Editorial Committee Arthur STARLING
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Hospital Authority Annual Plan 2005/06 I
HOSPITAL AUTHORITY ANNUAL PLAN 2005/06 Table of Contents EXECUTIVE SUMMARY 1 PLANNING BACKGROUND 1. Introduction 10 2. Review of Progress 13 3. Planning Environment 14 4. Budget Allocation 17 MAJOR DIRECTIONS AND PROGRAMME INITIATIVES FOR 2005/06 HA ANNUAL PLAN 5. Major Directions for HA Annual Plan 2005/06 20 6. Improving Population Health 22 7. Enhancing Organisational Performance 25 8. Enhancing Healthcare System Sustainability 30 9. Improving Service Quality and Clinical Governance 34 10. Building Human Resources Capability 40 CLUSTER PLANS 11. Hong Kong East Cluster 45 12. Hong Kong West Cluster 50 13. Kowloon East Cluster 54 14. Kowloon Central Cluster 58 15. Kowloon West Cluster 62 16. New Territories East Cluster 66 17. New Territories West Cluster 70 Hospital Authority Annual Plan 2005/06 i Table of Contents APPENDICES Appendix 1: List of Public Hospitals and Institutions 74 Appendix 2: List of Ambulatory Care Facilities 75 Appendix 3: Background Information on Hospital Authority 79 Appendix 4: Statistics of the Controlling Officer’s Report 81 ii Hospital Authority Annual Plan 2005/06 Executive Summary OVERVIEW 1. The Hospital Authority (HA) is responsible for delivering a comprehensive range of hospital, outpatient and community-based services through its network of healthcare facilities. As part of its commitment to enhance accountability and transparency to the community, it has been publishing its Annual Plan since 1992/93, which provides a structured mechanism for the organisation to turn its corporate vision and directions into strategies, goals and operational targets. 2. There are a number of major changes in the external and internal environment of HA that shape the major directions adopted and presented in this Annual Plan for 2005/06: (a) Key people changes after the SARS epidemic could have important bearings on the healthcare environment as well as the work of HA. -
Infrastructure Development and Heritage Conservation
213 Chapter 12 Infrastructure Development and Heritage Conservation While developing the infrastructure for Hong Kong’s economic growth, the Government is enriching the city’s living environment at the same time through conservation and revitalisation. Organisational Framework The Development Bureau was established on July 1, 2007 following the reorganisation of the Government Secretariat’s Policy Bureaux. It consists of two policy branches: Planning and Lands, and Works. The Development Opportunities Office was set up under the Bureau in 2009. The Planning and Lands Branch is responsible for policy governing planning, development, land use and supply, urban renewal, building safety, and land registration. Its policy objectives are to facilitate Hong Kong’s continual development through effective planning and use of land, a steady and sufficient supply of land, efficient registration of land, promoting and ensuring building safety and timely maintenance, and expediting urban renewal. The Works Branch is responsible for formulating public works policies and co-ordinating and monitoring the implementation of public works projects. It also takes charge of policy matters concerning greening, water supply, slope safety, and flood prevention as well as heritage conservation. The Development Bureau oversees the Planning Department, Lands Department, Buildings Department, Land Registry, Architectural Services Department, Civil Engineering and Development Department, Drainage Services Department, Electrical and Mechanical Services Department, and Water Supplies Department. The reorganisation of these nine government departments under one roof ensures more efficient co-ordination and resolution of inter-departmental issues relating to infrastructure development at an early stage. The Development Bureau is also responsible for enhancing the Government’s heritage conservation work and striking a balance between development and 214 Infrastructure Development and Heritage Conservation conservation. -
Service Setting Briefing Social Work in Medical Setting (MSS& MSP) Rundown
Service Setting Briefing Social Work in Medical Setting (MSS& MSP) Rundown 3:30-4:30 • Mutual Introduction • Brief Overview of Social Work Services in Hong Kong Medical Settings • Exercise 4:30-4:45 • Do’s and don’ts in medical settings 4:45-5:00 • Useful Resources • Related Training and Orientation • Mid-Placement Sharing Where are you posted? • Adolescent Medical Centre, QEH • Patient Resource • Ap Lei Chau Clinic Centre, QEH • CancerCare & Support, • MSSU (HA), KH (+HK QMH Eye Hospital) • Community & Patient • MSSU (Psy.), PYH Resource Department, • MSSU (Psy.), YFSPC PYH • Health Resource Centre, YCH Where are you posted? Implication? Clustering of HA Service Hong Kong West Cluster • Grantham Hospital • MacLehose Medical Rehabilitation Centre • Queen Mary Hospital • The Duchess of Kent Children's Hospital at Sandy Bay • Tsan Yuk Hospital • Tung Wah Group of Hospitals Fung Yiu King Hospital • Tung Wah Hospital • Why should I be bothered by things happening in HA? • I’m a social worker doing social work in a medical setting only HA Strategic Plan 2017-2022 • Provide patient-centred care: ensuring patients have timely access to high quality and responsive services which place patients firmly at the heart of their care 1. Improving Service Quality 2. Optimizing Demand Management Hospital/Clinic = Secondary Setting => Meaning to me?? Improving Service Quality • Promote day services to reduce reliance on inpatient care • Strengthening service coordination and collaboration through the development of cluster/network-based service • Enhancing community-based care • Promote partnership with patients by empowering patients for self-care, engaging patients in shared decision-making about their care… Optimizing Demand Management • Raise the capacity of priority services of HA, particularly for high demand services having regard to the projected demand arising from a growing and ageing population… • Share out the demand with community partners, such as through public-private partnerships C.R.1 24/8/2018 Pt’s e. -
活化@Heritage Issue No. 11
From: 活化歷史建築通訊 A Newsletter on Revitalisation To: Our friends Date: Issue No.11 February 2010 歷史建築以饒宗頤教授命名 以推廣中國文化藝術為宗旨的原荔枝角醫院活化項目,將會以國學大師饒宗 頤 教 授 命 名。 以饒教授為名譽會長的香港中華文化促進中心,將會把原荔枝角醫院的歷史 建 築 群 化 身 為「饒 宗 頤 文 化 館 — 香港文化傳承中心」,推動國情教育、通識 教育,並促進文化欣賞,陶冶性情等活動。項目是發展局第一期「活化歷史建 築伙伴計劃」的六個獲選計劃之一。 發展局局長林鄭月娥日前拜會饒宗頤教授。她表示命名旨在表揚饒教授的超 卓成就及貢獻。她說原荔枝角醫院的活化項目旨在鬧市中建設一個融合自然 環境的文化園林,使訪客在休閒中增長知識,瞭解中國歷史。這與饒教授多年 來在學術和藝術領域作育英才的宏願相呼應。 Historic Building named in honour of Professor Jao Tsung-I 饒宗頤教授與發展局局長林鄭月娥。 Professor Jao Tsung-I with Mrs Carrie Lam, The former Lai Chi Kok Hospital – to be revitalised into a centre to promote Chinese Secretary for Development. arts and culture – will be named after the renowned Chinese scholar Professor Jao Tsung-I. The former hospital is to be transformed into the Jao Tsung-I Academy by the Hong Kong Institute for Promotion of Chinese Culture (HKIPCC), of which Professor Jao is the Honorary President. The project is one of six successful applications under Batch I of the Revitalising Historic Buildings Through Partnership Scheme of the Development 活化後的建築群將融入中國園林主題。 Bureau. The revitalised premise will incorporate Chinese garden motifs. 發展局文物保育專員辦事處 Commissioner for Heritage’s Office 1 Development Bureau 饒宗頤教授是享負盛名的國學大師,從事學術研究和藝術創作超過八十 年。饒 教 授 治 學 範 圍 廣 泛,涉及 文、史、哲、藝 各 個 領 域,集 歷 史 學 家、考 古 學 家、文 學 家、經 學 家、教 育 家 和 書 畫 家 於 一 身。年 屆 九十 多 歲 的 饒 教 授近年仍創作不斷,例如以古意渾穆的筆法製作裝置於大嶼山的「心經簡 林」。饒教授曾先後於香港大學、新加坡大學及香港中文大學任教,並獲 多所著名學府委任為客座教授。 政府將於今年第二季就「饒宗頤文化館」活化工程向立法會申請撥款,整 個項目可望在2012年 中 落 成。 The Secretary for Development, Mrs Carrie Lam, recently met with Professor Jao. -
Note for Public Works Subcommittee of Finance Committee
For information PWSCI(2011-12)8 NOTE FOR PUBLIC WORKS SUBCOMMITTEE OF FINANCE COMMITTEE Forecast of submissions for the 2011-12 Legislative Council session This note gives an overview of the potential capital works items to be submitted to the Public Works Subcommittee in the 2011-12 Legislative Council session. 2. The pool of items that may be ready for submission to the Public Works Subcommittee before the 2012 summer recess totals 65 as listed in ——— Enclosure 1. To enable Members to have a better understanding of the items, we ——— have provided supplementary information on each item at Enclosure 2 following the same order presented in Enclosure 1. 3. The Administration will try to adhere to the targets as much as possible. However, programme changes arising during the design, statutory gazettal and objections, and consultation stages, etc. are expected. We will account for deviations from the current forecast in a year-end report for Members’ reference. 4. Members are also invited to note that funding under 161DR “Restoration of Shuen Wan Landfill―post-completion environmental monitoring work” for the environmental monitoring work at the Shuen Wan Landfill, which is currently funded under the Capital Works Reserve Fund (CWRF), will lapse in December 2011. With more operational experience gained in landfill management, it has become clearer to the Administration that the post-completion environmental monitoring work involves mainly on-going monitoring of landfill gas and leachate pollution of closed landfills through existing landfill gas and leachate management systems. We therefore consider that the expenditure of the monitoring work is more akin to a recurrent commitment rather than a works project in nature. -
Agreement No. TD 50/2007 Traffic Study for Mid-Levels Area
Agreement No. TD 50/2007 Traffic Study for Mid-Levels Area Executive Summary 半山區發展限制範圍 研究範圍 August 2010 Agreement No. TD 50/2007 Executive Summary Traffic Study for Mid-Levels Area TABLE OF CONTENTS Page 1. INTRODUCTION 1 1.1 Background 1 1.2 Study Objectives 2 1.3 Study Approach and Process 3 1.4 Structure of this Executive Summary 3 2. EXISTING TRAFFIC CONDITIONS 4 2.1 Review of Available Transport Data 4 2.2 Supplementary Traffic Surveys 4 2.3 Existing Traffic Situation 5 3. REDEVELOPMENT POTENTIAL IN MID-LEVELS 8 3.1 Identification of Potential Redevelopment Sites 8 3.2 Maximum Permissible GFA of the Potential Redevelopment Sites 9 3.3 Establishment of Redevelopment Scenarios 10 4. TRAFFIC IMPACT ASSESSMENTS 13 4.1 Transport Model Development 13 4.2 Redevelopment Traffic Generation 14 4.3 Junction Performance Assessments 15 4.4 Effects of West Island Line 17 5. TRAFFIC IMPROVEMENT PROPOSALS 18 5.1 Overview 18 5.2 Proposed Improvement Measures 18 5.3 Measures Considered But Not Pursued 20 6. REVIEW OF THE MID-LEVELS MORATORIUM 22 6.1 Overview 22 6.2 Lifting the MM 22 6.3 Strengthening the MM 23 6.4 Alternative Means of Planning Control 23 6.5 Retaining the MM 24 7. CONCLUSION 25 7.1 Recommendations 25 7.2 Way Forward 26 LIST OF TABLES Page Table 2.1 Summary of Surveys Undertaken 4 Table 2.2 Comparison of Key Demographic and General Traffic Characteristics in Mid-Levels, Happy Valley and Braemar Hill 6/7 Table 3.1 Potential Redevelopment Sites by Type of Lease and Land Use Zoning 8 Table 3.2 Maximum Permissible GFA of the Potential Redevelopment Sites 9 Table 3.3 Summary of Redevelopment Scenarios 10 i Agreement No. -
Stormwater Drainage Master Plan Study in Northern Hong Kong Island
Stormwater Drainage Master Plan Study in Northern Hong Kong Island PROJECT PROFILE DRAINAGE IMPROVEMENT IN NORTHERN HONG KONG ISLAND HONG KONG WEST DRAINAGE TUNNEL Drainage Improvement in Northern Hong Kong Island - Project Profile Hong Kong West Drainage Tunnel CONTENTS 1. BASIC INFORMATION........................................................................................................................ 1 1.1 PROJECT TITLE .................................................................................................................................... 1 1.2 PURPOSE AND NATURE OF PROJECT .................................................................................................... 1 1.3 NAME OF THE PROJECT PROPONENT.................................................................................................... 1 1.4 LOCATION AND SCALE OF PROJECT ..................................................................................................... 1 1.5 NUMBER AND TYPES OF DESIGNATED PROJECTS TO BE COVERED BY THE PROJECT PROFILE ............. 2 1.6 NAME AND TELEPHONE NUMBER OF CONTACT PERSON ..................................................................... 2 2. OUTLINE OF PLANNING AND IMPLEMENTATION PROGRAMME....................................... 2 2.1 RESPONSIBILITY OF PARTIES................................................................................................................ 2 2.2 PROJECT TIME TABLE......................................................................................................................... -
Application to Become a Member of the Alliance for Healthy Cities Southern District, Hong Kong Special Administrative Region People’S Republic of China
Application to become a Member of The Alliance for Healthy Cities Southern District, Hong Kong Special Administrative Region People’s Republic of China The Healthy Cities initiatives employ the overall strategy of making use of “intersectoral action and community participation to integrate health protection and health promotion activities and transform health determinants for the better”1, health determinants referring to the different factors that determine the health status of people. The Southern District fully agrees with this approach and is committed to employing this strategy to improve the physical and social environments in a sustainable manner, and to fully utilize those community resources which encourage residents to support each other in improving their health and quality of life and in developing toward their full potential, so as to transform the Southern District into a healthy city. In view of the above, the Southern District would like to apply for membership of The Alliance for Healthy Cities. District Profile 2. There are a total of 18 districts in the Hong Kong Special Administrative Region (HKSAR) distributed in the New Territories, Kowloon and Hong Kong Island. Amongst the four districts situated on Hong Kong Island, the Southern District occupies the most space, with an area of around 4000 hectares which is nearly half of the Island’s area, and enjoys the lowest population density. 3. The Southern District is as varied and interesting as it is vast. It is home to the University of Hong Kong Faculty of Medicine, one of only two medical schools in Hong Kong, as well as Cyberport, Hong Kong’s IT flagship. -
Batch III of Revitalising Historic Buildings Through Partnership Scheme Press Conference
Batch III of Revitalising Historic Buildings Through Partnership Scheme Press Conference 7 October 2011 Background of Revitalising Historic Buildings Through Partnership Scheme z In the 2007-08 Policy Address, the Chief Executive announced a range of initiatives to enhance heritage conservation. z Launching of “Revitalising Historic Buildings Through Partnership Scheme” to put Government-owned historic buildings to good adaptive re-use. z The Government has reserved $2 billion for the “Revitalising Historic Buildings Through Partnership Scheme” (including revitalising the Former Police Married Quarters on Hollywood Road into “PMQ”). 2 2 1 Objectives of Revitalising Historic Buildings Through Partnership Scheme z To preserve and put historic buildings into good and innovative use. z To transform historic buildings into unique cultural landmarks. z To promote active public participation in the conservation of historic buildings. z To create job opportunities, in particular at the district level. 3 3 Set up of the Advisory Committee on Revitalisation of Historic Buildings z The Committee is chaired by Mr Bernard Chan with 9 non- official members from the fields of historical research, architecture, surveying, social enterprise, finance, etc. z To provide advice on the implementation of the Revitalisation Scheme and other revitalisation projects. z To help assess applications under the Scheme. z To monitor the subsequent operation of the selected projects. 4 4 2 Assessment Criteria of Revitalising Historic Buildings Through Partnership Scheme The Advisory Committee examines and assesses the applications in accordance with the following five assessment criteria: z Reflection of historical value and significance z Technical aspects z Social value and social enterprise operation z Financial viability z Management capability and other considerations 5 5 Review of Batch I of Revitalisation Scheme z Batch I of the Revitalisation Scheme was launched in February 2008. -
Cb(1)816/08-09(04)
立法會 Legislative Council LC Paper No. CB(1)816/08-09(04) Ref: CB1/PL/DEV Panel on Development Meeting on 24 February 2009 Background brief on Revitalizing Historic Buildings Through Partnership Scheme Purpose This paper provides background information on the Revitalizing Historic Buildings Through Partnership Scheme (Revitalization Scheme), and a summary of the concerns and views expressed by Members when the subject was discussed at the relevant committees of the Legislative Council. Background 2. In his 2007-2008 Policy Address, the Chief Executive announced that Government would seek to revitalize Government-owned historic buildings by introducing a new scheme which would allow non-governmental organizations to apply for adaptive re-use of these buildings. On 11 October 2007, the Development Bureau issued a Legislative Council Brief on Heritage Conservation Policy [File Ref : DEVB(CR)(W) 1-55/68/01] which set out, inter alia, the general framework of the scheme, titled as "Revitalising Historic Buildings Through Partnership Scheme". Modus operandi of the Revitalization Scheme First batch historic buildings 3. The following seven buildings1 are the first batch of historic buildings included in the Revitalization Scheme -- 1 Details of these buildings are provided in Annex 1 to LC Paper No. CB(2)637/07-08(03). - 2 - - Old Tai Po Police Station; - Lui Seng Chun; - Lai Chi Kok Hospital; - North Kowloon Magistracy; - Old Tai O Police Station; - Fong Yuen Study Hall; and - Mei Ho House. Eligibility of applicants 4. The Administration has adopted the social enterprise (SE) approach whereby non-profit-making non-governmental organizations (NGOs) were invited to submit proposals on a competitive basis to revitalize the historic buildings and the proposed usage should take the form of a SE. -
Administration's Paper on Progress Report on Heritage Conservation
LC Paper No. CB(1)456/18-19(05) For discussion on 22 January 2019 Legislative Council Panel on Development Progress Report on Heritage Conservation Initiatives Purpose This paper updates Members on the progress of the heritage conservation initiatives since our last report to the Panel in October 2017. Heritage Conservation Policy Policy statement 2. As promulgated in 2007, the Government seeks “to protect, conserve and revitalise as appropriate historical and heritage sites and buildings through relevant and sustainable approaches for the benefit and enjoyment of present and future generations. In implementing this policy, due regard should be given to development needs in the public interest, respect for private property rights, budgetary considerations, cross-sector collaboration and active engagement of stakeholders and the general public.” Statutory monument declaration system 3. In accordance with section 3 of the Antiquities and Monuments Ordinance (Cap. 53) (the “Ordinance”), the Antiquities Authority (i.e. the Secretary for Development) may, after consultation with the Antiquities Advisory Board (“AAB”) and with the approval of the Chief Executive, by notice in the Gazette, declare any place, building, site or structure, which the Authority considers to be of public interest by reason of its historical, archaeological or palaeontological significance, to be a monument. Monuments are subject to statutory protection provided 1 under the Ordinance. Pursuant to section 6 of the Ordinance, the protection includes prohibition of any excavation, carrying on building or other works on the monument, and any action to demolish, remove, obstruct, deface or interfere with the monument unless a permit is granted by the Antiquities Authority. -
Recommended District Council Constituency Areas
District : Central and Western Recommended District Council Constituency Areas +/- % of Population Estimated Quota Code Recommended Name Boundary Description Major Estates/Areas Population (17,282) A01 Chung Wan 18,529 +7.22 N District Boundary 1. HOLLYWOOD TERRACE NE District Boundary E District Boundary SE Monmouth Path, Kennedy Road S Kennedy Road, Macdonnell Road Garden Road, Lower Albert Road SW Lower Albert Road, Wyndham Street Arbuthnot Road, Chancery Lane Old Bailey Street, Elgin Street Peel Street, Staunton Street W Staunton Street, Aberdeen Street Hollywood Road, Ladder Street Queen's Road Central, Cleverly Street Connaught Road Central NW Chung Kong Road A1 District : Central and Western Recommended District Council Constituency Areas +/- % of Population Estimated Quota Code Recommended Name Boundary Description Major Estates/Areas Population (17,282) A02 Mid Levels East 20,337 +17.68 N Chancery Lane 1. PINE COURT 2. ROBINSON HEIGHTS Arbuthnot Road, Wyndham Street 3. THE GRAND PANORAMA NE Wyndham Street, Lower Albert Road 4. TYCOON COURT E Lower Albert Road, Garden Road SE Garden Road S Garden Road, Robinson Road, Old Peak Road Hornsey Road SW Hornsey Road W Hornsey Road, Conduit Road, Robinson Road Seymour Road, Castle Road NW Castle Road, Caine Road, Chancery Lane Elgin Street, Old Bailey Street, Seymour Road Shing Wong Street, Staunton Street A2 District : Central and Western Recommended District Council Constituency Areas +/- % of Population Estimated Quota Code Recommended Name Boundary Description Major Estates/Areas Population