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autonomy, in practice there is very little slack. The bulk of our budget will be used entirely for staff engaged by the Government on terms prescribed by the Government. Even minor amendments of these terms require considerable patience and red tape. Other expenditure annually recurrent which we have inherited include sums that we have to spend pursuant to contract entered into by the central Government. Maintenance of our buildings and electrical equipment have to await the convenience of the Public Works Department but at our own cost. These housekeeping arrangements will have to be looked at carefully by the incoming committee.
Mr. Chairman, now relying on convention, a brief word on a matter outside our scope. We saw last year the Government's apparent concern over the rising incidence of crime. One of its first answers was to initiate an anti-crime slogan campaign similar to the anti-litter slogan campaign. I am afraid, I have always found it very hard to see how this could ever become a solution. In order to fight crime successfully at the grassroots level it is necessary to instil in members of the community not only a respect for the law but also a respect for the way in which it is administered, particularly in the Magistrates Courts, for this is where the greatest number of people have contact with the judiciary. Respect for the courts cannot be achieved by slogans. It can only be achieved if Magistrates' decisions are such as to command the respect of the community. In turn, such decisions can only be expected from Magistrates who have not merely a knowledge of the law but also a deep understanding of local conditions, local language, and local values. This point does not appear to be accepted by Government for knowledge of local conditions plays no part in the selection of Magistrates. Indeed today we have only 6 local Magistrates out of a total of 41 at various levels. This cannot but have a serious adverse effect on people's confidence in the Colony's administration of justice. Although the terms and conditions for the employment of Magistrates are not, Mr. Chairman, matters directly within the responsibilities of this Council, ultimately, of course, they affect us, as a lack of confidence in the administration of justice will make it impossible for the proper running of any Government. I should make clear that I am not criticizing the legal knowledge of our present Magistrates and I am not suggesting racial discrimination. What I propose is that in the long run long residence in and deep knowledge of the Colony and its language be made a requirement for appointment.
For the time being, it may well be that we need to have 2 kinds of Magistrates: the present ones and a special cadre of Magistrates without promotion prospects and with salaries of such an amount as to attract local people. I am sure that any Government seriously concerned with the administration of law will, as a matter of urgency, consider the matter. I support the motion. (Applause.)
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MR. JOHN MACKENZIE (in English):-Mr. Chairman, although there are several topics demanding attention in Hong Kong, I propose to restrict my comments today to the Administration Select Committee, organization and planning within the Urban Council and our relationship with Government.
Administration Select Committee
The Administration Select Committee was first established last April in order to keep under review general administration and establishment needs, and to consider the overall public relations of the Council. This new Committee has functioned well, has enjoyed the keen support of its 9 members and, to date, has met ten times officially and once unofficially. Additionally, Public Relations and Accommodation Sub-committees were appointed in July under the Chairmanship of myself and Mr. P. K. NG. These Sub-committees have also met on several occasions.
To a considerable extent these past months have been a period of investigation and exploration, during which Select Committees have sought to establish effective working relationships within the Council and with the Urban Services Department. It is satisfying to record that the blue-print for action which I prepared as Chairman-elect of the Administration S.C. in March 1973, has been almost entirely adopted and fulfilled. It is disappointing, however, to note how many months it has taken to implement even simple decisions within the existing organizational structure.
Inevitably, a good deal of time has been spent looking at public relations aspects of the Council, an area which has suffered from years of neglect. It has been charged, I think rightly, that there has been a lack of communication between the Council and the public, and that this has contributed to the public "apathy" towards the Council. Several steps have now been taken which would help in future years. In May, we adopted P. O. Box 700 to provide an avenue of communication for complaints and suggestions from the public to the Council; this supplements the existing "hot line"—HK95555—although I am not satisfied that the public is sufficiently aware of these channels of communication. In July, Mr. Michael STEVENSON, a former Chief Press Officer and Deputy Director of Government Information Services, was retained as Public Relations Consultant to the Council. In August, we published a first "Urban Council Handbook" providing information on the history