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HONG KONG URBAN COUNCIL
as street cleansing, sweeping and security services so that we can reduce the civil service establishment in the Department.
On maintaining our service to the public, Members have commented a lot and many have recommended privatization. It is true that we can save some money by doing so and probably increase efficiency, but does it mean that the Council and the Department cannot join and reach the ideal? I am not fully convinced.
Some have suggested privatization of market management or even management of performing companies. We have had a lot of discussions on this issue. I believe if we do so, it would just curtail the jurisdiction of this Council and indirectly, it would dismantle the functions of this Council. Excessive privatization would transfer the management powers of this Council to outside bodies and they would then evade the monitoring of this elected Council. There is no such need. As an elected Council, if we take this approach, we would be most irresponsible. So before we decide to privatize or contract out any statutory function of this Council, we must think twice.
Some Members have also suggested amending the Memorandum of Administrative Arrangement of this Council. As far as I understand, there was lengthy discussion in 1973 and eventually Central Government and the Urban Council signed the Memorandum as a form of contract. All the arrangements were clearly spelled out in the Memorandum. The Council has since been allowed to be financially autonomous. At the same time, we are allowed to entrust government departments to carry out certain tasks including projects. So, before we actually propose to re-open discussions with government for the amendment of the Memorandum, I think we should consider the matter very carefully. I think since we are now in a state of transition, we should not propose drastic action. We need only give the matter more thought after the transition.
On rates revenue, the Council finds it most regrettable that government has insisted on cutting our rates revenue for the next tri-annum. We will continue to take this up with the Treasury. Regardless of the outcome, our approach has always been one of prudent financial management. We will also try as far as possible to generate more revenue and make savings. At the same time, we must maintain the standard of our service. When there is the need, we would not hesitate to provide new service.
On overseas studies, some Members believe it is unnecessary. From my own experience, we learn a lot from overseas study visits and they help in the implementation of the Council's policies. Indirectly, they help us save a lot of public money. So, if we are to scrap overseas study visits, I think it is an unwise move.
On delays in projects, it is true that some projects have suffered slippage. That could be because in some cases the Architectural Services Department
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Page 430 of 498
Page 430 of 498
Page 430 of 498
474
HONG KONG URBAN COUNCIL
as street cleansing, sweeping and security services so that we can reduce th civil service establishment in the Department.
On maintaining our service to the public, Members have commented a lo and many have recommended privatization. It is true that we can save some money by doing so and probably increase efficiency, but does it mean that the Council and the Department cannot join and reach the ideal? I am not fully convinced.
Some have suggested privatization of market management or ever management of performing companies. We have had a lot of discussions o this issue. I believe if we do so, it would just curtail the jurisdiction of this Council and indirectly, it would dismantle the functions of this Council. Excessive privatization would transfer the management powers of this Counci to outside bodies and they would then evade the monitoring of this elected Council. There is no such need. As an elected Council, if we take this approach, we would be most irresponsible. So before we decide to privatize or contract out any statutory function of this Council, we must think twice.
Some Members have also suggested amending the Memorandum of Administrative Arrangement of this Council. As far as I understand, there was lengthy discussion in 1973 and eventually Central Government and the Urbar Council signed the Memorandum as a form of contract. All the arrangements were clearly spell out in the Memorandum. The Council has since been allowed to be financially autonomous. At the same time, we are allowed to entrust government departments to carry out certain tasks including projects. So. before we actually propose to re-open discussions with government for the amendment of the Memorandum, I think we should consider the matter very carefully. I think since we are now in a state of transition, we should not propose drastic action. We need only give the matter more thought after the transition.
On rates revenue, the Council finds it most regrettable that government has insisted on cutting our rates revenue for the next tri-annum. We will continue to take this up with the Treasury. Regardless of the outcome, our approach has always been one of prudent financial management. We will also try as far as possible to generate more revenue and make savings. At the same time, we must maintain the standard of our service. When there is the need, we would not hesitate to provide new service.
On overseas studies, some Members believe it is unnecessary. From my own experience, we learn a lot from overseas study visits and they help in the implementation of the Council's policies. Indirectly, they help us save a lot of public money. So, if we are to scrap overseas study visits, I think it is an unwise
move.
On delays in projects, it is true that some projects have suffered slippage. That could be because in some cases the Architectural Services Department
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