HONG KONG URBAN COUNCIL
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existence of cats and dogs in public areas, the Agriculture & Fisheries Department should be notified for action as they deal with stray dogs and cats.
MS. JENNIFER CHOW KIT-BING (in Cantonese):-It seems Mr. CHAN has not given a specific answer to the question asked. Can we take prosecution procedures under those circumstances? At present, there are difficulties because we cannot detain the dog or the dog owner for a period of time pending the arrival of staff of the Department. Also, the person taking out prosecution action has to be of a certain rank. On this, I hope there can be a review.
There is yet another question in regard to the present way of handling the matter. Most restaurants attempt to solve the problem by moving customers to another table instead of asking them to leave. For example, when someone at the next table is observed to be with a dog, I can only ask to be moved to another table further away. As such, there are inadequacies in the right to know and in publicity. Can we conduct a review in one go so as to make everyone working at restaurants know of the law?
MR. JOSEPH CHAN YEUK-SUT (in Cantonese):-Well, Ms. CHOW has made good suggestions. We can conduct a review at the Public Health Select Committee and we can go ahead with publicity work immediately.
(4) MISS ADA WONG YING-KAY asked the following question (in Cantonese): In June 1992, the Council agreed to manage the redeveloped Hong Kong Stadium. In January 1993, Wembley International (HK) Ltd. was appointed as the management company of the Hong Kong Stadium. On the question of management framework and related matters, I wish to ask the following questions:
(a) On what grounds did the Council accept the consultant's recommendation to appoint a private company to manage the Hong Kong Stadium instead of tasking the Urban Services Department to do the job as in the case of the management of other UC sports venues? (b) In the course of selecting the management company, what were the selection criteria adopted by the Working Group on the Redevelopment of Hong Kong Stadium in arriving at the decision? Did the Core Group set any goals and objectives to be achieved in its consideration of appointing a private company to manage the Stadium? (c) What was the Core Group's expectation in terms of the relationship between the Urban Services Department (USD) and the management company? What would be the role played by USD in the management of the Hong Kong Stadium? At present, USD is heavily involved in managing the Hong Kong Stadium, including participation in the Stadium Public Relations Steering Committee and the Stadium Pitch Technical Committee. Was this role of the USD expected by the Core Group?
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