Zienne is having her 7th birthday party on September 12, 2009. The invitation encourages people to come and join in the fun being had at the party. A brief invitation was given for Zienne's 7th birthday celebration.
El documento detalla los horarios de los talleres deportivos del Colegio Básico y de lenguaje No 115 Renacer para el año 2012. Los talleres incluyen fútbol, tenis, folclor y atletismo para diferentes cursos y se realizarán en diversas canchas y estadios entre los meses de abril y junio.
Zienne is having her 7th birthday party on September 12, 2009. The invitation encourages people to come and join in the fun being had at the party. A brief invitation was given for Zienne's 7th birthday celebration.
El documento detalla los horarios de los talleres deportivos del Colegio Básico y de lenguaje No 115 Renacer para el año 2012. Los talleres incluyen fútbol, tenis, folclor y atletismo para diferentes cursos y se realizarán en diversas canchas y estadios entre los meses de abril y junio.
This document provides an executive summary of a guide to corporate governance for organizations that receive public funding in Hong Kong. It outlines key principles of good governance including focusing on purpose, transparency, and stakeholder engagement. It also describes the importance of governance for over 1,000 funded organizations that receive 40% of government expenditures. Recent reviews found varying inadequacies in governance practices. The guide proposes a model of governance with outcomes, processes, and components to help organizations improve. It stresses adapting practices to each organization's size and activities rather than a one-size-fits-all approach.
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 skills, meetings, and implementation and monitoring of decisions.
This document provides an executive summary of a guide to corporate governance for organizations that receive public funding in Hong Kong. It outlines key principles of good governance including focusing on purpose, transparency, and stakeholder engagement. It also describes the importance of governance for over 1,000 funded organizations that receive 40% of government expenditures. Recent reviews found varying inadequacies in governance practices. The guide proposes a model of governance with outcomes, processes, and components to help organizations improve. It stresses adapting practices to each organization's size and activities rather than a one-size-fits-all approach.
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 skills, meetings, and implementation and monitoring of decisions.
The document provides guidance on corporate governance best practices for organizations that receive public funding in Hong Kong. It outlines key principles like having a clear purpose, transparent decision making, and engaging stakeholders. The document discusses establishing an effective board, including composition, roles, and committees. It also covers strategies for planning, budgeting, performance management, transparency, and managing risks. The goal is to help sustain public trust by setting out governance principles and practices for subvented organizations to follow.
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 the substantial public funds they receive. 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 to ensure accountability.
The document discusses information and knowledge management. It notes that while there is a vast amount of data available, managing information and knowledge effectively is important for better decision-making and delivering public services. Knowledge management involves capturing, sharing, and using knowledge to improve organizational performance and decision-making. Key factors include distinguishing between data, information, and knowledge, and addressing both explicit knowledge that can be documented as well as tacit knowledge gained from experience. Effective information and knowledge management supports informed decisions.
A Guide To Complaints Handling And Public Enquirieseuwebtc01
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 Sectoreuwebtc01
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 citizens' expectations of public services and how governments are responding. Citizens now expect public services to provide choice, convenience, and services that adapt to individual needs, similar to private sector standards. Governments are pursuing initiatives to improve customer service, such as joining up services across organizations and introducing more personalized approaches. New technologies are also enabling new ways for citizens to access services.
This document provides an executive summary of a report on recent public sector reforms around the world. It highlights several key themes of reform, including increasing public engagement, shifting to more customer-centric models of governance, using market instruments to improve services, strengthening delivery through results-based management, and improving coordination across government agencies. The summary aims to introduce some major outstanding reform trends seen in countries worldwide to inform public managers on innovative approaches.
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 public services, realizing value for money, removing inefficiencies, and managing risks associated with long-term projects. Common PPP models for 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 according to output-based specifications, with payments made when services are delivered.
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.
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.
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 optimize resource use and project delivery.
1) Developing performance measures for business plans requires understanding the key issues through a "logic model" approach. This identifies inputs, outputs, and outcomes in a results chain from short to long-term.
2) Quality assurance of measures is important. Measures should meet the needs of managers, staff, and citizens. They require balancing financial and non-financial metrics.
3) Measures serve both management and accountability, but some outcomes are beyond staff control and should not be used for accountability alone. Reporting website performance is also important.
This document discusses six key work practices that can enhance workforce motivation and performance in public organizations: 1) career development and opportunities for advancement, 2) training opportunities, 3) job influence and challenge, 4) involvement and communication, 5) performance management and dealing with underperformance, and 6) performance-related pay. It emphasizes that these practices are most effective when applied together, and stresses the critical role of leadership in underpinning a high-performance workforce.