Downsizing

The permanent establishment of the department was further reduced from 7 580 to 7 494 without compromising the quality of services through the more effective deployment of resources and continuous outsourcing. The reduction was achieved by deleting existing vacancies and other posts vacated by officers either through voluntary retirement or natural wastage.

The department has reviewed the manpower plan for the 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 grade staff) to retire under the Second Voluntary Retirement Scheme. This helped to address the surplus staff problem that might arise as the department implements its various cost-saving measures and proceeds further with its service outsourcing programmes. By December 31, 320 posts have been deleted upon the retirement of officers under the scheme.

Staff Training and Development

Staff training and development has played a key role in equipping staff from various disciplines to deliver quality services to meet rising public demands in terms of both output and outcome. Serving this end, the Training Section has organised and provided a wide range of just-in-time training programmes, helping staff to strive for improvements in the environment of continuous public sector reform and re-engineering.

During the year, we made available 14 540 training places. The majority of the programmes achieved very effective results as reflected in the course-end evaluations. Most of the programmes were organised and conducted in-house, some by the Civil Service Training and Development Institute (CSTDI) of the Civil Service Bureau (CSB) and others by local institutions. The training covered various disciplines of professional knowledge and skills, general and financial management, team building, customer service, language and communication, computer software applications and information technology. We also provided talks to reinforce staff integrity, and organised staff welfare and wellness programmes on occupational safety and health. Local and overseas experts were invited to give lectures and conduct seminars on specialised subjects, including building services in sports and cultural venues, the management of national sports associations, swimming pool management and water quality, major event management, arts marketing, arboriculture, library services and museums services.

	Staff participating in team building training programmes.

Enhancing customer service was a major initiative of 2005. At the start of the year, we launched the Customer Service Enhancement Project for Sports Centres. Through a consultancy study and pilot programme, sports centre managers and supervisors received training and on-site field coaching on new service skills. The project also included a series of management alignment workshops, eye-opening seminars and visits for the front-line staff. Guest speakers from successful enterprises in customer service were invited to give talks on their strategies and successful experience. Together with the external visits that provided staff the chance to appreciate best practices in customer service, the project induced a mindset change and strengthened staff service skills. The pilot project was fully launched in August and covered all 85 sports centres. In addition, a two-tier committee structure, comprising the Service Reinforcement Committee and the Steering Committee, was set up to monitor the future performance of service enhancement.

	Field coaching in the Customer Service Enhancement Project for Sports Centres.

	Staff visiting the Island Resort club house to experience the management modes in the private sector.

Building teams to achieve better results was another major initiative during the year. Two tailor-made team building training programmes were organised — a large-scale programme for the Leisure Services Manager (LSM) Grade and another programme for the Information Technology (IT) Division. The IT programme was completed with marked improvements in team spirit among the participants. The team building seminars and activity-based workshops for the LSM Grade started in October 2005 and will continue into early 2006.

With the advent of information technology, e-learning provided a new mode of learning, in particular for the more technology-advanced learners. During the year, 363 trainees, representing a 300% increase from last year, pursued web-based learning on Putonghua, Chinese and English languages, communication, customer service and information technology provided by CSTDI. This flexible mode of learning promoted by the CSB has allowed staff to undertake training programmes any time and at their own pace.

	The web-based learning portal of CSTDI allows self-learning at the student's own pace.

Likewise, the Training Section also encouraged staff to learn outside the classroom. We produced training videos/CD-ROMs on specialised subjects for staff to learn in their own time. In 2005, three productions were made on arboriculture, swimming pool cleansing and pest control, and customer service standards in sports centres. These were particularly useful for just-in-time learning by staff who were undergoing postings. This is also a flexible mode of training for extending to contractor staff who carry out services on behalf of the department.

To tap more advanced knowledge and work practices that benefit the department's services, we sponsor staff in their studies overseas. In 2005, 49 officers undertook training programmes outside Hong Kong, including 17 on attachment to the 10^th National Games of the People's Republic of China in Nanjing and the 4^th East Asian Games in Macau. The other 32 officers attended training in areas such as conservation studies, the management of performing arts venues in major institutions, water sports training, adventure internship training, garden design, endangered species management and horticulture.

	As part of the mid-career training programme, staff of the Central Conservation Section attended a painting conservation workshop held at the Queensland Art Gallery in Brisbane, Australia.

	A staff member from the Tree and Landscape Section of New Territories West (right) pictured with his classmates after the final project presentation of a 10-month garden design course at Inchbald School of Design in the United Kingdom.

Fulfilling a public responsibility in helping youngsters to gain pre-employment training and workplace attachments, the department continued to participate in the government's Youth Job Creation Programme. Under the Swimming Pool Trainee Scheme, and Horticultural Trainee Scheme, we provided about 147 school leavers with six to 12 months training.

	Participants lending support to each other in the 14-km mountaineering expedition that was part of the Swimming Pool Trainee Scheme.

	Moment of satisfaction — Swimming Pool and Beach trainees successfully passed the assessment for the Beach Lifeguard Award.

Among the schemes, the Swimming Pool Trainee Scheme was the most successful. In addition to fulfilling the government objective of job creation, the scheme also provided a source of manpower for our aquatic venues. After intensive training, the trainees were equipped with lifesaving and filtration plant room operation experience. Over 98% of them passed the required examinations and gained qualifications in lifeguard services and/or filtration plant operation. They will also be qualified to seek employment as Seasonal Lifeguards in the LCSD in the coming 2006 swimming season.

Following the success of the Swimming Pool Trainee Scheme and due to the pressing need of more beach lifeguards, the department initiated another project called the Beach Trainee Scheme, with a focus on beach lifesaving.

In the coming year, we anticipate more challenging projects as the department strives for greater service excellence. The Training Section will continue to help nurture a dynamic and customer-oriented workforce to serve the departmental objectives by providing more training resources through various development methodologies.

Staff Relations and Communications

Our staff is our greatest asset. We attach great importance to maintaining good and effective relations and communication with our staff to cultivate a common goal in meeting the challenges together.

The management and staff have regular contact through meetings of the Departmental Consultative Committee and the General Grades Consultative Committee, and through meetings with staff unions. Ad hoc meetings, informal gatherings and briefings are also held where necessary to discuss issues of mutual concern. The Director also personally meets staff union representatives to understand their concerns.

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 members over their welfare and concerns. Recreational activities are also organised from time to time. The karaoke contest, for example, has become an annual event and a highlight of the headquarters Christmas Party. To promote staff awareness of healthy living, we organised seminars on skin care and image building in the workplace and arranged for staff to have health checks under the 'Heart Health at Work' programme of the Hospital Authority. The classes were all well attended. The activities of the Departmental Volunteer Team and Departmental Sports Teams are supported to encourage staff to use their leisure time for worthwhile pursuits. This year, with the support of the Social Welfare Department, the Departmental Volunteer Team organised underprivileged families to view our museum exhibitions of From Eastern Han to High Tang: A Journey of Transculturation and Impressionism: Treasures from the National Collection of France. Such activities will continue. The 15 Departmental Sports Teams had also actively participated in various open and inter-departmental sports competitions.

	Karaoke contest winners showing victory signs.

	A guest speaker sharing skin care and image building tips with our staff members.

	A medical professional speaking on the importance of a healthy diet in preventing heart disease.

	The Departmental Volunteer Team on a visit to the Impressionism: Treasures from the National Collection of France exhibition with underprivileged families.

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

Staff Motivation

It is one of our missions to build a highly motivated and committed workforce. To this end, we spare no effort in giving due recognition to staff members for their contributions. Staff members with over 20 years of service are eligible to be considered for the Long and Meritorious Service Certificates and the Long and Meritorious Travel Awards. In 2005, 2 020 Certificates of Merit were issued to staff members who had performed commendable acts. The Director also issued commendations to thank staff members for their leadership and contribution in supporting the World Trade Organisation Ministerial Conference held in Hong Kong in December 2005.

	Staff receiving commendations for their contribution in supporting the World Trade Organisation Hong Kong Ministerial Conference.

We readily put up nominations to the commendation schemes beyond the department level. In 2005, four members of staff were awarded commendations by the Secretary for the Civil Service for their exemplary performance over a long period of time. We are particularly proud of the following four officers who were awarded the Chief Executive's Honours and Awards in recognition of their assiduous and professional services.

Bronze Bauhinia Star — Mr Michael MAK Kin-lam, Assistant Director
Medal of Honour — Mr CHEUNG Yiu-fai, Chief Leisure Services Manager
Chief Executive's Commendation for Government / Public Service
— Mr LUI Kwok-ming, Senior Artisan
— Mr CHUNG Shui-pang, Senior Amenities Assistant

The department operates a Customer Appreciation Card Scheme to provide a direct channel for staff to receive feedback from customers. Staff members are also encouraged to develop and improve service standards through the departmental staff suggestion scheme, the Work Improvement Teams set up in leisure venues and the work improvement competition that has been newly launched for staff serving in public libraries.

Customer Service

Customer focus is a core value of the department. In recognition of their good customer service, the department nominated five teams for consideration under the Civil Service Outstanding Service Award Scheme 2005 organised by the CSB. The Multimedia Information System of the public libraries, by virtue of its technical sophistication and customer-oriented approach, won a Merit Award under the category of Innovation/Application of Technology. The other four services nominated were:

	The Multimedia Information System of the public libraries won a Merit Award in the Civil Service Outstanding Service Award Scheme 2005.

We are pleased to have received 4 020 appreciation cards and 1 200 compliments from our customers in 2005. The positive feedback is most encouraging for our front-line staff.

A coordinating committee comprising representatives of the three branches has been established to further promote quality customer service throughout the department. Visits were also organised for the committee members to other government departments and private sector organisations that were renowned for their customer service. The visits were meant to tap the wisdom of these successful organisations and to provide inspiration on good practices that could be promoted within the department.

	Visit to the CLP Delight Club at CLP Power.