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# HONG KONG URBAN COUNCIL
option to cut down its budget substantially without detailed discussion also proves that it has not taken the budget into careful consideration. There is a consensus that every public body should be able to optimize the use of public money. It means that apart from proper allocation of resources, it is more important to enhance the administrative efficiency of its executive arm. In 1989, the Civil Service Branch of the Government introduced its proposals on Public Sector Reform, putting forward various reform proposals to remedy the undesirable feature of the civil service that it is easier to get control. As a policy maker, the Council not only fails to pay proper attention to this matter, but also fails to put forward any reform guidelines. What is more ironic is that a motion raised by a Member requesting the Council to commission an independent consultancy on the efficiency of our executive arm last year was unexpectedly turned down. It is the Council's failure to make up its mind to review its overall administrative efficiency and its failure to put forward justification in support of its expenditure that bring about this heavy blow from the Finance Branch. However, this is not the end of the story. The Audit Department has also decided to conduct a 'value for money' study to the Council. As the saying goes, 'It is one's self-humiliation that draws humiliation by others.' In view of this, I hope all Members will carefully re-examine our working attitude.
To tackle the present dilemma, I think we should start from three areas. Firstly, we should consider bringing in the views of independent consultants on top of that of our executive arm so that they may help to improve the monitoring work of the Council and may draw up the future development direction for the Council. Secondly, the Council should be exceptionally allowed to recruit staff independently so that it can solicit the elite from various sectors of the society and provide our executive arm with the best talents required to ensure that no unqualified people will be employed. Thirdly, we should try to reach an agreement with the Central Government on allocating a fixed percentage of rates to the Council as its major source of income so that the Council consider its budget with reference to a specific funding ceiling. In this way, the present anomaly of 'starting with an unreasonable amount to be cut down through bargains' can be avoided and the Council can thus become a genuine financially independent and autonomous public body.
Mr. Chairman, in view that the work of the Council has drawn increasing concern from the public, we should not stick to our old practices stubbornly disregarding the facts that majority of our seats are no longer taken up by appointed members, the public is demanding on the accountability and transparency of the Council and people within and outside the Council are casting doubts on the efficiency of our executive arm. Otherwise, I am afraid the future of the Council will only become more and more gloomy.
Honourable colleagues and Mr. Chairman, I would like to end my speech here except that I want to draw your attention to one thing. Just now I heard
Page 376 of 498
Page 376 of 498
498
420
HONG KONG URBAN COUNCIL
option to cut down its budget substantially without detailed discussion also proves that it has not taken the budget into careful consideration. There is a consensus that every public body should be able to optimize the use of public money. It means that apart from proper allocation of resources, it is more important to enhance the administrative efficiency of its executive arm. In 1989, the Civil Service Branch of the Government introduced its proposals on Public Sector Reform, putting forward various reform proposals to remedy the undesirable feature of the civil service that it is easier to get control. As a policy maker, the Council not only fails to pay proper attention to this matter, but also fails to put forward any reform guidelines. What is more ironic is that a motion raised by a Member requesting the Council to commission an independent consultancy on the efficiency of our executive arm last year was unexpectedly turned down. It is the Council's failure to make up its mind to review its overall administrative efficiency and its failure to put forward justification in support of its expenditure that bring about this heavy blow from the Finance Branch. However, this is not the end of the story. The Audit Department has also decided to conduct a 'value for money' study to the Council. As the saying goes, 'It is one's self-humiliation that draws humiliation by others." In view of this, I hope all Members will carefully re-examine our working attitude.
To tackle the present dilemma, I think we should start from three areas. Firstly, we should consider bringing in the views of independent consultants on top of that of our executive arm so that they may help to improve the monitoring work of the Council and may draw up the future development direction for the Council. Secondly, the Council should be exceptionally allowed to recruit staff independently so that it can solicit the elite from various sectors of the society and provide our executive arm with the best talents required to ensure that no unqualified people will be employed. Thirdly, we should try to reach an agreement with the Central Government on allocating a fixed percentage of rates to the Council as its major source of income so that the Council consider its budget with reference to a specific funding ceiling. In this way, the present anomaly of 'starting with an unreasonable amount to be cut down through bargains' can be avoided and the Council can thus become a genuine financially independent and autonomous public body.
Mr. Chairman, in view that the work of the Council has drawn increasing concern from the public, we should not stick to our old practices stubbornly disregarding the facts that majority of our seats are no longer taken up by appointed members, the public is demanding on the accountability and transparency of the Council and people within and outside the Council are casting doubts on the efficiency of our executive arm. Otherwise, I am afraid the future of the Council will only become more and more gloomy.
Honourable colleagues and Mr. Chairman, I would like to end my speech here except that I want to draw your attention to one thing. Just now I heard
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