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tolerance and objectivity for the responsibility devolves clearly on us to ensure that the paramount interest of the whole community is safeguarded in sensitive situations. At the same time, because of our singular circumstances, there is an even greater need for all lines of communication between the Government and the people to be kept always open. In this way, responsible public opinion, reflecting the interests of all sections of the community, not only those with easy access to the ear of the powers that be, would be taken into account in the formulation of policy.
Just as I did last year, I intend to discuss some Council activities but only in their essential parts, reflecting in the process our hopes for more progress as well as our disappointment where the Council has not achieved its aims.
Council: its effectiveness
The Council is well served by its many committees and sub-committees. It has been possible in consequence to probe into many aspects of our responsibility and penetrate into certain areas of activities which lend themselves to quick development in the general interest. Again, because Members have been willing to spend so much time and give much thought to the Council's functions, success has been achieved in some directions beyond what could reasonably have been expected when the Council was reformed two years ago. This momentum must increase and not be lost for any reason.
Where a programme is demonstrably successful, it should be pushed forward with all reasonable despatch and not held back by extraneous considerations. Any change must be for the better if it is not to be an idle exercise, but we must always be ready to refine our structure and change our working methods to strengthen our ability to serve the community more efficiently and so perform our functions more effectively. At the same time, success invariably attends sustained concentration of effort on a well-defined activity with clear objectives and it is often related to the degree of members' involvement in it.
The Council cannot hope to succeed unless its administration is sound and progressive. Therefore, much attention has been given to this important matter. To be expected, re-organization of the department creates new problems, human and structural; there is the need for a periodic re-appraisal of all aspects of the operations including a careful examination of the new regions and districts to determine their effectiveness, among other things. Moreover, the Council must encourage more intensive staff training, both general and specialist, and done here or overseas, so that all our staff will have at some time or other the opportunity of acquiring more knowledge and developing their skill and ability. In fact, a good start has been made in this direction.
A number of publications have been put out, ranging from reports on selected aspects of our work to materials of cultural and horticultural interests. Above all, the Council's monthly bilingual "Urban News" is increasing in circulation among the staff and is attracting more interest even among the press. It is a useful means of communicating with our numerous staff in the Urban Services Department and helps to build up a collective sense of purpose and to relate the value of their work for the betterment of the community. These publications including "Urban News" serve an educational purpose too; for this reason, their selective distribution among schools and other groups has begun.
Finance
The Council is enjoying a temporary surplus. It is more than anticipated because no substantial sums have been spent on capital projects since their construction has not got under way and also because rate revenue has risen slightly while expenditure has been kept under control and transport and other equipment on order has not arrived. But, as we are working through a department with an establishment of some 15,000 persons, absorbing approximately three-quarters of our annual funds, I sound a warning once more that our position is very vulnerable in hard times when revenue does not increase fast enough as is the case at present.
The advantage was taken to put our cash surplus to good use bringing in additional income. The Council could have done better had we not been let down by protracted delays by the Government in replying to our repeated requests for permission to put our funds on long-term deposits and also in investments likely to give the Council an appreciation in value as a safeguard against the toll of inflation. Regrettably, when the Council proposed early on to put our money in long-term deposits to earn higher interest, months of indecision elapsed; likewise with investments, once again the Council seemed to have missed the boat at least for the present. If we are to go by our experience with the Government in this matter, then we may be forgiven if we wonder with regret whether Hong Kong's public funds also suffer in some way from the same indifferent approach.
It is our policy to aim for the progressive expansion of our services to the community. But, all must be paid for by the Council, recurrent expenditure as well, not capital costs alone, as we stand in danger of overlooking. If so, we must examine existing sources of revenue to
Page 166 of 187
Page 166 of 187
HONG KONG URBAN COUNCIL
293
292
HONG KONG URBAN COUNCIL
tolerance and objectivity for the responsibility devolves clearly on us to ensure that the paramount interest of the whole community is safe- guarded in sensitive situations. At the same time, because of our singular circumstances, there an even greater need for all lines of communication between the Government and the people to be kept always open. In this way, responsible public opinion, reflecting the interests of all sections of the community, not only those with easy access to the ear of the powers that be, would be taken into account in the formulation of policy.
Just as I did last year, I intend to discuss some Council activities but only in their essential parts, reflecting in the process our hopes for more progress as well as our disappointment where the Council has not achieved its aims.
Council: its effectiveness
The Council is well served by its many committees and sub- committees. It has been possible in consequence to probe into many aspects of our responsibility and penetrate into certain areas of activities which lend themselves to quick development in the general interest. Again, because Members have been willing to spend so much time and give much thought to the Council's functions, success has been achieved in some directions beyond what could reasonably have been expected when the Council was reformed two years ago. This momentum must increase and not be lost for any reason.
Where a programme is demonstrably successful, it should be pushed forward with all reason- able despatch and not held back by extraneous considerations. Any change must be for the better if it is not to be an idle exercise, but we must always be ready to refine our structure and change our working methods to strengthen our ability to serve the community more efficiently and so perform our functions more effectively. At the same time, success invariably attends sustained concentration of effort on a well- defined activity with clear objectives and it is often related to the degree of members' involvement in it.
The Council cannot hope to succeed unless its administration is sound and progressive. Therefore, much attention has been given to this important matter. To be expected, re-organization of the depart- ment creates new problems, human and structural; there is the need for a periodic re-appraisal of all aspects of the operations including a careful examination of the new regions and districts to determine their effectiveness, among other things. Moreover, the Council must encour- age more intensive staff training, both general and specialist, and done here or overseas, so that all our staff will have at some time or other
the opportunity of acquiring more knowledge and developing their skill and ability. In fact, a good start has been made in this direction.
A number of publications have been put out, ranging from reports on selected aspects of our work to materials of cultural and horticultural interests. Above all, the Council's monthly bilingual "Urban News" is increasing in circulation among the staff and is attracting more interest even among the press. It is a useful means of communicating with our numerous staff in the Urban Services Department and helps to build up a collective sense of purpose and to relate the value of their work for the betterment of the community. These publications including "Urban News" serve an educational purpose too; for this reason, their selective distribution among schools and other groups has begun.
Finance
The Council is enjoying a temporary surplus. It is more than anticipated because no substantial sums have been spent on capital projects since their construction has not got under way and also because rate revenue has risen slightly while expenditure has been kept under control and transport and other equipment on order has not arrived. But, as we are working through a department with an establishment of some 15,000 persons, absorbing approximately three-quarters of our annual funds, I sound a warning once more that our position is very vulnerable in hard times when revenue does not increase fast enough as is the case at present.
The advantage was taken to put our cash surplus to good use bringing in additional income. The Council could have done better had we not been let down by protracted delays by the Government in replying to our repeated requests for permission to put our funds on long-term deposits and also in investments likely to give the Council an appreciation in value as a safeguard against the toll of inflation. Regrettably, when the Council proposed early on to put our money in long-term deposits to earn higher interest, months of indecision elapsed; likewise with investments, once again the Council seemed to have missed the boat at least for the present. If we are to go by our experience with the Government in this matter, then we may be forgiven if we wonder with regret whether Hong Kong's public funds also suffer in some way from the same indifferent approach.
It is our policy to aim for the progressive expansion of our services to the community. But, all must be paid for by the Council, recurrent expenditure as well, not capital costs alone, as we stand in danger of overlooking. If so, we must examine existing sources of revenue to
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