Downsizing

The permanent establishment of the department was further reduced during the year from 8,247 to 7,961 without compromising the quality of services to the public through more effective deployment of resources and continuous outsourcing. The reduction was achieved by the deletion of existing vacancies and other posts vacated by officers on voluntary retirement.

The department has formulated a manpower plan for further reduction of its establishment in line with the target set in the Chief Executive's policy address to reduce the size of the civil service to about 160,000 by March 2007.

Voluntary Retirement Scheme

Approval was given for about 330 staff (mostly artisans, workmen and general grades staff) to retire under the Second Voluntary Retirement Scheme. This helps address the surplus staff problem which may otherwise arise as the department implements its various cost-saving measures and proceeds further with its service outsourcing programmes.

Staff Training and Development

Training and development is crucial in building a competent and versatile workforce for providing better service to the community and meeting new challenges.

During the year, over 7,000 officers attended training programmes organised in-house by the Civil Service Training and Development Institute and other local institutes. Such training covered areas of professional knowledge, management, customer service, communications and information technology. Local and overseas experts were invited to give lectures and conduct seminars on specialised subjects. To further equip staff with the latest professional knowledge, 24 officers were sponsored to undertake overseas training programmes.

In-house training class for LCSD staff members.

On National Studies, over 50 officers attended short courses offered by the Civil Service Training and Development Institute. Three officers joined the familiarisation visits to the Mainland sponsored by the Civil Service Bureau.

Training programmes were arranged for 1,100 young people to support the central initiative of providing pre-employment training to school leavers. These programmes included both classroom and on-the-job training.

Through staff training and development, the department will continue to nurture a dynamic and customer-oriented workforce to serve the community.

Staff Relations and Communication

Great importance is attached to maintaining good and effective relations and communications with staff, particularly given the diversity of work streams and the dispersed locations of offices and venues. With growing public expectation of the department's services and the constraints on resources, it is all the more important to ensure close dialogue between management and staff and to cultivate a common goal in meeting the challenges together.

The management and staff sides have regular contact through meetings of the Departmental Consultative Committee and the General Grades Consultative Committee as well as through meetings with staff unions. Ad hoc meetings, informal gatherings and briefings are also held when necessary to discuss issues of mutual concern.

The needs of individuals are also given equal attention. The Staff Relations-Staff Welfare Unit is always ready to attend to requests or enquiries from individual staff over their welfare and benefits. Recreational activities are also organised, such as day camps, karaoke contests and interest classes, to provide staff with enjoyable leisure time and to promote a sense of belonging. The activities of the Departmental Volunteer Team and Departmental Sports Team are supported to encourage staff to use their leisure time for worthwhile pursuits.

Staff members learn the techniques of cutting water lily bulbs at an 'interest class'.

An informative Staff Newsletter is published every two months as another effective channel for staff communications.

The bi-monthly staff newsletter is an effective channel for staff communications.

Staff Motivation

The department operates a system to motivate staff by giving recognition to their contributions. For example, staff with over 20 years of service are eligible to be considered for the Long and Meritorious Service Certificates; and Certificates of Merit and Commendation Letters are issued to staff who have performed commendable acts. This year, in particular, a number of staff received a Certificate of Appreciation from the Secretary for the Civil Service for their contributions in combating SARS. Some staff were awarded a Commendation by the Secretary for Home Affairs for their support in the Exhibition of China's First Manned Space Mission. The awards gave encouragement to staff for their assiduous and professional services on various fronts.

Members of staff are also encouraged to make constructive and practical suggestions under the Staff Suggestions Scheme. In response to the Civil Service Bureau's appeal this year, 19 suggestions were received under the 'Let's Join Hands to Cut Costs Campaign', which was a special campaign under the Staff Suggestion Scheme. The good response demonstrates the readiness of staff to work together in helping the government overcome its financial difficulties through efficiency savings.

The department encourages constructive and practical suggestions from the staff.

The department operates a Customer Appreciation Card Scheme to motivate staff in customer service. The scheme enables staff to have direct customer feedback and encouragement when their services are appreciated. To give further impetus to staff, a new card has been designed to launch an expanded scheme in 2004 covering more venues and internal offices. Work Improvement Teams have been set up in major leisure venues as another measure to promote customer services. Staff are encouraged to develop and improve service standards through discussion and co-operation. Competitions are held annually to reward good performance.