This document provides guidance on outsourcing services for the Hong Kong government. It discusses the vision and mission of the Efficiency Unit, which aims to be the preferred consulting partner for government bureaus and departments to advance world-class public services. The document outlines reasons for outsourcing including focusing on core services, accessing skills, and improving service quality. It emphasizes that outsourcing should achieve value for money. The document provides a multi-stage process for outsourcing and considerations at each stage such as reviewing required services, tendering and selecting contractors, and contract management.
This document discusses six key work practices that can enhance employee motivation and lead to better performance when implemented together:
1. Career development and opportunities for advancement - Organizations should provide career development opportunities for all staff through consistent policies over time.
2. Training opportunities - Providing training linked to business needs generates commitment and a more efficient organization.
3. Job influence and challenge - Giving staff influence over their jobs and designing challenging jobs improves motivation and commitment.
4. Involvement and communication - Involving staff in decisions and communicating effectively makes them feel valued and improves understanding.
5. Performance management and appraisal - Focusing on performance improvement as well as reviews and linking these to development
The document discusses public engagement in public sector reform around the world. It notes the challenge of finding ways to encourage meaningful citizen involvement in policymaking and governance. It provides examples of governments using information technology to better inform citizens and facilitate consultation, as well as experimenting with deliberative forums, citizen juries, and participatory budgeting to engage the public. Allowing citizen-led initiatives and business improvement districts are also discussed as ways to enhance public engagement.
This document provides guidance on outsourcing services for the Hong Kong government. It discusses the vision and mission of the Efficiency Unit, which aims to be the preferred consulting partner for government bureaus and departments to advance world-class public services. The document outlines reasons for outsourcing including focusing on core services, accessing skills, and improving service quality. It emphasizes that outsourcing should achieve value for money. The document provides a multi-stage process for outsourcing and considerations at each stage such as reviewing required services, tendering and selecting contractors, and contract management.
This document discusses six key work practices that can enhance employee motivation and lead to better performance when implemented together:
1. Career development and opportunities for advancement - Organizations should provide career development opportunities for all staff through consistent policies over time.
2. Training opportunities - Providing training linked to business needs generates commitment and a more efficient organization.
3. Job influence and challenge - Giving staff influence over their jobs and designing challenging jobs improves motivation and commitment.
4. Involvement and communication - Involving staff in decisions and communicating effectively makes them feel valued and improves understanding.
5. Performance management and appraisal - Focusing on performance improvement as well as reviews and linking these to development
The document discusses public engagement in public sector reform around the world. It notes the challenge of finding ways to encourage meaningful citizen involvement in policymaking and governance. It provides examples of governments using information technology to better inform citizens and facilitate consultation, as well as experimenting with deliberative forums, citizen juries, and participatory budgeting to engage the public. Allowing citizen-led initiatives and business improvement districts are also discussed as ways to enhance public engagement.
This document provides a template for a business case report with sections on strategic context, requirements analysis, options selection, implementation planning, and post-implementation review. The template suggests content and tables to include in each section to comprehensively evaluate needs, potential solutions, costs, benefits, risks, and project execution plan while following the structure of the Government Business Case Guide.
The document appears to be a printed document from a Government Logistics Department. It likely pertains to government logistics or supply operations but provides no other contextual details in the brief text presented.
El documento presenta la historia de un entrenador Pokémon que se muda a Pueblo Hojaverde y comienza su aventura para capturar Pokémon y ganar medallas junto a su fiel compañero Pikachu. Mientras descansa de su primer día de clases, decide ir al bosque a entrenar cuando se topa con el Profesor Arceus en problemas, a quien Pikachu ayuda a derrotar al Pokémon salvaje.
This document discusses how various fruits and vegetables resemble different parts of the human body and how recent research has found they benefit those corresponding organs or systems. It provides examples like carrots resembling and benefiting the eyes, tomatoes resembling and benefiting the heart, and walnuts resembling and benefiting the brain. It encourages sharing the information to keep "the candle of love, hope and friendship" alive by passing it on to others.
This chapter provides an overview of corporate governance for subvented organizations. It defines corporate governance as the processes by which organizations are directed, controlled and held to account, and notes that high standards of corporate governance are essential for subvented bodies given their use of public funds. The board of each subvented organization is responsible for its activities and performance. Effective corporate governance arrangements should be established regarding the board's structure, composition, operation and responsibilities.
This chapter provides an overview of corporate governance for subvented organizations. It defines corporate governance as the processes by which organizations are directed, controlled and held to account, and notes that high standards of corporate governance are essential for subvented bodies given their use of public funds. The board of each subvented organization is responsible for its activities and performance. Effective corporate governance arrangements should be established regarding the board's structure, composition, operation and responsibilities.
This document discusses corporate governance in arms-length public agencies from an international perspective. It begins by defining corporate governance as the processes by which organizations are directed, controlled, and held accountable. This includes issues like leadership, oversight, and transparency. The document then examines international standards and best practices around four key pillars of corporate governance: standards of behavior, organizational structures/processes, control mechanisms, and external reporting. It provides examples from different countries and analyzes factors like board composition, risk management, and balancing transparency with confidentiality. The overall document aims to identify challenges in ensuring good corporate governance at arms-length public agencies and help inform related debates.
Procurement design is crucial to the success of government contracting. Officials must clearly specify requirements and select suitable partners at commercially sustainable prices. However, in some cases studied, contracts were signed before projects were fully defined. Additionally, excessive focus on price over quality and unrealistic assessments of requirements led to failures, as seen in the Melbourne trams and trains example where the leading operator withdrew due to large financial losses. Proper procurement design is key to aligning public and private interests and avoiding controversies.
This document provides a template for a business case report with sections on strategic context, requirements analysis, options selection, implementation planning, and post-implementation review. The template suggests content and tables to include in each section to comprehensively evaluate needs, potential solutions, costs, benefits, risks, and project execution plan while following the structure of the Government Business Case Guide.
The document appears to be a printed document from a Government Logistics Department. It likely pertains to government logistics or supply operations but provides no other contextual details in the brief text presented.
El documento presenta la historia de un entrenador Pokémon que se muda a Pueblo Hojaverde y comienza su aventura para capturar Pokémon y ganar medallas junto a su fiel compañero Pikachu. Mientras descansa de su primer día de clases, decide ir al bosque a entrenar cuando se topa con el Profesor Arceus en problemas, a quien Pikachu ayuda a derrotar al Pokémon salvaje.
This document discusses how various fruits and vegetables resemble different parts of the human body and how recent research has found they benefit those corresponding organs or systems. It provides examples like carrots resembling and benefiting the eyes, tomatoes resembling and benefiting the heart, and walnuts resembling and benefiting the brain. It encourages sharing the information to keep "the candle of love, hope and friendship" alive by passing it on to others.
This chapter provides an overview of corporate governance for subvented organizations. It defines corporate governance as the processes by which organizations are directed, controlled and held to account, and notes that high standards of corporate governance are essential for subvented bodies given their use of public funds. The board of each subvented organization is responsible for its activities and performance. Effective corporate governance arrangements should be established regarding the board's structure, composition, operation and responsibilities.
This chapter provides an overview of corporate governance for subvented organizations. It defines corporate governance as the processes by which organizations are directed, controlled and held to account, and notes that high standards of corporate governance are essential for subvented bodies given their use of public funds. The board of each subvented organization is responsible for its activities and performance. Effective corporate governance arrangements should be established regarding the board's structure, composition, operation and responsibilities.
This document discusses corporate governance in arms-length public agencies from an international perspective. It begins by defining corporate governance as the processes by which organizations are directed, controlled, and held accountable. This includes issues like leadership, oversight, and transparency. The document then examines international standards and best practices around four key pillars of corporate governance: standards of behavior, organizational structures/processes, control mechanisms, and external reporting. It provides examples from different countries and analyzes factors like board composition, risk management, and balancing transparency with confidentiality. The overall document aims to identify challenges in ensuring good corporate governance at arms-length public agencies and help inform related debates.
Procurement design is crucial to the success of government contracting. Officials must clearly specify requirements and select suitable partners at commercially sustainable prices. However, in some cases studied, contracts were signed before projects were fully defined. Additionally, excessive focus on price over quality and unrealistic assessments of requirements led to failures, as seen in the Melbourne trams and trains example where the leading operator withdrew due to large financial losses. Proper procurement design is key to aligning public and private interests and avoiding controversies.
The document discusses information and knowledge management. It notes that while information overload is a challenge, managing information and knowledge effectively can support better decision-making. Knowledge management involves capturing, sharing, and using knowledge to improve organizational performance and decision-making. Key aspects include distinguishing between data, information, and knowledge, and addressing both explicit knowledge that can be documented as well as tacit knowledge gained from experience. The document also compares knowledge management to information management.
A Guide To Complaints Handling And Public Enquirieseuwebsc01
This document is a letter from an Ombudsman's office acknowledging receipt of a previous letter dated [DATE REDACTED] regarding a certain matter. The letter directs the recipient to refer to the Ombudsman's previous reply dated [DATE REDACTED] which outlines the office's stance on the matter. No other substantive information is provided in the summary letter.
Serving The Community By Using The Private Sectoreuwebsc01
The document discusses best practices for involving the private sector in providing public services in Hong Kong. It recommends (1) removing barriers that prevent consideration of private sector involvement, (2) choosing the optimal approach for the situation rather than defaulting only to outsourcing, and (3) preparing thorough business cases that consider total lifetime costs. Fully utilizing the private sector requires cross-departmental cooperation to bundle services effectively.
The document discusses the vision and mission of the Efficiency Unit in Hong Kong, which aims to be the preferred consulting partner for government bureaus and departments, and to advance world-class public services. It then provides an overview of a report on customer service in the delivery of public services based on international experience. The report examines citizens' rising expectations of public services, new initiatives for joining up services across organizations, making public services more personalized, using new technologies to better serve users, and improving the user experience of public service delivery.
This document provides an introductory guide to public private partnerships (PPPs) in Hong Kong. It defines PPPs as contractual arrangements between the public and private sectors to deliver public services. The key benefits of PPPs include enhancing investment in public services, improving value for money, removing inefficiencies, and managing risks associated with long-term projects. Common PPP models used in Hong Kong include design-build-finance-operate (DBFO) and design-build-operate (DBO) arrangements. Under these models, the private sector is involved in designing, building, financing, operating and maintaining facilities, with payments made when specified outputs and performance standards are met.
Under the conventional approach, the government funds both the capital costs of construction upfront and the subsequent recurrent costs of operating and maintaining the facility. In contrast, the PPP approach transfers responsibility for upfront capital investment to the private sector, with the government instead paying for services delivered over the long-term life of the project based on pre-agreed performance standards. This shifts project risks and rewards to the private sector while allowing the government to spread costs over the life of the asset.
This document discusses improving performance measurement in business planning. It recommends using a logic model approach to identify relevant performance measures covering inputs, outputs, and outcomes. This helps structure how a program or policy is intended to achieve its goals. Quality performance measures are important for business plans and accountability. Measures should address what citizens and customers want measured. Time lags and attribution challenges must also be considered when developing outcome-oriented measures.
The document provides guidance on conducting post-implementation reviews (PIRs) of government projects. It defines a PIR as an evaluation of whether a project achieved its objectives and a review of project management performance to capture lessons learned. PIRs help departments improve service delivery, ensure funds are well spent, and demonstrate accountability. The guidelines recommend selecting important, high-cost, or pilot projects for review. A PIR can be conducted after project closure or periodically for long projects. It involves defining objectives, assessing outcomes and management, collecting and analysing data, and identifying lessons. Conducting PIRs helps governments continuously learn and improve.
The document discusses the concept of joined-up government. It explains that joined-up government seeks to enhance coordination and integration within public sectors that have become too fragmented. It aims to align structures, cultures and incentives to address issues that cross organizational boundaries. The document outlines the origins and objectives of joined-up government, and provides examples of initiatives taken in several countries to promote more joined-up approaches to policymaking and service delivery.
Crisis management involves planning, managing, and evaluating responses to crises. It includes establishing structures to oversee coordination, developing crisis scenarios to plan for, and conducting simulation exercises to test plans. During a crisis, clear leadership and communication are important. Afterward, organizations should evaluate their response and identify lessons learned. Preparing networked agencies and integrated command systems can help responses be effective.
1) The document discusses best practices in complaints handling within public organizations. Effective complaints handling provides benefits to both the organization and the public it serves.
2) For a complaints system to operate effectively, people must be able to easily access it and have confidence in the system. Organizations should address any barriers to access and reassure complainants that they will not face retaliation.
3) Proper management practices are needed for complaints handling within an organization. Risk assessment, clear roles and responsibilities, and support for frontline staff are important. Periodic reviews of the system help ensure continuous improvement.
4) A system-wide perspective is also valuable to categorize complaints and spread lessons learned across organizations. An effective complaints system
The document provides guidance on developing government business cases. It explains that a business case is a tool used to justify why and how a proposed initiative or project should be undertaken. It discusses the key stages of developing a business case including analyzing requirements, selecting and evaluating options, and creating an implementation plan. The guide is intended to help civil servants understand business cases and develop them for proposed government projects.