TNAG-0259-FCO40-295-Legislation-for-prevention-of-bribery-in-Hong-Kong-1970 — Page 129

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HONG KONG LEGISLATIVE COUNCIL 2nd October 1969.

[MR LEE] Motion

To turn to another matter: my honourable Colleague, Mr FUNG, has just spoken on the alleged poor service of the Immigration Depart- ment*. Whether or not these allegations are justified, I am sure a great many annoying situations could be avoided only if members of the public were dealt with more politely and considerately.

In this connexion, I must say, Sir, that throughout the civil services as a whole, including the Immigration Department, most of the staff, particularly the senior officers, are both courteous and helpful. But the public's first contact with Government is almost invariably with attendants at reception desks or clerks at counters. In many depart- ments these are manned by messengers or very inexperienced junior staff. While some of them are helpful to the public, some unhappily are not. Those who are not may be described at best as indifferent and inconsiderate, and at worst impolite and even rude in the case of a few. This is indeed unfortunate because by being indifferent they can unintentionally give wrong information, or cause delay in the handling of business; or by being impolite

impolite they would

they would provoke resentment. It must be realized that the impression of the public's first contact at reception desks or counters is of the utmost importance. It could affect their opinion one way or the other, not only in respect of the department concerned but also of the image of the Government as a whole. This is just human nature.

It is true that the Government has taken various actions and considered measures to improve its relationship with the public. But good public relation is of such importance that it can never be too often emphasized. Its principle is very easy to understand but experience tells us that it is not as easy to implement, because it entails dealing with people, and every person is different. Since the inception of the City District Officer scheme 17 months ago, much has been achieved in promoting good relationships between the public and the Government. But, the number of callers at the CDO, though sizable for this newly-established system, only represent a small percentage of the public having dealings with the Government; the great majority still has to go to other departments to do their business and have their problems solved. Much more needs to be done to extend the good relationship efforts in every sector of the Government.

As an immediate step, I suggest that the Government Training Division should start a special course on the basic principles of relationship between the civil service and the public and at which staff would be trained how to deal with the public. This is, of course, a big exercise but I suggest that it should be attempted—perhaps with staff from one or two major departments first. And for the future

* Page 25.