CONSTITUTION AND ADMINISTRATION
34
The government is advised on matters relating to pay and conditions of service by four independent bodies. The Standing Committee on Directorate Salaries and Conditions of Service advises on matters affecting directorate officers (the 1 000 or so most senior public servants). The Standing Committee on Judicial Salaries and Conditions of Service advises on matters affecting judicial officers. The Standing Committee on Disciplined Services Salaries and Conditions of Service advises on the salaries and conditions of service of the disciplined services. Since its establishment in February 1989, the committee has considered 85 submissions from the disciplined services and the Administration.
The Standing Commission on Civil Service Salaries and Conditions of Service advises on matters affecting all other civil servants. Between March 1989 and December 1990, the commission conducted an overall review of the salary structure of all 342 non-directorate civilian grades. The government has accepted the commission's recommendations on the principles and practices governing civil service pay and on the salary structure of indi- vidual grades.
A civil service housing package, which comprises a Home Financing Scheme, an Accommodation Allowance Scheme and an improved Home Purchase Scheme, was introduced in October 1990. The objective of the housing package is to make more effective use of the resources provided for civil service housing benefits and to encourage home ownership among public servants. Over 17 000 officers have joined the housing schemes.
The government fully recognises the value of promoting effective staff consultation. There are at present four central consultative councils, namely, the Senior Civil Service Council, the Model Scale 1 Staff Consultative Council, the Police Force Council and the Disciplined Services Consultative Council. Departmental consultative committees also constitute a very important part of the consultative machinery. In addition, individual members of the public service or staff associations have ready access to their heads of department or grade as well as to the Civil Service Branch. The frequency of publication of the Civil Service Newsletter has also been increased as a further measure to disseminate, on a more regular basis, information on new developments in the civil service.
Continued efforts were made in 1991 to improve productivity and the quality of manage- ment. Further value-for-money studies and work improvement studies were carried out in various departments. At the same time, departments were given greater control in more aspects of financial and personnel management. They now have greater authority in matters such as appointments and promotions, leave and passage, and professional training. Possibilities of further devolution are being examined on a continuing basis. Reforms in the way public services are delivered continued under the Public Sector Reform initiative. During the year, the responsibility for apprenticeship and training and vocational training for the disabled, hitherto provided by the Technical Education and Industrial Training Department, was transferred to the Vocational Training Council. Also, the Hospital Authority formally took over from the government the delivery of hospital services in December. The application of modern information technology and office automation were also effective means of achieving high efficiency and productivity. These efforts brought about not only improve- ments in the quality of service but also significant savings in resources.
The quality of service is maintained by way of a disciplinary code which applies to all public servants. It provides sanctions against misconduct and sub-standard performance where other staff management measures fail, while safeguarding the interests and rights of individual public servants.