2011
begin
2015
Process
2018
Establish
2020
complete
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About KMC Organisation Our Mission Chronicle

ABOUT

ABOUT

About Kaohsiung Music Center (KMC)

In 2009, the Executive Yuan recognized the need for a “Kaohsiung Music Center.” The Ministry of Culture commissioned the Kaohsiung City Government for its planning, design and construction. “Kaohsiung Music Center”is operated as a new form of ad-ministrative institution. The KMC is a landmark for pop music performances in Southern Taiwan that nurtures domestic pop music talents and supports networking within the industry. In addition to music performances, the KMC architecture is integrated into the surrounding harbor scenery to create a new tourist attraction.

New type of business model

Establishment of the administrative institution

The Kaohsiung Music Center must be managed professionally; its operation should fol-low market trends and flexibility., The KMC exercises a low level of governmental power yet shoulders the responsibility of public missions. The KMC’s public affairs originally fall under the responsibility of governmental agencies, but its authority is generally considered unsuitable for further government undertaking. On the other hand, considering the public services attached to of KMC operations, it is also not suitable to adopt a corporate structure. Therefore, we consider administrative institution to be the best option for KMC operation.

The core spirit of administrative institutions operation

  1. Increase the private sector’s professional participation and reduce public authority intervention
  2. Differentiation systems customized by professional premises
  3. Exempt from centralized control of the administrative authority
  4. Exempt from civil service examination results and national unified employment criteria restrictions on personnel policy

Characteristics of administrative institutions

  1. Its obligations fall between an “existing administrative agency” and a “corporate legal person”.
  2. Administrative institution ≠ De-publicization ≠ Self-liquidating
  3. Providing public services instead of emphasizing profit-making

TEAM

Organisation

Structure
Board of Directors
CEO Deputy CEO Deputy CEO Performance Service Dept. Planning & Promotional Dept. Public Relations Dept. Administrative Affairs Dept. Operational Development Dept. CEO Deputy CEO Deputy CEO Performance Service Dept . Public Relations Dept . Operational Development Dept. Administrative Affairs Dept . Planning & Promotional Dept .

Lucia Lin

Chairman

Yu-Chen Chang

Director

Zu-Shou Wang

Director

Jin-Man Zeng

Director

Hui-Lin Wang

Director

Ming-Zhi Li

Director

Ming-Cong Li

A member of the Pop Music Industry Promotion Committee of the Ministry of Culture

Sheng-Xian Lin

Director

Jun-Ren Ke

Director

Jian-Qi Chen

Director

Tian-Gui Guo

Director

Doris Yeh

Director

Kay Huang

Director

Orio Cheng

Director

Debbie Hsiao

Director

Tian-Hou You

Supervisor

Xian-Nü Chen

Supervisor

Guo-Qin Hong

Supervisor

Our Mission

GOAL

01

Vision

  1. Actively manage park grounds to create a new base for music and recreation
  2. Providing an exchange and learning platform for the creation and performance of music-related in Southern Taiwan to create development opportunities for local talent
  3. Promoting Southern Taiwanese music distinctiveness to connect with the cultural and creative industry in Southern Taiwan, and build a new landmark gateway
  4. Attracting both domestic and foreign cultural and creative consumer groups to solidify a market that combines tourism with the cultural and creative industry

02

Short-term Goals

  1. Organizing themed music events - music festivals/inviting domestic and foreign musicians/audience development
  2. Professional training courses
  3. International exchange visits
  4. Recruiting partners for commercial spaces
  5. Preparing and organizing hardware construction and management mechanisms for the venues

03

Long-term Goals

  1. Completing the administrative institution system and planning a sound operating model
  2. Planning and inviting high-quality domestic and foreign music performances to expand the consumer base
  3. Consolidating soft power to perfect talent cultivation and obtain the support of related industries
  4. In-depth cultivation of the music industry and completing a database for Kaohsiung’s marine cultural history
  5. Linking the cultural and creative industry with tourism to promote the cultural tourism market and build a landmark as the new Kaohsiung gateway
  6. Strengthening business recruitments and organizing a sustainable operation plan for the park

EVENTS

大事記

2018

2017

2018
2017
KAOHSIUNG KAOHSIUNG KAOHSIUNG KAOHSIUNG KAOHSIUNG KAOHSIUNG
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