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This chapter presents the key activities of the Housing Authority
(HA) in four main areas, namely: Construction and Building Control,
Subsidized Housing, Commercial Properties and Corporate Services.
More details of the key activities under these areas are set out in
their respective programmes of activities.
 CONSTRUCTION
AND BUILDING CONTROL
Construction
The Development and Construction Division plans, designs and
constructs the HA's public housing estates and associated
facilities. In 2005 / 06, we will continue to take on board the
concept of designing for healthy living in our new generation
of public rental housing (PRH) estates.
Building Control
The Independent Checking Unit is responsible for applying building
control practices to new HA projects. It was established in November
2000 as one of the HA Quality Housing Initiatives and has modeled
its standards and practices on those of the Buildings Department.
The unit now controls all stages of the development of new HA
projects from foundations to final completion, including demolition
and site investigation where applicable. Control is exercised
through formal processes of plan approval, consent to commence
work, monitoring of site operations and final inspections prior
to completion and handover for occupation.
HA lifts and escalators, which are exempted from the procedural
requirements of the Lifts and Escalators (Safety) Ordinance, are
regulated by the Lift Ordinance Enforcement Unit (LOEU). The LOEU
conducts inspections of new and existing installations and grants
permission for the use, the resumption of use or the continued
use of these installations. It also investigates accidents involving
HA lifts and escalators.
Objectives
The objectives of Construction and Building Control operation are:
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To construct public rental flats and ancillary retail facilities
in accordance with the Public Housing Construction Programme. |
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To review the mode of providing retail facilities. |
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To continue to pursue the quality housing initiatives. |
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To build for sustainability, seeking innovative design and
new construction technology for healthy living and cost effectiveness
in public housing development. |
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To implement building control over housing projects and
existing HA buildings to gradually align with practices and
procedures of the Buildings Department and Buildings Ordinance. |
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To ensure that HA lift and escalator installations are in
compliance with the requirements of the Lifts and Escalator
(Safety) Ordinance. |
Key Activities
Meeting Production Targets
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To construct 20 000 flats, 17 000 square metres gross floor
area of retail facilities and 1 000 car parks[2]. |
Provision of Retail Facilities
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To assess the feasibility of adopting alternative financing,
construction and operation mode for retail facilities. |
Building for Sustainability at an Effective Cost
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To develop and implement innovative, environmental friendly
and cost effective designs including the use of "micro-climate"
studies and geographical information systems. |
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To monitor cost efficiency by benchmarking against buildings
of similar standard in the private sector. |
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To optimize value for money in construction through Life
Cycle Costing and Analysis. |
Quality Housing Initiatives
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To continue to improve procurement practices, particularly
the tender process. |
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To lift the standard of workmanship through fostering the
establishment of a quality workforce. |
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To improve safety performance of HA construction sites. |
Enhancing Building Quality
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To continue to explore the wider use of precast construction
technology. |
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To make wider use of information technology (IT) in improving
design, operation efficiency and effectiveness, including
the development of a knowledge management system. |
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To continue to conduct research in new technologies, construction
materials and methods to promote sustainability. |
Prolonging Service Life Span of Older Rental Estates
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To explore measures to prolong the service life span of
older rental estates. |
Implementing Building Control
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To implement building control in accordance with Buildings
Department practices on New Projects[3]. |
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To introduce building control modeled on Buildings Department
practices on other HA domestic and non-domestic Buildings. |
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To manage the use of HA lift and escalator installations
in accordance with the requirements of the Lifts and Escalators
(Safety) Ordinance. |
Budget
Expenditure is budgeted at $5,432 million for 2005 / 06, representing
a decrease of $1,194 million (18.0%) as compared with the 2004 / 05 Revised Budget. This reflects a lower average number of flats
under construction in the budgetary period[4].
SUBSIDIZED HOUSING
Following withdrawal from the provision of home ownership assistance,
the main focus of the subsidized housing operation is to allocate,
manage and maintain the HA's domestic rental properties comprising
660 500 PRH and 8 100 interim housing units. In 2005 / 06, we will
continue to enhance the living environment and service quality and
step up efforts to eliminate abuses of public housing resources.
We will also map out arrangements for dealing with the residual
issues in respect of the previous home ownership schemes.
Objectives
The objectives of the subsidized housing operation are:
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To manage and maintain housing estates with a view to enhancing
the living environment and service quality. |
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To maximize the rational utilization and eliminate abuses
of public housing resources. |
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To improve and sustain the cleanliness of housing estates
on a long term basis. |
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To address the remaining issues of previous home ownership
schemes. |
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To make effective use of the private sector in the delivery
of housing and related services. |
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To work in partnership with customers and other stakeholders. |
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To make the best use of human and financial resources and
IT to meet corporate goals. |
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To contribute actively and positively towards sustainable
development. |
Chart 3: Stock of Public Rental Housing Flats
Chart 4: Average Waiting Time for Public Rental Housing
Key Activities
Enhance Management Quality and Maintenance Services
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To improve the quality of fresh water in estates by carrying
out replumbing works and participation in the Fresh Water
Plumbing Quality Maintenance Recognition Scheme. |
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To reduce the failure frequency of underground cables and
pipes and to enhance quality of estate roads. |
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To improve the quality of building maintenance works. |
Efficient and Rational Allocation of Housing Resources
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To maintain an average waiting time for PRH at around three
years. |
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To maximize the recovery of public housing units. |
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To review the domestic rent policy. |
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To minimize the turn-around time of housing offers with
a view to returning 90% of the refused offers to the Applications
Sub-section within 14 days. |
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To continue to provide opportunities for relief of overcrowding. |
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To introduce measures to reduce rent arrears to a level
of around 4.5%. |
Sustain Estate Cleanliness and Care for Environment
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To enhance the maintenance of cast iron pipes and drainage
installations at common areas and external walls. |
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To step up cleansing efforts at hygiene black spots and
further improve the state of cleanliness in PRH. |
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To continue implementation of the Marking Scheme in all
PRH estates. |
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To maintain effective control on dog keeping. |
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To step up enforcement action against illegal cooked food
hawkers. |
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To upgrade the standard of existing landscaping facilities
through Landscape Improvement Programmes. |
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To introduce source separation of domestic waste in not
less than 30 pilot estates. |
Effective Use of Private Sector Resources
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To adjust the Property Management Agent contracts to include
a wider scope of minor maintenance work. |
Partnership with Customers and Stakeholders
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To conduct telephone surveys on tenants' opinions
of service contractors' performance. |
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To arrange partnering workshops with tenants' representatives
at the commencement of services contracts. |
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To organize an award campaign for maintenance contractors
to encourage provision of quality maintenance services to
tenants. |
Optimize the Use of Human, Financial and IT resources
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To implement new generation of IT solution to enhance service
quality, efficiency and staff productivity. |
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To upgrade outstationed offices to tie in with application
of new IT work processes. |
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To implement cost saving measures on estate management and
maintenance by identifying energy saving opportunities. |
Addressing Remaining Issues of Previous Home Ownership Schemes
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To devise a sale programme for the Tenants Purchase Scheme
(TPS) Phase 6B. |
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To follow up the options for disposal of surplus Home Ownership
Scheme flats. |
Budget
Rental Housing Operating Account
Income and expenditure of the rental housing operating account for
2005 / 06 are budgeted at $11,772 million and $11,253 million respectively.
We forecast a marginal operating surplus of $519 million[6] for
2005 / 06 (representing an average operating surplus of about $63
per rental housing unit per month), an decrease of 13% when compared
with the 2004 / 05 Revised Budget surplus of $597 million[6]. This
is mainly attributable to a higher level of maintenance and improvements
expenditure and depreciation resulting from a larger rental housing
stock.
Home Ownership Assistance Operating Account
Income and expenditure of the home ownership assistance operating
account for 2005 / 06 are budgeted at $3,010 million and $2,440
million respectively, giving an operating surplus of $570 million
as opposed to the deficit of $634 million for the 2004 / 05 Revised
Budget. This is mainly brought about by the additional income from
TPS sales.
COMMERCIAL PROPERTIES
The HA's commercial and non-domestic properties comprise 2.30 million
square metres internal floor area (IFA) of premises (including retail,
welfare, kindergartens, flatted factories and others) and some 102 600 car parking spaces. In line with the overall strategy to focus
its resources on the provision of subsidized rental accommodations,
the HA is embarking on a plan to divest a substantial portfolio
of its retail and car parking facilities. The Commercial Properties
Sub-division of the Allocation and Commercial Division manages the
facilities prior to successful divestment. The newly established
Non-domestic Headquarters Section of the Estate Management Division
takes charge of these commercial properties and car parking spaces
that are not divested as well as other non-domestic properties.
Chart
5: Commercial and Non-domestic Properties by Space
Objectives
The objectives of the commercial operation are:
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To divest a majority of the HA's retail and car parking
facilities with a view to withdrawing from non-core operations. |
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To make full use of available resources to improve operation
effectiveness. |
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To maximize the economic contribution of the non-divested
commercial properties. |
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To enhance the operating environment for the non-divested
commercial properties. |
Key Activities
Divestment of Retail and Car Parking Facilities
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To relaunch the public offering of The Link Real Estate
Investment Trust. |
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To support The Link Management Limited (The Link Management)
in managing and maintaining the properties to be divested. |
Improve Operation Efficiency
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To review the mode of operation and management for non-divested
commercial properties. |
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To better administer management contracts of non-divested
shopping centres and car parks. |
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To decentralize the management of the non-divested commercial
properties from headquarters to regional offices. |
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To enhance energy efficiency of commercial properties. |
Maximize Economic Contribution
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To enhance the business competitiveness of non-divested
commercial properties by making reference to the management
practice and performance of The Link Management. |
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To review the overall letting strategy of retail premises,
factory premises and car parks with a view to speeding up
the letting process. |
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To explore alternative uses of large and less popular retail
premises and car parks. |
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To review the operation of and maintenance strategy for
factory estates. |
Enhance Operating Environment
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To prevent abuses of factory units and improve environmental
conditions of HA factory estates. |
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To enhance the environmental conditions and hygiene standard
of non-divested commercial premises. |
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To strengthen environmental control measures including rodent
and mosquito control. |
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To promote environmental hygiene through educational and
publicity programmes. |
Budget
For 2005 / 06, we budget for an income of $4,682 million, against
an expenditure of $3,014 million. An operating surplus of $1,668[7]
million is forecast, up $273 million (20%) compared to that recorded
in the 2004 / 05 Revised Budget[7]. The discontinuation of the free
parking scheme with effect from April 2005 as well as the budgeted
2% increase in rents for retail shops upon tenancy renewal account
for the improved forecast financial performance.
CORPORATE SERVICES
The Corporate Services Division provides a wide range of support
services to facilitate the operation of the HA. These include general
administration, human resources management, legal services, corporate
and community relations, management consultancy / advisory services
and information technology.
Objectives
The objectives of the Corporate Services Division are:
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To make the best use of human resources to meet corporate
goals. |
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To make the best use of IT to support operation of the HA. |
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To work in partnership with customers and other stakeholders. |
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To facilitate operation of the HA through the provision
of general administration, management consultancy, legal and
various supporting services. |
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To promote environmental understanding and practices in
the HA's workplace and PRH estates. |
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To provide an open, fair, transparent and cost-effective
procurement environment. |
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To oversee the financial position of the HA and to provide
financial management and fund management services in support
of various operations. |
Key Activities
Optimize the Use of Human and IT Resources
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To manage human resources in the Housing Department and
keep staffing requirements under regular review having regard
to its changing needs. |
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To organize training for staff to enhance their capabilities
and adaptability to change. |
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To ensure cost-effective and timely delivery of business
application systems, e.g. to complete the Housing Construction
Management Enterprise System. |
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To enhance the effectiveness and efficiency of business
and IT operation, including the use of mobile technology. |
Enhance Partnership and Communications with Customers and Stakeholders
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To build a pro-active corporate image. |
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To strengthen communication with the public through the
newly launched HA Channel and enhance handling of complaints. |
Facilitate Operations
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To provide management consultancy services to support departmental
reform initiatives. |
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To enhance legal support to the Task Force Against Abuses
of Public Housing Resources. |
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To strengthen overall procurement practices and make better
use of private sector resources. |
Financial Management
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To negotiate with the Government new financial and administrative
arrangements having regard to the present day circumstances. |
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To enhance the effectiveness of budgetary management in
the department. |
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To manage the Authority's funds to meet operational
requirements in accordance with approved investment strategies
and guidelines. |
Promote Environmental Friendliness
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To enhance awareness and knowledge about environmental issues. |
Budget
Recurrent expenditure for 2005 / 06 is budgeted at $448.5 million,
representing a 0.3% decrease as compared with the Revised Budget
for 2004 / 05. This is mainly attributed to savings in personal
emoluments and expenditure on maintenance and improvement.
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© 2005 All Rights Reserved
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