HONG KONG URBAN COUNCIL
has enabled our press to serve as an important medium in bridging the gap between the administration and the public. There is no doubt that all articles in the press are read by our administrators in all ranks. But to what extent have these public opinions carried weight? The public know very little. For here the message is conveyed in the open bridge on one way, then enters into closed chambers like passing through a tunnel at the other end. Many a time, even our press cannot avoid being misinformed. But who is to be blamed for not supplying the right information in good time? Very often one finds in correspondence column, letters by individuals making complaints based on mis-informed facts. To the few who are well informed these would appear ridiculous. But has anyone ever taken the trouble to find out why they have had to be so misinformed? Has Government made any genuine effort to remedy it? Unnecessary complaints and misunderstandings could have been avoided had the right information been given at the right time. It is even not enough for the administration to report on its accomplishments. The public would also want explained why and how certain action is taken and why an alternative is not considered feasible. Very often it is by neglecting to do this part of the work that Government has cast a false image on the public and receives the blames that public opinions have been disregarded.
One of the most extensive means of linking the administration with the public has been provided by a vast number of councils, boards, working committees and panels, working in an advisory capacity to the various heads of departments. They have indeed contributed, in no small measure, to bridging the gap between the administration and the general public. However, through lack of publicity, their work is not well known by the public and many are even unaware of their existence.
These advisory bodies can serve more effectively in bridging the gap between the administration and the people, if the public can be informed of their progress more regularly. Furthermore, if periodically an open meeting can be convened, such as ours today, and if unofficial members are appointed Chairman, they will gain more confidence from the public. There is no reason why any of these bodies should be shy to make public the good work they are doing and to disclose the views expressed on each issue to the public. Instead of travelling through a tunnel, why not ride over a bridge sometime.
Government should make further effort to bridge the gap between administration and the people but the gap can be much narrower if Government can pay more attention to publicity. In short, Government should be more public-relation-conscious.
The Secretariat for Chinese Affairs has in fact been doing quite a big portion of this work in promoting public relationship, through its contact with the Kai Fong Association, the Clanman's Societies and many similar bodies. Why not name it the Secretariat for Public Relation, and expand its activity further in this field and place under its charge, the Information Service, Inquiry Service, political advisory anti-corruption branch, and have a bureau for public complaints and suggestions.
HONG KONG URBAN COUNCIL
There is the Chinese saying "the florist always claims that his flowers smell best". Very often when a person is on the job, what he does has become so familiar and so obvious to him that he can never realise that any explanation is due to anybody, or that he needs to consult anybody or to worry about any possible public repercussion.
It takes a third party to be able to see things in their true perspective. The promotion of public relation should therefore be placed in the hand of a department outside of the Secretariat of Administration, a department whose head must be in the same rank as the secretary so that he can be in a position to demand a supply of information and explanation from each department to the public, whenever he deems fit. The Secretariat must be able to connect effectively the two ends of the bridge without obstacles. The Secretariat for Chinese Affairs, apart from its name, should therefore be most appropriate to take up a full responsibility in the promotion of public relation and in bridging the gap between the administration and the people.
With these remarks, Mr. Chairman, I have pleasure in supporting the motion. (Applause).
(At the suggestion of the Chairman, a brief recess was held at this point)
DR. P. F. Woo:-Mr. Chairman, for over 100 years Hong Kong has been governed by a tradition by which the entire Government policy is decided by the Colonial Secretariat and approved by Government advisers. A very good example recently, Mr. Chairman, was first the de-valuation and then the re-valuation of the Hong Kong dollar. This tradition may be good 100 years ago when Lord Palmerston said there was not a house on the Island; but with 4 million people, the situation is quite different. This tradition provides people with no say in any matter, not even in the social services concerning themselves, not to speak of any constitutional changes. As long as this tradition remains beneficial to the United Kingdom, the Commonwealth Office would be very unwilling to effect any change. This tradition pleases the heads of departments because it gives them dictatorial powers. This tradition is convenient for the administration because administrators would then have an easy time in the high pay office. All they need to do is to follow what has been laid down by their predecessors. This tradition gives the panel of Government advisers, honours, advantages, benefits
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274
HONG KONG URBAN COUNCIL
has enabled our press to serve as an important medium in bridging the gap between the administration and the public. There is no doubt that all articles in the press are read by our administrators in all ranks. But to what extent have these public opinions carried weight? The public know very little. For here the message is conveyed in the open bridge on one way, then enters into closed chambers like passing through a tunnel at the other end. Many a time, even our press cannot avoid being misinformed. But who is to be blamed for not supplying the right information in good time? Very often one finds in correspond- ence column, letters by individuals making complaints based on mis- informed facts. To the few who are well informed these would appear ridiculous. But has anyone ever taken the trouble to find out why they have had to be so misinformed? Has Government made any genuine effort to remedy it? Unnecessary complaints and misunder- standings could have been avoided had the right information been given at the right time. It is even not enough for the administration to report on its accomplishments. The public would also want explained why and how certain action is taken and why an alternative is not con- sidered feasible. Very often it is by neglecting to do this part of the work that Government has cast a false image on the public and receives the blames that public opinions have been disregarded.
One of the most extensive means of linking the administration with the public has been provided by a vast number of councils, boards, working committees and panels, working in an advisory capacity to the various heads of departments. They have indeed contributed, in no small measure, to bridging the gap between the administration and the general public. However, through lack of publicity, their work is not well known by the public and many are even unaware of their existence.
These advisory bodies can serve more effectively in bridging the gap between the administration and the people, if the public can be informed of their progress more regularly. Furthermore, if periodically an open meeting can be convened, such as ours today, and if unofficial members are appointed Chairman, they will gain more confidence from the public. There is no reason why any of these bodies should be shy to make public the good work they are doing and to disclose the views expressed on each issue to the public. Instead of travelling through a tunnel, why not ride over a bridge sometime.
Government should make further effort to bridge the gap between administration and the people but the gap can be much narrower if Government can pay more attention to publicity. In short, Government should be more public-relation-conscious.
The Secretariat for Chinese Affairs has in fact been doing quite a big portion of this work in promoting public relationship, through its contact with the Kai Fong Association, the Clanman's Societies and
HONG KONG URBAN COUNCIL
275
many similar bodies. Why not name it the Secretariat for Public Relation, and expand its activity further in this field and place under its charge, the Information Service, Inquiry Service, political advisory anti-corruption branch, and have a bureau for public complaints and suggestions.
There is the Chinese saying "the florist always claims that his flowers smell best". Very often when a person is on the job, what he does has become so familiar and so obvious to him that he can never realise that any explanation is due to anybody, or that he needs to consult anybody or to worry about any possible public repurcussion.
It takes a third party to be able to see things in their true perspec- tive. The promotion of public relation should therefore be placed in the hand of a department outside of the Secretariat of Administration, a department whose head must be in the same rank as the secretary so that he can be in a position to demand a supply of information and explanation from each department to the public, whenever he deems fit. The Secretariat must be able to connect effectively the two ends of the bridge without obstacles. The Secretariat for Chinese Affairs, apart from its name, should therefore be most appropriate to take up a full responsibility in the promotion of public relation and in bridging the gap between the administration and the people.
With these remarks, Mr. Chairman, I have pleasure in supporting the motion. (Applause).
(At the suggestion of the Chairman, a brief recess was held at this point)
DR. P. F. Woo:-Mr. Chairman, for over 100 years Hong Kong has been governed by a tradition by which the entire Government policy is decided by the Colonial Secretariat and approved by Government advisers. A very good example recently, Mr. Chairman, was first the de-valuation and then the re-valuation of the Hong Kong dollar. This tradition may be good 100 years ago when Lord Palmerston said there was not a house on the Island; but with 4 million people, the situation is quite different. This tradition provides people with no say in any matter, not even in the social services concerning themselves, not to speak of any constitutional changes. As long as this tradition remains beneficial to the United Kingdom, the Commonwealth Office would be very unwilling to effect any change. This tradition pleases the heads of departments because it gives them dictatorial powers. This tradition is convenient for the administration because administrators would then have an easy time in the high pay office. All they need to do is to follow what has been laid down by their predecessors. This tradition gives the panel of Government advisers, honours, advantages, benefits
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