Works Bureau

In the past year, we have been working on 30 pledges, of which:

The following sets out the detailed report for each main programme area.

Managing the Delivery of Public Works

Year Pledge Present Position
Action Completed
1996 1. To improve our consultation and planning procedures to explain major projects to the public and win their support. We have promulgated new administrative arrangements for fast-track, parallel action for public consultation under three separate statutory procedures. We have identified the common reasons for public objections to projects and the typical time required to resolve or overcome the objections. We have issued instructions requiring earlier public consultation so as to allow adequate time for resolution in accordance with current procedures.
1995 2. To expand and upgrade the Public Works Management System in 1996-97, at a cost of $25illion, and provide an additional 40 computer terminals. To train 400 staff a year to ensure the most effective use of the system. We completed the expansion and upgrading of the Public Works Management System in October 1996 with an additional 40 computers being installed. Over 400 staff underwent training in classroom and through self-training packages. Further improvement of the computing software in the system is being carried out.
1992 3. To spend $78 billion (1992 prices) on capital works by 1996-97 (44% more in real terms than in the previous five years), in addition to the Government's spending on Airport Core Programme (ACP) projects. From 1992 to 31 March 1997, we spent $74.3 billion (December 1992 prices), which was $3.7illion, or about 5%, less than the target. The under- spending is mainly due to delayed commencement of port and harbour reclamation projects, beyond our control. Nonetheless, we have achieved the target expenditure of $78 billion by 30 June 1997.
Action in Progress : On Schedule
1996 4. To continue to improve resource management in the Public Works Programme (PWP) in 1997-98 in order to keep underspending on public works projects down to around 5%. We have achieved good progress by further reducing under-expenditure on works projects in the PWP to 6.1% in 1996-97. We have identified the main causes of under-expenditure, and issued guidelines to works departments to improve programme and expenditure forecasts and enhance monitoring of progress of projects under planning and design.
1996 5. To improve in 1997-98 value-for-money in public works contracts by undertaking value management studies on major public works projects to eliminate unnecessary costs while maintaining the necessary functions, quality and performance of the end product. We have set up a steering committee to monitor the implementation of value management studies in public works contracts. Ten officers have been trained to become facilitators for value management workshops. We have carried out 14 value management workshops for major public works items. Architectural Services Department has introduced value management techniques into the implementation process for appropriate projects.
On-going Commitment
1996 6. To streamline government procedures for clearance and land resumption to ensure that land is available for projects to start on schedule. We have agreed within the Administration the means to achieve the objective. Lands Department has developed a prototype computerised staff resource model to predict the demand for, and assist in the programming of, land acquisition.


Improving the Quality of Service

Year Pledge Present Position
Action Completed
1995 1. To ensure close liaison between works departments and the River Training Section in the Lands Department in dealing with land clearance and resumption for the major river training flood control programmes. We have established dedicated teams in Lands Department for resumption and clearance of land for the major river training projects. We have reached a permanent inter-departmental agreement on the procedures for, and the sequence of, gazetting flood control projects under multiple ordinances. We have also agreed the policy on, and procedures for, wetlands compensation for people affected by flood control or other PWP projects.
Action in Progress : On Schedule
1996 2. To make the necessary organisational changes following the first phase of the management review of the Water Supplies Department so that the department can operate more flexibly and efficiently. To complete the second phase of the management review in 1997. Of the 15 recommendations made in the first phase of the review, four items have been implemented, including the production of a "Departmental Plan" incorporating the various efficiency initiatives. Another four items are being implemented and seven items are under planning. The second phase of the management review has been completed.
1996 3. To work on Phases 2 and 3 of a three-phase strategy to map digitally all of Water Supplies Department's underground assets and to assess the overall condition of the network, future capital investment and operating costs. To complete Phase 2 in July 1997. Phase 2 of the strategy has been completed. The underground asset management study has been concluded with the production of a 20-year underground asset strategic management plan. A computer platform for digitizing the watermain record plans has been selected. Actual data conversion work has commenced and is expected to be completed by end 1998.
1996 4. To improve traffic mobility in 1997 by introducing a computerised road opening works management system in Highways Department to ensure that such projects are well co-ordinated, carried out efficiently and completed on time. We awarded a turnkey contract in August 1996 for the design and provision of a computerised utility management system. By September 1997, an initial version of the utility management system is being put into trial use in part of the territory.
On-going Commitment
1996 5. To strengthen quality management systems in public works projects by ensuring that all major consultants and contractors are certified to International Organisation for Standardisation (ISO) 9000 standards. There has been good progress in obtaining ISO 9000 certification by major consultants and contractors. About 70% of the consultants and 80% of the contractors on the government Approved Lists have obtained certification.


Completing the Airport Core Programme

Year Pledge Present Position
Action Completed
1995 1. To award, in 1996-97, the remaining principal contracts and the bulk of the subcontracts for the Airport Core Programme (ACP). These include the North Lantau refuse transfer station, the air mail centre, and the ground transportation centre for the new airport. All principal contracts and the bulk of the subcontracts for the ACP have been awarded.
1994 2. To complete substantially the roadworks between the new airport island and Kowloon in 1995-96. The roads between the airport island and Kowloon were fully opened to traffic in May 1997.
Action in Progress : A Pledge to Catch Up
1994 3. To proceed with the new airport passenger terminal building and associated airfield works. As at August 1997, building works for the passenger terminal building are 89% completed. Building services, fitting out and systems contracts for the passenger terminal building are in progress. Recovery measures are in place to complete the works in time to tie in with airport opening in April 1998.
1995 4. To continue to monitor closely the progress of the ten ACP projects, costing a total of $158.2illion; to ensure that, as far as possible,   
     
  • the seven ACP projects directly funded by the Government are completed before 30 June 1997;
Of the seven projects, five were substantially completed before 30獱une 1997, including North Lantau Expressway, Lantau Link, Route 3 (Tsing Yi and Kwai Chung section), West Kowloon Expressway, and the Central Reclamation Phase?, while completion of the infrastructural works supporting the Hong Kong Station are scheduled for June 1998 to tie in with the opening of the Airport Railway.

As at August 1997, Tung Chung Development Phase? was 95% completed since completion of the refuse transfer station has been rescheduled to March 1998 to tie in with the April 1998 target opening date of the new airport. West Kowloon Reclamation was 99.6% completed due to rescheduling of some works to cope with the site conditions. The rescheduling will have no impact on the overall ACP objectives.

     
  • the Western Harbour Crossing is completed before 30 June 1997;
The Western Harbour Crossing was completed and opened to traffic in April 1997.
     
  • the new airport at Chek Lap Kok will open in April 1998; and
The new airport was 81% completed as at August 1997. Recovery measures are in place to ensure opening of the new airport in April 1998.
     
  • the Airport Railway will start operation no later than June 1998.
The Airport Railway is 86% completed as at August 1997. Recovery measures are in place to ensure completion of the Airport Railway by June 1998.
1994 5. To build the infrastructure for Tung Chung New Town, including roads, drains, sewerage and watermains, in 1995-96. The refuse transfer station has been rescheduled to complete in March 1998 to tie in with opening of the new airport in April 1998. The other infrastructure for Tung Chung New Town have been completed.


Slope Maintenance

Year Pledge Present Position
Action Completed
1996 1. To step up maintenance of slopes that affect public roads. Annual maintenance inspection and repair for slopes affecting public roads were completed. Maintenance standards of the slopes have been raised in accordance with the enhanced standards promulgated in mid-1996.
1996 2. To complete in 1996-97 implementation of the following three recommendations made by Professor Morgenstern: These three recommendations made by Professor Morgenstern have been implemented.
     
  • measurement of masonry wall thickness;
  • development of an inspection programme for underground pipes affecting slopes; and
  • establishment of a Technical Review Board
  
1995 3. To speed up work on the Landslip Preventive Measures Programme by employing additional staff in the Geotechnical Engineering Office and increasing the use of consultants. Up to September 1997, 48 professional staff and 17 consultancies have been employed to work on the Landslip Preventive Measures Programme. Additional consultancies will be employed on a need basis.
Action in Progress : On Schedule
1996 4. To carry out a second round of inspections of roadside slopes by engineers in January 1997, update our slope inventory and improve maintenance, thereby enhancing the safety of road users. The roadside slope inventory was updated. 30% of the second round of roadside slope inspection was completed.
1996 5. To complete an initial screening of the 400 slopes adjacent to schools by the end of 1996, and to further investigate the screened slopes to identify those which require upgrading. Initial screening of the 400 slopes adjacent to schools was completed. Of these, 140 were identified for further investigation; eight consultancies have been awarded by end April 1997 to deal with the slopes.
1994 6. To update our information on slopes to pinpoint areas where action is most urgently needed. Up to September 1997, field parameters of 38?00 man-made slopes out of an estimated total of 60?00 were collected in the New Slope Catalogue. A new system for classifying the priority for soil cut slope, fill slopes, rock cut slopes and retaining walls have been introduced in 1996. Additional data for 19?00 slopes have been collected for the application of this new system.
On-going Commitments
1996 7. To implement the remaining two of the recommendations made by Professor Morgenstern as on-going long-term undertakings:

  • development of an integrated approach to slope stability assessment; and

  • research into improved means of site characterisation.
Consultants were commissioned to develop an integrated approach to slope stability assessment. Detailed studies of selected landslides are underway. Phase 2 of the research into improved means of site characterisation was completed and Phase 3 is now underway.
1995 8. To identify systematically the responsibility for maintaining all the man-made slopes in the territory. The maintenance parties for 15?00 man-made slopes out of an estimated total of 60?00 have been identified.
1995 9. To encourage the inspection by private owners of buried drains and water pipes on private lots which may affect slope stability. Enforcement action under the new provision of the Buildings Ordinance commenced. A Code of Practice on inspection/repair of buried pipes was issued in November?996. We dealt with 30 filled slopes which were accorded priority; 15 of them were served with statutory orders and default cases were handled.
1995 10. To increase the inspection and repair of public drains and water supply pipes which may affect slope stability. Up to September 1997, Architectural Services Department has completed 80% inspection, and Housing Department has inspected 38 estates and has been repairing the defective pipes. Drainage Services Department, Highways Department and Water Supplies Department are working through consultancies to inspect and repair their public drains and water pipes.


Construction Site Safety

Year Pledge Present Position
Action Completed
1996 1. To further enhance site safety and to protect workers employed in public works projects by introducing a Pay for Safety Scheme in all major public works contracts, an Independent Safety Audit Scheme to be managed by the Occupational Safety and Health Council, and sanctions against contractors who fail to meet the required safety standards. A total of 95 works contracts have been included in the Pay for Safety Scheme and 36 contracts in the Independent Safety Audit Scheme. Review of the two schemes are in progress. Contractors' site safety performance are under close monitoring and those with persistently poor records will be suspended from tendering.
On-going Commitment
1993 2. To work together with the private sector, through the Construction Advisory Board, to transform safety attitudes throughout the workforce. An action plan is being developed by the Construction Advisory Board Safety Committee. The Hong Kong Construction Association has been invited to encourage members to monitor the safety performance of sub-contractors.


Preparing for the Transition

Year Pledge Present Position
Action Completed
1996 1. To strengthen communication with our mainland counterparts on water supply and the planning and construction of infrastructure projects that have cross boundary implications. A series of high-level negotiations with the Guangdong Authority on long-term improvements to water quality and supply quantity arrangement had commenced. Regular working-level contacts were made to resolve problems associated with variation in the daily water supply quantity and quality.
On-going Commitment
1995 2. Through the Construction Advisory Board, to encourage the construction industry in Hong Kong to work with their mainland counterparts to recognise common technical standards based upon internationally accepted specifications and norms. A task group was formed under the Construction Standards Committee of the Construction Advisory Board to align the standards for UPVC pipes and fittings used in Hong Kong with international standards. A Mainland - Hong Kong seminar on engineering and construction standards was held in Beijing in April 1997. A revised "Construction Standards Used in Hong Kong" and an English-Chinese glossary of local construction terms have been published.


Progress Report