For discussion
on 4 February 1998


Subhead 001 Salaries

Members are invited to recommend to Finance Committee the retention of the following supernumerary post in the Recreation and Sport Division of the Broadcasting, Culture and Sport Bureau for a period of two years with effect from 18 March 1998 -

1 Administrative Officer Staff Grade C
(D2) ($110,000 - $116,800)

to be held against the following post -

1 Principal Executive Officer
(D1) ($92,650 - $98,300)


The Secretary for Broadcasting, Culture and Sport (SBCS) needs continued directorate support at the Principal Assistant Secretary (PAS) level to formulate and monitor the implementation of the recreation and sports policy. The present supernumerary post of Administrative Officer Staff Grade C (AOSGC) (D2) created for the purpose will lapse on 18 March 1998.


2. We propose to retain the AOSGC (D2) post, to be held against a permanent post of Principal Executive Officer (PEO) for a period of two years up to 17 March 2000, to continue the directorate support at the PAS level.


3. The Recreation and Sport Division (RS Division) of the Broadcasting, Culture and Sport Bureau is responsible for formulating and implementing policy on territory-wide recreation and sports issues. The division also administers subventions to the Sports Development Board (SDB), non-government organiszations' camps and the Outward Bound School. In addition, it processes applications and awards grants for recreational activities under the Sir David Trench Fund for Recreation as well as providesing funds from the Arts and Sport Development Fund for specific projects related to the SDB's strategic plan.Principal Assistant Secretary (Recreation and Sport) (PAS(RS)) was created in March 1996 in order to provide stronger Directorate-level support to SBCS in co-ordinating the formulation and implementation of recreation and sports policy. The PAS(RS) heads the Recreation and Sport Division, which until March 1996 was headed by a PEO.

4. The RS Division is headed by an AOSGC designated as Principal Assistant Secretary (Recreation and Sport) (PAS(RS)). When approving the creation of theis post on a supernumerary basis in March 1996PAS(RS), Members recognised that SBCS requires e need directorate support SBCS at the PAS level in orderrequired to play a stronger role in formulating and coordinating the implementation of policy in the following areas, amongst others -

  1. the implementation of SDB'sthe five-year strategic plan from 1996 to- 2000 of the Sports Development Board (SDB) for sports development;

  2. the use of ex-military and landfill sites for recreational purposes;

  3. the review of planning standards for recreational and sports facilities; and

  4. the continuous financial viability of the Hong Kong Sports Institute (HKSI) and its future role.


5. In the two years since 1996, we have made progress in the above areas, as follows -

  1. apart from identifyingIn addition to the additional funding we have identified for the SDB, we have maintained an active and strong role in steering and monitoring of the implementation of the key objectives under the strategic plan to ensure its consistency with the overall policy of the Government in recreation and sports;. of the SDB's annual subvention has risen from $78 million in 1995-96 to a planned $193 million for the coming financial year 1998-99 - in addition a new $300 million Arts and Sport Development Fund (ASDF), as well as the Hong Kong Athletes Fund have been established to channel more support to the implementation of key objectives in the SDB's strategic plan;

  2. We have earmarked three ex-military sites in Hong Kong, Kowloon and the New Territories (NT) for recreational and sports use. In addition, we have plans for major sports and recreational facilities on four ex-landfill sites in Kowloon and the NT;

  3. We have completed the review of planning standards and guidelines for recreational and sports facilities. This wouldand is likely lead to the development of additional territory-wide venues; and.

  4. We have reviewed and re-organised the elite training programme at the HKSI, and been earmarked funding through the SDB to help meet the cost of the programme which is aimed at achieving excellence at the international level.

6. Despite the above progress, SBCSwe anticipates that he would need to devote significant policy inputfrom SBCS willbe to move the following issues forward in the coming two years -.

  1. the current level of subvention to the SDB cannot supportis not intended to meet the full range of activities under its strategic planin full. SBCS will assist the SDB in developing a policy to broaden the income base of the board to provide objectives can obtain sufficient funding for its long term objectives;.

  2. the development of some $600 million worth of sports facilities on ex-landfill sites is under active planning. SBCS will have to continue its role in the supervision and co-ordinationroles of the Provisional Municipal Councils and other project management agents to implement the construction programme;.

  3. following the endorsement of the new planning standards for sports and recreational facilities, local sports associations to devise and implement a policy on the centralized provision of new territory-wide sports and recreational venuesSBCS will need to formulate a policy on the provision of territory-wide sports and recreational venues based on the outcome of the review; and.

  4. we will commission a review on the role of HKSI and its elite training programme in 1998-99. Following the outcome of review, SBCS will propose and take forward legislative amendments to re-define the respective roles of the institute and the SDB.

All these issues require high level policy input, as well as close liaison with the local sports leaders and other interested parties

In addition, we expect that there will be a number of other issues of great public interest that require input from the RS Division over the next two years. These include -

  1. development of policy for the use of fireworks and theatrical pyrotechnicsin the run-up to the 1999 National Day and millennium celebrations;

  2. review of the preventative measures against shark attacks in Hong Kong waters in the light of the findings of the studies on shark behaviourfindings of such studies; and

  3. preparation of a bid for Hong Kong to stage some of the events of the 9th National Games, which would require a detailed submission to the State Council in 1999.

7. Given the above commitments, we expect that the job content of the head of the RS Division in the coming two years will be no less onerous than in the past. Many of the subjects will remain of great public concern and political sensitivity and require the policy input and personal attention of the incumbent. The officer will have to supervise, monitor and advise on matters relating to the funding and management of the bodies receiving subvention from public funds. He will also have to address the media frequently and appear with Chief Executives of statutory bodies, as well as with senior Directorate officers in Departments and Bureaux. Attendance before panels and bills committees of the legislature to explain the recreation and sports policy of the Government. Within and without the Government, his level of contact will continue to be at least at D2 level. We therefore see a need for the head of the division to be a directorate officer of the appropriate authority and seniority to continue the rapport established with other bureaux, departments and statutory bodies. We propose the retention of the supernumerary post at AOSGC level for a further two years. Subject to Members' approval, the post will continue to be designated as PAS(RS). We will review the future need of the post before its expiry in the light of the progress of works of the RS Division . A copy of the duty list for the post is at the Enclosure.


8. The additional notional annual salary cost of an AOSGC, offset by a PEO, at mid-point is -


No. of Posts

New post (D2)




Post frozen (D1)





The additional full annual average staff cost including salaries and on-costs of the AOSGC, offset by a PEO, is $502,920. We have included sufficient provision in the 1998-99 draft Estimates to meet the cost of this proposal. There are no other additional staffing and financial implications.


9. The head of the RS Division was previously ranked at D2 level. When SDB was established as a statutory body in 1990, the Administration expected that the Bureau would henceforth play a smaller role in promoting recreation and sport. The post was downgraded to the PEO level in 1991 in view of the intention to develop a greater degree of independence for the SDB and thus the division could be headed by a junior directorate officer. However, experience has proved that Government needs to maintain a firm role in formulating and co-ordinating policy for these issues. This is particularly essential at a time when functions in sports and recreation promotion were redistributed among the various key stake-holders sport and recreation, [i.e. SDB, the Provisional Urban Council, the Provisional Regional Council, the Amateur Sports Federation and Olympic Committee of Hong Kong, and the National Sports Associationsre-distribution of some of the different functions involved in sports and recreation promotion. At the same time, several major policy issues had emerged which required the Government to play a stronger co-ordinating role. Since this situation was expected to remain unchanged for a number of years, Members approved the creation of the AOSGC (D2) post in March 1996 on a supernumerary basis for two years, to be held against a PEO post, to provide stronger policy support on recreation and sports issues.


10. Civil Service Bureau agrees that the head of the RS Division should continue to be ranked at D2 on a supernumerary basis for another two years.


11. As we propose to retain the AOSGC post on a supernumerary basis, we will report its retention, if approved, to the Standing Committee on Directorate Salaries and Conditions of Service in accordance with agreed procedure.

Broadcasting, Culture and Sport Bureau
JanuaryFebruary 1998

Enclosure to EC(97-98)60

Main duties and responsibilities of
Principal Assistant Secretary (Recreation and Sport)

  1. To formulate , develop and implement policy and legislation for developing recreation and sport in Hong Kong.

  2. To plan, co-ordinate and advise on the provision of major recreational and sports facilities, and to liaise with National Sports Associations, other recreational and sports organisations, the Provisional Urban Council and the Provisional Regional Council and government departments on matters concerning the development of new facilities.

  3. To supervise matters relating to the Hong Kong Sports Development Board, the Hong Kong Sports Institute, the Ocean Park Corporation and the Kau Sai Chau Public Golf Course, including their strategic plans and budgets.

  4. To oversee matters relating to the funding and management of the Outward Bound School, Non-government Organisations' Camps and water-sports centres.

  5. To administer policy on the payment of grants from the Sir David Trench Fund for Recreation and the Arts and Sport Development Fund.

  6. To develop policy on public safety issues in recreation, including shark attack prevention, fireworks displays and the use of pyrotechnics for theatrical performances.

  7. To manage the Recreation and Sports Division, comprising the Recreation and Technical Services Section and the Policy, Subventions and Administration Section.

  8. Membership of the following -

    Hong Kong Sports Development Board -
    Sports Planning and Development Committee
    Sports Aid Committee

    Ocean Park Corporation - Development Sub-Committee
    Tender Panel

    Sir David Trench Fund for Recreation Committee

    Marine Parks Committee

    Commission on Youth