1998 — Page 331

Urban Council Proceedings 市政局議事錄 All AI Reviewed

PROVISIONAL URBAN COUNCIL

323

MR. DANIEL TO Boon-man (in Cantonese):—Mr. Chairman, I have five follow-up questions. I appreciate Mr. SUEN's reading out the written reply word by word, but my questions have not been fully answered. The first follow-up question. Concerning Items (6) and (7) in part one of the written reply, that is, 'Review on the provision of venue facilities maintenance and vehicle repair services by the Electrical and Mechanical Departments' and 'Review on the actual needs for replacement of vehicles and consideration of the proposal of hiring transportation services from the private sector', could more detailed information be provided to the Council as to how the aims of 'enhanced productivity' would be achieved? This is the first follow-up question.

The second follow-up question concerns part two of the original question, that is, the requirement of the EPP. But I was asked to refer to the reply to Mr. CHAN Choi-hi's question, which asked about the way to monitor the normal operation. The scope of 'normal operation' at best covers the mode of operation, but my question is specifically about 'enhanced productivity', which extends beyond the scope covered by Mr. Chan's question. May I ask whether Mr. SUEN has read clearly the question and its contents and whether he has any answer and follow-up action?

The third follow-up question is about field staff. According to the Audit Commission, there are obvious data showing that as far as the Regional Services Department's refuse collection service is concerned, 30% of the daytime working hours is idle time. Since the USD is operating under the same system and the same mode as the Regional Services Department (RSD), it can be deduced that the former is also facing the same problem. I would therefore like to ask Mr. SUEN whether there are ways in the actual operation to reduce the percentage of idle time, especially the problem of staff leaving early, so as to enhance the productivity. As the Department's staff are employed on full-time basis, how are we going to account for their being under work to the Council? Are there any justifications for following up on the issue with the Select Committee?

The fourth follow-up question is about part three of the written reply. In his reply given just now, the Chairman of the Select Committee clearly pointed out that the employment of contract staff had not caused any deterioration in the quality of service. Moreover, it helped reduce the expenditure of the Department and increased the flexibility of staff deployment. The reply seems to confirm that the Department's civil service is inflexible and cumbersome, and lacks cost-effectiveness and space for maneuver. Under such circumstances, can we study the possibility of employing contract staff on a division basis so as to achieve the aims of the EPP?

The last follow-up question which I would like to ask is that all along we have proposed the practice of Total Quality Management (TQM) so as to improve service efficiency. May I ask Mr. SUEN whether he could help us follow up on the practice of TQM so as to achieve the aims of the EPP?

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PROVISIONAL URBAN COUNCIL 323 MR. DANIEL TO Boon-man (in Cantonese):—Mr. Chairman, I have five follow-up questions. I appreciate Mr. SUEN's reading out the written reply word by word, but my questions have not been fully answered. The first follow-up question. Concerning Items (6) and (7) in part one of the written reply, that is, 'Review on the provision of venue facilities maintenance and vehicle repair services by the Electrical and Mechanical Departments' and 'Review on the actual needs for replacement of vehicles and consideration of the proposal of hiring transportation services from the private sector', could more detailed information be provided to the Council as to how the aims of 'enhanced productivity' would be achieved? This is the first follow-up question. The second follow-up question concerns part two of the original question, that is, the requirement of the EPP. But I was asked to refer to the reply to Mr. CHAN Choi-hi's question, which asked about the way to monitor the normal operation. The scope of 'normal operation' at best covers the mode of operation, but my question is specifically about 'enhanced productivity', which extends beyond the scope covered by Mr. Chan's question. May I ask whether Mr. SUEN has read clearly the question and its contents and whether he has any answer and follow-up action? The third follow-up question is about field staff. According to the Audit Commission, there are obvious data showing that as far as the Regional Services Department's refuse collection service is concerned, 30% of the daytime working hours is idle time. Since the USD is operating under the same system and the same mode as the Regional Services Department (RSD), it can be deduced that the former is also facing the same problem. I would therefore like to ask Mr. SUEN whether there are ways in the actual operation to reduce the percentage of idle time, especially the problem of staff leaving early, so as to enhance the productivity. As the Department's staff are employed on full-time basis, how are we going to account for their being under work to the Council? Are there any justifications for following up on the issue with the Select Committee? The fourth follow-up question is about part three of the written reply. In his reply given just now, the Chairman of the Select Committee clearly pointed out that the employment of contract staff had not caused any deterioration in the quality of service. Moreover, it helped reduce the expenditure of the Department and increased the flexibility of staff deployment. The reply seems to confirm that the Department's civil service is inflexible and cumbersome, and lacks cost-effectiveness and space for maneuver. Under such circumstances, can we study the possibility of employing contract staff on a division basis so as to achieve the aims of the EPP? The last follow-up question which I would like to ask is that all along we have proposed the practice of Total Quality Management (TQM) so as to improve service efficiency. May I ask Mr. SUEN whether he could help us follow up on the practice of TQM so as to achieve the aims of the EPP? Docos 1 of 606 Page 331 of 606 Page 331 of 606

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PROVISIONAL URBAN COUNCIL 323 MR. DANIEL To Boon-man (in Cantonese):—Mr. Chairman, I have five follow- up questions. I appreciate Mr. SUEN's reading out the written reply word by word, but my questions have not been fully answered. The first follow-up question. Concerning Items (6) and (7) in part one of the written reply, that is, 'Review on the provision of venue facilities maintenance and vehicle repair services by the Electrical and Mechanical Departments' and 'Review on the actual needs for replacement of vehicles and consideration of the proposal of hiring transportation services from the private sector', could more detailed information be provided to the Council as to how the aims of 'enhanced productivity' would be achieved? This is the first follow-up question. The second follow-up question concerns purt two of the original question, that is, the requirement of the EPP. But I was asked to refer to the reply to Mr. CHAN Choi-hi's question, which asked about the way to monitor the normal operation. The scope of 'normal operation' at best covers the mode of operation, but my question is specifically about ‘enhanced productivity, which extends beyond the scope covered by Mr. Chan's question. May I ask whether Mr. Sven has read clearly the question and its contents and whether he has any answer and follow- up action? The third follow-up question is about field staff. According to the Audit Commission, there are obvious data showing that as far as the Regional Services Department's refuse collection service is concerned. 30% of the daytime working hours is idle time. Since the USD is operating under the same system and the same mode as the Regional Services Department (RSD), it can be deduced that the former is also facing the same problem. I would therefore like to ask Mr. SUEN whether there are ways in the actual operation to reduce the percentage of idle time, especially the problem of staff leaving early, so as to enhance the productivity. As the Department's staff are employed on full-time basis, how are we going to account for their being under work to the Council? Are there any justifications for following up on the issue with the Select Committee? The fourth follow-up question is about part three of the written reply. In his reply given just now, the Chairman of the Select Committee clearly pointed out that the employment of contract staff had not caused any deterioration in the quality of service. Moreover, it helped reduce the expenditure of the Department and increased the flexibility of staff deployment. The reply seems to confirm that the Department's civil service is inflexible and cumbersome, and lacks cost- effectiveness and space for maneuver. Under such circumstances, can we study the possibility of employing contract stuff on a division basis so as to achieve the aims of the EPP? The last follow-up question which I would like to ask is that all along we have proposed the practice of Total Quality Management (TQM) so as to improve service efficiency. May I ask Mr. SUEN whether he could help us follow up on the practice of TQM so as to achieve the aims of the EPP? Docos 1 of 606 Page 331 of 606 Page 331 of

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PROVISIONAL URBAN COUNCIL

323

MR. DANIEL To Boon-man (in Cantonese):—Mr. Chairman, I have five follow- up questions. I appreciate Mr. SUEN's reading out the written reply word by word, but my questions have not been fully answered. The first follow-up question. Concerning Items (6) and (7) in part one of the written reply, that is, 'Review on the provision of venue facilities maintenance and vehicle repair services by the Electrical and Mechanical Departments' and 'Review on the actual needs for replacement of vehicles and consideration of the proposal of hiring transportation services from the private sector', could more detailed information be provided to the Council as to how the aims of 'enhanced productivity' would be achieved? This is the first follow-up question.

The second follow-up question concerns purt two of the original question, that is, the requirement of the EPP. But I was asked to refer to the reply to Mr. CHAN Choi-hi's question, which asked about the way to monitor the normal operation. The scope of 'normal operation' at best covers the mode of operation, but my question is specifically about ‘enhanced productivity, which extends beyond the scope covered by Mr. Chan's question. May I ask whether Mr. Sven has read clearly the question and its contents and whether he has any answer and follow- up action?

The third follow-up question is about field staff. According to the Audit Commission, there are obvious data showing that as far as the Regional Services Department's refuse collection service is concerned. 30% of the daytime working hours is idle time. Since the USD is operating under the same system and the same mode as the Regional Services Department (RSD), it can be deduced that the former is also facing the same problem. I would therefore like to ask Mr. SUEN whether there are ways in the actual operation to reduce the percentage of idle time, especially the problem of staff leaving early, so as to enhance the productivity. As the Department's staff are employed on full-time basis, how are we going to account for their being under work to the Council? Are there any justifications for following up on the issue with the Select Committee?

The fourth follow-up question is about part three of the written reply. In his reply given just now, the Chairman of the Select Committee clearly pointed out that the employment of contract staff had not caused any deterioration in the quality of service. Moreover, it helped reduce the expenditure of the Department and increased the flexibility of staff deployment. The reply seems to confirm that the Department's civil service is inflexible and cumbersome, and lacks cost- effectiveness and space for maneuver. Under such circumstances, can we study the possibility of employing contract stuff on a division basis so as to achieve the aims of the EPP?

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