Page 237 of 498
498
232
HONG KONG URBAN COUNCIL
Hong Kong. There is indeed a need to enhance the accountability, administrative efficiency and service quality of the Department through an active monitoring system.
Take 94/95 as an example, the Department paid out $100 million for overtime paid by its staff members. On average, one out of three staff members applied for overtime allowance. The Democratic Party reflected this to the Department and asked for review and improvement. However, the response of the Department was not one that could pinpoint the problem. The reply given was that the present machinery afforded sufficient monitoring. However, we can see similar examples everywhere.
For example, the deficit for the year 95/96 in respect of Cheung Sha Wan Abattoir was $115 million. An attempt to trace the reason found that in response to the request of local meat retailers, all slaughtering exercises and delivery work had to be completed before 8 am each day which entailed the need to offer overtime paid to staff for them to start work at 5 am. Obviously, such an arrangement is a massive waste of resources. The Department's response to the suggestion of cutting one slaughter line so as to reduce deficit did not seem active. It was argued that the plan could only save $3 million out of the annual cost of $200 million. So, that shows there are a lot of obstacles in place within the Department for reorganization of manpower establishment and improvement on administrative efficiency. The attitude of the Department is 'yielding on one hand and reaching out on the other', 'drifting along and letting things lie'. If this situation persists, both the operation of the Urban Services Department and the image of the Urban Council will be undermined. Our image to the public will be deteriorated.
One other example is the prevalent illegal hawking problem in Hong Kong which seriously affects the appearance of our city and hygiene. It is estimated that we have over 5,000 illegal hawkers in Hong Kong. As for our Hawker Control Team, it is about 2,000 strong. The ratio of these two is around 3:1. However, the Hawker Control Team is unable to solve the problem effectively. We welcome the willingness of the Department to increase resources for solving this problem, but we must make sure that resources are effectively utilized.
According to information provided by the Department, we spend on the average $150,000 a year to manage one illegal hawker. The cost is high. No doubt, there are a lot of reasons for our hawker problem, but the efficiency of the Hawker Control Team has always been a focus of criticism. If the Department does not seriously face up to improving the efficiency of the Team by suggesting an improvement strategy, merely increasing manpower and resources will not help much. In fact, the administrative pattern of merely throwing in resources and at the same time ignoring practical results is already outdated. Nowadays, whilst Hong Kong focuses on cost efficiency and cost effectiveness, the Urban Services Department should be determined to engineer reforms.
£498
232
498
Page 237 of 498
Page 237 of 498
498
232
HONG KONG URBAN COUNCIL
Hong Kong. There is indeed a need to enhance the accountability, administrative efficiency and service quality of the Department through an active monitoring system.
Take 94/95 as an example, the Department paid out $100 million for overtime paid by its staff members. On average, one out of three staff members applied for overtime allowance. The Democratic Party reflected this to the Department and asked for review and improvement. However, the response of the Department was not one that could pinpoint the problem. The reply given was that the present machinery afforded sufficient monitoring. However, we can see similar examples everywhere.
For example, the deficit for the year 95/96 in respect of Cheung Sha Wan Abattoir was $115 million. An attempt to trace the reason found that in response to the request of local meat retailers, all slaughtering exercises and delivery work had to be completed before 8 am each day which entailed the need to offer overtime paid to staff for them to start work at 5 am. Obviously. such an arrangement is a massive waste of resources. The Department's response to the suggestion of cutting one slaughter line so as to reduce deficit did not seem active. It was argued that the plan could only save $3 million out of the annual cost of $200 million. So, that shows there are a lot of obstacles in place within the Department for reorganization of manpower establishment and improvement on administrative efficiency. The attitude of the Department is 'yielding on one hand and reaching out on the other', ‘drifting along and 'letting things lie'. If this situation persists, both the operation of the Urban Services Department and the image of the Urban Council will be undermined. Our image to the public will be deteriorated.
One other example is the prevalent illegal hawking problem in Hong Kong which seriously affects the appearance of our city and hygiene. It is estimated that we have over 5 000 illegal hawkers in Hong Kong. As for our Hawker Control Team, it is about 2 000 strong. The ratio of these two is around 3:1. However, the Hawker Control Team is unable to solve the problem effectively. We welcome the willingness of the Department to increase resources for solving this problem, but we must make sure that resources are effectively utilized.
According to information provided by the Department, we spend on the average $150,000 a year to manage one illegal hawker. The cost is high. No doubt, there are a lot of reasons for our hawker problem, but the efficiency of the Hawker Control Team has always been a focus of criticism. If the Department does not seriously face up to improving the efficiency of the Team by suggesting an improvement strategy, merely increasing manpower and resources will not help much. In fact, the administrative pattern of merely throwing in resources and at the same time ignoring practical results is already outdated. Nowadays, whilst Hong Kong focuses on cost efficiency and cust effectiveness, the Urban Services Department should be determined to engineer reforms.
£498
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