香港首個五年規劃正式出台，在全港掀起了關於香港未來的討論熱潮。行政長官李家超昨日接受香港大公文匯傳媒集團旗下媒體聯合專訪，分享五年規劃的編制理念、諮詢過程及落實安排，並就北部都會區建設、房屋發展等熱點議題深度解話，釋放出重要信息。規劃獲各界高度支持，而真正考驗在於執行。如何凝聚全社會共識和力量，將規劃真正落到實處，已成為當前香港社會最重要的核心任務。五年規劃不僅明確了發展願景與重點目標，更設計了一套閉環式的實施保障機制，確保規劃從「願景圖」轉化為「實景圖」。

五年規劃正式公布後，行政長官與特區政府旋即展開全方位、高密度的解說與宣講。從行政長官在立法會與議員們展開深入探討，到多位司局長聯袂召開記者會，都體現了對五年規劃的高度重視和落實決心。昨日行政長官李家超親自到訪大公文匯傳媒集團並接受訪問，用「虛心、用心、全心」來概括長達數月的規劃編制過程，其間政府舉辦超百場諮詢，分類吸納上萬份市民意見，充分體現了廣採博納、凝聚共識的理念，為規劃的廣泛代表性和可執行性打下牢固基礎。

當然，規劃編制完成只是起步，最大的考驗在於落實。特首解說的重點，也放在如何提高執行力，確保規劃得到真正落實。為解決最重要的執行問題，香港首個五年規劃借鑒國家規劃經驗，引入多達105個發展指標，並專門設計了一整套制度保險。這套制度概括而言，就是建立了「五年規劃統領、年度施政落實、財政預算支持、年度述職匯報」四位一體的實施保障機制。這不僅是香港行政主導體制優越性的重要體現，更是一場深刻的治理體系升級，為把藍圖變成實景提供了堅實制度保障。

對於社會上關於規劃「約束性指標過少、推進力度不夠」等質疑聲音，李家超也給出了明確回應。他表示，「約束性指標」及「預期性指標」的區分主要依據不同指標的影響因素並參照國家規劃的表述邏輯，但指標分類不會影響政府的落實決心，無論屬約束性還是預期性指標，「對我而言，所有指標都要落實……指標定出來，完不成當然要問責，未完成的項目必須交代原因並接受檢討。」擲地有聲的表態，展現了特區政府直面社會與國家監督的政治擔當。特首親自掛帥、作為第一責任人接受監督，配合官員問責制，將政治責任層層壓實，讓全社會看到了特區政府把五年規劃真正落到實處的堅定決心。

孤舉者難起，眾行者易趨。五年規劃的宏偉藍圖，最終要特區政府帶領全港各界共同去落實。行政主導的優勢，從來都不意味着政府「單打獨鬥」，而是各界在共同的戰略引領下，組成強大的「香港隊」，齊心協力拚搏奮鬥。香港首個五年規劃，是一份需要由政府帶頭、全社會共同作答的時代答卷，需要將特區政府的政策引導、立法會的高效監督與建言、工商界的市場力量與創新活力，以及廣大市民的智慧力量有機結合，形成推動香港發展進步的強大合力。

藍圖已經繪就，奮進正當其時。就在首個五年規劃公布之際，洪水橋大學城三幅核心地塊宣布向全球公開招標；與此同時，北環綫全線的刊憲程序順利完成，北都基建全面提速。五年規劃中擘畫的發展藍圖，正在一個項目、一個地塊地向前推進。這說明五年規劃絕非是寫在紙面上的「未來式」，而是已經全面展開的「現在進行式」。

節錄自《大公報》

2026年9月19日社評

Turning "Vision" into "Reality":Working Together to Build a Better Hong Kong

Hong Kong's first Five-Year Plan has been officially released, sparking enthusiastic discussions across the city about Hong Kong's future. Chief Executive (CE) John Lee Ka-chiu gave a joint interview yesterday to media outlets under the Ta Kung Wen Wei Media Group, sharing the ideas behind the Plan's formulation, the consultation process and arrangements for implementation. He also gave in-depth explanations on hot topics such as the development of the Northern Metropolis and housing development, providing important information. While the Plan has garnered broad support from all sectors, the real test lies in its execution. How to build consensus and mobilize the entire society to truly put the Plan into practice has now become the most important core task for Hong Kong society. The Plan not only sets out clear development visions and key targets but also designs a set of closed-loop mechanisms to ensure its implementation so that it could be transformed from a "visionary"　　picture into a "real-world" one.

Following the official release of the Plan, the CE and the SAR Government immediately launched a comprehensive and intensive campaign of explanations and presentations. From the CE's in-depth discussions with legislators in the Legislative Council (LegCo) to joint press conferences given by heads of various government departments, these initiatives underscored the utmost importance attached to the Plan and a firm commitment to its implementation. Yesterday, CE John Lee personally visited the Ta Kung Wen Wei Media Group and gave an interview, summarizing the months-long process of drafting the Plan as one marked by "modesty, dedication, and wholeheartedness". During this period, the government held over a hundred consultations, collected and categorically reviewed thousands of opinions from citizens, fully embodying the principles of broad consultation and consensus-building and laying a solid foundation for the Plan's broad representativeness and practical feasibility.

Needless to say, completion of drafting the Plan is just the first step and the biggest challenge lies in its implementation. The CE's remarks also focused on how to improve executive ability to ensure that the plan will be truly carried out. To address this crucial issue of implementation, Hong Kong's first Five-Year Plan drew on national planning experience, introducing as many as 105 development indicators and specifically designing a comprehensive institutional guarantee framework. This framework, in essence, establishes a four-pronged implementation guarantee mechanism: "Five-Year Plan's guidance, annual policy implementation, fiscal budget support, and annual performance report." This not only demonstrates the superiority of Hong Kong's executive-led system but also represents a profound upgrade of its governance system, providing a solid institutional guarantee for turning the blueprint into reality.

Regarding public concerns that the plan contains "too few binding indicators and insufficient momentum to implement it", John Lee gave a clear reply. He stated that the distinction between "binding indicators" and "expected indicators" is mainly based on the influencing factors of different indicators and with reference to the description logic used in the national planning. However, this categorization will not affect the government's resolve to deliver. Binding or expected, "for me, all indicators must be implemented... Once indicators are set, those who fail to meet them will of course be held accountable. Projects falling short must provide explanations and undergo reviews." This resounding statement demonstrates the SAR government's political commitment to facing both public scrutiny and national oversight. The CE personally taking charge and accepts supervision as the primary accountable official, coupled with the official accountability system, ensures political responsibility to be effectively enforced at every level. This shows to the whole society the SAR government's firm determination to truly put the Five-Year Plan into practice.

The going is difficult when doing it alone; the going becomes easier when doing it with many others. The grand blueprint of the Five-Year Plan must ultimately be implemented by the SAR Government by leading all sectors across Hong Kong to work together. The advantage of an executiveled system is never meant that the government is "fighting alone", but rather that all sectors, under the guidance of a common strategy, form a strong "Hong Kong team" to work together with one heart and one mind. Hong Kong's first Five-Year Plan is an answer sheet posed by this era. Filling out this answer sheet requires the government to take the lead and the whole society to work together, requires the organic integration of the SAR government's policy guidance, the LegCo's efficient oversight and advice, the market power and innovative vitality of the business community and the wisdom and strength of the general public to form a powerful synergy to drive Hong Kong's development and progress.

The blueprint has been drawn up. Now is the time to forge ahead. Just as the first Five-Year Plan was unveiled, three core plots in the Hung Shui Kiu University Town were put up for global bidding. At the same time, the statutory gazettal process for the entire North Link was successfully completed, and infrastructure construction in the Northern Metropolis accelerated across the board. The development blueprint outlined in the Plan is steadily advancing, one project after another, a land plot after another. This demonstrates that the Five-Year Plan is by no means in the "future tense" written on paper, but in the "present continuous tense" already well under way.

進階詞彙

•In-depth（深刻的，詳盡的，徹底的 adj.）

Extensive, thorough, or profound.

例：

1.We need an in-depth analysis of the market.

2.See chapter 10 for an in-depth discussion of this topic.

•Garner （經過努力或克服困難而；獲得，收集，積累 v.）

To collect something, usually after much work or with difficulty.

例：

1.The novel has garnered much praise.

2.He has garnered extensive support for his proposals.

•Undergo（經歷，經受，接受 v.）

To go through.

例：

1.The city is undergoing major changes.

2.She underwent major surgery last year.

•Oversight（監督，監管 n.）

Regulatory supervision.

例：

1.Who has oversight of AI development?

2.The new manager was given oversight of the project.

片語

•Set (sth) out（[尤指書面] 詳述，闡明）

To give the details of something or to explain it, especially in writing, in a clear, organized way.

例：

1.Your contract will set out the terms and conditions of your employment.

2.He set out his objections to the plan.

•Carry (sth) out（執行，實施，付諸行動）

To do something that you have said you will do or that someone has asked you to do.

例：

1.I was only carrying out orders.

2.We carried out her instructions precisely.

成語

•Put into practice（付諸實踐，落實）

To carry out a plan, an idea, etc. in action.

例：

1.Her advice is good, but it's hard to put into practice.

2.We need to put this plan into practice.

•Needless to say（不用說，毋須贅言）

Obvious; to be expected.

例：

1.Needless to say, he'll be off work for a while.

2.Needless to say, everyone needs to be on their best behavior.

•Fall short（未達預期）

To fail to reach an amount or standard that was expected or hoped for.

例：

1.The results fell short of expectations.

2.His performance fell short of the school's high standards.

英語知多啲

本期社評第五段所用的典故「孤舉者難起，眾行者易趨」出自晚清士人魏源的著述，意思是：一個人舉物很難，眾人一起行走則易。

近十年來，習近平主席在多個國際場合的講話中曾引用這一典故，強調面對全球性挑戰時，各國應當團結一致、互利共贏，單打獨鬥無法解決危機。

中國官方媒體根據習主席在不同場合講話的語境，對此典故英譯略有不同。其一是：Alone, one falters under the weight, together, we stride on the road；比較接近原意。其二是：The going is difficult when doing it alone; the going becomes easier when doing it with many others.

我們採用後者，因為其中的going既指「行進」，又蘊含「向某一目標前進」的意思，更適合社評的語境。