CONSTITUTION AND ADMINISTRATION
Unit was established to serve as a focal point to direct and co-ordinate the efforts of public sector reform.
The government is committed to providing the best service possible to the public. Since the launching of the performance pledge programme in late 1992, all govern- ment departments directly serving the public have already published performance pledges, informing their customers what services are available and the standards they can expect. All departments with substantial public contact have established either an advisory group, user committee or a customer liaison group. Individual departments have also embarked on customer research for mapping out strategic, long-term customer service plans. Apart from this, 1995 also marked the extension of the performance pledge programme to cover internal services departments. The programme is now a permanent feature of the public sector. The government will continue to build on the message of serving the community within the Public Service. The government has embarked on a practical programme of public sector reform which sees the Civil Service Branch and Finance Branch concentrating more on their strategic roles; and policy branches and departments being given more responsibility over the way in which they manage their activities.
The government has also introduced a system of programme management, which divides a department's work into its major activities, for monitoring and review purposes. This has placed more emphasis on performance measurement, quality of service, value for money and, not least, accountability. It has led to a more business- like approach to the delivery of services. This has seen an increase in the use of new technology, including office automation, desktop publishing and automated telephone-answering systems.
As part of the public sector reform, the government has completed a comprehen- sive review of its personnel policies and practices. Departments now have greater authority in matters such as non-directorate appointments and promotions, leave and passage, and professional training. The review's purpose is to develop a more dynamic management environment so that staff will be motivated, developed and managed in a way which maximises their contribution to the civil service. The review recommended several improvements in recruitment, training, discipline and performance management. These recommendations will be implemented over the next few years.
Civil Service Training
The government attaches great importance to the training of public servants in order to increase efficiency and effectiveness, and to help them meet new challenges. Induction and refresher training is provided by many departments to equip staff with the knowledge and skills to carry out their duties effectively. Where the need arises, staff are also sponsored on overseas training courses or attachments, so that they can keep abreast of the latest developments in their specialised fields.
To meet common departmental needs, the Civil Service Training Centre conducts a wide range of management, language, China studies and computer courses, and co-ordinates the management training undertaken by public servants at local and overseas institutes. It also provides advice and assistance to departments relating to their own staff training programmes. The Senior Staff Course Centre runs pro- grammes to train and develop senior public servants.
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