XN000022-1991-11-06 — Page 54

WEDNESDAY, NOVEMBER 6,

1991

52

HE SAID MEMBERS MIGHT NOT BE AWARE THAT SOME 99 PER CENT OF CIVIL SERVICE POSTS WERE NOW HANDLED BY DEPARTMENTS THEMSELVES, WITH THE ADVICE OF THE PUBLIC SERVICE COMMISSION WHERE APPROPRIATE, WITHOUT THE NEED TO INVOLVE CIVIL SERVICE BRANCH.

MR WIGGHAM SAID HE WISHED ΤΟ CLARIFY TWO MEMBERS. THE FIRST WAS THAT SENIOR POSTS WERE BEING EXPENSE OF JUNIOR POSTS.

POINTS MADE BY

CREATED AT THE

"THE POSITION IS THAT NON-DIRECTORATE POSTS ARE CREATED UNDER AUTHORITY DELEGATED TO DEPARTMENTS AND DO NOT COME ΤΟ THIS COUNCIL; WHEREAS DIRECTORATE, THAT IS SENIOR, POSTS REQUIRE THE APPROVAL OF THIS COUNCIL. THIS MAY HAVE GIVEN A MISLEADING IMPRESSION. IN FACT, OF THE 3,100 POSTS CREATED LAST FINANICAL YEAR, FEWER THAN 30 WERE AT THE DIRECTORATE LEVEL, HE SAID.

THE SECOND POINT WAS A SUGGESTION FOR PROMOTION TO BE ON THE BASIS OF MERIT RATHER THAN SENIORITY.

"THIS IS ALREADY THR PRACTICE. SELECTION OF OFFICERS FOR PROMOTION IS DECIDED ON THE CRITERIA OF ABILITY, CHARACTER, ANY QUALIFICATIONS PRESCRIBED FOR THE PROMOTION POSTS, AND EXPERIENCE. ONLY WHEN ON THIS BASIS NO CANDIDATE STANDS OUT CLEARLY AS THE MOST SUITABLE WILL SENIORITY BE GIVEN DUE WEIGHT. AND WE HAVE THE PUBLIC SERVICE COMMISSION TO ENSURE THAT THAT POLICY IS CARRIED OUT IN PRACTICE," HE SAID.

MR WIGGHAM POINTED OUT THAT AS PART OF IMPROVING THE FLOW BETWEEN DEPARTMENTS AND THE CENTRE, HE HAD RECENTLY REORGANISED HIS OWN BRANCH ALONG THE LINES OF DEPARTMENTAL TEAMS, SO AS TO PROVIDE A ONE-STOP PERSONALISED POINT OF CONTACT FOR DEPARTMENTS. THIS HAD BEEN WELCOMED BY ALL CONCERNED AND HAD MADE A MODEST CONTRIBUTION TO REMOVING UNNECESSARY LAYERS OF BUREAUCRACY.

ANOTHER INITIATIVE HAD BEEN TO REVIEW THE GRADE STRUCTURE AND ROLE OF EXECUTIVE OFFICERS, THE RESOURCE AND OFFICE MANAGERS OF THE CIVIL SERVICE. THE REVIEW RECOMMENDED AMONG OTHER THINGS, WAYS IN WHICH EXECUTIVE OFFICERS COULD BE BETTER EMPLOYED TO STRENGTHEN MANAGEMENT IN DEPARTMENTS.

MORE COULD BE DONE, MR WIGGHAM SAID, NOTING THAT IN HIS BUDGET STATEMENT IN MARCH, THE FINANCIAL SECRETARY HAD DESCRIBED A PACKAGE OF MANAGEMENT REFORMS AIMED AT IMPROVING CIVIL SERVICE EFFICIENCY.

"THE PILOT PROJECTS HAVE BEEN SUCCESSFUL AND HAVE LED ΤΟ CHANGES IN THE WAY WE WORK. I HAVE MENTIONED GREATER DELEGATION OF AUTHORITY TO DEPARTMENTAL MANAGERS.

"IN ADDITION, AN IMPROVED RESOURCE ALLOCATION SYSTEM TO ENCOURAGE POLICY SECRETARIES TO MAKE SAVINGS AND REDEPLOY RESOURCES, AND THE ADOPTION OF PRIVATE SECTOR MANAGEMENT AND ACCOUNTING SYSTEMS HAVE ALSO HELPED TO IMPROVE PRODUCTIVITY IN THE CIVIL SERVICE.

"WE ARE NOW READY TO MOVE ON TO THE NEXT STAGE. WE SHALL ESTABLISH NEXT YEAR A NEW 'EFFICIENCY UNIT' WORKING DIRECTLY TO THE CHIEF SECRETARY AND THE FINANCIAL SECRETARY.

/"THE UNIT