HONG KONG URBAN COUNCIL
235
Urban Services Department is at present poor. I tend to think that the example given by Mr. Chan just now reflects just one aspect. $100 million overtime pay compared to $3.5 billion salary is really not that much. However, whether a salary payment of $3.5 billion is too much is more of a macro issue.
We can see that in the last ten years, our resources grew by four-fold. In 1985, we had $1.7 billion to use; but as indicated in the Annual Report just approved, we had $6 billion to use during the year. It is a tremendous amount and we can see that our services to the public have expanded and diversified. It is certain to say that staff members of the Urban Services Department have made some contributions.
However, in keeping with changing times and social progress, I can see that the expectations of the public have kept on growing. To implement policies effectively and steadfastly, we need a perfect administrative structure and efficient establishment. I therefore think we should take immediate actions for a review. Select Committees should take the first step of the review process. I do not insist on commissioning any consultancy firm right away. I hope Members understand this.
The amendment by Mr. LAM is a relatively more conservative one. At present, the Department takes the initiative to review, so he is not suggesting any change at all. The terms of reference of our Select Committees and the Statement of Aims have always included reviews. That is a review initiated by the Department. Nothing is said about the proposed change. It is a new initiative. We want to initiate manpower changes.
Mr. Chairman, I have checked documents of the Administration Select Committee over the past ten years and I have found two points worthy of consideration. It occurs to me that most documents on staff establishment are in respect of proposed creation of posts for new facilities according to a fixed manning scale. Larger scale comprehensive reviews on the job description or job content of certain grades are very seldom found. Secondly, I have found that there is a trend: fewer reviews have been conducted in recent years than before. In the year 86/87, the Culture and Entertainment Branch and the Planning and Development Division have conducted reviews on staff establishment. These large scale establishment reviews were carried out in 86, 87, 88 and 89. However, in the last seven or eight years, no such large scale review was conducted. Along with the increase of our resources, we have been employing more and more staff. Why was there no review? I very much hope to conduct a review because first and foremost, we have to pinpoint the matter before we can conduct 'value for money' studies.
Secondly, we need to have an idea how reviews will be carried out, what the purposes are and what the premise is. I think the Council's duty is to provide environmental hygiene and recreation services to the public. In considering how to effectively execute our duties, we must have a benchmark, about public demand for the types, quantity and quality of services. No matter whether we are reviewing the hawker control issue or the promotion of sports, or we hope
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HONG KONG URBAN COUNCIL
235
Urban Services Department is at present poor. I tend to think that the example given by Mr. Chan just now reflects just one aspect. $100 million overtime pay compared to $3.5 billion salary is really not that much. However, whether a salary payment of $3.5 billion is too much is more of a macro issue.
We can see that in the last ten years, our resources grew by four-fold. In 1985, we had $1.7 billion to use; but as indicated in the Annual Report just approved, we had $6 billion to use during the year. It is a tremendous amount and we can see that our services to the public have expanded and diversified. It is certain to say that staff members of the Urban Services Department have made some contributions.
However, in keeping with changing times and social progress, I can see that the expectations of the public have kept on growing. To implement policies effectively and steadfastly, we need a perfect administrative structure and efficient establishment. I therefore think we should take immediate actions for a review. Select Committees should take the first step of the review process. I do not insist on commissioning any consultancy firm right away. I hope Members understand this.
The amendment by Mr. LAM is a relatively more conservative one. At present, the Department takes the initiative to review, so he is not suggesting any change at all. The terms of reference of our Select Committees and the Statement of Aims have always included reviews. That is a review initiated by the Department. Nothing is said about the proposed change. It is a new initiative. We want to initiate manpower changes.
Mr. Chairman, I have checked documents of the Administration Select Committee over the past ten years and I have found two points worthy of consideration. It occurs to me that most documents on staff establishment are in respect of proposed creation of posts for new facilities according to a fixed manning scale. Larger scale comprehensive reviews on the job description or job content of certain grades are very seldom found. Secondly, I have found that there is a trend: fewer reviews have been conducted in recent years than before. In the year 86/87, the Culture and Entertainment Branch and the Planning and Development Division have conducted reviews on staff establishment. These large scale establishment reviews were carried out in 86, 87, 88 and 89. However, in the last seven or eight years, no such large scale review was conducted. Along with the increase of our resources, we have been employing more and more staff. Why was there no review? I very much hope to conduct a review because first and foremost, we have to pinpoint the matter before we can conduct 'value for money' studies.
Secondly, we need to have an idea how reviews will be carried out, what the purposes are and what the premise is. I think the Council's duty is to provide environmental hygiene and recreation services to the public. In considering how to effectively execute our duties, we must have a benchmark, about public demand for the types, quantity and quality of services. No matter whether we are reviewing the hawker control issue or the promotion of sports, or we hope
Page 240 of 498
Page 240 of 498
Page 240 of 498
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