Chapter 2 Quality City and Quality Life
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Photo Gallery
Cover Illustration The new Central Government Offices on the harbourfront are designed as an ‘open door’ to depict the administration as open and receptive to new ideas. The offices, which opened in August, are part of a major project at Tamar that houses the Legislative Council Complex and the Chief Executive’s Office and features an abundance of greenery and open space. End-paper Maps Front Hong Kong Special Administrative Region Back Hong Kong and Pearl River Delta Satellite Image Map Events in 2011 This year’s major events included a visit to Hong Kong in August by the Vice-Premier of the State Council, Mr Li Keqiang, pictured, delivering the keynote address at the Forum on the National 12th Five-Year Plan and Economic, Trade and Financial Co-operation and Development between the Mainland and Hong Kong at the Hong Kong Convention and Exhibition Centre. Other major events included visits by foreign dignitaries as well as overseas visits by senior Hong Kong officials – and Guinness World Records. Events in 2011 Top left: The then Chief Secretary for Administration, Mr Henry Tang, calls on Singapore Prime Minister, Mr Lee Hsien Loong, during his trip to the island state in February. Above left: The Chief Secretary for Administration, Mr Stephen Lam, meets the German Federal Minister of Foreign Affairs, Mr Guido Westerwelle, in Berlin in October. Above right: The Chief Executive, Mr Donald Tsang (first row, first right), poses with other world leaders at the Asia-Pacific Economic Co-operation Economic Leaders’ Meeting in Honolulu in November. Right: The Chief Executive welcomes the US Secretary of State, Mrs Hillary Rodham Clinton, at Government House in Hong Kong on July 25. -
Head 95 — LEISURE and CULTURAL SERVICES DEPARTMENT
Head 95 — LEISURE AND CULTURAL SERVICES DEPARTMENT Controlling officer: the Director of Leisure and Cultural Services will account for expenditure under this Head. Estimate 2013–14 .................................................................................................................................... $000.0m$6,538.0 m Establishment ceiling 2013–14 (notional annual mid-point salary value) representing an estimated 8 769 non-directorate posts as at 31 March 2013 rising by 253 posts to 9 022 posts as at 31 March 2014 ......................................................................................................................................... $2,381.8m In addition, there will be an estimated 12 directorate posts as at 31 March 2013 and as at 31 March 2014. Commitment balance ............................................................................................................................. $94.5m Controlling Officer’s Report Programmes Programme (1) Recreation and Sports These programmes contribute to Policy Area 18: Recreation, Programme (2) Horticulture and Amenities Culture, Amenities and Entertainment Licensing (Secretary for Home Affairs). Programme (3) Heritage and Museums This programme contributes to Policy Area 18: Recreation, Culture, Amenities and Entertainment Licensing (Secretary for Home Affairs) and Policy Area 22: Buildings, Lands, Planning, Heritage Conservation, Greening and Landscape (Secretary for Development). Programme (4) Performing Arts These programmes contribute to Policy Area 18: -
Grading of Beach Water Quality Released
Grading of beach water quality released The Environmental Protection Department (EPD) today (July 12) released the latest grading of water quality for 38 gazetted beaches that are open for swimming and one non-gazetted beach (i.e. Discovery Bay*). Fourteen beaches were rated as Good (Grade 1), 18 as Fair (Grade 2) and seven as Poor (Grade 3). Grade 1 beaches are: C h e u L n o g S C o h S a h u i T n u g n B g e W a c n h B e a c h C R h e u p n u g l H s o e m B K a o y k B B e e a a c c h h S t S D t i e s p c h o e v n e ' r s y B e a a y c h S t H a n p l M e u y n M B a i y n B B e e a a c c h h H u n T g o S n h g i F n u g k Y B e e h a B c e h a c h K i T u r T i s o u B i e B a e c a h c h T u K r w t u l n e Y C a o m v B e e B a e c a h c h Grade 2 beaches are: Anglers' Beach Kadoorie Beach Approach Beach Lower Cheung Sha Beach Butterfly Beach Ma Wan Tung Wan Beach Cafeteria New Beach Middle Bay Beach Castle Peak Beach Pui O Beach Clear Water Bay First Beach Shek O Beach Clear Water Bay Second Beach Silverstrand Beach Deep Water Bay Beach South Bay Beach Golden Beach Upper Cheung Sha Beach Grade 3 beaches are: Big Wave Bay Beach Lido Beach Cafeteria Old Beach Silver Mine Bay Beach Casam Beach Ting Kau Beach Hoi Mei Wan Beach *: Discovery Bay is a non-gazetted beach without lifeguard service. -
The Hong Kong Jockey Club Annual Report for the Year Ended 30 June 2009 二○○九年六月三十日止年度年報
The Hong Kong Jockey Club Jockey Hong Kong The Annual Report for the year ended 30 June 2009 二○○九年六月三十日止年度年報 香港賽馬會 Annual Report for the year ended 30 June 2009 二 ○○ 九年六月三十日止年度年報 香港賽馬會 香港跑馬地體育道壹號 The Hong Kong Jockey Club One Sports Road, Happy Valley Hong Kong T: 2966 8111 F: 2890 2946 www.hkjc.com This publication uses paper originating from well-managed forests and controlled/recycled wood 此印刷品紙張源自管理完善的森林及受控/再循環木材 To be a world leader in the provision of horse racing, sporting and betting entertainment, and Hong Kong’s premier charity and community benefactor. Vision 致力提供世界最高水平的賽馬、體育及博彩娛樂,同時 目標 維持全港最大慈善公益資助機構的地位。 To provide total customer satisfaction through meeting the expectations of all Club customers and stakeholders – the racing and betting public; lottery players; Club Members; charities and community organisations; Government; and, ultimately, the people of Hong Kong – and thereby be one of Hong Kong’s most respected organisations. Mission 竭誠令顧客百分百滿意,對於賽馬觀眾、投注人士、獎 使命 券投注者、本會會員、慈善機構、公益團體、香港政 府,以至全港市民,都不能有負所望,務必置身全港最 備受推崇機構之列。 Annual Report photos by The Hong Kong Jockey Club • Stewards and Management portraits by Bobby Lee • Designed by Lilian Design Tang Limited CONTENTS 目錄 HONG KONG JOCKEY CLUB ANNUAL REPORT 2008/09 二○○八/○九年香港賽馬會年報 3 Financial Year Performance Highlights, 財政年度業績概覽、慈善撥款及稅務貢獻 Charitable Appropriation and Tax Contribution 4 Board of Stewards 董事局 5 Chairman’s Statement 主席報告 10 Chief Executive Officer’s Statement 行政總裁報告 17 Hong Kong Jockey Club Organisation 香港賽馬會組織架構 FEATURE STORIES 專題報導 Healing Four feature Sichuan -
The Hong Kong Jockey Club: Oracle Customer Case Study
Oracle Customer Case Study The Hong Kong Jockey Club Improves Risk Management with Real-Time Data Processing “With Oracle TimesTen In-Memory Database, we are able to The Hong Kong Jockey Club analyze the football pool continually and deliver key Hong Kong www.hkjc.com performance data within sub-seconds. The quick response time Industry: has given us a great advantage in managing and mitigating risk Media & Entertainment exposure from our fixed-odds betting operations.” – Dr K.S. Sin, Annual Revenue: Manager, IT Architecture, The Hong Kong Jockey Club US$12,460 million Few things are more thrilling than the thunder of hoofs and the Employees: 4,200 roar of the crowd during a day at the races. Horse racing is the most popular spectator sport in Hong Kong, drawing thousands of Oracle Products & Services: local and international visitors to the Sha Tin and Happy Valley Racecourses between September and June. Oracle TimesTen In-Memory Database Overseeing the revelry is the Hong Kong Jockey Club (HKJC), one of the largest racing organizations in the world. It also Key Benefits: manages the Mark Six Lottery and oversees fixed-odds betting on Enabled continuous analysis of football matches held outside Hong Kong. A unique feature of football pool and facilitated HKJC is its not-for-profit business model, whereby surplus business intelligence activities with real-time data processing earnings are donated to charity. Over the past decade, the Improved risk management organization has given an average of HK$1 billion every year to through close monitoring of hundreds of charities and community projects, ranking it betting activities alongside the Rockefeller Foundation as one of the biggest charity Ensured data integrity at all donors in the world. -
The 2011-12 Policy Address Policy Agenda Policy Agenda
The 2011-12 Policy Address Policy Agenda Policy Agenda Introduction The overall situation in Hong Kong has been improving continuously after the fi nancial tsunami. During the fi rst half of this year, our economy has grown by 6.3%, with unemployment dropping to the latest low level of 3.2% in June-August this year. In the past few years, the Government’s priorities have been to narrow the wealth gap and support the working-poor households so as to enable everyone to share the fruits of economic prosperity. The minimum wage policy was formally implemented in May this year following the passage of the relevant bill and approval of the initial statutory minimum wage rate by the Legislative Council. The introduction of a minimum wage can raise the wage levels of low- income workers, which is vital in alleviating poverty. In addition, the introduction of a territory-wide Work Incentive Transport Subsidy Scheme for employed persons from low-income households, the return of fi scal surplus to the public and various relief measures announced in the Budget are expected to be effective in improving the situation of low-income families. Housing has been a major social issue during the past year. In the face of the rising prices of private residential properties in recent years, people have become increasingly concerned about the challenges to home ownership. A healthy and stable property market is in the 2 interest of the community as a whole. The measures introduced last year and earlier this year to increase land supply to tackle the problem at source, combat speculative activities, enhance the transparency of property transactions, and prevent excessive expansion in mortgage lending have been effective. -
Grading of Beach Water Quality Released
Grading of beach water quality released The Environmental Protection Department (EPD) today (August 27) released the latest grading of water quality for 39 gazetted beaches (see Note 1) and one non-gazetted beach (i.e. Discovery Bay, see Note 2). Twenty-two beaches were rated as Good (Grade 1), 15 as Fair (Grade 2) and three as Poor (Grade 3). Grade 1 beaches are: Cafeteria New Beach Repulse Bay Beach* Cheung Chau Tung Wan Beach* Shek O Beach* Chung Hom Kok Beach Silverstrand Beach* Clear Water Bay First Beach South Bay Beach Clear Water Bay Second Beach* St Stephen's Beach Discovery Bay Stanley Main Beach* Golden Beach* Tai Po Lung Mei Beach* Hap Mun Bay Beach* Tong Fuk Beach Hung Shing Yeh Beach* Trio Beach Kiu Tsui Beach Turtle Cove Beach Lo So Shing Beach Upper Cheung Sha Beach Grade 2 beaches are: Anglers' Beach Kwun Yam Beach Approach Beach Lido Beach* Cafeteria Old Beach Lower Cheung Sha Beach Casam Beach* Ma Wan Tung Wan Beach* Castle Peak Beach Middle Bay Beach Deep Water Bay Beach* Pui O Beach* Hoi Mei Wan Beach Ting Kau Beach Kadoorie Beach Grade 3 beaches are: Big Wave Bay Beach* Silver Mine Bay Beach* Butterfly Beach* Compared with the grading released last week, Cheung Chau Tung Wan Beach, Clear Water Bay Second Beach, Kiu Tsui Beach, Silverstrand Beach and Tai Po Lung Mei Beach have been upgraded from Grade 2 to Grade 1; Casam Beach and Ting Kau Beach from Grade 3 to Grade 2. Middle Bay Beach has been changed from Grade 1 to Grade 2. -
PWSC(2014-15)3 on 8 April 2014
For discussion PWSC(2014-15)3 on 8 April 2014 ITEM FOR PUBLIC WORKS SUBCOMMITTEE OF FINANCE COMMITTEE HEAD 704 – DRAINAGE Environmental Protection – Sewerage and sewage treatment 401DS – Feasibility study on relocation of Sham Tseng sewage treatment works to caverns Members are invited to recommend to the Finance Committee the upgrading of 401DS to Category A at an estimated cost of $39.2 million in money-of-the-day prices for carrying out a feasibility study on relocation of Sham Tseng sewage treatment works to caverns. PROBLEM We need to ascertain the feasibility for the relocation of Sham Tseng sewage treatment works (STSTW) to caverns in order to release the existing site for housing or other uses. PROPOSAL 2. The Director of Drainage Services, with the support of the Secretary for Development, proposes to upgrade 401DS to Category A at an estimated cost of $39.2 million in money-of-the-day (MOD) prices for carrying out a feasibility study and the associated site investigation works on relocation of STSTW to caverns. /PROJECT ….. PWSC(2014-15)3 Page 2 PROJECT SCOPE AND NATURE 3. We propose to upgrade 401DS to Category A, comprising – (a) detailed engineering feasibility study including relevant preliminary technical and impact assessments1, preparation of an outline design of engineering works, formulation of implementation strategies and programmes etc. for relocation of STSTW to caverns and the associated works2; (b) planning review with broad technical assessment of the future land use of the existing site of STSTW for the purpose of establishing a business case for the relocation proposal; (c) public engagement (PE) and consultation exercises with relevant stakeholders; and (d) site investigation and other investigations3. -
Replies to Initial Written Questions Raised by Finance Committee Members in Examining the Estimates of Expenditure 2006-07
Replies to initial written questions raised by Finance Committee Members in examining the Estimates of Expenditure 2006-07 Director of Bureau : Secretary for Home Affairs Session No. : 6 Reply Question Name of Member Head Programme Serial No. Serial No. Subvention: Equal HAB001 0098 LI Kwok-ying 53 Opportunities Commission and Office of the Privacy Commissioner for Personal Data Subvention: Hong Kong HAB002 0099 LI Kwok-ying 53 Academy for Performing Arts, Hong Kong Arts Development Council and Hong Kong Sports Institute Limited District and Community HAB003 0169 CHEUNG Hok-ming 53 Relations District and Community HAB004 0170 CHEUNG Hok-ming 53 Relations HAB005 0210 LAU Wai-hing, Emily 53 Rights of the Individual HAB006 0211 LAU Wai-hing, Emily 53 Rights of the Individual HAB007 0212 LAU Wai-hing, Emily 53 Rights of the Individual HAB008 0213 LAU Wai-hing, Emily 53 Information Policy District and Community HAB009 0214 LAU Wai-hing, Emily 53 Relations HAB010 0628 LAU Wai-hing, Emily 53 Culture Subvention: Equal HAB011 0648 LAU Wai-hing, Emily 53 Opportunities Commission and Office of the Privacy Commissioner for Personal Data Subvention: Equal HAB012 0649 LAU Wai-hing, Emily 53 Opportunities Commission and Office of the Privacy Commissioner for Personal Data HAB013 0651 LAU Wai-hing, Emily 53 Rights of the Individual HAB014 0652 LAU Wai-hing, Emily 53 Rights of the Individual HAB015 0653 LAU Wai-hing, Emily 53 Culture Reply Question Name of Member Head Programme Serial No. Serial No. HAB016 0654 LAU Wai-hing, Emily 53 Culture Subvention: -
Feasibility Study on Relocation of Sham Tseng Sewage Treatment Works To
CB(1)1100/13-14(03) For discussion on 25 March 2014 Legislative Council Panel on Development 401DS – Feasibility study on relocation of Sham Tseng sewage treatment works to caverns 402DS – Feasibility study on relocation of Sai Kung sewage treatment works to caverns 195WC – Feasibility study on relocation of Diamond Hill fresh water and salt water service reservoirs to caverns PURPOSE This paper seeks Members’ support on the proposals to upgrade 401DS, 402DS and 195WC to Category A at an estimated cost of $39.2 million, $40.6 million and $46.0 million respectively in money-of-the-day (MOD) prices to carry out feasibility studies on relocation of Sham Tseng sewage treatment works (STSTW), Sai Kung sewage treatment works (SKSTW) and Diamond Hill fresh water and salt water service reservoirs (DHSRs) to caverns. PROJECT SCOPE AND NATURE 2. The scope of 401DS (the STSTW Study) and 402DS (the SKSTW Study), which we propose to upgrade to Category A, comprises – (a) detailed engineering feasibility studies including relevant preliminary technical and impact assessments1, preparation of an outline design of engineering works, formulation of implementation strategies and programmes etc. for relocation of STSTW and SKSTW to caverns and the associated works2; 1 The preliminary technical and impact assessments cover sewage and sludge treatments, sewerage, geotechnical, environmental, drainage, traffic, waterworks, utilities, land requirement and land use aspects. 2 The associated works include – (a) rehabilitation, modification or improvement of the upstream sewerage in relation to relocation of STSTW and SKSTW to caverns; (b) rehabilitation, modification or improvement of the existing submarine outfalls or construction of new outfalls for connecting with the relocated STSTW and SKSTW; (c) demolition of the existing STSTW and SKSTW; and (d) ancillary works. -
Policy Agenda
Chapter 7 Youth, Sport, Arts and Culture Preamble Young people are precious assets of our society and our future. Our youth development policy will focus on creating opportunities for them and helping them to realise their potential. We will continue to partner with relevant NGOs to foster a culture of multi-faceted excellence and offer multiple avenues for young people to pursue their studies, career and interests. Engaging the Commission on Youth, uniformed groups and NGOs, we aim to enhance our networking with young people, promote positive values amongst them and facilitate their overall development. The Government’s policy for developing sport in Hong Kong is threefold - to promote sport in the community, to support elite sport, and to maintain Hong Kong as a centre for major international sports events. Underlying these objectives is the view that participation in sport contributes significantly to good physical and psychological health, and provides a basis for social interaction and a sense of belonging to the community. On culture and the arts, our vision is to develop Hong Kong into an international cultural metropolis with a distinct identity grounded in Chinese traditions and enriched by different cultures. We are providing opportunities for wide participation in culture and the arts; offering opportunities for those with potentials to develop artistic 113 talents; supporting the preservation and promotion of our traditional cultures (including intangible cultural heritage) while encouraging artistic creation and innovation; and developing Hong Kong into a prominent hub of cultural exchanges. We will continue to strengthen our cultural software to tie in with the development of the West Kowloon Cultural District (WKCD). -
亞洲體康學報十八卷一期 Asian Journal of Physical Education & Recreation Vol.18 No.1
亞洲體康學報十八卷一期 Asian Journal of Physical Education & Recreation Vol.18 No.1 58 59 亞洲體康學報十八卷一期 Asian Journal of Physical Education & Recreation Vol.18 No.1 in Hong Kong. All these structural changes are critical Sport Policy in Australia to the mass sport participation and elite development of Hong Kong. In this paper, the current sport Sport administrative structure administrative system, mass sport participation and elite In Australia, the government is committed to invest sport development of Australia and Singapore would be more efforts in promoting mass sport participation as well contrasted with Hong Kong. Australia was chosen because as elite sport (ASC, 2009). On behalf of the Australia Australia has outstanding performance for the elite sport Government, the Australian Sports Commission (ASC) development and sport for all campaign respectively (ASC, allocated funding to individual national sport organizations (NSOs) 2009). to enhance the mass sport participation and develop elite sport (ASC, 2007a). The ASC has provided varies services Singapore has a very similar situation with Hong including elite coaching, sport science, sport information, Kong especially in population structure and economic sport education, development of sports participation and status. She has been very successful in developing a wide funding program to NSOs (ASC, 2007b). The ASC range sports and recreational activities for their citizens. consists of the Sport Performance and Development Development of sport industry is also one of the main division, Community Sport division and Australia Institute streams in their targeted strategic approach. In this paper, of Sport (AIS), and other units (figure 1) to excel in sport administrative structures, the allocation of public both mass and elite sport development.