excellence   Top  ar8sts  &  groups       Increasing  access   Young  friends  scheme       Diversified  programme  to  broaden   exposure  /outlook   New  and  unfamiliar  programmes  such  as   early  music  and  foreign-­‐language  drama       Facilitate  development  of  local  ar8sts  / groups   Local  commissions   Showing  young  local  ar8sts   Economic     Develops  a  market   Sold  more  than  120,000  seats  each  year   Supported  by  government  &  sponsors   Social   Cultural  diversity  builds  social  cohesion   Local  art  forms  such  as  Cantonese  opera   included       Enhance  intercultural  dialogue   Interna8onal  co-­‐produc8ons   Touring  of  Fes8val  produc8ons   Social  / cultural   Enhance  the  iden8ty  of  its  city   Cosmopolitan  with  local  characteris8cs       Brings  interna7onal  pres7ge   1  of  the  top  arts  fes7vals  in  the  world           Put  HK  on  the  interna7onal  map  (1970s)   Cultural   Ecology   Industry  development    Commissioning  of    chamber  opera  
  • 12. Oriental  Art  Centre,  Shanghai •  Opened    in  2005   •  (2015)  655  performances  and  630,000  audience     •  Situated  in  Pudong  district  of  Shanghai   •  Facili8es:  Concert  Hall,  Opera  Hall  and  recital  hall     •  Shanghai  is  the  most  cosmopolitan  city  in  China   •  Home  of  the  first  symphony  orchestra,  opera,  movie  and  drama  in  China   •  Big  middle  class  seeking  trendy  leisure  ac8vi8es   •  In  1997  saw  the  opening  of  Shanghai  Grand  Theatre,  started  with  no   subsidy  (hence  similar  arrangement  with  OAC)  
  • 13. Major  accomplishments  from  2005  to  2017 Clear  posi8oning  –  home  of  the  symphony   Strategic  planning  –  5  year  plans   Understand  audiences  –  4  major  audience  researches  in  11  years   •  preference  of  Shanghai  audiences:  1-­‐  Symphony,  2-­‐Ballet,  3-­‐Musical   Introduce  concept  of  season  planning  and  different  series  to  China   Pioneer  membership  scheme   Achieve  excellence     •  Berlin  Philharmonic  Orchestra  and    invita8on  of  Top  10  world  orchestras   Audience  building    -­‐-­‐  Saturday  brunch  concerts     •  RMB30/50/80,    100,000  audience  a  year   •  Student  8cket  scheme   Introduce  Chinese  Opera  Fes8val  and  Chinese  music  series   Strategic  partnership  with  Philadelphia  Orchestra  and  Vienna  Philharmonic   Orchestra  in  2016  
  • 14.     Role   Oriental  Art  Centre   Ar8s8c   Promo8ng  excellence   10  World  Top  Orchestras       Increasing  access   Saturday  Brunch  Concerts   Student  8ckets       Diversified  programme  to  broaden   exposure  /outlook   Chinese  Opera  season   Chinese  music  series       Facilitate  development  of  local   ar8sts  /groups   Resident  symphony  orchestra   Economic     Develops  a  market   More  than  633,000  audience  each  year   No  regular  subsidy  from  government     Social   Cultural  diversity  builds  social   cohesion   Saturday  Brunch  Concerts   Open  Day       Enhance  intercultural  dialogue    Strategic  partnership  with  Chicago  Symphony  &   VPO   Social  / cultural   Enhance  the  iden8ty  of  its  city   Cultural  sympbol  of  the  most  cosmopolitan  city  in   PRC       Brings  Interna7onal  pres7ge   Shanghai’s  prime  music  centre             The  second  home  of  world-­‐class  orchestras   Cultural   ecology   Industry  development   Nurture  venue  managers     Best  prac8ces  for  cultural  venues  in  China   Brings  healthy  compe88on      
  • 15. Conclusion •  How  they  differ  from  their  western  counterparts  ?   •  Not  much,  both  governed  by  a  board,  OAC  monitored  by  a  government   commi^ee   •  OAC  staff  very  young,  HKAF  key  staff  very  stable   •  All    HKAF  programmes  have  to  be  approved  by  two  commi^ees   •  OAC  no  regular  subsidy  from  government     •  Both  ins8tu8ons  play  similar  roles     •  OAC  less  support  to  local  ar8sts  /groups  but  making  bigger  impact  on  industry   development     •  OAC  has  a  shorter  history  than  HKAF  and  has  to  be  more  market-­‐driven     •  Freedom  of  expression  protected  in  Hong  Kong  
  • 16. Role   Hong  Kong  Arts  Fes1val     Oriental  Art  Centre   8c   Promo8ng  excellence   Top  ar8sts  &  groups   10  World  Top  Orchestras   Increasing  access   Young  friends  scheme   Saturday  Brunch  Concerts   Student  8ckets   Diversified  programme  to   broaden  exposure  /outlook   New  and  unfamiliar  programmes   Chinese  Opera  season   Chinese  music  series   Facilitate  development  of  local   ar8sts  /groups   Local  commissions   Plaqorm  for  local  ar8sts   Resident  symphony  orchestra   omic     Develops  a  market   Sold  more  than  120,000  seats  each  year   Supported  by  government  &  sponsorship     More  than  630,000  audiences  in  2015   No  regular  subsidy  from  government     al   Cultural  diversity  builds  social   cohesion   Local  art  forms  included    Chinese  opera  season   Chinese  music  series   Enhance  intercultural  dialogue   Interna8onal  co-­‐produc8ons   Touring  of  Fes8val  produc8ons    Strategic  partnership  with  Chicago   Symphony  and  VPO   al  / ral   Enhance  the  iden8ty  of  its  city   Cosmopolitan  with  local  characteris8cs   Most  cosmopolitan  city  in  PRC   Brings  interna7onal  pres7ge   1  of  the  top  arts  fes7vals  in  the  world   Put  HK  on  the  interna8onal  map   Shanghai’s  prime  music  centre     The  second  home  of  world-­‐class  orchestras   ural   ogy   Industry  development    Commissioning  Hong  Kong  chamber   opera   Nurture  venue  managers     Best  prac8ces  for  cultural  venues  in  China   Compe88on  is  healthy  for  industry   development