In the 2025 Policy Address, a significant and forward-looking initiative was unveiled: The establishment of an AI Efficacy Enhancement Team. This initiative, to be led by the deputy chief secretary for administration, sends a powerful message about the Hong Kong Special Administrative Region government’s commitment to harnessing artificial intelligence for the public good. It signifies a strategic pivot from traditional administrative methods toward a data-driven, intelligent, and proactive model of governance. Notably, the policy blueprint specifically highlighted the 1823 hotline, pinpointing it as a key area for transformative improvement.
The 1823 hotline itself is a story of evolution. Established in 2001, its name is a numeric embodiment of its original mission: “1” telephone number, “8” representing access to all government departments, “2” for 24-hour service, and “3” for trilingual support. It began by handling inquiries for just five departments. Through expansion in 2009 to cover all bureaus, the introduction of online services in 2011, to the implementation of fully automated robotic services in 2024, “1823” has consistently adapted to changing environments and increasing expectations from the public. In the new era of governance, its role must transcend being a passive receiver of calls. The 1823 hotline is no longer just about enabling residents to access government services but aims to provide more comprehensive and proactive assistance to resolve their issues.
This ambition is inspired by proven success stories, notably, Beijing’s 12345 hotline reform. Last year, I had the privilege of being invited to Beijing to attend the 2024 Beijing Forum on Swift Response to Public Complaints, at which I learned how the capital city applies AI to municipal affairs to improve people’s livelihoods. In 2019, Beijing launched the “Swift Response to Public Complaints” initiative, a groundbreaking model that leverages AI and big data to revolutionize municipal governance. Its most innovative feature is the “Issue of the Month” mechanism. Instead of merely reacting to individual complaints, the system analyzes vast datasets to identify high-frequency, common problems — be it faulty streetlights in a particular district or persistent sanitation issues. This allows the government to shift from a reactive posture to a proactive one, addressing systemic problems before they escalate and allocating resources with precision. This model has not only enhanced administrative efficiency but has also contributed valuable wisdom to the global discourse on smart city management.
The establishment of the AI Efficacy Enhancement Team is therefore not an end in itself, but a vital beginning. I hold high expectations for this team. The ultimate goal is not just to see AI streamline internal government processes, but to witness a concrete elevation in the effectiveness of public issue resolution
Bringing these insights back to Hong Kong, the potential for improving the 1823 hotline is immense. On June 11, I raised an oral question in the Legislative Council meeting, urging the government to enhance the efficiency of the 1823 hotline as a means to strengthening district-level governance and improving residents’ sense of well-being. Subsequently, along with my team, I met with Tony Wong Chi-kwong, commissioner for digital policy of the Innovation, Technology and Industry Bureau, to provide further concrete, actionable suggestions.
First, Hong Kong can draw profound lessons from Beijing’s experience. By integrating AI, the 1823 system can evolve from a log of complaints into a dynamic diagnostic tool for the government, steering toward people-centric urban governance.
Second, a strengthened focus on district-level governance is paramount. Establishing a robust regional collaboration mechanism would ensure that insights gleaned from the central 1823 data hub are swiftly communicated to the relevant district offices, enabling localized and swift action.
Third, a pragmatic and phased implementation strategy was proposed: piloting an “Issue of the District” trial before rolling out a citywide “Issue of the Month” system. By targeting high-frequency complaints at a district level, such as persistent hygienic black spots, the government can thereby promote targeted governance. This approach resolves problems at their inception, prevents risks at their early stages, and demonstrates tangible improvements to residents’ daily lives, thereby directly enhancing their sense of well-being and satisfaction.
The establishment of the AI Efficacy Enhancement Team is therefore not an end in itself, but a vital beginning. I hold high expectations for this team. The ultimate goal is not just to see AI streamline internal government processes, but to witness a concrete elevation in the effectiveness of public issue resolution. A truly successful AI-powered 1823 hotline would be one in which a resident’s complaint is not just recorded, but is part of a predictive loop that prevents the same complaint from being made by hundreds of others. It represents a future in which governance is more anticipatory, personalized, and profoundly efficient. As Hong Kong embarks on this journey, it has the opportunity to not only learn from pioneers like Beijing but to become a leading model of AI-enabled, people-centric governance in its own right.
The author is a member of the Legislative Council and the UN Association of China.
The views do not necessarily reflect those of China Daily.
