HONG KONG URBAN COUNCIL
423
objective of enriching city life'. Needless to say, the support given by the Government has a bearing on the efficiency and effectiveness of the Council's work in promoting arts and culture.
Since their taking over of the Music Office in 1995, the Urban Council and the Regional Council have not only been able to maintain the Music Office's scope of work in popularizing music education, but are now further exploring the direction of development of the Music Office, including its mode of operation. The achievement made in popularizing music education is something which the people of Hong Kong can be proud of. There is still a need to reinforce follow-up work, but this cannot be solely undertaken by the Music Office or the Urban Council.
Let me elaborate on follow-up work. When trainees leave the Music Office orchestras upon reaching the age of 25, they usually join or organize amateur orchestras themselves. However, they are faced with difficulties in seeking support such as borrowing scores and large musical instruments, booking rehearsal venues and obtaining opportunities to perform. Under the existing practice, the 5 music centres of the Music Office are closed from 7 p.m. onwards, which happens to be the golden time for amateur orchestras to hold rehearsals. The rehearsal rooms in the music centres cannot be made available to amateur orchestras simply because there is no one to man the centres at night time. To provide the staff required would need a lot of painstaking work by the Department and approval from the Administration Select Committee. As for performing opportunities, it should be noted that the Entertainment Select Committee provides at least 240 free entertainment programmes, commonly known as 'street performances', for members of the public annually. In view of the fact that amateur orchestras formed by ex-trainees of the Music Office have attained the standard required for staging performances, the Entertainment Office might seriously consider commissioning these orchestras to perform in several concerts every year. This arrangement could also bring traditional music to the general public and help the Urban Council to further promote arts and culture at the district level. Regarding orchestras formed by veteran ex-trainees of the Music Office, the Cultural Presentations Office might consider organizing regular concerts for such orchestras in view of their considerable experience in giving performances.
Mr. Chairman, at the Annual Debate last year, I pointed out that the part-time instructors of the Music Office were underpaid. The issue was promptly resolved afterwards, and I thought the Music Office had finally done something for the music sector. However, I have recently identified another equally important problem which had escaped my notice. The problem is the continuous wastage of contract professional staff of the Music Office. The posts thus vacated often remain vacant for a long time and it is difficult to recruit new staff to fill them. Through my contact with individual members of the Music Officer Grade Association, I have found out the main causes of the problem. While the professional training received by these officers before their
Page 379 of 498
Page 379 of 498
Page 270 of 100
Page 379 of 498
►
HONG KONG URBAN COUNCIL
423
objective of enriching city life'. Needless to say, the support given by the Government has a bearing on the efficiency and effectiveness of the Council's work in promoting arts and culture.
Since their taking over of the Music Office in 1995, the Urban Council and the Regional Council have not only been able to maintain the Music Office's scope of work in popularizing music education, but are now further exploring the direction of development of the Music Office, including its mode of operation. The achievement made in popularizing music education is something which the people of Hong Kong can be proud of. There is still a need to reinforce follow-up work, but this cannot be solely undertaken by the Music Office or the Urban Council.
Let me elaborate on follow-up work. When trainees leave the Music Office orchestras upon reaching the age of 25, they usually join or organize amateur orchestras themselves. However, they are faced with difficulties in seeking support such as borrowing scores and large musical instruments, booking rehearsal venues and obtaining opportunities to perform: Under the existing practice, the 5 music centres of the Music Office are closed from 7 p.m. onwards, which happens to be the golden time for amateur orchestras to hold rehearsals. The rehearsal rooms in the music centres cannot be made available to amateur orchestras simply because there is no one to man the centres at night time. To provide the staff required would need a lot of painstaking work by the Department and approval from the Administration Select Committee. As for performing opportunities, it should be noted that the Entertainment Select Committee provides at least 240 free entertainment programmes, commonly known as 'street performances, for members of the public annually. In view of the fact that amateur orchestras formed by ex-trainees of the Music Office have attained the standard required for staging performances. the Entertainment Office might seriously consider commissioning these orchestras to perform in several concerts every year. This arrangement could also bring traditional music to the general public and help the Urban Council to further promote arts and culture at the district level. Regarding orchestras formed by veteran ex-trainees of the Music Office, the Cultural Presentations Office might consider organizing regular concerts for such orchestras in view of their considerable experience in giving performances.
Mr. Chairman, at the Annual Debate last year, I pointed out that the part- time instructors of the Music Office were underpaid. The issue was promptly resolved afterwards, and I thought the Music Office had finally done something for the music sector. However, I have recently identified another equally important problem which had escaped my notice. The problem is the continuous wastage of contract professional staff of the Music Office. The jposts thus vacated often remain vacant for a long time and it is difficult to Irecruit new staff to fill them. Through my contact with individual members of Ithe Music Officer Grade Association. I have found out the main causes of the Iproblem. While the professional training received by these officers before their
Page 270 of 100
Page 379 of 498
Page 379 of 498
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