HONG KONG URBAN COUNCIL
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One point is to do with design standards. Everyone knows that the design standard of the Central Library is quite acceptable, but there are still a lot of different views. On the other hand, public toilets, refuse collection points, pavilions and related facilities often take on a standard model and that model is used again and again.
Maybe another point of far greater concern to us is that slow progress at maintenance does not necessarily produce good quality work. When we read daily newspapers, we know that one day we are repairing the water tank at a park and the next day we tackle the fencing. More often than not, nothing is yet completed six months or even one year after a complaint is received. In fact, USD staff might have reflected the cases to the EMSD or ASD.
Therefore, I feel that apart from negotiating with the ASD, we need to conduct a review of the whole management machinery and the basis of the Memorandum of Administrative Arrangement. We do not object to contracting out projects to private architect firms, but they have to be accountable to the Council. Yet, a deputy director currently in charge is not working in the engineering profession, he is an administrative officer. So, what we need now is a comprehensive review on how the USD under the establishment of Urban Council should re-structure manpower and their relevant professional knowledge and how to control expenditure. In future, after we have invited tenders, and accept a tendered price, and then add on administrative cost, the final expenditure may be higher than that charged by construction firms. I guess the increase may be between 8% and 12% or 13%.
That's why we basically support this motion. At the same time, in summing up, I must say that the Urban Council does not work like a Board of Directors of a firm. A private company has a Board of Directors and a Project Manager. He can respond quickly and make changes at very short notice. Urban Council adopts a committee system whereby each and every matter has to be brought up for discussion at the committee level. As such, decision making process is not the same as that in private companies. We therefore support this motion and propose, through the motion to be moved by the Hon. Li Wah-ming later on, a performance indicator for a direct improvement of the engineering companies. So I have spoken, Mr. Chairman.
MR. TAM KWOK-KIU (in Cantonese):—Mr. Chairman, I represent ADLP members in the Urban Council to speak on this motion. Miss WONG's motion pinpoints delays in UC capital works for which we have to pay 16% on-cost to the ASD. The motion suggests two things, first, to commission private contractors directly for UC projects, and secondly, to review the criteria for charges.
Generally speaking, the background for the motion is the delay of our projects. I am sure Members have all noticed this common phenomenon. It is clear that the ASD has played a significant part in it and is held accountable.
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