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of one part of the Reform Club's work. Now, Sir, I have great admiration for the work of the Reform Club as I have for the work of my other Elected Members and colleagues. Nevertheless, I have always been under the impression that this measure was taken as a result of Colony-wide representations, some of which was undertaken by other elected and appointed members of this Council as well. So, if anything, and because of years of hard work in this Council by many Unofficial Members, both elected and appointed, this motion is indeed presented to the Council for formal voting as an unanimous measure, and not as part of the platform of any political party. This is the only point I would like to clarify, because I think in fairness to all the other Unofficial Members of this Council, be they elected or appointed, that I for one should do so. I support the motion wholeheartedly and I agree with my friend Mr. Henry Hu that some steps ought to be taken progressively to ensure that more and more is done for the better understanding of the work of this Council by the public at large, including members of the public who might wish to stand for election to the Council.
The question was put.
The motion was carried unanimously.
CHAIRMAN (In Cantonese):-Ladies and gentlemen, you may now speak in Cantonese if you wish. (Laughter). (Applause).
CHAIRMAN (In English):-Ladies and gentlemen, this is the first day of the 1972 Annual Conventional Debate. The motion to be debated is "That this Council endorse the Statement of Aims for 1973." (Appendix I) I now call on Mr. SALES to move the motion.
MR. A. de O. SALES (In English):-Sir, it is in the name of the Urban Council and all Members that I do so this afternoon.
This is perhaps the last time we meet in Conventional Debate before the White Paper is implemented. Even this annual convention, when members have a field day, may be a casualty. I hope not. For, it must be admitted, it serves a useful purpose; indeed, I think it has its special place in our local political setting.
When we discussed the White Paper last October I urged the Council to give it a try. True, in many respects its intentions fall short of our own recommendations on the reform of the local administration.
To paddle our own canoe from 1st April, 1973, the Council will have to pull hard together. Clearly, our combined attention will have to be given to the change-over. Certainly, supervision of the whole organization, both Council and Department, must be made at much
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closer range than presently the case, more so because it seems to be the Government's intention to re-organize the Urban Services Department at the same time. Moreover, much more, if not actually all initiative will lie with the Council; so, if progress is to be made, then it will be entirely up to our own drive and enterprise, particularly in the Select Committees.
Above all, we will be responsible for the management of our funds. Public money must be spent judiciously and seen by all to be done for the public good all the time. Anyway, the Council will be held wholly accountable. How to put into practice within our means the many plans and programmes we all have for the well-being of the community will be left entirely to our own judgment. Up to now, it has been easy enough for us to advocate schemes which catch the public fancy; henceforth, all proposals will have to be carefully considered from every angle and related to their costs, both capital and recurrent. This means in effect that priorities will probably have to be set should the money not be enough. Of the eventual need for such an exercise there can be little doubt. For sure, firm control, good administration and a close watch on trends and tendencies will be the order of the day.
Mr. Chairman, how to re-organize the Urban Services Department to work with the Council under the new dispensation? The Department's views are known. It is now up to us to go very carefully into its recommendations. In effect, we must strike a balance between the ever-present need for specialist services and the equally valid argument for qualified management for their efficient use and deployment. Whatever solution we may find, it must be for the sole purpose of improving our services to the public which nothing must be allowed to impair.
It is not a question which admits of an easy answer. Change for its own sake is not tenable; it must be in effect for the better and, above all, for the good of the community.
Side by side with the need to improve the ability of the Department to serve the public, there is the Council's own position in the new context to be examined too. Will it be organized to best advantage? Will all Councillors be adequately involved and their knowledge, experience and capacity for work put to good public use? So, let us take a close look at our select committee structure for it is there where the best work can be done. In the last fifteen years, much change has been made progressively. Once we had 35 select committees, mostly chaired by civil servants; now we have 8, all chaired by Unofficial Members. Yet, in essence, whether 8 or 35 select committees, the approach is still on the same functional basis. Besides, much time is taken up with administrative and executive matters when
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