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HONG KONG URBAN COUNCIL
The Council has come a long way since the annual conventional debate was instituted in 1956. It was then an advisory body with a heavy government presence and few ordinary members. It is now an actual executive authority with its own independent resources and no government officials.
This transformation did not come about by chance. Much thought was given to the form that it should take. Much hard work was also put in quietly to ensure that this balanced structure of local authority would be viable in a major city with a record of consistent business success impressive by any standard. The new Council had to succeed by that comparison to have credibility in this society. In the event, it got off the mark to a flying start.
First Principles
Right at the starting blocks, the basic decision had to be taken whether the Council was to be a political forum with real power vested in the bureaucracy while members would talk incessantly, or a business administration with progressive members confidently deciding the policy and planning the ensuing action, all the while demonstrably in actual charge. Which was it to be?
Fortunately for Hong Kong, the overwhelming majority grasped the full meaning of the changed situation. They pushed ahead resolutely to make the Council the effective instrument of community betterment that it has become with the strong support of a loyal, efficient and enthusiastic department.
The Record
Substantial progress has been made quickly. In fact, there is proof everywhere. For instance, 269 building projects have been completed since 1 April 1973 and 41 are under construction with another 377 in various stages of planning. Also, in 1979 alone, there were 10,125 recreational events and 842 entertainment presentations, spread out into every district and all without charge. There was none before. The City Hall, the Museums and the Libraries attracted about 1.6 million people in countless other activities apart from 2.8 million book users. Besides, there is certainly marked improvement in all ordinary municipal services with far more stringent measures to protect public health and a whole range of new activities organized for community benefit.
The factual reports made in this debate by so many members must surely be most gratifying to the fair-minded ratepayer. Problems exist still and will always be found; even as some are tackled, others emerge. But the Council does not sit back. There is the will to solve them. Indeed, no problem is ignored nor is there ever complacency about the way a responsibility is discharged. On the contrary, there is an unceasing search for new ways to serve the people's interest.
Administration
An extensive survey of the Council's central operation was completed by independent management consultancy. A sub-committee is translating the recommendations into practical improvements to the administration. It has taken an authoritative outside source to bring home to the Council the heavy dependence on individual willingness to put private resources and devote excessive time and untold effort to make the new body a going concern.
Staff
As often as the proposal is made or the need is anticipated, many members of the staff are sent abroad for specialist training. Also going on all the time are in-service training and outside specialist courses set up here to improve the skill and knowledge of those engaged in serving the community in so many new and old ways. Hence, the professionalism and growing efficiency of the staff.
However, there are too many transfers. Training on the job is lost to the Council. So the creation of permanent departmental career posts is essential. The impression is that a person is posted away when he does well. Aggravating the disadvantage to the Council is the persistent use of its staff in the New Territories by the Government. This is even done at the urban ratepayers' expense without reimbursement as yet.
Informing the Public
The Council decided to reach the public with accurate information from the start. Every reasonable means is now being used to do so. Expert opinion is sought to improve direct communications with the people. Old channels are used of course but new ways are also employed in an ever-changing situation.
As quickly as success is met in one direction, its impact is blunted by powerful sources apparently fearful of the Council winning public approval and understanding. This is done curiously enough as if all were not working towards the same end: the good of Hong Kong. Furthermore, such efforts to communicate directly with the people are sometimes challenged within the Council's own ranks with inane criticism unfair to the staff. This is when the Council knows that it has assuredly found its mark. It wants no more than to tell the truth all the time. Even trying to do so the right way meets with occasional frustration.
Finance
At frequent intervals the Council's finances are examined in public while every committee does so in detail each month and even with every proposal it considers. The people should know what goes on and are kept well informed accordingly. But it is doubtful whether there is more than a passing interest, here and there. Of course, it is different when fees and charges are put up to cover rising direct expenditure. If it were not done, the ratepayer would
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