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Commission's sterling service

I AM writing to correct the misconceptions and misinformation contained in Mr Tim Hamlett's article ''It's nice work if you can get it'', published on the South China Morning Post 's comment page on March 23.

I would be failing in my duty if I did not give a public account of the enormously substantial and valuable contributions made collectively by the Public Service Commission and how the duties have been performed by the Chairman in a demanding post, which, contrary to Mr Hamlett's impressions, is more than a full-time job.

Mr Hamlett has been concerned about the commission's workload on a statistical basis. I should emphasise that we take pains to ensure that, first and foremost, quality of our work is achieved through conscientious diligence and meticulous attention to detail in the processing of all cases referred to the Public Service Commission in accordance with statutory provisions. Quality is difficult to prove, but quantity can be specifically verified on a factual basis. Some basic figures are as follows.

During the past three years, a total of 3,471 recruitment and promotion exercises and disciplinary cases were scrutinised by the Public Service Commission, in addition to which the Chairman dealt with more than 3,000 non-controversial cases by exercises of authority delegated to him by members of the commission. Cases were examined by the chairman and members principally by circulation of case files according to a modus operandi evolved by experience over many years. Of the 3,471 cases scrutinised by the commission, a total of 1,123 queries and critical comments were raised with the Civil Service Branch or departments conducting such exercises.

These led to discussions and reconsiderations by departments of original recommendations, resulting in 365 amendments or changes. Thus queries or questions were raised on about one in three of the cases scrutinised, and this led to one recommendation in10 being revised or changed by departments in the light of our comments. To put it in perspective, each exercise involved a number of competing applicants or contenders for promotion ranging from several for one post to hundreds or sometimes thousands for others depending on the size of the exercise and the number of vacancies available.

The circulation of case files was often supplemented by the Chairman and members of the commission attending sessions of recruitment panels or promotion board meetings. A total of 358 sessions were attended in the last three years. Such attendances helped to achieve better communication and understanding between the commission and departments, and to ensure that these boards were conducted in accordance with proper procedures and practices. The fact that the recommendations were eventually agreed meant that, after critical scrutiny and discussion, acceptable solutions were found by achieving well-informed and carefully considered consensus. Rubber stamping is hardly a fair or factual description of such modus operandi.

I must clarify these facts because the credibility and good reputation of the Public Service Commission are at stake. I would feel much aggrieved if the very diligent members of our commission who put in an average of two hours valuable time every day asa voluntary service were allowed to suffer an injustice by being so wrongfully described as ineffective rubber-stamping yesmen, or holders of public sinecures. I should therefore place on public record a recognition of the very valuable service members of the commission and responsible civil servants have been rendering to the Hong Kong community by helping to ensure the impartiality and integrity of appointments to the public service.

It is regrettable that Mr Hamlett never contacted my office to check or confirm the basic information before writing his article.

A. K. CHUI Chairman Public Service Commission

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