HKHA

3.1

The year 2000/01 has been a most eventful year for the HA. We have experienced a production peak with a forecast completion of some 80 000 flats. To address the piling and building quality problems, we have been implementing a multi-pronged quality housing reform to enhance building quality and to improve the professionalism of the construction industry. We have allocated some 10 400 PRH flats to our Waiting List applicants (52% of the year-end target), thus reducing the overall average waiting time to 5 years.

3.2

We have also adjusted the home ownership sales programme in response to market conditions. To provide better care to our elderly tenants, we have just completed a consultancy study on provision of housing and care services for the elderly in public housing estates. We will consider actively to provide continuum of care in conjunction with relevant bureaux and departments. A Voluntary Departure Scheme (VDS) has just been rolled out for our staff under the PST.

3.3

Up to 30 September 2000, 53 out of a total of 64 initiatives covered in our last corporate plan were either completed or on schedule. 7 initiatives were under review while 4 would fall behind schedule. We are confident that most of the initiatives will be achieved as planned. The progress of key initiatives implemented is highlighted below -

	Implemented 15 initiatives under the building quality reform while 17 were underway;
	Completed 22 700 flats, 8 500m² gross floor area of commercial properties and 400 carparking spaces;
	Allocated 10 400 PRH flats to Waiting List applicants;
	Reduced the overall average waiting time for PRH from 6 to 5 years and that of the elderly from 3.5 to 3 years;
	Adjusted the home ownership programmes to transfer 16 000 sale flats to rental between 2000/01 and 2003/04;
	Offered 4 000 HOS/PSPS flats for sale under HOS Phase 22A;
	Appointed a consultant to examine the future mode of delivering retail and carparking facilities in public housing estates;
	Implemented a new management model through setting up five District Tenancy Management Offices and the Property Services Contract Administration Unit to oversee the performance of the property services companies;
	Implemented pilot HOS projects to offer purchasers different options of standard of fittings and provisions;
	Developed a new housing production strategy to promote site-specific design in public housing developments;
	Cleared 27 blocks under the Comprehensive Redevelopment Programme (CRP) and rehoused 12 000 households; and
	Planted 198 400 plants/trees in 14 estates and improved the landscaping work in 18 estates covering 50 100m².

Progress in Key Areas

3.4

In the last corporate plan, we highlighted that five focus areas would likely be on the agenda of the HA prominently in the coming years. They are -

	enhancing building quality;
	meeting elderly housing demand;
	facilitating greater private sector participation;
	providing a wider choice for customers; and
	contributing to urban environment.

We have been working on these areas vigorously as they reflect prevailing community concerns. Looking ahead, we will progress further in these areas.

Enhancing Building Quality

3.5

Regarding the 50 initiatives outlined in our reform blueprint, "Quality Housing: Partnering for Change", over half of them have been implemented and they all focus at areas of immediate concern. In 2001/02, we will continue to roll out the remaining initiatives progressively with a view to enhancing sustained improvements in the construction industry and achieving partnering at all fronts. In addition, we will work hand in hand with the Construction Industry Review Committee in implementing its recommendations which will uplift the professionalism and standard of the construction industry as a whole.

Meeting Elderly Housing Demand

3.6

We have just completed a consultancy study on the provision of housing and care services for the elderly in public housing estates. The study provides us with valuable insights and recommendations in achieving the objective of "ageing in place". We will consider actively introducing the universal design approach in our public housing and will continue to play a facilitating role in providing continuum of care to the elderly under a holistic and integrated approach, with the assistance from relevant bureaux and departments.

Facilitating Greater Private Sector Participation

3.7

Since October 2000, property management for the first batch of estates has been handed over to property services companies. We will continue to roll out the outsourcing plan as agreed by the HA and conduct a comprehensive review in end 2001 on its pace and outcome for identifying future improvement measures.

Providing a Wider Choice for Customers

3.8

Apart from the various types of subsidized home ownership schemes available to our prospective customers, we will also look into the feasibility of providing rental subsidies to eligible elderly applicants on the Waiting List in lieu of rehousing to PRH. If successful, the option will widen the choice of our PRH elderly applicants and enable the private sector to contribute more in meeting housing demand proactively. We have set up a departmental working group to explore the initiative and will come up with a preliminary assessment by mid-2001.

Contributing to Urban Environment

3.9

Last April, we agreed with the Government on a broad framework for providing assistance to the new Urban Renewal Authority in rehousing tenants to be affected by urban redevelopments. After the formation of the Urban Renewal Authority, we will work on the agreed framework and provide assistance accordingly. In the meantime, we have been assisting the Buildings Department to accelerate the clearance of unauthorized roof-top structures. In 2001, we aim to complete the clearance works in 300 buildings.