HONG KONG URBAN COUNCIL
243
comprehensive review of its staff establishment or organizational structure. Are the statistics in respect of staff establishment and shortage genuine? I think we need to think and re-think.
The original motion and Ms. Ada WONG's amendment seek a cost effective method to implement the work of various Select Committees. The Association for Democracy and People's Livelihood (ADPL) supports this direction. We think cost effectiveness covers the meeting of many criteria including the use of economical ways in the most efficient manner to seek the most efficient results. In light of the large establishment of the Department, the ADPL thinks there is a need to adopt this principle in conducting an overall review of its functions so as to avoid meaningless waste of resources in supporting a bureaucratic system.
At present, the Department still functions in the traditional mode of administrative management by giving orders at the top for implementation. We have doubts as to whether this level by level mode of operation can answer the needs of the public. Modern administration demands team work upon clear establishment of aims of work. We hope that in addition to a review of the staff establishment and organizational structure, a fresh review of the Department's administrative culture will be conducted. Although both the original motion and the two amendments affirm the need for review, they differ regarding which unit should take the lead in doing so.
The ADPL considers that we should actively consider the appointment of a third party to do so, in particular, a consultancy firm. During the process of review, information should be provided to the third party for an objective, independent judgement and the offer of opinions for the Council to consider. This will be necessary.
I would like to respond to a few points made earlier. This is not an induction course of management theories, but I can see many reasons, particularly as pointed out by Mr. Lam Man-fai, for there to be negative effects on the good working relationship between the Department and the Council from commissioning a consultancy firm as a third party to carry out the full review. How much financial commitments are we talking about if we appoint a third party to carry out the review? Are there serious mistakes committed by the Department at this stage? Actually, if we look at some management induction theories, we will be told that large bureaucracies usually suggest the above as obstacles to the carrying out of full reviews.
For reducing bureaucracy in operations, improving efficiency, enhancing effectiveness and optimizing resources, a full review is already justified. A modern, effective management is built on regular, constant reviews at stages. They are the foundations to continual improvements. When the Council is at a loss on how to carry out a full review in addition to the regular and constant reviews by the Department, appointing a third party to give opinions is appropriate. We support Ms. Ada WONG's amendment because she has
Page 248 of 498
Page 248 of 498
Page 248 of 498