Director
Mr Ng Shui Lai
Over
the past five decades, the services that Hong Kong Christian
Service (HKCS) have provided for the public have undergone great
changes just as Hong Kong has experienced its transformation
throughout the same period. Undoubtedly social problems have
become increasingly complicated. There is a significant change
in social needs that traditional services cannot fulfill. Thus,
we endeavor to continually introducing new service models in
meeting these needs. If a social orientated organization fails
to meet the changing needs in a responsible way, it has no reason
to continue.
Throughout
the years, we have always aimed to improve our services, not
only in terms of their scope and technique, but also in quality.
With the increased expectations from general public and the
government subvention reform, more concern is given to the quality
of social services. In response we have developed a set of "Indicators
for Services at Excellence" to serve as our guideline.
Together with the implementation of the "Service Performance
Monitoring System" promoted by the Social Welfare Department
(SWD) and the prevalent "Process Management Strategy",
HKCS strives for the excellence in all services we offer to
the community.
The
"Service Performance Monitoring System" is introduced
by SWD as subventions for Non-Government Organizations (NGOs).
It guarantees the services provided will meet the basic requirements
while process management helps to remove bottleneck and to enhance
efficiency. With the "8 Indicators for Excellence at Services":
service-user oriented, participation, effectiveness, cost-effectiveness,
team spirit, professional attitude and knowledge, ability to
exercise influence, sustainable improvement, we put together
our missions and beliefs with the most prevailing interest of
the public in mind. These indicators contain significant concepts
that are to be realized through effective administration. These
indicators will be practically assessed and further modifications
will then be introduced whenever it is necessary. The adoption
of the Indicators is expected to show a clear direction and
create a positive environment for our staff to provide quality
services to the public.
HKCS
is marching towards excellence in the new era with great vigor.
It is important that the indicators are clearly delineated;
the motivation, ability and confidence of the staff are to be
strengthened through training and sharing. For NGOs, though
this is an age when entrepreneurship and management are emphasized,
we must at the same time remember the utmost core elements of
our organization are our mission and human resources. Our mission
guides us the direction to serve; and the strength of our human
resources helps realize our mission. Therefore we must scrutinize
carefully if our staff share the agency's mission to cater for
the needs of people. It is hoped that the quality of our services
can be further improved through such due diligence supported
by a genuinely open attitude shared between the organization
and its staff. It is rather impossible to overcome new challenges
and embrace new missions if we rigidly hold on to ways of thinking
that we have taken-for-granted in the past. Perhaps, before
we begin our journey to excellence, we need a paradigm shift,
reflect on our past and ask ourselves: what kind of agency culture
is most needed for NGOs today?
