Overview

1. Why We ValueStaff OpinionKenneth DaveyAssistantCommissioner of Police (Ag)Service Quality Wing Hong Kong Police Force

2. Overview Organization background Culture Change and Values Role of the Staff Opinion Survey Lessons Learned

3. Background (HKPF) • Established in 1844 • 36,234 Officers • 27,552 Regular Police Officers • 3,830 Auxiliary Police Officers • 4,852 Civilian Staff • Annual Budget $12 billion

5. Colonial Police Culture 1844-1980s • Core Values – Strict Discipline, Obedience • Main Functions • Social Control • Support Colonial Government • Quasi-military organization

6. Top down Regimented Formal, rigid programme for visits by management limited to Inspectorate and above Advance notice of questions to be raised Morale reports confidential Authoritarian

7. CP’s speech to Conference on Serving the Community (October 1995) 1994 150th anniversary “Asia Finest” – want to stay that way! Spoke of ‘stagnation’ if no improvement Stagnant organizations cannot serve customers Survival! 1994 adopted principles of QM “Evolution not Revolution” “Asia’s Finest”

8. Quality Management Strategy • Launched in March 1995 • Aimed at ‘Continuous Improvement’ but not ‘Change for the sake of change’

9. Free information flow Open and flexible Informal, flexible visits by management with Open Forums for Junior Police Officers and above Any and all questions welcome Staff Relations Reports open and published on Force Intranet Change… Open Communication

10. Change . . . Listening! • 1994 Creation of Police Staff Suggestion Scheme • 1996 Creation of Police Staff Motivation Scheme • Living the Values Programme • Internal Communications Consultancy • Survey Strategy

11. Change . . . Results • 1999 Station Improvement Programme • Service Improvement Training • Strategy on Internal Communications • Strategy on Quality of Service • Care of Vulnerable Groups • 2005 Caring Organization

12. Vision & Mission - 1996 “HK remains one of the safest and most stable societies in the world” • Statement of Common Purpose • Shared Values

13. Values • Integrity and Honesty • Respect for the rights of members of the public and of the Force • Fairness, impartiality and compassion in all our dealings • Acceptance of responsibility and accountability

14. Values • Professionalism • Dedication to quality service and continuous improvement • Responsiveness to change • Effective communication both within and outwith the Force

15. Change - Culture • Gauge staff expectations • Expect questions • Two-way communication • Encourage understanding and support • Correct misperceptions • Effective measurement processes • Qualitative and Quantitative • Ask the ‘customers’

16. 1997 - Force Values roll-out 1997 Living The Values Workshops • First Wave introduced all 8 Force Values • feedback collected from staff expressed most concern about : • Internal Communication • Trust, encouragement and support

17. Living the Values Workshops . . . Subsequently… Internal communications consultancy Force Survey Strategy Next Living the Values Waves 1999 Identifying barriers to communication, trust, integrity and honesty 2000 Overcoming barriers to communication, trust, integrity and honesty

18. Force Survey Strategy 1999 Objective • Continuous feedback from public and staff on: • performance measurement • policing priorities • customer satisfaction • problem identification Means • Staff Opinion Survey • Customer Satisfaction Survey • Public Opinion Survey • Mini-survey

19. Force Survey Strategy • External Provider • Independent • Protects confidentiality of participants • Credible, external audit • Coordination through one centralized body • Standardization of approach, scale and frequency to facilitate comparison

20. Staff Opinion Strategy • Staff satisfaction, values and perceptions • Identify staff concerns • Continual feedback of information for Management • Staff participation • Confidentiality • External verification and independence

21. Questionnaire Design • General perception of HKP as employer • The Force Values • Policing Performance (General priorities, maintaining law and order, etc) • Working in the Force (challenges, workload) • Job satisfaction • Overall evaluation • Management (Superintendent and above viewpoint)

22. Findings • Areas of primary (or some) concern • Areas of best performance • Areas of worst performance • Areas with most progress • Key findings from management module • Analysis for open-ended questions

23. Communication of Findings Layered delivery - • Survey provider - • Director of Management Services and SQW • CP, Senior Directorate • SQW - • Commissioner rank officers • Staff Associations • District Training and Staff Relations Officers • TSRO - • All staff via Training Days • Offbeat • Forcewide and media

24. 2007 Staff Opinion Survey • 94% believe in the Force Vision that “HK remains one of the safest and most stable societies in the world” • 91+% remain committed to uphold the Force Values • Key concerns • Promotion prospects • Morale • Change Key Findings - the Majority of officers:

25. Follow-up Actions • Initiate Action Plans for Improvement • Identify good practices for sharing • Ensure effective publicity and dissemination • Realigning resources • Managing expectations • Report to Senior Directorate Group Members • Staff Relations Report

26. Mini Survey • No specific time frame • Evaluate implementation of recommendations • Understand expectation of specific issue

27. Strategy on Internal Communication • Attitude Change • System Enhancement

28. System Enhancement - 2001 • Electronic Communication • Knowledge Management • E-mail for all officers (planned)

29. Service Quality Strategy - 2008 So, why do we value staff opinion? LISTENING to the public, officers and staff about what services are needed and how they can be delivered in the most effective and efficient way COMMUNICATE – COMMUNICATE AND COMMUNICATE MORE!

30. THANK YOU