The ever-changing role of civilian staff

0 Photo

The Police Civilian Staff Club celebrated its 35th anniversary on May 23. Chairman Mr Eric Choi Yan-sang, welcomed members and guests to a celebratory dinner and among them were members of the Strategic Direction Group (SDG) and other senior officers from across the Force. Deputy Commissioner (Management) Mr Fung Siu-yuen was the Guest of Honour.

To mark this anniversary, OffBeat talked to Mr Choi on the role of the Club.

I Admire the 'Can Do' Spirit

"I have to say that my time with the Force has been the most enjoyable and rewarding of all my civil service appointments," said Mr Choi. "I realised soon after joining the Force that it was a thoroughly professional organisation with well-trained staff, well-established procedures and practices, and instilled with an all-pervading 'Can Do!' spirit.

"My job has never been an easy one. I have to be totally convinced of the need and desirability of any additional post under request, modification of the nature of a post and the practicability and desirability of the civilianisation of a disciplined post, before I recommend it to the senior management for consideration. In a way, my division performs the function of a mini Departmental Establishment Committee (DEC) which has to consider implications touching on finance, establishment and manning scales. My recommendations to senior management, which eventually will go to the formal, DEC must be justified, well considered and defensible. That calls for a critical and objective consideration of all facts presented. I am not the 'ultimate obstructionist' but rather the 'ultimate arbiter' or 'facilitator', charged with ensuring that each and every change is genuinely in the interests of the Force and the community we serve, and that it is publicly defensible.

"As a general rule, I can say that, in these recent years of economic restraint, it generally makes good sense to civilianise any post that does not involve constabulary duties. It costs a great deal to recruit, train and equip, and pay the salaries and pensions of those who meet the very high standards demanded by the Force.

"Of course, we have to be absolutely sure that we make the right decision. If it makes good sense to civilianise a post, then we should do it," said Mr Choi.

Management-Staff Relations

More than 15 percent of the total Hong Kong Police establishment are not Police officers, they are simply civilian employees most of whom are represented by one or other of five staff associations: "I sit as Chairman of a management committee to which each of the civilian staff associations reports on a regular basis," said Mr Choi. "After a meeting to consider and hopefully resolve minor irritations and complaints, the chairman and executive committee of each association then meets with me to propose items they and their members believe should be addressed by senior management.

"The Force has a well-founded reputation for an open style management, for consulting with those directly affected by changes in policy or procedures, for listening to and often acting upon constructive suggestions. For example, traffic wardens requested sunglasses and after careful consideration, they are now being issued."

As officer in charge of civilian staff relations, Mr Choi is convinced that the majority of civilians working in the Force are totally happy with the treatment they are getting, the social and recreational facilities offered and most important of all, the amicable working relationship with their disciplined colleagues.

"At the Club's Anniversary Dinner, it was such a wonderful feeling to witness disciplined and civilian officers sitting together enjoying a great evening. It was this harmonious relationship that makes me feel so gratified as a staff relations officer." And Mr Choi and the various civilian staff associations aim to ensure that they remain so.