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not need one. Perhaps this is because no reply is really possible. The only answer that could reasonably be given would be that such an appointment might occasionally be inconvenient, and even uncomfortable for Government itself. We have got along without one so far, so why do we need one now? I suggest on the contrary that the need remains and with the growing complexity of Government, indeed increases. In our ward offices we come across many cases that surely need the assistance of an ombudsman. Is it not better to have a few uncomfortable revelations, than countless faceless frustrations? I think that any possible discomfort to Government would be very much more than outweighed by the widespread feeling that would be given that Government was doing its very best to protect the position of the individual. In the absence of such an appointment, I cannot help feeling that the Government is in danger of being accused of placing its own convenience above the interests of the people as a whole.
I should like to touch on the continuing problem of our hawkers. I welcome the addition of representatives of various Government departments to the enlarged Policy Committee. I am sure that the fact that their views will in future be brought directly to bear on the problem will help in its treatment. But any solution will take a long time and a lot of work. It will require that the staff of the Urban Services Department itself, dealing with these matters, should be improved. No policies can be effective unless they can be adequately implemented. This requires above all that the Hawker Control Force be strengthened and enlarged, and this is a fundamental necessity in any treatment of the problem. Opinions differ as to how this can be done. I myself think that the most satisfactory solution would be for the Hawker Control Force either to be taken over by, or to be placed under the supervision of the Police. In either case, additional staff would need to be made available to the Police for this purpose. It seems to me a function that would normally be handled by a police force, which would contribute stronger management and greater continuity of supervision. The present duality of control would also be avoided. I believe that the question has indeed been raised as to whether the Police Force should not take over its supervision, but I gather that they do not particularly wish to do so. This seems to me a remarkable state of affairs. I do not consider that they should be in a position to pick and choose which fields of law and order suit them, and which do not. If we had what I think we stand in need of in Hong Kong, namely a policy-making body at the centre, then surely such policy would be discussed and decided and implemented. And if it were considered desirable that this particular step should be taken, then it would be carried out. But under our present rather conversational administration, this fails to happen because one or two conversationalists fail to agree on the point at issue.
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This brings me to the structure of our central administration which I think is in need of critical examination. I should have thought it by now quite apparent that our administrative system, which was set up many years ago from a common pattern designed to serve simple economies, had by now become unsuitable. Criticism is frequently made that it takes far too long for minor matters to filter slowly through the central Secretariat. I think that consideration should be given to decentralizing far more matters of detail and even matters of substance to the various Government departments. At the same time the making of policy at present depends on the accidental degree of initiative of each individual, who is at the time in charge of a certain department, or holding a position at the centre of the administration. I think there is insufficient formal opportunity for the head of some major Government departments to bring their experience to bear on matters of general interest, and even on matters in other departments which may be connected with their own. I think that we should consider strengthening the present policy-approving mechanism at the centre to one rather of policy-making, more in the form of a cabinet. I think that in this way a more collective and indeed a brisker policy would emerge, and more light would be shone into some of the darker corners of government.
If I were to make one further point on the central administration, it would be to criticize what I might describe as its inadequate sense of salesmanship. It is in the nature of our civil servants to carry out their work quietly and conscientiously, and I think they are greatly to be admired for their achievements. But I think that we must bear in mind that we are not merely arranging impersonal matters, but are at all times trying to capture the imagination of 4 million increasingly questioning and increasingly demanding persons. I do not suggest that our modest civil servants should turn themselves into a group of flamboyant politicians. But I do suggest that we need a rather greater realization than exists at present, at the centre of our administration, of the need to carry the hearts and minds of our population with us, at the moment and in the future. Some departments have shown that they appreciate this point, particularly in recent times, and the City District Offices will undoubtedly help, but I do think that Government as a whole could with benefit go further in this direction.
Mr. Chairman, I support the Motion before the Council. (Applause).
Social Justice
MR. HILTON CHEONG-LEEN:- Mr. Chairman, the year 1969 has been designated by the United Nations as International Year for Social Justice. We are on the threshold of 1969, and it is fitting that Hong Kong, which is a dependent territory of the United Kingdom, a founder
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not need one. Perhaps this is because no reply is really possible. The only answer that could reasonably be given would be that such an appointment might occasionally be inconvenient, and even uncomfort- able for Government itself. We have got along without one so far, so why do we need one now! I suggest on the contrary that the need remains and with the growing complexity of Government, indeed in- creases. In our ward offices we come across many cases that surely need the assistance of an ombudsman. Is it not better to have a few uncomfortable revelations, than countless faceless frustrations? I think that any possible discomfort to Government would be very much more than out-weighed by the widespread feeling that would be given that Government was doing its very best to protect the position of the individual. In the absence of such an appointment, I cannot help feeling that the Government is in danger of being accused of placing its own convenience above the interests of the people as a whole.
I should like to touch on the continuing problem of our hawkers. I welcome the addition of representatives of various Government departments to the enlarged Policy Committee. I am sure that the fact that their views will in future be brought directly to bear on the problem will help in its treatment. But any solution will take a long time and a lot of work. I will require that the staff of the Urban Services Department itself, dealing with these matters, should be im- proved. No policies can be effective unless they can be adequately implemented. This requires above all that the Hawker Control Force be strengthened and enlarged, and this is a fundamental necessity in any treatment of the problem. Opinions differ as to how this can be done. I myself think that the most satisfactory solution would be for the Hawker Control Force either to be taken over by, or to be placed under the supervision of the Police. In either case, additional staff would need to be made available to the Police for this purpose. It seems to me a function that would normally be handled by a police force, which would contribute stronger management and greater con- tinuity of supervision. The present duality of control would also be avoided. I believe that the question has indeed been raised as to whether the Police Force should not take over its supervision, but I gather that they do not particularly wish to do so. This seems to me a remarkable state of affairs. I do not consider that they should be in a position to pick and choose which fields of law and order suit them, and which do not. If we had what I think we stand in need of in Hong Kong, namely a policy-making body at the centre, then surely such policy would be discussed and decided and implemented. And if it were considered desirable that this particular step should be taken, then it would be carried out. But under our present rather conversational administration, this fails to happen because one or two conversation- alists fail to agree on the point at issue.
HONG KONG URBAN COUNCIL
273
This brings me to the structure of our central administration which I think is in need of critical examination. I should have thought it by now quite apparent that our administrative system, which was set up many years ago from a common pattern designed to serve simple economies, had by now become unsuitable. Criticism is frequently made that it takes far too long for minor matters to filter slowly through the central Secretariat. I think that consideration should be given to decentralizing far more matters of detail and even matters of substance to the various Government departments. At the same time the making of policy at present depends on the accidental degree of initiative of each individual, who is at the time in charge of a certain department, or holding a position at the centre of the administration. I think there is insufficient formal opportunity for the head of some major Govern- ment departments to bring their experience to bear on matters of general interest, and even on matters in other departments which may be connected with their own. I think that we should consider strengthening the present policy-approving mechanism at the centre to one rather of policy-making, more in the form of a cabinet. I think that in this way a more collective and indeed a brisker policy would emerge, and more light would be shone into some of the darker corners of government.
If I were to make one further point on the central administration, it would be to criticize what I might describe as its inadequate sense of salesmanship. It is in the nature of our civil servants to carry out their work quietly and conscientiously, and I think they are greatly to be admired for their achievements. But I think that we must bear in mind that we are not merely arranging impersonal matters, but are at all times trying to capture the imagination of 4 million increasingly questioning and increasingly demanding persons. I do not suggest that our modest civil servants should turn themselves into a group of flamboyant politicians. But I do suggest that we need a rather greater realization than exists at present, at the centre of our administration, of the need to carry the hearts and minds of our population with us, at the moment and in the future. Some departments have shown that they appreciate this point, particularly in recent times, and the City District Offices will undoubtedly help, but I do think that Government as a whole could with benefit go further in this direction.
Mr. Chairman, I support the Motion before the Council. (Applause).
Social Justice
MR. HILTON CHEONG-LEEN:-Mr. Chairman, the year 1969 has been designated by the United Nations as International Year for Social Justice. We are on the threshold of 1969, and it is fitting that Hong Kong, which is a dependent territory of the United Kingdom, a founder
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