1978 — Page 67

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HONG KONG URBAN COUNCIL

ADDRESS BY CHAIRMAN

CHAIRMAN (in English):—It is 4 o'clock and I will call Council to order.

MINUTES

The minutes of the meeting held on 24.10.78 were confirmed.

STATEMENT BY CHAIRMAN

CHAIRMAN (in English):—Six years have nearly passed since the Council attained its present status. Meanwhile, much has been done in many ways to give practical effect to the concept of a separate city administration in Hong Kong's own circumstances.

There was much to do at once to clear a backlog of projects and to initiate activities designed for the improvement of living conditions here. But, all estimates of expenditure were thrown off gear by steep escalation of costs almost at the start. Indeed, financial calculations had been based on costs prevailing a year or so before the change was made, when sums were done to determine what covering revenue the prospective Council would need. Also, Hong Kong was overtaken by recession. Nevertheless, the new Council has been able to make good headway in adverse conditions. The results can be seen everywhere by all who are not wilfully purblind to what has been achieved. Curiously, the Council had also to contend all the time, as it still does, with vested interests set against its manifest progress and rapidly expanding activities for the good of the people.

However, in a particular area, the administration, little or no advance has been made. Yet, it is perhaps the most important of all to sustain the momentum of progress. First, it is the only means by which the Council puts into practice its policies and carries out its programmes. Secondly, it absorbs consistently more than 70% of the Council's annual expenditure. Thirdly, it involves 15,000 people. There are still many other reasons found in everyday working life. Consequently, the Council's frustration is understandable. True, there was an early transformation from a functional and centralized administration to a regional and district division of management responsibilities. And, it has worked well, though it is still evolving as it ought to do. Still, the Council's executive arm, the Urban Services Department, should change from just another government department to a nearly independent city administration with all that it implies if the people's expectations of all-round community betterment are to be properly met in due time.

HONG KONG URBAN COUNCIL

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The Council has given the department every possible encouragement by offering far more in-service training and opening many more overseas study opportunities than ever given to the staff before. In addition, the increasing activities are creating more challenging job opportunities for those capable and willing to take them. Selective recruitment for specialist duties has been put in hand to meet the greater demand for experts to do more sophisticated work. Without fail, the Council recognizes the first claim for advancement by serving staff to ensure as a matter of course that natural career promotion prospects are protected for able and ambitious, honest and hard-working men and women. To be sure, too, the Council has given all-out support to the department and has received good and loyal service in return. Together, much has been done for Hong Kong. Even so, it is the future needs of the community as a whole that must be anticipated. And, as is said, tomorrow begins today.

The department serves two masters. This dichotomy is proving detrimental to the Council's interest. Certainly, there are advantages, but are they for the individual or the community? With frequent transfers of staff and other built-in civil-service practices, does the public get the best return on specialized training and job experience, for example? And also, for how long more can the Government drain the Council to serve the burgeoning towns in the New Territories? A closely argued case for a realistic transformation to keep up with the requirements of the times can be made at work every day. However, the will seems to be lacking in the Government to put through resolutely the change made patently necessary by evolving circumstances. It is better to carry out a well-planned transition than to impose a drastic solution suddenly as the Government did when setting up this Council. The sacrifice to make it work takes its toll but the significance is perhaps still not grasped altogether. Or, was it intended all along?

The time is approaching when the old administrative order will not meet more exacting public requirements. Anticipating pragmatically the need to cope essentially in a modern way with higher standards of living in a better environment would avoid disruptive reaction. To move well ahead of what the community expects in terms of better civic conditions and effective back-up administration is surely the hallmark of courageous leadership. Is there no vision of the new Hong Kong the generation perhaps yet unborn will want in the century just to come?

PAPER

(Dr P. C. Wong arrived during the Chairman's address.)

The following paper was laid on the table:—Report to the Urban Council by the Director of Urban Services and Secretary, Urban Council, for the month of October 1978.

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