9
࠰
ಥ
܊ג
ึ
2014
ϋϋజ
CHA I RMAN ’ S S T A T EMENT
主席報告
The Housing Society upholds its mission and will always be guided
by its social objectives; but there is a baseline. We must ensure our
long-term sustainability.
For our rental estates, we charge rents affordable to the low-income
families because land was granted to us by Government at concessionary
prices. Even as we are committed to a large-scale rehabilitation
programme and have enhanced our services by launching the ‘Ageing-
in-Place’ programme for the elderly residents, our rent increases have all
along been within the affordability of our tenants.
True to our proclaimed function as a housing laboratory, we have
introduced a new genre of housing for the elderly in Hong Kong called
the Senior Citizen Residences Scheme.
We play key roles in programmes like the Building Management and
Maintenance Scheme which was subsequently consolidated as the
Integrated Building Maintenance Assistance Scheme, Operation
Building Bright, Mandatory Building Inspection Subsidy Scheme and the
Voluntary Building Assessment Scheme, all as voluntary services to the
community at large.
We have been engaged in a number of city revitalisation projects. A more
recent one is to partner with the Hong Kong Jockey Club to construct a
pedestrian footbridge across Tuen Mun River for the local residents.
Earning to Serve
The Housing Society has to maintain stable income streams to support
its social initiatives. There is no other way, as we receive no recurrent
subsidy from anywhere.
True that for special projects like the Flat-for-Sale Scheme and Sandwich
Class Housing Scheme in the past, the recent Greenview Villa and the
on-coming project in Sha Tin, land was made available to the Housing
Society at discounted premiums. But correspondingly, the flats are sold
to eligible households at prices below market value. The opportunity
to generate surplus from this source is possible in a buoyant property
market, and is needed by the Housing Society to cross-subsidise its other
non-profit-making and non-income-generating services.
房協恪守機構宗旨，以服務社群為己任，
但基本原則是：我們必須確保長遠的持續
發展。
就出租屋邨而言，由於土地是政府以優惠價
批出，因此我們向低收入的家庭收取他們可
負擔的租金。即使我們籌劃進行大規模的復
修工程，並推行「樂得耆所」計劃提升對長
者居民的服務，但我們仍堅持將租金調整在
租戶可負擔的水平。
另外，為貫徹「房屋實驗室」的功能，房協
引入為香港長者而設的創新房屋，名為「長
者安居樂」住屋計劃。
與此同時，我們在「樓宇管理維修綜合計劃」
（即後來重新整合的「樓宇維修綜合支援計
劃」），以及「樓宇更新大行動」、「強制驗樓
資助計劃」及「自願樓宇評審計劃」中擔當重
要的角色，旨在服務社會大眾。
我們亦參與了多項市區活化項目。近期我們
夥拍香港賽馬會於屯門河興建行人橋，服務
當區居民。
以盈利維持服務
房協必須維持穩定的收入，以支持其社區項
目。在沒有獲得任何經常性資助的情況下，
這是我們的唯一出路。
無可否認，從過往的「住宅發售計劃」及「夾
心階層住屋計劃」，以至近期的「綠悠雅苑」
及即將推出的沙田項目，房協均取得地價折
讓，但相應地，房協亦以低於市價將單位售
予合資格的家庭。當然，在物業市場興旺
時，從項目銷售是可以賺取盈利的，但房協
需要這些盈利去資助其他非牟利和沒有收入
的服務。
