香港青年空間荃灣青年空間服務質素標準 by hkfyg tw

【標準 1】附件一

香港青年協會荃灣青年空間服務簡介香港青年協會香港青年協會（簡稱青協）於 1960 年成立，是香港最具規模的非牟利青年服務機構之一。主要宗旨是為青少年提供專業而多元化的服務及活動，使青少年在德、智、體、群、美等各方面獲得均衡發展；其經費主要來自政府津貼、公益金撥款、賽馬會捐助、信託基金、活動收費、企業及個人捐助等。青協特別為青少年而設的 u21 青年網絡會員制度及各項專業服務，為全港青年及家庭提供支援及有益身心的活動。轄下超過 60 個服務單位，每年提供超過 10,000 項活動，參與人次達 500 多萬。青協服務以青年為本，致力拓展 12 項「核心服務」，以回應青少年不斷轉變的需要，服務包括：青年空間、就業支援、邊青服務、輔導服務、親子調解、網上服務、領袖培訓、義工服務、教育服務、創意交流、文康體藝及研究出版。青年空間本著「為青年創造空間」的信念，青協轄下分佈全港各區的 22 所青年空間，從室內設計、服務理念、活動形式，以至效能指標等，均作出全新演繹。青年空間在硬件設計上致力追求卓越，並在專業服務方面積極發展及推廣三大支柱服務，包括學業支援、進修增值、社會體驗，以及加強聯繫青年；務求青年空間成為一個屬於青年、回應青年需要，讓青年發展潛能，並獲得機會不斷探索和鍛鍊的活動場所。

荃灣青年空間簡介荃灣青年空間(簡稱本空間)於 1995 年起正式以綜合青少年中心形式為荃灣區青少年提供服務。1999 年獲香港賽馬會慈善信託基金撥款進行中心現代化工程，並且有幸成為全港第一所現代化靑年空間。配合著青年人的需要和社會的發展，本空間建立全面而富彈性的服務，重點工作包括升學及就業支援服務、義工及領袖發展訓練、創意培訓及文康體藝等活動。〈青年空間〉是我們對靑年的一份心思與承諾，透過共同開拓空間，讓靑年發揮「創意」、樂於「學習」、投入「參與」、互相「關懷」，以致共建和諧的社區。

I. 服務宗旨： 1 . 提高青少年個人潛能，肩負在其成長階段中的職份和應付不同發展期所面對的困難； 2 . 協助青少年培養責任感和正確的價值觀，鼓勵他們積極參與社區事務，進而胸懷社群，放眼世界； 3. 促進他們與家人建立和諧的家庭關係。

II. 服務對象 : 本會設有「 u21 青年網絡」會員制度，任何人士符合下列資格，均可免費申請成為本單位的會員。少年會員： 6 – 14 歲青年會員： 15 – 24 歲資深會員： 25 – 35 歲家長會員： 6 – 24 歲子女的家長有關會員最新資訊和優惠，可登入 www.u21.org.hk 瀏覽。 III. 服務重點︰ 

升學就業支援：特設升學就業支援站，並透過多元化的就業訓練和輔導，協助青年人裝備自己，藉此加強日後投身社會之競爭及適應能力。

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義工培訓：本會設有「青年義工網絡」，鼓勵 6 - 3 5 歲青少年登記成為義工，本空間會因應義工的累積服務時數頒發嘉許襟章和証書。另一方面透過參與各種義務工作，鼓勵青年人參與社會事務，表達意見；培養他們關心及回饋社會。

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領袖訓練：舉辦不同形式的訓練活動，發掘青少年的領導、獨立思考及分析能力，以盡展其所長。

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培育健康成長：提供多類型的活動與設施，讓青少年建立自信、發揮潛能及學習群體相處技巧等，包括：多元智能的興趣班、創意科藝工程及課餘託管等服務。

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輔導服務：透過專業社工，為有需要之青少年提供專業輔導服務，透過面談或小組形式，協助他們紓解困擾與難題。

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學校伙伴合作：按區內中小學不同的需要，為學生提供各類型的活動及訓練課 2

程，以助學生解決個人的學業、前途、交友、戀愛及家庭問題。 

其他服務：本空間亦提供家長教育，提升家長的親職能力；並附設有自修室，供青少年自修之用。

IV. 會員制度 

 



所有登記會員將會免費獲發一張會員証，如會員證遺失或被竊，持證人須親臨本空間通知當值主任，本空間將即時補發會員證，手續費每次港幣三十元正。會員如一旦不符合本會會員資格，會籍將自動撤銷。會員有權申請退出會籍，會員可直接致電通知本空間（電話： 2413 6 6 6 9 ），或親臨本空間通知當值主任。本空間樂意為會員更新所有資料，會員只需填寫會員申請表格交回本空間及註明資料更新，本空間將於七個工作天內處理。會員如欲本空間刪除其會籍資料，必須以書面提出申請，本空間於接獲申請起計十個工作天內，刪除有關資料。若會員提供任何非真實、不準確、失效或不完整之資料、或本會持有合理理由的情況下，懷疑其登記資料之準確性，或會員嚴重違反本會規則或未能履行本條款及守則內容，則本會有權暫停或取消會員之會籍。會籍一旦終止，會員須將其會員證交還，並停止享用會員之權益。

V. 青年空間設施：本空間設有自修室、面談室、多用途活動室、電腦室、鼓房、鋼琴室及無線上網等供會員使用。 VI. 活動報名 



所有活動 (除指定的服務對象外 )，均會公開宣傳和招募，服務使用者可根據宣傳資料往本單位報名。如報名人數不足，舉辦單位保留取消活動的權利，以確保資源善用；參加者所繳費用，會按程序全數退回。如活動遇特別事故，屬非舉辦單位所能控制的情況（例如：颱風、暴雨、自然災禍等），在一般情況下，本會不會另行補課、改期或退款。對於已開始的活動，在過程中若由於行政理由（例如：導師生病、突發情停電等）需要更改活動，舉辦單位會安排補課或改期，唯所繳費用恕不退還。本會不接受參加因私人事故而無法出席活動之退款申請；但倘若由於單位行政調動而導致活延期或取消，舉辦活動的單位主任將按個別情況作出考慮。舉辦單位保留更改活動及退款決定的權利。 3

退款者請於公佈活動取消日期後一個月內，憑收據往舉辦活動單位申請退款，逾期恕不辦理。

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VII.開放時間、聯絡方法荃灣青年空間開放時間：星期

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時間 2:00p.m.~ 6:00p.m. 6:00p.m.~ 10:00p.m. *公眾假期將停止服務聯絡方法單位主任：陳永雄聯絡電話： 2413 6669 傳真號碼： 2413 3005 網址： http://tw.hkfyg.org.hk 電郵地址： tw@hkfyg.org.hk 地址：新界荃灣海盛路祈德尊新村商業中心二樓 .

督印人印製日期份數

︰陳永雄 (單位主任 ) ︰ 2010 年 10 月︰ 500 份

日

【標準 1】附件一

香港青年協會荃灣青年空間會員制度 

 



所有登記會員將會免費獲發一張會員証，如會員證遺失或被竊，持證人須親臨本空間通知當值主任，本空間將即時補發會員證，手續費每次港幣三十元正。會員如一旦不符合本會會員資格，會籍將自動撤銷。會員有權申請退出會籍，會員可直接致電通知本空間（電話： 2 4 1 3 6 6 6 9 ），或親臨本空間通知當值主任。本空間樂意為會員更新所有資料，會員只需填寫會員申請表格交回本空間及註明資料更新，本空間將於七個工作天內處理。會員如欲本空間刪除其會籍資料，必須以書面提出申請，本空間於接獲申請起計十個工作天內，刪除有關資料。若會員提供任何非真實、不準確、失效或不完整之資料、或本會持有合理理由的情況下，懷疑其登記資料之準確性，或會員嚴重違反本會規則或未能履行本條款及守則內容，則本會有權暫停或取消會員之會籍。會籍一旦終止，會員須將其會員證交還，並停止享用會員之權益。

青年空間設施本空間設有自修室、面談室、多用途活動室、電腦室、鼓房、鋼琴室及無線上網等供會員使用。活動報名 



 

所有活動 (除指定的服務對象外 )，均會公開宣傳和招募，服務使用者可根據宣傳資料往本單位報名。如報名人數不足，舉辦單位保留取消活動的權利，以確保資源善用；參加者所繳費用，會按程序全數退回。如活動遇特別事故，屬非舉辦單位所能控制的情況（例如：颱風、暴雨、自然災禍等），在一般情況下，本會不會另行補課、改期或退款。對於已開始的活動，在過程中若由於行政理由（例如：導師生病、突發情況下停電等）需要更改活動，舉辦單位會安排補課或改期，唯所繳費用恕不退還。本會不接受參加者因私人事故而無法出席活動之退款申請；但倘若由於單位行政調動而導致活動延期或取消，舉辦活動的單位主任將按個別情況作出考慮。舉辦單位保留更改活動及退款決定的權利。退款者請於公佈活動取消日期後一個月內，憑收據往舉辦活動單位申請退款，逾期恕不辦理。 1

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THE HONG KONG FEDERATION OF YOUTH GROUPS Reporting the Loss of Media Containing Restricted Data / Personal Data

Part I (to be completed by the staff)

Name of Staff

Details of the Data Contained in the Item Lost

Computer system involved

Other relevant information

Staff Code

(

)

Date

Signature

Part II (to be completed by Coordinator / Supervisor)

5. I agree / disagree * with the proposed rectification measures.

6. Other proposed rectification measures

Warning letter to be issued to the staff by Executive Director / Deputy Executive Director. Warning letter to be issued to the sta ff by Coordinator / Supervisor. Verbal warning by Coordinator / Supervisor. Others (Please specify / ) No follow up action is required.

S i g n a t

u r e

Name

Date

Part III (to be completed by Executive Director / Deputy Executive Director)

8. I agree / disagree * with the proposed rectification measures.

9. I agree / disagree * with the proposed follow up action. / 10.

S i g n a t u r e

Name

Date

Part IV (to be completed by data owner)

11. I agree / disagree * with the proposed rectification measures.

12. I agree / disagree * with the proposed follow up action. / 13.

S i g n a t u r e

Name

Date

Ref: B-03-001

(6/2009)

附錄一

香港青年協會使用及儲存受限制資料及個人資料的指引 1. 目的 : - 香港青年協會 (青協 )重視個人私隱，並確保各員工於任何情況下收集、使用、儲存、轉移及查閱個人資料之程序均符合「個人資料 (私隱 )條例」 (第 486 章 )之規定。同時，青協重視機構內部資料的保密原則。 - 青協現訂立「使用及儲存受限制資料及個人資料的指引」，以協助員工於日常職務上，妥善處理各項受限制資料及個人資料。 2. 定義 : - 受限制資料包括財務數據、個人資料 (包括員工、會員、服務使用者、導師、合作伙伴及其他已收集之個人資料 )、及其他青協與其所屬單位之非公開資料。 - 個人資料包括任何直接或間接與一名在世人士 (資料當事人 ) 有關的資料、可切實用以確定有關人士身分的資料，以及其存在形式令查閱及處理均是切實可行的資料。 3. 原則 : - 受限制資料只應按需要知道的原則存取，並只應用於工作相關之用途，不應取用資料作私人用途或洩露資料以獲取利益。 - 員工未經授權不應洩露任何機密或專有資料，並須採取足夠保密措施，以防止該等資料被濫用或誤用。 - 個人資料之儲存及使用必須符合「個人資料 (私隱 )條例」 (第 486 章 ) 之規定。 - 若員工不恰當地使用有關資料，將列作行為不檢，並可導致青協對員工作出紀律處分或法律制裁。 - 若員工轉職或離職時，員工必須交還所有受限制資料及個人資料予有關單位或青協，並確認不會竊取有關資料以作己用。 4. 匯報機制 - 當員工發現遺失受限制資料 /個人資料或載有上述資料之媒體，員工應即時填妥「遺失受限制資料 /個人資料申報書」，向副總幹事及資料持有人作出匯報，並建議可採取之補救措施。 - 副總幹事及資料持有人將檢視有關補救措施，並安排各項相關之跟進程序。 - 若員工於發現遺失受限制資料 /個人資料或載有上述資料之媒體時，沒有即時作出匯報，將列作嚴重行為不檢，並可導致青協對員工作出紀律處分。 5. 以電腦系統存取 / 處理受限制 / 個人資料須注意之事項 ( 例如 : 內聯網系統、 MRM 系統、會計系統 ): - 總會及各系統管理員已按員工之職位及調動，設定相關之系統登入權限。 i

當員工支取任何假期 (包括年假、病假等 )超出 12 個工作天，或獲批准停薪留職，其電腦系統之登入權限將由開始支取假期 /停薪日期起被凍結。由於「職員休假申請表」可能於傳遞時出現時差，各單位主任必須於批核上述假期時即時以電郵通知人事部 (emily.fung@hkfyg.org.hk)，以便作出跟進。員工應採取合理的步驟，以確保用以存取及處理受限制 /個人資料的電腦是安全的。  電腦  除因合理原因而需於辦公室以外工作，員工應使用辦公室內之電腦。  若須於辦公室以外使用電腦，員工不應使用設於公眾場所之電腦。 (例 : 網吧 /咖啡室之電腦 )  辦公室內之電腦不應安裝檔案分享軟件。於辦公室外，員工應避免使用已安裝檔案分享軟件之電腦；若必須使用有關電腦，員工必須採取合理之步驟，以確保載有受限制 /個人資料之檔案不會被未獲授權之人士接觸或發送至未獲授權之人士。  電腦登入及密碼保護  電腦之登入名稱及密碼不應與其他人共用。  用戶應定時變更密碼；建議之時限為每三個月作出一次修訂。  用戶應使用不易被猜中的複雜密碼。一個複雜的密碼應包括數字及大小楷的字母，並不少於五個數字 /字母。  於辦公室使用電腦時，員工於離開座位時應把電腦鎖定 (Lock Computer )或登出電腦 (Log Off Computer)。各載有個人資料之電腦系統將陸續加強保安措施，以減低有關資料被誤用之風險:  單位員工於搜尋 /搜尋及匯出大量的單位會員資料時需預先得到單位主任或以上職位的員工的批核方可進行。大量的單位會員資料指搜尋條件包含所有單位的會員或出生日期 / 年齡 /登記日期超出一年。  員工搜尋其他單位的會員資料時需輸入二項或以上的搜尋條件，並設有必須輸入的搜尋條件。  畫面只會局部顯示敏感資料 (例 : 身份證 /出世紙號碼或其他證件號碼只會顯示頭 4 個數位，其餘位置的數據將以“＊”顯示；出生日期只顯示年份及月份。) 一般情況下，員工應從各電腦系統之版面抽取各項數據；資訊科技組將不會按個別員工之要求，從數據庫抽取資料。如遇特殊情況未能從系統版面取得所需數據，員工必須取得直屬督導主任批核及相關系統持有人的同意，才可要求資訊科技組從數據庫直接抽取數據。

6. 下載及複製資料須注意之事項 : - 員工只可於無法避免的情況下把受限制 /個人資料下載至辦公室的電腦硬件以外之電子媒體，或影印有關資料。 - 下載及複製受限制 /個人資料應減至最低，並必須妥善保存。

7. 保安 :

電子媒體: 當員工以電子媒體 (例 : 外置硬碟、 USB 記憶體、 3.5”磁碟、 CD/DVD 光碟、任何記憶咭 )作備份用途，而有關電子媒體載有受限制 /個人資料，員工應把有關電子媒體妥善鎖上，並授權指定員工存取有關電子媒體。同時，有關電子媒體建議附設加密軟件。 - 存有受限制 / 個人資料之檔案應盡可能以密碼保護。有關於 MS Word/MS Excel/MS PowerPoint 檔案設定密碼之程序可參考附件。 - 存有以下個人資料之檔案必須以密碼保護: 身份證號碼、薪酬紀錄及薪酬資料、導師薪酬資料、個案檔案。 - 於完成相關用途後，有關檔案應永久刪除，包括從電腦之資源回收筒中刪除。 - 不論於辦公室內或辦公室外，員工均應妥善保管有關電子媒體。影印本: - 不論於辦公室內或辦公室外，員工均應妥善保存有關文件；運送途中亦應以非透明的文件夾盛載。 - 員工不應於公眾場所處理包含受限制 /個人資料之文件。 - 於完成相關用途後，載有受限制 /個人資料之文件影印本應徹底撕毀及棄掉。 -

8. 把載有受限制 /個人資料之電子媒體 /影印本携離辦公室須注意之事項 : - 員工只應於不可避免及預先獲得單位主任批准的情況下，方可把上述資料携離辦公室。 - 於任何情況下，包括下列個人資料之電子媒體 /影印本均不應携離辦公室:  身份證號碼  員工及導師之薪酬及支薪紀錄 (總會把資料携離辦公室以安排發放薪酬除外)  任何載有會員 /參加者之詳細個人資料之表格或紀錄 (例 : 會員申請表、活動報名表)  職位申請相關資料  員工評檢報告及紀錄 (把已填具妥當之評檢報告遞交總會或督導主任除外。)  詳細之個案紀錄 (因應聯絡所需，員工可按需要，把個案之聯絡電話携離單位) - 員工不應把上述電子媒體所載之檔案，再複製至其他電子媒體或辦公室以外之電腦硬件 (例 : 電腦桌面 )。 - 員工應妥善保存有關電子媒體 /影印本。 - 駐校社工於所駐守之學校完成檔案 (包括以電子媒體及手抄本之紀錄 )後，必須妥善保存有關檔案。存放於駐守之學校及攜帶回單位辦公室時，員工必須採取足夠保密措施，以防止該等資料被濫用或誤用。於可行情況下，員工應使用附設加密軟件之 USB 記憶體；個別檔案亦應於可行情況下以密碼保護。 9. 辦公室內之電腦的資訊科技相關事宜 : - 辦公室內之電腦只應用於工作相關的用途。除工作所需外，辦公室內之電腦不應連線至網上遊戲或討論區相關之網站。 iii

員工只應把單位之電腦接駁至單位之電腦網絡，有關電腦亦應按資訊科技組的規格作出設定。員工不應把不屬於單位的電腦接駁至單位的電腦網絡。所有電腦必須安裝防毒軟件，並每日更新相關之病毒定義碼。同時，於開啟電腦期間，軟件及相關之即時掃描功能必須啟動。單位應妥善安裝防火牆，以避免駭客或未獲授權人士入侵單位之電腦設施。辦公室的電腦網絡與供服務使用者 (包括會員及其他服務使用者 ) 使用之電腦網絡應妥善分隔。員工應盡量避免以提供服務使用者使用之電腦作行政用途，尤其是用以處理受限制資料 /個人資料，以減低資料外洩之風險。若不能避免有關安排，員工亦應採取下列措施:  員工應避免把檔案下載或儲存至電腦桌面或硬件。已下載或儲存之檔案必須於員工離開電腦前從桌面 /硬件及資料回收筒徹底刪除。  員工及服務使用者均應以獨立的登入帳號登入電腦系統。有關登入帳號均不應擁有系統管理員的操作權限。除經資訊科技組核實外，單位的辦公室不應使用無線網絡。無線網絡只應提供予服務使用者。同時，單位應妥善裝配有關之無線網絡，並啟動密碼保護。有關之 WEP key 應定時更新，以避免未獲授權之存取。電腦應設定使用者認證，包括設定登入帳戶及登立密碼。單位內一般員工不應以系統管理員身份操作電腦。只有獲授權人士，包括資訊科技組員工或單位主任，方可以系統管理員身份操作電腦，並進行軟件安裝。電腦只應安裝工作所需之軟件。所有軟件必須確定為合法版本，並擁有相關授權證。同時，單位必須填妥 “ IT Computer & Software Registration Form ” ，於資訊科技組作出登記，並向該組提供安裝磁碟及軟件識別碼 (license key)。單位不應安裝任何檔案分享軟件。所有處理交易或涉及敏感資料之電腦系統，例如會計系統、 MRM 系統、人事及薪酬系統、教練薪津系統，必須妥善安裝及配置，並於落實使用前由資訊科技組核實。除外界機構有特殊要求外，載有受限制 /個人資料之檔案不應以電郵方式傳送至青協電郵伺服器以外之電郵帳戶 (包括員工於其他電郵服務提供者開設之個人電郵帳戶 )。員工應以青協提供之電郵帳戶傳送及接收與工作相關之電郵，不應以個人於其他電郵服務提供者開設之電郵帳戶處理上述電郵。

(如英譯本之文義與中原文有異議時，應以中原文為準。 )

(2009 年 7 月 )

附件於 MS Word / MS Excel / MS PowerPoint 檔案設定密碼之程序 “另存新檔 ” -> 輸入 “檔案名稱 ” 選取 “工具 ”

選取 “一般選項 ”

輸入 “保護密碼 ” -> “確定 ”

按 “儲存 ”

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附錄三

香港青年協會職業安全及健康工作指引 1. 目的 1.1 香港青年協會 (青協 ) 致力保障所有員工的職業安全及健康，並確保各單位之日常運作合乎「職業安全及健康條例」及條例下的「職業安全及健康規例」。 1.2 青協現訂立「職業安全及健康工作指引」，以協助員工處理單位內有關職業安全及健康的事宜。 2. 預防意外 2.1 單位內所有裝置須在設計和製造上乎合安全標準，並須妥善保養，而危險部份須裝設有效防護。 2.2 所有地面、牆壁、天花等必須保持良好狀態。地面必須不滑溜、無阻及沒有令人絆倒的危險。 2.3 所有物品必須用正確的方法儲存及貼上標籤識別。 2.4 員工於工作時必須使用適當的工具及個人防護設備。 3. 防火 3.1 單位設施及設備 i. 走火通道須加上綠色光亮的燈牌，並以中英文註明「出口 / EXIT」字樣。 ii. 單位必須具備適當及足夠的消防設施，並對有關設施妥善保養，確保其效能良好、未屆到期日及不受阻礙。同時，單位應確保所有員工知道有關設施的性質和使用方法。 iii. 單位應定期檢查所有防火門的自動關閉設備，確保設備能正常運作。同時，防火門不可以用楔子或其他物件阻礙關閉，即使作為臨時措施。 3.2 逃生 i. 單位內須展示逃生路線圖，並於顯眼處張貼圖則。走火指示的通告應穩妥地張貼，以免遺失或被塗污；通告內容應包括以下指示： 1. 走火時怎樣響動火警警報； 2. 怎樣及向誰人報告火警； 3. 員工聽見火警警報時應在哪裡集合； 4. 不要停留以取回個人財物； 5. 在安全情況下，使用就近的滅火器具撲滅火種，但不可使用水撲救因洩電引起的火警； 6. 單位獲證實可安全入內前，不要再度入內； 7. 於任何時間應關閉所有防火門； 8. 當遇上火警時，切勿使用升降機；及 9. 召喚防火人員的方法。 ii. 單位須確保所有走火通道、走廊、樓梯、樓梯梯台、防火門等暢通無阻及沒有上鎖。

每年最少舉行火警演習一次，確保所有員工完全明白火警警報的傳達方式和走火程序。 3.3 防火措施單位主任須確保其單位有合理的防火措施，以減低發生火警的可能性，並避免火警的危險： i. 小心棄置燃著的火柴或蠟燭； ii. 避免積聚垃圾、紙張或其他容易著火的物料； iii. 應妥善保養電線、插頭及插座，及不可令其負荷過重； iv. 電器於不使用時應截斷電源，除非設計或用途上需要長期接上電源； v. 避免於單位內存放易燃物體，若需存放亦應遠離熱源； vi. 暖爐、機械或辦公室儀器必須安放於通風良好的地方； vii. 要小心處理和存放過量危險物品；及 viii. 不應於非指定的地方進行烹煮。 3.4 若單位發生火警，員工應即時向消防署報告。同時，單位主任亦應即時向直屬督導主任匯報；並於三個工作天內向總辦事處提交書面報告，以便跟進保險事宜。 iii.

4. 工作環境 4.1 辦公檯及椅的設計及擺放應依人體功效學原理，並建議預留足夠工作空間、儲物空間、電線導孔及腿膝位置。 4.2 單位應妥善處理及擺放傢俱及物資，避免工作環境過於擠迫及妨礙活動空間。物資亦應避免存放較高或難於存取的地方。櫃門及抽屜應於用後妥善關上，電線則離開通道，避免其他員工不慎絆倒。 4.3 保持地面乾爽，積水應即時抹去，以避免滑倒。單位應注意地面凹凸不平及滑溜的方，並放置告示牌，提醒其他人多加注意，避免絆倒。 4.4 玻璃門應貼上進出標誌，避免其他人撞向玻璃。 4.5 若單位內位於高處之物件出現下墜的危機，單位應盡促安排把相關物件移走。於移走相關物件前，單位應把受影響的地方隔離，避免任何人士走近該地方，以免發生危險。 4.6 單位必須有充足的照明，以保障活動時的安全。同時，光源應安裝在適當的位置，柔和而均勻；目標物的光度與周圍的對比適中，避免光源過強。 5. 辦公室 / 活動場地衛生 5.1 環境衛生 i. 單位應保持清潔，經常打掃及清理。所有廢物應丟到垃圾桶，並安排每天清理。 ii. 單位應保持空氣流通及清新。空調設備應保持於良好性能，並經常清洗隔塵網。單位亦應控制人流，避免場地過於擠迫。 iii. 找出滴水及滲漏的原因及作出維修及改善，並控制室內濕度，以減低霉菌的滋生。 iv. 活動場地及辦公室應保持清潔；定時清潔地板、門柄、檯椅及牆壁，用 1:99 (即把 1 份漂白水與 99 份水混和 ) 的稀釋家用漂白水清洗，再用清水沖洗抹乾。 ii

如地方或設施被嘔吐物弄污，應立即用 1:49 的稀釋家用漂白水清洗，再用清水沖洗抹乾。 vi. 借出予其他人 ( 例 : 服務使用者 ) 的活動用具或玩具須定時清潔妥當。 vii. 確保沖厠及洗手盆設備運作正常。 viii. 厠所應備有皂液、抹手紙 / 乾手機，並經常作出清洗。 ix. 單位必須提供適當的飲用水設備。設備不應安裝在有危險的機器或污染源附近，亦不應設立在洗手間內。 5.2 個人衛生 i. 如有不適徵狀，必須立即延醫診治，按指示服藥及休息，以期早日康復。若出現發燒，有關人士應即時離開單位，延醫診治，並留在家中休息；而有咳嗽或上呼吸道感染徵狀者必須戴上口罩。 ii. 由於病毒會透過涎液傳播，咳嗽或噴嚏應掩著口鼻，雙手被呼吸系統分泌物弄污後必須洗手，而且應戴上口罩，以免病菌散播。 v.

6. 受傷及急救 6.1 單位必須設有適當及足夠的急救設施，設施上須清楚標明 “ 急救 ” 及 “ FIRST AID” 字樣。 6.2 急救設施須載有附表一所指明的物品，並包括一份「急救指南」。 6.3 單位主任須連同另外最少一位員工負責提供和補充上述 6.2 項所指明的急救設施，並必須在急救設施上貼上負責員工姓名的告示。 6.4 單位主任須確保當有員工在單位工作時，可在該處隨時找到最少一名負責急救物品的員工。 6.5 若發生受傷事件，單位應即時安排急救處理；嚴重受傷則應召喚救護車，把傷者送往醫院診治。有關基本之急救處理方式可參考勞工處編訂之「急救指南」。 6.6 若單位內發生任何可導致保險索償之受傷事件，單位主任應即時通知直屬督導主任，並於事件發生後的三個工作天內向總辦事處提交書面報告，以便作出跟進。 7. 電器及電力 7.1 檢查所有電力設備的保護裝置 (如保險絲、斷路器 ) 是否操作正常。 7.2 使用電器前應進行檢查，如有損壞應立刻修理或更換。當電器的保護裝置因啟動而切斷電流時，必須找出故障原因，並在修理完成後才可重新使用。 7.3 手提電器如果沒有雙重絕緣，則應有接地裝置，並應使用符合安全規格的插頭和插座，而其線路亦須裝設漏電斷路器。以下為符合安全規格的插頭要求： i. 只可使用符合標準 (BSI) 的插頭。 ii. 不要使用可容納較其電流值為高的插頭或萬能蘇。例：一個 5AMP 之萬能蘇是不應被一個 13AMP 之插頭插入。 iii. 單位的電器應使用三腳萬能蘇。 iv. 切勿在同一插座上使用太多插頭，亦不要使萬能蘇及插座過量負荷。 iii

7.4 若員工的衣履濡濕或手濕，應避免使用電器或觸摸插頭。 7.5 檢查電器前應先把電掣關上及拔去插頭，以避免觸電的危險。 7.6 電器安裝、電線接駁、或電器維修工作需要由合資格及認可的電工進行，並要緊記在施工前將電源隔離。 7.7 單位應按法例要求，定時安排合資格人士進行電力檢查、測試及領取證明書。 7.8 若單位出現電力故障，單位主任應即時了解原因，並要求有關管業處進行搶修；若故障源自單位內部之電力裝置，則應聘請合資格的電器技工檢查及修理或向工程拓展組尋求協助。單位主任應決定單位能否繼續全面或局部運作，並把情況通知直屬督導主任及總辦事處。同時，單位應張貼告事，通知服務使用者相關安排。 8. 體力處理操作 8.1 「體力處理操作」是指手、臂或其他形式的身體動作移動或支撐負荷物 (包括提舉、放下、推動、拉動或搬運該負荷物 )。單位主任須考慮員工從事人力搬運時的潛在危險，並作出評估及加以檢討。評估時應考慮下列各項因素： i. 搬運行動和運作 ii. 工作地點和工作間的佈置 iii. 工作姿勢和位置 iv. 搬運所需的時間和頻密程度 v. 負荷物所在的位置和移動的距離 vi. 重量和力度 vii. 負荷物和設備的特點 viii. 工作制度 ix. 工作環境 x. 員工的技術、經驗和訓練 xi. 員工的健康狀況 xii. 衣物及個人防護設備 8.2 單位主任必須在進行搬運工作前進行危險評估，及紀錄評估結果，包括： i. 記錄那些較嚴重的危害 ii. 記錄最重要的結論例：事項 - 搬運鐵櫃頂上的文件須伸手過遠結論 - 已裝置穩固的踏腳架及鋁梯檢查結果亦須書面通知各員工。 8.3 評估紀錄必須能夠顯示出負責人已： i. 切切實實的查察過工作場所； ii. 估計過誰會受到危害影響； iii. 處理了所有明顯的嚴重危害，考慮到會受影響的人數； iv. 採取了合理適當的預防措施，而餘下的危害風險程度不高。此等文件將保留存檔，以便日後供勞工處查核，顯示單位已做妥了法例的要求。 8.4 如單位主任發現某項工作不能避免使用人力搬運時，則須提供足夠的防護設備及預防措施、安排足夠人手合力處理、及提供充足的訓練及指示。 iv

9. 颱風及暴雨 9.1 颱風 i. 員工於八號或以上颱風信號懸掛後不用上班。 ii. 如正值上班時候懸掛八號颱風信號，單位將即時停止辦公，員工須儘速回家，以策安全。 iii. 員工應於除下八號或以上颱風信號後的兩小時內返回工作崗位。如八號颱風信號於下午三時後改為三號，不須於晚上當值的員工無須返回工作崗位；若信號於下午五時後才改為三號，所有員工無須上班；但單位負責人或其代表仍須返回單位檢查在颱吹襲下單位設備是否有損，然後報告主管。 9.2 暴雨警告 i. 紅色暴雨信號生效時，員工須如常返回工作崗位。 ii. 黑色暴雨信號若於單位開放前已發出，則員工不需上班；如該信號於單位關閉前二小時已解除，則員工應儘速返回單位檢視單位情況，及通告主管有關損壞情況。 iii. 黑色暴雨信號若於單位開放後才發出，則員工須逗留單位內，直至正常之下班時間或待天氣情況許可才離開。

(2009 年 7 月 )

附表一單位內的急救設施所包含的物品基本物品

所需物品

僱員數目少於 10 名

10 至 49 名

50 名或以上

勞工處處長發出的「急救指南」

細碼無藥性消毒紗布

中碼無藥性消毒紗布

各大小尺碼不同的黏性紗布

原色棉布三角繃帶 (尺碼不少於 1300 毫米 x 900 毫米 x 900 毫米 )

1卷 (2 米長 )

1卷 (4.5 米長 )

藥棉，每包 30 克包裝

壓力繃帶

黏性膠布 (氧化鋅 ) (25 毫米闊 )

安全扣針

附加物品 -

指明數量的防水黏性紗布指明數量的防水黏性膠布指明數量用作治理眼睛損傷的洗眼杯

多枚

a. 1. 2. 3. b. 1. 2. c.

d. e. f.

2. 3.

()/ 1 6 3 1 2 2 1 3 1

(

____________________

(

)

10.

11.

12.

13.

14.

香港青年協會荃灣青年空間【服務質素標準 8】服務單位遵守一切有關的法律責任 (一) 概要 8.1 服務單位知悉所有監察其運作及服務提供的法例(包括衛生、安全方面的法例)。 8.2 服務單位備有監察程序以確保單位遵守有關的法例，及於需要時徵詢法律人士的意見。 (二) 政策及程序 1. 政策目的本政策制定是確保服務單位職員知悉其運作及服務提供的法例，並能監察本身的表現，以確保其遵守有關法例。 2.

理念本單位的服務提供，是受到一些法律條例及專業操守所規限，故必須確保這些法例及操守能妥善遵守。

政策 3.1 本單位清楚瞭解在提供服務過程中所涉及之有關法律條例及專業操守。 3.2 本單位須制定監察程序以確保在提供服務時能符合相關法律條例的要求及專業操守。

4. 程序 4.1 確保法律責任與專業操守的執行 4.1.1 單位主任會透過個別督導以確保職員能依據相關法律條例及本會的守則辦事。 4.1.2 如有需要，各同工可於會議提出對有關法律條例及日常運作程序的意見共同討論及分享。 4.1.3 如有需要，會透過個案工作專業會議，與多方面的專業人士的作意見交流，以確保職員能掌握相關法律條例執行的程序。 4.2 獲取有關資料的途徑 4.2.1 各職員需應用任何法例時，必須先從互聯網查核該法例的最新版本〔雙語法例資料系統網址：www.legislation.gov.hk〕；亦需定期上網查核，並紀錄在「法例更新檢查紀錄表」【附件一】。 4.2.2 如有需要，邀請有關人士就法律條例作出解釋。

青年空間 – SQS 8

10.2012 (修訂)

4.3 徵詢法例專業意見 4.3.1 在下列兩種情況下，本單位須考慮徵詢法律顧問意見： (1) 在服務運作中發現一些政策、事件、情況、安排或程序涉及法律問題，同工於查閱有關法律資料文件後，仍未能解決，或有關之法律問題仍需要作出澄清及跟進。 (2) 單位被服務使用者／第三者提出法律控訴。 4.3.2 遇到上述情況，有關之職員需先知會業務總監，再由業務總監與副總幹事商討，決定是否徵詢法律意見。有關職員須填寫「法律諮詢跟進紀錄表」【附件二】。 4.3.3 本會擁有律師背景人士擔任理事會委員，因此若本單位有需要時可透過總部作出聯繫和安排，獲得免費法律意見。 4.4 相關法例的參考清單(請參閱有關法律網址) 編碼章條例 (A) 運作及服務消防條例 1. 95 入境條例 2. 115 建築物條例 (新界適用) 條例 3. 121 建築物條例 4. 123 公眾衛生及巿政條例 5. 132 防止賄賂條例 6. 201 道路交通條例 7. 374 香港人權法案條例 8. 383 電力條例 9. 406 性別歧視條例 10. 480 個人資料(私隱)條例 11. 486 殘疾歧視條例 12. 487 職業安全及健康條例 13. 509 家庭崗位歧視條例 14. 527 版權條例 15. 528 知識產權署署長(設立)條例 16. 412 (B) 人事僱傭條例 17. 57 強制性公積金計劃條例 18. 485 香港社會工作者註冊條例 19. 505 (C) 與服務相關危險藥物條例 20. 134 侵害人身條例 21. 212 保護兒童及少年條例 22. 213 刑事訴訟程序條例 23. 221 公安條例 24. 245 青年空間 – SQS 8

10.2012 (修訂)

25. 26. 27. 28. 29.

279 298 378 435 602

教育條例罪犯感化條例社會服務令條例遊戲機中心條例種族歧視條例

(三) 政策文件制定及修訂日期本政策文件最新修訂日期：2012 年 10 月 (四) 附件目錄【附件一】【附件二】

青年空間 – SQS 8

法例更新檢查紀錄表法律諮詢跟進紀錄表

10.2012 (修訂)

【標準 8】附件二

香港青年協會荃灣青年空間編號：

法律諮詢及跟進紀錄表諮詢日期： 1.

__________________

諮詢律師姓名： __________________

諮詢原因： _________________________________________________________________ _________________________________________________________________

諮詢結果： _________________________________________________________________ _________________________________________________________________

建議跟進事宜： _________________________________________________________________ _________________________________________________________________

負責職員簽署：

________________________

日期：

_______________

單位主任簽署：

________________________

日期：

_______________

跟進結果： _____________________________________________________________________ _____________________________________________________________________ ________________________

日期：

_______________

________________________

日期：

_______________

負責職員簽署：單位主任簽署：

香港青年協會

【標準 8】附件一

荃灣青年空間法例更新檢查紀錄表編碼

章

條例

有更新之版本()

備註

(A) 運作及服務 

生效日期﹕01/01/2004

115 入境條例 121 建築物條例 (新界適用) 條例



生效日期﹕30/06/1997



生效日期﹕02/08/2012

123 建築物條例 132 公眾衛生及巿政條例



生效日期﹕30/06/2012



生效日期﹕30/06/1997

201 防止賄賂條例 374 道路交通條例



生效日期﹕30/06/1997



生效日期﹕02/08/2012

383 香港人權法案條例 406 電力條例



生效日期﹕30/06/1997



生效日期﹕12/11/1999

412 知識產權署署長(設立)條例 480 性別歧視條例



生效日期﹕30/06/1997



生效日期﹕30/06/1997

486 個人資料(私隱)條例 487 殘疾歧視條例



生效日期﹕30/06/1997



生效日期﹕30/06/1997

509 職業安全及健康條例 527 家庭崗位歧視條例



生效日期﹕30/06/1997



生效日期﹕21/11/1997

16. 528 版權條例 (B) 人事



生效日期﹕06/07/2007

僱傭條例



生效日期﹕30/06/1997



生效日期﹕01/11/2012



生效日期﹕30/06/1997

2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15.

17.

消防條例

485 強制性公積金計劃條例 19. 505 香港社會工作者註冊條例 (C) 與服務相關 20. 134 危險藥物條例 18.

21. 22. 23. 24. 25. 26. 27. 28.



生效日期﹕30/06/1997

212 侵害人身條例 213 保護兒童及少年條例



生效日期﹕30/06/1997



生效日期﹕30/06/1997

221 刑事訴訟程序條例 245 公安條例



生效日期﹕30/06/1997



生效日期﹕01/07/1997

279 教育條例 298 罪犯感化條例



生效日期﹕30/06/1997



生效日期﹕30/06/1997

378 社會服務令條例 435 遊戲機中心條例



生效日期﹕30/06/1997



生效日期﹕02/08/2012

生效日期﹕03/10/2008 29. 602 種族歧視條例  *當負責職員發現有更新條例後，須收集及更新資料，交予單位主任作出跟進。 *單位主任每三年就有更新法例條文委派負責職員檢查本單位有否符合新規定。重要網址：www.legislation.gov.hk/cHome.htm 負員職員姓名： ___廖安東負責職員簽名：日期： 27-01-13 _________ 單位主任姓名： __ 陳永雄 __ 單位主任簽名：日期： 27-01-13 _________

7.1

7.2

7.3

( )

a. 1.1

c. 7

IMRM

d. 2.1

(

) Demarcation of Management Duties for Youth S.P.O.Ts

Guideline on the Conflict of Intere

g. i. $5,000 ii.

1728286953. 3.1

3.2

2012 10 31

(

)

(

) (a)

(

)(b)

(

)

(

(a) (b)

(

)

(

)

(

)

(

)

(

)

2006 4 1 (Ref: F-02-001)

– 2007 3

–

“101-06-001”

31 (1/2007)

2006/07

: :

【標準 7】附件五(附錄一)

香港青年協會單位接受外界捐贈守則 1.

原則 1.1. 青協鼓勵各單位積極尋求社區資源，包括基金撥款、機構及個人捐款，以拓展其服務。 1.2. 於接受捐贈時，單位應確保有關捐贈不會導致利益衝突的情況。 1.3. 於購置物品及選取服務時，單位應按報價及招標之程序處理，不應因個別機構或人士曾捐贈予單位而給予特殊安排。若單位因與外界機構或人士合辦活動，並於購置物品及選取服務時需要作出另行安排，單位主任應事先申請，並經業務總監/副總幹事/總幹事批核。

撥款 2.1. 單位向外界機構遞交撥款申請前必須先與直屬督導主任商討，相關計劃書亦須先獲得督導主任批核，方可呈交外界機構。 2.2. 於外界機構批核撥款後，單位主任應即時通知直屬督導主任，並把通知信件之副本遞交直屬督導主任。 2.3. 於收取撥款時，單位應按青協之恆常會計程序，簽發收據及於會計帳目內記錄有關捐款收入。 2.4. 2.5.

個人/一般捐款 3.1. 當單位收到個人捐款或上述第 2 項以外之一般捐款，而有關款項大於 HK$1,000，單位主任應即時通知直屬督導主任，並把通知信件之副本遞交直屬督導主任。 3.2. 於收取捐款時，單位應按青協之恆常會計程序，簽發收據及於會計帳目內記錄 3.3. 3.4.

於完成獲批核之項目後，單位須按青協及撥款機構之要求，填寫檢討報告。若於完成獲批核之項目後有剩餘撥款，單位須與撥款機構商討，並按其要求處理有關款項。

有關捐款收入。個人/一般捐款必須用於單位服務或與單位服務相關之項目。經中央統籌之捐款則須用於青協相關之業務。與個人/一般捐款相關之支出項目必須按青協之相關支出程序處理，包括提交活動策劃及檢討、購置申請、報價等。

物資捐贈（包括消耗性及非消耗性） 4.1. 用於青協之服務 4.1.1. 當單位收到外界之物資捐贈時，負責員工應填妥「外界捐贈物資登記表格」（Ref: F-02-001），並經單位主任 / 督導主任批核。各職級可批核之金額如下： 1

物資之價值

批核者

HK$1,000 或以下

單位主任

HK$1,000 以上

督導主任

（註：物資之價值以單一次捐贈之預算總值計算）

4.1.2. 4.1.3. 4.2.

外界捐贈之物資必須用於單位服務上。單位須按青協之物品登記程序，記錄所有非消耗性物資捐贈。

物資轉贈活動 4.2.1.

4.2.2. 4.2.3.

4.2.4.

若單位擬舉辦物資轉贈活動，負責員工應按一般程序，填寫活動策劃表，並經批核者批核。負責員工亦需與單位主任商討，以確保有關轉贈之適切性。當收取物資時，負責員工應即時把資料記錄於「物資轉贈總表」（Ref: F-02-002）。當安排轉贈物資予服務對象時，負責員工應即時把資料記錄於「物資轉贈總表」（Ref: F-02-002），並安排服務對象於「接收轉贈物資紀錄表」（Ref: F-02-003）上簽收確認。若轉贈活動之舉辦日期少於三個月，負責員工應於活動完結時按青協之一般程序填寫活動檢討報告，並連同「物資轉贈總表」一併提交單位主任批核。若轉贈活動之舉辦日期多於三個月，單位主任則須每三個月安排一名非負責有關活動之外務工作員進行點存，並於「物資轉贈總表」上簽名確認。單位主任須確保所有接收之物資均得到妥善處理。

（2007 年 1 月）

附錄甲香港青年協會有關報價要求的例子

項目

購置申請 / 報價要求及註解

例子一同一張單據購置四張同一型號之椅子，各相關項目總額：$1,200 $300，共$1,200。

單一購置及相關項目

同一張單據購置兩張不同型號之椅子，其中相關項目總額：$1,400 兩張共$600，另兩張共$800，共$1,400。

單一購置及相關項目

例子二同一張單據購置：

相關項目總額：$5,100

兩張椅子 (每張$300，共$600)

單一購置；檯及椅均為傢具項目，屬於相關

三張檯 (每張$1,500，共$4,500)

項目。

總額：$5,100 同一張單據購置： -

150 張疊椅：放置於課室 (每張$22，共$3,300)

150 張疊椅：放置於多用途房間

相關項目總額：$6,600 單一購置；所有疊椅屬於同一項目，擺放位置並不影響購置項目之性質，只是單位之行政安排。

(每張$22，共$3,300) 總額：$6,600 同一張單據購置：

相關項目總額：$5,400

三張椅子 (每張$300，共$900)

檯及椅均為傢具項目，屬於相關項目；廚房

三張檯 (每張$1,500，共$4,500)

餐具並非傢具項目，一般情況並沒有於購置

廚房餐具 (共$250)

傢具的商舖中提供。

總額：$5,650

項目

購置申請 / 報價要求及註解

例子三同一日向同一店舖購置兩部同一型號之打印相關項目總額：$5,200 機，分開兩張單據記錄，每張單據$2,600，共兩項購置屬於相關項目，單位不應以拆單方 $5,200。

式減低或避過報價要求。

同一月份向同一店舖購置兩部同一型號之打相關項目總額：$5,200 印機，每張單據$2,600，共$5,200。

兩項購置屬於相關項目，由於物品購置並非即興的決定，同一月份的物品購置應屬於單一的物品購置決定。因此，本會並不接受單位以拆單方式減低或避過報價要求。

同一月份向不同店舖購置兩部同一型號之打本情況並不可以接受，本會並不接受單位以印機，每張單據$2,600，共$5,200。

分拆購置方式減低或避過報價要求。

同一月份向不同店舖購置兩部不同型號但功在合理的情況下，單位可分別前往兩間店舖能相近之打印機，兩部打印機均同時於兩間作出購置，但單位必須作出解釋，並由批核店舖出售。

者決定有關情況可否接受。以分拆購置方式減低或避過報價要求並非可接受之原因。

例子四購置一批玩具，部份為雜項，部份則為單項由於各店舖提供之玩具雜項款式繁多，作出超出$5,000 的項目。

報價比較困難，因此，此類項目可豁免報價要求。但單項超出$5,000 的玩具項目，則須按一般程序作出報價。

例子五向獨家代理購置器材

單位仍需遞交報價申請表，但可要求豁免提交其他報價。單位需提供有關代理之書面報價及相關資料，顯示有關公司為該器材之獨家代理。同時，市面沒有相同功能之器材，有關申請方可被考慮。

項目

購置申請 / 報價要求及註解

例子六單位定期印製宣傳單張，一年兩次，每次方案一 $5,500，全年$11,000。

單位每次重新挑選印刷商：單位需按每次金額，即$5,500 作出報價，有關報價只適用於該次印刷。每次印刷均需重新報價。方案二單位與印刷商協定，每年印製宣傳單張 2 次：單位需按 2 次總金額，即$11,000，作出報價，有關報價全年適用。

例子七保養器材

需按全年之器材保養費用，提交報價。每年續保時均需重新遞交報價。

清潔服務，每月$1,500，全年$18,000。單位需按全年之總金額，即$18,000，作出報價。並沒有與有關公司簽訂任何合約。

附錄一香港青年協會物品購置/報價程序指引

1. 引言 1.1. 為確保物品購置及服務供應商的挑選符合公平、公開及經濟效益的原則，青協訂定報價及招標的要求。 1.2. 本指引列出物品購置 / 報價程序，以期達致上述原則；並列舉例子，以協助員工處理日常事務。 2. 申報利益 2.1. 若員工負責選取獲邀請呈交報價的公司、推薦或批核選取的公司事宜，並與有意承投有關合約的公司或個人有緊密關係，則利益衝突的情況可能發生。 2.2. 有關員工應按「申報利益的指引」作出申報，並經其所屬之督導主任滙報給業務總監／副總幹事。有關督導者將建議該員工應採取之措施。 3. 設備購置及維修事宜 3.1. 各項設備購置及維修項目必須先獲得批准，方可進行。各職級可批核之數額詳列如下：職位單位主任督導主任業務總監副總幹事／總幹事

批核上限 HK$1,000 HK$5,000 HK$30,000 HK$30,000 以上

上述數額以每次購置 / 維修相關項目之總額計算，而非單一項目之金額。附錄甲列出一些相關項目之例子，以供參考。 3.2. 為簡化申請購置及報價之程序，所有 HK$5,000 以上的設備購置 / 維修項目不需另行遞交「設備購置及維修申請」。單位只需按下列第 4 段申請報價批核，並把購置 / 維修原因詳列於「報價申請表」內。業務總監於處理 / 批核報價申請時將一併處理有關購置 / 維修申請。所有 HK$ 5,000 以下的物品購置 / 維修項目則仍需提交「設備購置及維修申請」。 1

3.3. 至於設備購置包括大量金額不大之雜項，但購置總額超越 HK$ 5,000，而單位無法提供報價的項目(如屬多項的玩具、書籍等)，則單位只需遞交「設備購置及維修申請」。 4. 報價程序 4.1. 按青協之會計程序，單位須於購置及維修前進行報價。 4.2. 有關報價由業務總監 / 副總幹事 / 總幹事批核。 4.3. 單位必須向獲得批核之公司或人士進行購置及維修；一切單據及支付款項亦應以該公司或人士為抬頭人。有關公司或人士並不能以授權方式把款項轉移往其他公司或個人。如於報價後有任何修訂，員工必須先得到批核者的批准，方可作出有關修訂。 4.4. 有關報價之要求如下：金額 HK$5,000 或以下 HK$5,001 – HK$10,000 HK$10,001 – HK$30,000 HK$30,001 – HK$100,000 HK$100,000 以上

報價要求不需要 3 份口頭報價 3 份書面報價 5 份書面報價 5 份投標書

上述數額以每次購置 / 維修相關項目之總額計算，而非單一項目之金額。附錄甲列出一些相關項目之例子，以供參考。 4.5. 若所購置及維修之項目乃受基金資助 (例如禁毒基金)，單位亦必須同時依據該基金之額外要求，提交報價。 4.6. 各職級可批核之報價 / 招標金額如下：金額

批核者

HK$30,000 或以下

業務總監

HK$30,001–HK$50,000

副總幹事 / 總幹事

HK$50,000 以上

總幹事

5. 有關報價資料需注意之事項 5.1. 員工應妥善及清晰地記錄口頭報價的資料，並盡可能包括公司名稱、地址、電話及聯絡人，使批核者有充足資料確認有關報價之真確性。 5.2. 員工應確保各書面報價的準確性，並盡可能呈交已蓋上公司印鑑的正本書面報價。 5.3. 若以電子郵件接收書面報價，員工應確保有關郵件包括各項書面報價的資料，例如公司名稱、地址、電話及聯絡人，並確定有關郵件確實從該公司獲授權的人士發出。 6. 其他注意事項 6.1. 員工不應向同一公司取得數份不同公司名義的報價，此舉完全違反公平、公開挑選物品及服務供應商的原則，令有關款項是否適當運用成疑問，使報價之程序失去其監察作用。因此，本會將不會接納有關之報價申請。 6.2. 員工應於每次進行報價時向有關公司索取報價單，不應從檔案內翻查有關公司以往之報價記錄或向其他單位索取報價，以應付報價之要求。單位須確保所有報價單於遞交報價申請時仍然生效。一般情況下，逾三個月前索取的報價單將不符合作比較的用途。 6.3. 所有購置 / 維修 / 報價必須於進行有關項目前作出申請，並已得到批核。所有不獲批核之購置 / 維修 / 報價項目涉及之金額均需由有關員工自行承擔。同時，支出項目亦應與獲批核之項目相符。 6.4. 各公司提交之報價單所包括之項目必須屬於相同性質，能夠互相作出比較。 6.5. 如有關支出是以分期付款之方式進行，其報價要求應以全期總支出的金額計算，而不是用單一分期的金額。對於一些沒有期限之連續性支出，例如每月之辦公室清潔費用，則應按一年之預算總支出，計算報價之要求。 6.6. 所有購置 / 維修 / 報價項目必須於獲批准後一個月內進行。逾期須重新申請。

註：本指引取代於二零零五年十月十四日發出之備忘錄 - 「協會會計程序」[MEM/1 (29)] 內附錄一，有關「物品購置 / 報價」事宜的指引。> (2007 年 1 月)

香港青年協會

the hongkong federation of youth groups

備忘錄

致: 各單位主任

由:

總幹事

檔案編號: MEM/1 (1)

日期: 二零零七年一月四日

本備忘錄必須傳閱予單位內所有同工物品購置／報價及招標事宜青協現行有關物品購置／報價及招標之程序於一九九八年六月訂定。隨着青協之業務發展，各單位之經常開支日漸增加，涉及需要批核之物品購置／報價及招標的數量亦相應上升。為配合單位之運作，同時確保物品購置及服務供應商的挑選符合公平、公開及經濟效益的原則，總會剛完成檢討上述程序，並建議作出修訂。有關修訂已得到青協理事會通過，並於二零零七年一月一日起生效，詳情如下。 1. 設備購置及維修各職級可批核之設備購置及維修項目之限額修訂如下：職級單位主位督導主任業務總監副總幹事／總幹事

批核上限 HK$1,000 HK$5,000 HK$30,000 HK$30,000 以上

2. 報價／招標要求每次購置／維修相關項目之報價／招標要求修訂如下：金額 HK$5,000 或以下 HK$5,001– HK$10,000 HK$10,001– HK$30,000 HK$30,001– HK$100,000 HK$100,000 以上

報價要求不需要 3 份口頭報價 3 份書面報價 5 份書面報價 5 份投標書

單位須留意部份外界撥款（例：禁毒基金）之報價及招標要求較青協訂定之內部要求嚴謹。接受有關撥款之單位及服務則須按相關較嚴謹之程序處理其報價及招標事宜。

3. 批核報價／招標配合修訂之報價／招標要求，各職級可批核之報價／招標金額亦作出以下修訂：金額 HK$30,000 或以下 HK$30,001– HK$50,000 HK$50,000 以上

批核者業務總監副總幹事／總幹事總幹事

隨本備忘錄附上修訂之「物品購置／報價程序指引」（附錄一）。員工如對上述修訂有任何疑問，請與直屬督導主任或業務總監（財務）吳偉玲女士聯絡。

總幹事

副本呈：各副總幹事各業務總監／督導主任各財務幹事／審計幹事會計部

【標準 7】附件一 (附錄三)

協會會計程序零用現金結餘

各單位應按實際需要從銀行提取現金，不應存放過量現金於單位內，避免不必要之損失。

 2.

單位主任於簽署銀行提款單，批准同工從儲蓄戶口提取零用現金前，必須先檢視現存之零用現金結餘及對零用現金之需求作出預算，以確保單位於提款後之零用現金結餘不多於未來一週之預算現金支出及將發放予同工之預支款項或 H K $ 2 , 0 0 0，以較高者為準。如單位持續積存遠超上限之零用現金，督導主任及會計部將要求單位作出解釋。

同時，按單位之類別及簽署者之職級，單位同工每天從銀行可提款之上限為 HK$5,000／ HK$10,000(詳見附錄三 a)。

所有零用現金之流轉，包括銀行提款、預支款項予同工、與同工結清預支款項的餘款、與同工結清單據等，均須於結算日即時記錄在「現金簿」內 ( 詳見附錄三 b ) 。在任何時間，「現金簿」之結餘應與零用現金結餘相等。

單位主任應定時 ( 不少於每月一次 ) 檢查流動現金之數額與「現金簿」之紀錄是否相符，並於檢查後簽署作實。同時，各單位主任及直屬督導者／督導主任應不定時 (不少於每年一次 )作出上述檢查，並於「現金簿」簽署作實。如於檢查時發現點算之數額與「現金簿」之紀錄不符，單位主任應即時作出跟進；如有需要可向會計部尋求協助。

單位主任應定時檢查「現金簿」之結餘是否與會計系統之紀錄相符。如現金結餘出現差異，單位主任應即時作出跟進；如有需要可向會計部尋求協助。

註： “ ” 之項目仍新修訂之程序二零零四年七月

【標準 7】附件一(附錄三)(a)

香港青年協會儲蓄戶口之提款限額服務

A組

總辦事處青年交流網上服務及會籍發展組學校社會工作組青年空間(由業務總監督導) 青樂幼兒園賽馬會西貢戶外訓練營青苗計劃青年空間(由督導主任督導) 融匯香江計劃荃灣室內體育中心

家庭生活教育(由業務總監督導) 外展社會工作隊家庭生活教育(由督導主任督導) 關心一線青年就業網絡青年支援計劃青年義工網絡雪球計劃深宵外展隊伙伴及資源拓展組統籌活動職員訓練青年領袖發展中心青年研究中心

C組

提款上限 HK30,000

不適用

簽署方式提款上限 HK$10,000

提款上限 HK$5,000

任何 2 個 B 組之人仕

不適用

B 組加 1 個 C 組之人仕

2個C組之人仕

B 組加 C 組之人仕

不適用

督導主任單位主任文員 1 個 A 組加任何 2 個 B 組之人仕

督導主任單位主任家長

兒童之家南丫青年營赤柱戶外活動中心大美篤戶外活動中心

授權簽署之人仕 B組業務總監財務幹事文員業務總監督導主任文員業務總監單位主任文員

總幹事／副總幹事

業務總監

單位主任(營舍組) 單位主任

業務總監

單位主任文員

督導主任

單位主任文員

業務總監

文員

督導主任

文員

任何 2 個 A/B 組之人仕

–

– –

“(”

–

YO2

a. b.

HK$2,000 HK$2,000

4. (

)

(

)

8. [PAID]

[ ] ] [PAID]

[

10.

11.

(

)

“

“(”

(Batch No.)-

(Cash Expense No.)-(

(Detail No.))”

: :

MEM/1(22)

(

Petty Cash Voucher

HK$2,000

HK$5,000

HK$2,000

5.1

(

5.2

5.3

5.4

( )

)

(Guidelines on Recruitment and Selection Process)

(Guidelines on Concluding a Contract of Employment) Demarcation of Management Duties for Youth S.P.O.Ts)

(Guideline on the Conflict of Interest)

Guidelines on Internal Transfer Process Promotion / Upgrading Process

Guidelines on the

(Guidelines on Disciplinary Action and Procedures

)

(Guidelines on the Completion of Appraisal Reports) (Staff Performance Appraisal Form) 1 (Action Timetable 1) 2 (Action Timetable 2)

(Staff Meeting)

2012 10

Guidelines on Recruitment and Selection Process Guidelines on Concluding a Contract of Employment Demarcation of Management Duties for Youth SPOT Guideline on the Conflict of Interest Guidelines on Internal Transfer Process Guidelines on the Promotion / Upgrading Process Guidelines on Disciplinary Action and Procedures

Guidelines on the Completion of Appraisal Reports Staff Performance Appraisal Form Staff Performance Appraisal Form Staff Performance Appraisal Form Staff Performance Appraisal Form Staff Performance Appraisal Form Staff Performance Appraisal Form )

Staff Performance Appraisal Form

Action Timetable 1

Action Timetable 2

【標準 5】附件四

The Hong Kong Federation of Youth Groups Demarcation of Management Duties for Youth S.P.O.T. service (Revised on 1 September 2009)

Rationale: 1. The Coordinator is expected to perform the strategic leader function more than as a managerial leader and all UICs/S.P.O.Ts are expected to report directly to the Coordinator; 2. All UICs/S.P.O.Ts are assumed to take more managerial duties and at the same time are expected to take more responsibilities to manage Youth S.P.O.Ts; 3. Since all UICs/S.P.O.Ts report directly to the Coordinator, UICs of Youth S.P.O.T. will be expected to assume the responsibility similar to those of Supervisor level; 4. Youth S.P.O.T. Support cum Membership Team (YSM) is expanded to shoulder additional works on administrative duties and strategic analysis for Youth S.P.O.T. development arising from changing of Supervisors’ duties; 5. To reduce duplication in administrative works, e.g. checking of accounting documents and leave applications.

Key roles: Coordinator

YSM

UICs/S.P.O.Ts

1. Strategic leader of Youth S.P.O.T. service 2. Subject officer of Youth

1. Strategic development and system development for the operation of Youth S.P.O.T. 2. Sharing additional administrative duties;

1. Overall daily management of individual Youth S.P.O.T. 2. Service development and

S.P.O.T. service 3. Monitor the service and operation of Youth S.P.O.Ts

3. Data management and strategic study for Youth S.P.O.T. development 4. Membership relations 5. Centralized projects and campaign

monitoring of individual unit 3. Fully accountable for financial and personnel management of individual Youth S.P.O.T.

Detail demarcation of duties: Management Duties

Coordinator

YSM

UICs/S.P.O.Ts

1. Administrative and HR functions 1.1 Recruitment interviews

1.2 Leave applications

Conduct 2nd interview for

Conduct 1st interview for

YO/DO/YW; Endorsement for all applications

YO/DO/YW*;

YO/DO/YW; Conduct 2nd interview for clerical & minor staff, PT, PW.

Consider and confirm the leave applications for the 22 IC/S.P.O.Ts only

Consider and confirm the leave applications for the staff of the Youth S.P.O.T.; Leave applications submit directly to Administration Office

1.3 Performance appraisal

Conduct appraisal interviews with 22 UICs; Endorse the appraisal forms of over 400 staff members annually

1.4 Inventory checking

In any case, if abuse was found,

Monitor the inventory checking

To arrange for the inventory

the Coordinator must be notified.

for 22 Youth S.P.O.T.

checking for individual Youth S.P.O.T.

1.5 Payroll confirmation

Conduct appraisal interviews with staff of the Youth S.P.O.T.

Endorse written confirmation on the Resignation Checklist for UIC

Endorse written confirmation on the Resignation Checklist for all

Management Duties 1.5.1 Approval Checklist for Resignation

Coordinator

YSM

rank

UICs/S.P.O.Ts staff other than UIC rank

1.5.2 Monthly payment

Check and confirm monthly

to BASC staff

payment recommended by staff; Applications directly submit to Administration Office

2. Financial control functions 2.1 Monthly accounts

Consider the monthly analysis

Random checking on monthly

Check and confirm monthly

reports prepared by Accounts Office

accounts*

accounts prepared by staff; Monthly accounts directly submit to Accounts Office

2.2 Certification on copied receipts for funding project 2.3 Application for purchase

Certification on all copied receipts*

Check the authenticity of all receipts and payments

Approval limit remains $5,001 to

Countercheck application for

Approval limit be extended from

$30,000

purchase*

$1,000 to $5,000 (Note: Council endorsement would be required for the change)

Management Duties

Coordinator

YSM

2.4 Application for quotation

Approval limit remains $5,001 to $30,000

2.5 Application for cheque payment

Consider the monthly analysis reports prepared by Accounts

Check and confirm cheque application;

Office

Application directly submit to Account Office

2.6 Cash Check

2.7 Honoraria payment

Conduct random cash check or delegate YSM staff to conduct random cash check.

Countercheck application for quotation*

UICs/S.P.O.Ts No change.

Delegated by the Coordinator to conduct cash check

Regular cash check

Random check on honoraria

Check and confirm honoraria

payment*

payment prepared by staff; Application directly submit to Accounts Office

2.8 Inventory record form

Random check on inventory records*

2.9 Authorization for

Check and confirm inventory record form. Authorize late submission of

accounting procedures

receipts; internal payment transfer; extension of cash payment limits;

Management Duties

Coordinator

YSM

UICs/S.P.O.Ts

Prepare and submit annual plan for Youth S.P.O.Ts service; Approve annual plan of individual

Analyze and countercheck on annual plans of individual Youth S.P.O.T.*

Prepare and submit annual plan for individual Youth S.P.O.T.

3. Service Monitoring functions 3.1 Annual Planning

Youth S.P.O.T. 3.2 Funding application proposals

Random check on funding application proposals

Counterchecking funding application proposals*; Proposals writing*

Check and confirm funding application proposals

3.3 Funding reports

Random check on funding reports

Countercheck funding reports*

Check and confirm funding reports

3.4 Programme planning forms and

Check and approve the forms for programme subsidy above $5,000

Random check on the forms*; Countercheck the forms for

Check and approve the forms for programme subsidy below or

programme subsidy above $5,000

equal to $5,000; Recommend to the Coordinator for subsidy above $5,000

evaluation forms

3.5 Casework management

Random check on the case records

Check and approve case records; Manage casework management

3.6 Quarterly service statistics to SWD

Endorse statistical reports and quarterly returns to SWD

Compile statistical reports and quarterly returns to SWD

Ensure accuracy of data input; Prepare statistical report

3.7 MRM system

Review statistical analysis reports regularly

Analyze MRM data and prepare statistical analysis reports

Ensure accuracy of data input

Management Duties

Coordinator

YSM

UICs/S.P.O.Ts

4. Leading functions 4.1 Development strategies for Youth S.P.O.Ts

Formulate and promote overall strategic development plan for Youth S.P.O.T. services

Research on latest development in Youth Services*; Assist in implementing overall

Implement overall strategic development plan for Youth S.P.O.T. services

strategic development plan* 4.2 District Strategies

Supervise on the district strategies for Youth S.P.O.Ts

Assist in implementing district strategies*

Formulate and implement district strategies for Youth S.P.O.T.

4.3 Development strategies for individual unit

Supervise on the strategic development plan for individual Youth S.P.O.T.

4.4 Funding application

Initiate and coordinate funding application initiatives

Assist in formulating funding application strategies*

Formulate funding application proposals

4.5 Development on thematic topics or specialized projects

Select specific topics for development

Involve in task force to develop the projects*

Convene task force to develop the projects

4.6 Summer youth

Formulate annual strategic foci for

Coordinate date collection;

Plan and implement district

summer youth programmes

Publish summer youth programme brochure

youth summer programmes

Formulate strategy on members relations

Coordinate and manage members Involve in members relations relations campaign campaign

Formulate and implement overall strategic development plan for individual Youth S.P.O.T.

initiatives

programme 4.7 Members relations

Management Duties

Coordinator

YSM

UICs/S.P.O.Ts

5. Other duties 5.1 System development

Provide direction for system development

Develop operating system for Youth S.P.O.T. service*

5.2 Centralized

Coordinate centralized

Implement centralized

programmes

programmes 5.3 Community Involvement

Supervise on community involvement strategy

Serve as representative of HKFYG in community involvement

5.4 Staff training

Supervise on formulation of training strategies for Youth SPOT

Plan and coordinate training sessions for Youth SPOT staff;

Identify training needs of staff; Plan and coordinate training

Recommend oversea staff training programmes and local, fee

Coordinate and recommend the priority for training programme

sessions for Youth SPOT staff; Recommend local, non-fee

charging staff training programmes over $5,000 to Staff Training Unit; Set criteria for ranking priority for recommending staff to join

with quotas to Staff Training Unit

charging and fee charging staff training programmes not more than $5,000 to Staff Training Unit

training programme with quotas 5.5 Complaints from service users and staff

Handle complaints directly related to UIC/S.P.O.Ts

Handle complaints to individual Youth S.P.O.T.

Management Duties 5.6 Handling of fraud / misbehavioural cases

Coordinator Handle the cases directly

5.7 Promotion of Youth Work out promotional plans; S.P.O.Ts

YSM

UICs/S.P.O.Ts Investigate and report to the Coordinator

Prepare promotional materials

Monitor the promotional campaigns

and launch promotional campaign*

5.8 Membership development

Supervise on the membership promotion strategy

Coordinate and launch membership promotion campaign;

5.9 Relationship with

Courtesy visits to the schools if

As key contact person to the

necessary

serving schools other than the stationing school social worker

serving schools 5.10 Handling of Child Abuse Case

Provide consultation support to UICs in assuming the duties of Multi-disciplinary Case Conference on Child Abuse (MDCC)

Implement membership promotion campaign

Supervise SSW to handle the case according to SWD Procedural Guide for Handling Child Abuse Cases (Revised 2007); Assume the chairmanship and the related responsibilities of the MDCC

Remarks: * denotes additional duties for YSM.

THE HONG KONG FEDERATION OF YOUTH GROUPS

Guidelines on Internal Transfer Process

Policy

1. All staff members are subject to transfer within the Federation from time to time at the sole discretion of the Federation. The Federation has the absolute authority to transfer any staff member from a post to another as condition warrants.

2. The purpose of such transfer may be to break the monotony of work in a particular service unit over a long period of time, or for administrative convenience such as filling a vacant post, or as a temporary measure pending the availability of a suitable staff member for that post.

3. Staff members can also make their own request for internal transfer. Such request will be considered on individual merits. Staff will be notified of the decision in writing. For those whose requests are approved in principle but subject to suitable vacant position, their names will be kept in the Record for Internal Transfer by the

Administrative Officer for future reference.

4. The staff member to be transferred will be informed in advance.

Procedure for Internal Transfer

5. Once a vacancy appears, Supervisor will have to consider whether a staff member can be identified internally for placement before resorting to outside recruitment. They may consult the Administrative Officer at the Head Office, who has kept a Record for Internal Transfer, to identify those staff members who have previously submitted their written request for transfer. The main criteria for assessment will be experience, ability, individual performance and the financial implication for such transfer. The Supervisor has to ensure such transfer will not create undue staff relations problems.

6. If an internal transfer is found to be suitable to fill up the post, the Supervisor will need to prepare a memorandum to seek approval from the Executive Director via respective Coordinators and Deputy Executive Director. Justifications will be detailed in the memorandum recommending for such transfer.

7. Subject to the endorsement of the Executive Director, the Administrative Officer will notify the Coordinator and Supervisor of the final decision. Supervisor will then inform the staff of the result accordingly. The effective date of transfer has to be agreed among the parties concerned. The date, once confirmed, should be related to the Administrative Officer.

8. The Administrative Officer will then prepare a letter and notify the staff concerned regarding his/her transfer. The letter will be filed to confirm the arrangement under mutual agreement.

THE HONG KONG FEDERATION OF YOUTH GROUPS

Guidelines on the Conflict of Interest

Conflict of Interest Situations

1. A Conflict of Interest situation arises when the personal interest of a staff competes or conflicts with the interests of the Federation. Such a situation can lead to possible allegations of malpractice or misunderstanding.

2. A Conflict of Interest situation is likely to arise when a staffâ&#x20AC;&#x2122;s loyalty to the Federation conflicts with his/her loyalty to:

a. b. c. d.

his/her family and other relatives his/her personal friends the clubs and societies to which he/she belongs any person to whom he/she owes a favour or is obliged to in any way

Honesty and Impartiality

3. It is essential that all staff members should be honest and impartial in their official dealings and in their relationship with their clients and colleagues. He/she must not use his/her position in the Federation, nor any information made available to him/her in his/her capacity as staff of the Federation, to benefit himself/herself or his/her family, financially or otherwise, or to favour his/her relatives or friends or any other group of people with whom he/she has personal or social ties. He/She should also avoid putting himself/herself in a position in which he/she might arouse any suspicion of dishonesty, or of using his/her official position to benefit himself/herself, or favour his/her family and friends.

4. It is the staffâ&#x20AC;&#x2122;s responsibility to avoid engaging in situations that may lead to, or involve,

Conflict of Interest. He/she should, therefore, ensure that his/her dealings with clients, colleagues, subordinates, suppliers and contractors do not place him/her in a position of obligation that may lead to a Conflict of Interest.

Full Disclosure of Interests

5. In cases where a staff, or his/her immediate family, might have engaged, or considered to have engaged, in activities or business ventures that might have an existing or potential Conflict with the Interest of the Federation, he/she must make full disclosure of such interest in writing to his/her immediate Supervisor in the first instance, who will advise him/ her on the appropriate course of action to take. The immediate Supervisor should decide whether the staff disclosing an interest shall be required to abstain from the duty assigned to ensure impartially.

6. In tendering for contracts for service/goods, full disclosure by the responsible staff of his/her interest must be made to the Executive Director, if the former, or his/her close friend or family, owns or has financial interests, in a firm supplying service or material and which wishes to bid for the award of a contract from the Federation.

7. A staff who is involved in any part of a staff recruitment exercise must declare his/her interest to the selection panel if he/she has a personal relationship with any individual candidate. In order to maintain his/her impartiality in the matter, the staff concerned will be excluded from participating in any stage of the recruitment exercise.

Proper Procedures to Take

8. A staff should, at all times:

(a) refrain from having any financial interaction with any supplier, contractor or other parties that have business dealings with the Federation; (b) declare any potential or personal interest in any matter in which a staff may be involved when discharging his/her duties and responsibilities in the Federation; (c) decline to provide assistance, advice or information to relatives, friends, clients, etc. in connection with oneâ&#x20AC;&#x2122;s work where this would give the recipient an unfair advantage over others. Where the assistance or advice can be given legitimately, the person seeking the advice should be directed to contact the corresponding Supervisor in the normal channel. The Supervisor, in acceding to legitimate requests by friends, clients or any persons related to him/her, is advised to make a note on the relevant file of details of the request, the information given and the relationship with the persons concerned; and (d) avoid putting oneself in a position of obligation to anyone who has, or may have, official dealings with oneâ&#x20AC;&#x2122;s Service Unit.

9. Records of all declarations should be duly kept. Failure to make a declaration in situations where there is apparent Conflict of Interest will be construed as a serious act of misconduct and may render the staff liable to disciplinary action.

THE HONG KONG FEDERATION OF YOUTH GROUPS

Guidelines on Concluding a Contract of Employment

Policy

Any shortlisted candidate to be employed by the Federation,

disregarding its nature (full-time, part-time, permane nt, contract or temporary staff) would be offered an employment contract to be signed by both parties. All employment contracts are being prepared by the Head Office and will be signed by the Executive Director or Deputy Executive Director. Successful applicants will be invited to come to the Head Office for signing the contract before the appointment starts. Any changes to the terms of contract will have to be mutually agreed by both parties.

Preparation for the Contract

1. When the request for appointing an applicant has been approved by the Executive Director, the Administrative Officer will contact the applicant to confirm if he/she accepts the offer. If so, the Unit-in-charge and the corre

sponding Supervisor will be informed of the date of appointment. The Head Office will then prepare the contract of employment.

2. Duration of the employment contract would be fixed in relation to the nature of employment, o perational requirements and financial situation. The employment contract should include the following i nformation

Post title Nature of employment (whether it is full-time or part-time; regular, contract or temporary)

Duties and Period of employment Salary amount Period of probation if any Medical examination if required Compliance with requirements under Working hours Responsibilities

specified Ordinances

Period of notice for termination of contract

Staff benefits such as leave provisions and mandatory provident fund Internal transfer arrangement Outside duties

3. Successful applicants will then be invited to come to the Head Office for signing the contract before the appointment starts. The Administrative Officer will explain in details the employment terms listed in the contract, and to answer any questions concerning the employment.

4. For those staff members who are required to undergo medical examination, the Administrative Officer will also give them two referral letters so that they can make appointments accordingly for medical check-up and X-ray examination.

Change of Contract Terms

5. Any changes to the contract terms such as salary adjustment, transfer, or promotion will have to be approved by the Executive Director. The Supervisors and Coordinators have to provide justifications for the change for Executive Director’s approval in accordance with the Federation’s Promotion and Transfer Procedures.

6. Once the approval has been given, the Supervisor should discuss the adjustment with the staff concerned and obtain their consent. Should there be any objections to such amendments, staff can submit his/her grievances or complaints through the Federation’s Grievances and Complaints Procedures.

7. Once consent has been sought, the Head Office will issue a notification letter or a new contract of employment to confirm the change. Under normal circumstances, the amendment to any particular term of employment, such as transfer of post or extension of employment period, etc, will be confirmed in form of a letter. If the changes involve substantial changes to the terms of employment, e.g. promotion or change in rank, etc, a new contract of employment will be issued.

__________________

(

__________________________________________________________________________________

___________________________________________________________________ _______________ __________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________ __________________________________________________________________________________

THE HONG KONG FEDERATION OF YOUTH GROUPS STAFF TRAINING UNIT APPLICATION FORM FOR LOCAL TRAINING PROGRAMME

THIS PART IS TO BE FILLED IN BY THE APPLICANT A. General Information Name (in English) (in Chinese) Sex Unit Post Rank Date of 1st appointment in Federation Year of service in Federation Staff I.D. No. Social Worker Registration number (if applicable) B. Course Information Course Title Course Organiser Course No. Course Period C.

Course Fee No. of Training Hours

List of Training Courses that the applicant has attended within the past two years

Year

Co & M o n t h

Org urse

aniser

D. Application for Social Work Training Fund (need not to fill in this part if the course is not applicable)If the course is not subsidized by the Social Work Training Fund, do you agree to pay for the course fully. 1. Agree (

2. Not Agree (Signature of applicant :

Date :

THIS PART IS TO BE FILLED IN BY THE RESPECTIVE SUPERVISORS A. Comments / Recommendations by Immediate Supervisor __________________________________________________________________________________ _ __________________________________________________________________________________ _ __________________________________________________________________________________ _ Name ___________________________________________ Post _________________________ __ Signature ________________________________________ Date _________________________ __ * Unit in charge please kindly make sure that all required information is completed before submitting the Application Form to the Staff Training Unit

B. Comments /Recommendations by Supervisor of one rank higher __________________________________________________________________________________ _ __________________________________________________________________________________ _ __________________________________________________________________________________ _ ________________________________________ Post ____________________________ ___ Signature _____________________________________ Date ____________________________

___

THIS PART IS TO BE FILLED IN BY THE STAFF TRAINING UNIT Training information ________________________________________________________________ _ __________________________________________________________________________________ __ __________________________________________________________________________________ __ Remarks _________________________________________________________________________ __ ___________________________________________________________________________ Name _________________________________________ Post ____________________________ __ Signature ______________________________________ Date ____________________________ __

Action Timetable 2 Complete Part I Personal Data

START

Four months Before the Contract ends

Complete Part I Record of Commendation/ Disciplinary Offence and Part II - Assessment of Performance of Duties

Issue reminders to all parties concerned

【標準 5】附件十三

Read through Part II and prepare for the interview with the Appraising Officer

6th – 26th day

Conduct the interview with the appraisee, and complete Part IV

1st – 5th day

Complete Part V

Three Months Before the Contract Ends

27th – 2nd day

No Inform the appraising officer and the appraisee about the amendments, and to request them to affix their signatures if necessary

Supervisor agrees with the assessment and affixes signature

Yes 2nd – 9th day

Final Approval in Part VI

Inform the responsible parties the amendments, and to request them to affix their signatures if necessary

Top Management agrees with the assessment and affixes signature

Yes

Performance meets the Federation’s

No Non renewal of contract upon expiry

requirement

Legend

Yes Two months Before the Contract Ends

Action by: Head Office Appraising officer

Personal File

Renewal of contract

Head Office

Salary Adjustment

Appraisee

Countersigning Officer e.g. DD / C / S Top Management e.g. ED / DD /C

Action Timetable 1 Complete Part I Personal Data

START

Two Months Before the Incremental Month

Complete Part I Record of Commendation/ Disciplinary Offence and Part II - Assessment of Performance of Duties

Issue reminders to all parties concerned

【標準 5】附件十二

Read through Part II and prepare for the interview with the Appraising Officer

6th – 26th day

Conduct the interview with the appraisee, and complete Part IV

1st – 5th day

Complete Part V

One Month Before the Incremental Month

27th – 2nd day

No Inform the appraising officer and the appraisee about the amendments, and to request them to affix their signatures if necessary

Supervisor agrees with the assessment and affixes signature

Yes 2nd – 9th day

Final Approval in Part VI

Inform the responsible parties the amendments, and to request them to affix their signatures if necessary

Top Management agrees with the assessment and affixes signature

Yes

Performance meets the Federation’s

No Re-evaluation / Disciplinary Action

requirement

START

Legend

Yes Incremental Month

Action by: Head Office Appraising officer

Personal File

Confirmation of employment

Head Office

Salary Adjustment

Appraisee

Countersigning Officer e.g. DD / C / S Top Management e.g. ED / DD /C

香港青年協會 THE HONG KONG FEDERATION OF YOUTH GROUPS

庶務員考績報告（三個月∕六個月∕一年） Performance Appraisal - Support Staff (3 months/6 months/Annual)

(由總會填寫) (To be completed by Headquarters) 第一部份 Part I 個人資料 Personal Data 職員姓名 Name of Staff

職員編號 Staff Number

中心∕單位 Centre/Unit

職位 Post

聘用類別長期 ∕ 合約 ( 將完成合約份共 Employment Type Permanent / Contract ( contract(s) will be completed for

年) years)

適用本報告之評檢期 Period Covered by the Report 由 From

至 to

最初受僱日期 Date of first appointment

加入現時中心∕單位日期 Date of entry into present centre/unit

現時薪點 Present salary point

增薪月份 (如適用者) Incremental month (if applicable)

第一部份 Part I (由服務單位填寫

To be completed by Service Unit)

本報告期間 (截至 (日期)) 取假日數： Leave Days taken during the above period covered by the report till 病假 Sick Leave

天

年假/事假

___________ days Annual /Casual Leave

(date): 天

_________ days

無薪假 Unpaid Leave

天 __________ days

報告期間曾獲嘉獎∕曾有違犯紀律之過失： Commendation(s) / Disciplinary offence(s) during period covered by report：簡述所得獎勵或懲罰請說明是項獎勵或懲罰是以口頭或書面形式知會受核 Brief description 人，並請註明日期 State whether staff member was informed verbally or in writing and if so, on what date

Page 1 of 7

第二部份 Part II 工作表現評核 Assessment of Performance of Duties 各評級的標準如下 The meaning of the grading is as follows：

A B C D E F

卓越

：表現一直在預期的水準之上

Excellent

優異

performance consistently exceeds the standard expected

：表現經常在預期的水準之上

Outstanding

良好

：表現達到預期的水準，有時亦會超越水準

Good

尚可

performance meets the standard expected and occasionally exceeds it

：表現僅可符合水準，並無嚴重缺點

Fair

欠佳

performance just meets the lowest acceptable standard, without serious deficiencies

：表現確實有缺點

Poor

差劣

performance frequently exceeds the standard expected

performance has definite deficiencies

：表現完全不能接受

Very poor

performance has been of an unacceptable standard

請就受核人在評核期內各方面的工作表現作出評核。如果對評核有幫助，你應盡量利用第四項提供更多資料。你若認為某項不在下表之內的工作表現值得特別評核，可另加在表格。同樣，若認為某項工作表現不適用於受核人現時的工作，請填寫「不適用」。 Indicate your comments on appraisee’s aspects of performance during the period. You should make full use of subsection (4) to give more information where this would be helpful. If you think an aspect of performance not mentioned on the list calls for special comment, add it at the end. Conversely, if you consider that any item is not applicable to the appraisee in his/her present jobs, simply mark ‘N.A.’. 卓越 A

評估範圍 Areas under evaluation

優異 B

良好 C

尚可 D

欠佳 E

差劣 F

1. 工作認識 Knowledge of work

對自己所負責的職務有非常透徹的認識，並能善加應用於工作上 Has a very thorough understanding of his/her duties and highly competent in its application

表現出嚴重疏忽、缺點或對工作認識有限 Displays serious gaps, weaknesses or limitations in knowledge

2. 工作能量 Output

能處理大量工作 Provides high volume of output

未能處理份內工作 Cannot finish minimal duties required

3. 工作質素 Quality of work

能經常提供高質素工作 Provides high quality of work with due diligence

工作質素差劣，敷衍失責 Provides bad quality of work

4. 場地之整潔 Cleanliness of premises

保持場地整潔 Can always keep the premises exceptionally clean

場地骯髒，非常混亂 The premises is always dirty or in a mess

5. 責任承擔 Acceptance of responsibility

隨時願意承擔責任 Accepts responsibilities at all times

不願意承擔責任 Reluctant to take responsibility

Page 2 of 7

卓越 A

評估範圍 Areas under evaluation

優異 B

良好 C

尚可 D

欠佳 E

差劣 F

6. 對工作熱誠 Zeal

非常熱心工作，並有效地將工作完成 Enthusiastic over tasks and completes them efficiently

懶散怠慢，須上司不斷催促下才能執行職務 Very lazy and slow, has to be pushed to complete tasks

7. 守時 Punctuality

能準時出勤 Is punctual for work

經常遲到早退，未能依時工作 Is always late for work or leaving earlier

8. 接受批評態度 Receptiveness to criticism

願意接納批評及建議 Willing to accept criticisms and suggestions

拒絕接納批評及建議 Unwilling to accept criticisms and suggestions

9. 與督導者∕同工之關係 Relations with supervisor/colleagues 10. 對外界及會員之態度 Attitude towards members and public 11. 時間管理 Time management

與各人相處融洽，合作愉快 Gets on well with people; works well in a team

極難與同事相處 Does not get on well with colleagues

非常有禮，樂於助人 Very courteous and helpful

無禮冷漠 Discourteous and disinterested

能有效分配工作時間，並於限期內完成工作 Manages work and time effectively to meet priorities. Ensures all important deadlines are met

缺乏時間觀念，未能把工作劃分優先處理次序 Unable to manage work and time effectively to meet priorities. Cannot finish required duties on time

請指出受核人在評核期內整體表現 (請‘’適當之空格) Indicate the overall grading for qualities and performance of the appraisee during the period. (Please ‘’ the appropriate box)

卓越 Excellent

表現極度卓越並一直在預期的水準之上 A most impressive performance which significantly rises above the requirements

優異 Outstanding

表現良好，並經常在預期的水準之上 Performance more than fully meets requirements and frequently exceeds it

良好 Good

表現達到預期水準 Performance fully meets requirements. outstanding

尚可 Fair

表現僅可符合水準，仍須努力改進 Performance close to fully meeting requirements but with room for improvement

欠佳 Poor

表現並未達到要求，必須盡力改善以求符合水準 Performance falls well short of requirements. An unsatisfactory performance with much room for improvement

差劣 Very Poor

表現全未達到要求，須受紀律處分或撤職 Performance falls seriously short of requirements. requiring disciplinary action

Generally good, though not

A poor performance

Page 3 of 7

請加以說明受核人的長處及短處以支持上述（2）項之評級 Please comment on the notable strengths and weaknesses of the appraisee in support of the overall rating given in subsection (2) above.

請在下面寫明任何可能影響受核人工作表現的特別因素，例如：健康欠佳、經驗不足、調配困難、缺乏訓練、家庭因素等。 Indicate below any special factor which may have affected performance, e.g. ill-health, inexperience, deployment difficulties, lack of training, family issues, etc.

請根據受核人的工作表現及職位需要，依優先次序建議其未來一年工作培訓及發展需要。 With reference to performance assessment and job requirements, give suggestions on appraisee’s training and development needs in the coming year according to priority.

評核人簽署 Signature of Appraising Officer

日期 Date

評核人姓名 (正楷) Name of Appraising Officer (in block letters)

職位 Post Page 4 of 7

第三部份 Part III 評核會見紀錄 Record of Appraisal Interview 1.

(由受核人填寫 To be completed by the appraisee)

我已經在 ______ 年 ______ 月 ______ 日閱讀本考績報告的內容，並有以下意見需作補充： I have read the contents of this appraisal report on __________________ and would like to make the following comments：

受核人簽署 Signature of Appraisee

日期 Date

(由評核人填寫 To be completed by the appraising officer)

我已經與受核人在 ______ 年 ______ 月 ______ 日討論本考績報告的內容，並同意記錄以下事項再作跟進： I discussed the contents of this appraisal report with the appraisee on __________________ and we agree to put down the following for follow-up：

評核人簽署 Signature of Appraising Officer

日期 Date

評核人姓名 (正楷) Name of Appraising Officer (in block letters)

職位 Post

(如單位主任並非評核者本人，請填寫此部份 To be completed by the Unit-in-charge if he/she is not the Appraising Officer)

我已經閱讀本考績報告的內容，並有以下意見需作補充： I have read the contents of this appraisal report, and would like to make the following comments :

單位主任簽署 Signature of Unit-in-charge 單位主任姓名 (正楷) Name of Unit-in-charge (in block letters)

日期 Date Page 5 of 7

第四部份 Part IV (由業務總監∕督導主任∕單位主任（）填寫) (To be completed by Coordinator / Supervisor / Unit-in-charge (

))

業務總監∕督導主任∕單位主任（）建議 Recommendations by Coordinator / Supervisor / Unit-in-charge (

)

推薦繼續聘用 Recommended for continued employment 推薦正式聘用*及∕或增薪 Recommended for confirmation* and / or annual increment 不推薦正式聘用*及∕或增薪 Not recommended for confirmation* and / or annual increment 不推薦繼續聘用 Not recommended for continued employment If not recommended, please state reasons 如不推薦，請列明原因：

其他評語 Other comments:

簽署 Signature

日期 Date

姓名 (正楷) Name (in block letters)

職位 Post

請刪去不適用者 Delete where appropriate Page 6 of 7

第五部份 Part V (由總幹事∕副總幹事∕業務總監 / 督導主任填寫) (To be completed by Executive Director / Deputy Executive Director / Coordinator / Supervisor) 總幹事∕副總幹事∕業務總監∕督導主任批核： Action by Executive Director / Deputy Executive Director / Coordinator / Supervisor 繼續聘用 Continued employment 合約 Contract

長期聘用 Permanent

准予正式聘用 Confirmation approved 准予增薪 Annual increment approved 延遲聘用 Confirmation deferred 將在 _______ 年 ________ 月再作工作評檢 Re-evaluation on 延遲增薪 Annual Increment deferred 將在 _______ 年 ________ 月再作工作評檢 Re-evaluation on 不繼續聘用 Ceased employment 其他評語 Other comments:

簽署 Signature

日期 Date

姓名 (正楷) Name (in block letters)

職位 Post Page 7 of 7

香港青年協會 THE HONG KONG FEDERATION OF YOUTH GROUPS

督導人員∕外務工作員考績報告（三個月∕六個月∕一年） Performance Appraisal – Supervisory/Field Staff (3 months/6 months/Annual)

(由總會填寫) (To be completed by Headquarters) 第一部份 Part I 個人資料 Personal Data 職員姓名 Name of Staff

職員編號 Staff Number

中心∕單位 Centre/Unit

職位 Post

聘用類別長期 ∕ 合約 ( 將完成合約份共 Employment Type Permanent / Contract ( contract(s) will be completed for

年) years)

適用本報告之評檢期 Period Covered by the Report 由 From

至 to

最初受僱日期 Date of first appointment

加入現時中心∕單位日期 Date of entry into present centre/unit

現時薪點 Present salary point

增薪月份 (如適用者) Incremental month (if applicable)

第一部份 Part I (由服務單位填寫

To be completed by Service Unit)

本報告期間 (截至 (日期)) 取假日數： Leave Days taken during the above period covered by the report till 病假 Sick Leave

天

年假/事假

___________ days Annual /Casual Leave

(date): 天

_________ days

無薪假 Unpaid Leave

天 __________ days

Page 1 of 12

第二部份 Part II 工作表現評核 Assessment of Performance of Duties 各評級的標準如下 The meaning of the grading is as follows：

A B C D E F

卓越

：表現一直在預期的水準之上

Excellent

優異

performance consistently exceeds the standard expected

：表現經常在預期的水準之上

Outstanding

良好

：表現達到預期的水準，有時亦會超越水準

Good

尚可

performance meets the standard expected and occasionally exceeds it

：表現僅可符合水準，並無嚴重缺點

Fair

欠佳

performance just meets the lowest acceptable standard, without serious deficiencies

：表現確實有缺點

Poor

差劣

performance frequently exceeds the standard expected

performance has definite deficiencies

：表現完全不能接受

Very poor

performance has been of an unacceptable standard

一般表現 General Aspects 卓越 A

評估範圍 Areas under evaluation

優異 B

良好 C

尚可 D

欠佳 E

差劣 F

分析能力 Power of analysis

能良好地分析事件要點 Is consistently able to get to the heart of the matter

表面及含糊地表達意見 Has been superficial and muddled in his/her thinking

提供建設性意見能力 Ability to produce constructive ideas

能提供極具建設性的意見，亦清楚明白中心∕ 單位的方向，訂定目標及工作計劃，以及爭取和把握機會以求改進 Has been highly constructive in thought and action. Well understands the centre’s/unit’s directions and principles, devises clear goals and workable plans, identifies and seizes opportunities for changes

只懂批評，未能提供合適意見∕凡事沒有意見，也未能了解中心∕單位情況，把握機會改進 Has been generally negative in thought and action/gives no comments whenever being asked. Has no insight on the centre’s/unit’s directions and principles, provides ineffective workplans and reluctant to seize opportunity for changes

Page 2 of 12

卓越 A

評估範圍 Areas under evaluation

優異 B

良好 C

尚可 D

欠佳 E

差劣 F

領導能力 Leadership

能有效帶領下屬∕會員訂立清晰目標及推行計劃，主動爭取工作，取得成績 Can lead the subordinates and members to set clear targets and work plans. Always takes the initiative to make things done

未能有效帶領下屬∕會員訂立目標及活動計劃，對推動工作，改善服務，不能發揮領導的作用 Fails to provide insight and lead subordinates or members to set targets or work plans. Just let things go as they are

常識 Common sense

有豐富的日常知識，並能善於隨機應變。經常於不斷改變的工作環境下提供多元化的資料 Has good common sense. Resourceful and shows a high degree of versatility towards new requirement of work

知識貧乏，未能處理突發性事件 Has limited knowledge on handling new requirements of tasks

表達及溝通技巧 Presentation skills

能清楚及簡潔地表達意見，及能有效地中文 Chin 聆聽別人意見 Speaks clearly and concisely and listens 英文 effectively Eng

說話含糊，難以表達意見，及未能掌握別人說話要點 Has great difficulty in expressing himself/herself and cannot listen effectively

寫作表達能力 Written communication

能書寫流暢和清晰的報告及紀錄，及能清楚表達複雜意見 Drafts lucid and concise reports, submissions and analyses, expresses complex and sensible ideas clearly

英文 Eng

只能書寫未達水平的報告及紀錄，或簡單的意見亦不能表達清楚 Produces sub-standard reports, submissions and analyses. Cannot express simple ideas clearly

中文 Chin

在壓力下的可靠性 Reliability under pressure

極之習慣於壓力下處理事務，及繼續提供可靠和可信的工作質素 Manages well under consistently high pressure; continues to be reliable and supportive

未能於壓力下完成工作，其工作質素極受影響 Cannot cope well with any pressure and his/ her work is greatly affected

忠誠 Loyalty

任何時間都能全心全意為所屬專業及協會工作，值得信任 Remains committed and trustworthy to his/her profession and the Federation at all times

未能全情投入為所屬專業及協會服務 Not committed to his/ her profession or the Federation

Page 3 of 12

工作表現 Aspects of Work Performance A. 工作態度 Working Attitude 卓越 A

評估範圍 Areas under evaluation

優異 B

良好 C

尚可 D

欠佳 E

差劣 F

責任及問責感 Sense of responsibility and accountability

主動接受責任，願意承擔後果 Seeks and copes well with responsibility, willing to be accountable

逃避接受責任及拒絕承擔後果 Unwilling to take up responsibility, reluctant to be accountable

工作熱忱及投入程度 Enthusiasm and devotion

處事積極進取與全情投入。主動學習，應付工作需要 Is motivated, dedicated and enthusiastic. Takes initiative to equip oneself for new job requirements

懶散與沒精打采，得過且過 Lazy and slothful

自律性 Self-discipline

自動自覺，不需要上司督促便能完成工作 Able to work independently with minimal supervision

需要上司不斷提點才能處理工作 Manages to finish duties only under close supervision

守時 Punctuality

能準時出勤 Is punctual for work

未能依時上班，經常遲到早退 Is always late for work or leaving earlier

B. 行政工作表現 Administrative Competence 卓越 A

評估範圍 Areas under evaluation

優異 B

良好 C

尚可 D

欠佳 E

差劣 F

策劃 Planning

能掌握潛在的困難及機會，制定合適的策略以便推行計劃 Anticipates potential problems and opportunities, able to develop appropriate strategies, sets priorities for implementing operational plans

未能洞悉潛在的困難及機會，亦未能制定合適的策略以推行計劃 Has no insight to potential problems and unable to develop appropriate strategies for implementing operational plans

組織及協調工作能力 Organization and coordination abilities

能有效地安排自己∕下屬的工作，組織切合中心∕ 單位目標的工作 Manages own/staff’s time effectively. Pursues work essential to meet the centre’s/unit’s objectives

未懂得把自己∕下屬的工作劃分優先處理次序，不能組織切合中心∕ 單位目標的工作 Unable to manage own/ staff’s time effectively. Cannot design work essential to meet the centre’s/unit’s objectives

Page 4 of 12

卓越 A

評估範圍 Areas under evaluation

優異 B

良好 C

尚可 D

欠佳 E

差劣 F

財政管理 Managing money/ budgetary control

能作出周詳細密的財政預算，亦能積極地尋找外間資源支持中心∕單位的活動計劃，及有效監察財務開支 Budgets wisely with an eye for detail and value for money, negotiates effectively for resources to support the centre’s/unit’s plans, monitors closely the spending

粗略地作出財政預算，沒有為中心∕單位的活動計劃尋找合適資源，以及未能有效控制財務開支 Produces unacceptable budgets, unable to find resources to support the centre’s/unit’s plans, fails to keep an eye on the spending

資產管理 Inventory control

能備有準確及更新的資產紀錄，及提供足夠的保安系統 Keeps accurate and updated inventory records, and provides sufficient security system

只備有錯誤及未經更新的資產紀錄，也未曾提供任何保安系統 Keeps inaccurate and outdated inventory records, and does not provide any security system

時間管理 Time management

適當地安排時間，懂得把工作劃分優先處理次序，確保所有重要事工能於限期前完成 Manages work and time effectively to meet priorities. Ensures all important deadlines are met

未懂得安排時間，及把工作劃分優先處理次序，亦無法於限期前完成工作 Unable to manage work and time effectively to meet priorities. Cannot finish required duties on time

場地管理 Premises management

不斷因應環境改變而提供創新的意念，改善中心場地及提供足夠的保安系統 Generates innovative ideas to improve premises in a changing environment and provides sufficient security to safeguard equipment

未能改善中心場地及沒有關注中心保安系統 Unable to give ideas to improve the premises in a changing environment and fails to provide sufficient security to safeguard the equipment

Page 5 of 12

C. 專業水平及工作能量 Professional Competence and Productivity 卓越 A

評估範圍 Areas under evaluation

優異 B

良好 C

尚可 D

欠佳 E

差劣 F

執行及推動協會政策的能力 Ability to implement and carry out Federation’s policies

能有效地執行及積極地推動協會的政策 Can effectively implement and actively carry out Federation’s policies

未能有效掌握及推動協會的政策 Has failed to grasp and carry out Federation’s policies

專業知識的應用 Application of professional knowledge

備有優良的專業知識及懂得應用於日常工作上 Shows good professional knowledge and able to apply that knowledge effectively in daily work

只備有有限的專業知識及未能應用於日常工作上 Has limited professional knowledge and unable to apply that knowledge in daily work

活動的創新性 Creativity and Innovation

能設計及推行創新的活動以達其目的 Designs and implements innovative programmes to achieve objectives

只沿用以往的活動以達其目的 Follows previous programmes to achieve their objectives

達致預期目標 Achievement of planned objectives

能達致遠超過預期目標的成果 Achieves more than what is required for planned objectives

未能達致預期目標 Cannot achieve what is required for planned objectives

工作能量 Volume of output

能處理大量工作 Provides high volume of output

未能處理份內工作 Cannot finish minimal duties required

工作質素及準確性 Accuracy and quality of output

能經常提供高度準確與周詳的工作 Always provides highly accurate and thorough work

工作質素失實與草率 Provides inaccurate and slovenly work

適應能力 Adaptability

能適應轉變及有信心和技能去接受新工作 Responsive to change and can take up new dimensions of work with confidence and competance

拒絕改革及未能適應新工作 Reluctant to change and cannot cope with new dimensions of work

Page 6 of 12

D. 與人相處 Relations with People 卓越 A

評估範圍 Areas under evaluation

優異 B

良好 C

尚可 D

欠佳 E

差劣 F

與督導者關係 Relations with supervisor

能與上司建立良好工作關係，願意接納上司批評及建議 Able to build up good working relationship with supervisor. Willing to accept supervisor’s criticisms and suggestions

未能與上司建立工作關係，拒絕接納上司批評及建議 Fails to build up good working relationship with supervisor. Unwilling to accept supervisor’s criticisms and suggestions

與同事相處 Relations with colleagues

與同事相處融洽，合作愉快 Gets on well with colleagues, works well in a team

極難與同事相處 Does not get on well with colleagues

與服務對象相處 Relations with service recipients

與服務對象關係極佳，及得到他們的尊重 Maintains exceptionally good relationship with service recipients and has their respect

與服務對象關係極差 Maintains poor relationship with service recipients

與外界之關係 Relations with member of the public

與外界之關係極佳 Has been outstanding in dealing with the public

未能與外界建立關係 Unable to deal with the public

E. 人事管理 Staff Management 卓越 A

評估範圍 Areas under evaluation

優異 B

良好 C

尚可 D

欠佳 E

差劣 F

人力資源的組織及發展 Human resources development

能激勵員工及創造團隊精神，以身作則 Motivates, creates and encourages team spirit among staff; leads by example

未能協助員工建立團隊精神，沒有帶起領導作用 Fails to recognize the importance of team spirit among staff; unable to set good example

督導 Supervision

提供足夠的意見及輔導員工改善工作表現，及對未乎合工作要求的員工進行處罰 Gives necessary advice and coaching to encourage staff to improve performance, and takes/recommends action on substandard performers

未能提供有效的意見及輔導員工改善工作表現，及未能對未乎合工作要求的員工進行處罰 Unable to give advice and coaching to encourage staff to improve performance and fails to take/ recommend action on any substandard performers Page 7 of 12

卓越 A

評估範圍 Areas under evaluation

優異 B

良好 C

尚可 D

欠佳 E

差劣 F

啟發 Inspiring

根據員工不同的能力激勵他們共同處理工作 Motivates staff to achieve team work according to their abilities

未能判斷員工不同的能力從而激勵他們共同處理工作 Fails to recognize staff’s abilities and to motivate them to achieve team work

培訓 Training and staff development

能善用資源，為同工尋找合適培訓機會，增強員工的技能以應付工作需要 Develops the skills, competencies and potential of staff to meet job needs

未能為員工提供完善培訓計劃以應付工作需要 Fails to equip staff with essential skills to meet job needs

請指出受核人在評核期內整體表現（請‘’適當之空格） Indicate the overall grading for qualities and performance of the appraisee during the period. (Please ‘’ the appropriate box)

卓越 Excellent

表現極度卓越並一直在預期的水準之上 A most impressive performance which significantly rises above the requirements

優異 Outstanding

表現良好，並經常在預期的水準之上 Performance more than fully meets requirements and frequently exceeds it

良好 Good

表現達到預期水準 Performance fully meets requirements. outstanding

尚可 Fair

表現僅可符合水準，仍須努力改進 Performance close to fully meeting requirements but with room for improvement

欠佳 Poor

表現並未達到要求，必須盡力改善以求符合水準 Performance falls well short of requirements. An unsatisfactory performance with much room for improvement

差劣 Very Poor

表現全未達到要求，須受紀律處分或撤職 Performance falls seriously short of requirements. requiring disciplinary action

Generally good, though not

A poor performance

Page 8 of 12

請根據受核人的工作表現及職位需要，依優先次序建議其未來一年工作培訓及發展需要。 With reference to the performance assessment and job requirements, give suggestions on appraisee’s training and development needs in the coming year in order of priority.

評核人簽署 Signature of Appraising Officer

日期 Date

評核人姓名 (正楷) Name of Appraising Officer (in block letters)

職位 Post

Page 9 of 12

第三部份 Part III 評核會見紀錄 Record of Appraisal Interview 1.

(由受核人填寫 To be completed by the appraisee)

受核人簽署 Signature of Appraisee

日期 Date

(由評核人填寫 To be completed by the appraising officer)

評核人簽署 Signature of Appraising Officer

日期 Date

評核人姓名 (正楷) Name of Appraising Officer (in block letters)

職位 Post

(如單位主任並非評核者本人，請填寫此部份 To be completed by the Unit-in-charge if he/she is not the Appraising Officer)

我已經閱讀本考績報告的內容，並有以下意見需作補充： I have read the contents of this appraisal report, and would like to make the following comments :

單位主任簽署 Signature of Unit-in-charge 單位主任姓名 (正楷) Name of Unit-in-charge (in block letters)

日期 Date Page 10 of 12

第四部份 Part IV (由業務總監∕督導主任∕單位主任（）填寫) (To be completed by Coordinator / Supervisor / Unit-in-charge (

))

業務總監∕督導主任∕單位主任（）建議 Recommendations by Coordinator / Supervisor / Unit-in-charge (

)

其他評語 Other comments:

簽署 Signature

日期 Date

姓名 (正楷) Name (in block letters)

職位 Post

請刪去不適用者 Delete where appropriate Page 11 of 12

長期聘用 Permanent

簽署 Signature

日期 Date

姓名 (正楷) Name (in block letters)

職位 Post Page 12 of 12

香港青年協會 THE HONG KONG FEDERATION OF YOUTH GROUPS 活動工作員/活動見習生考績報告 Performance Appraisal – Programme Worker/Programme Trainee

(由總會填寫) (To be completed by Headquarters)

個人資料 Personal Data 職員姓名 Name of Staff

職員編號 Staff Number

服務單位 Service Unit

職位 Post

受僱日期 Date of Appointment 適用本報告之評檢期 Period Covered by the Report 由 From

至 to

現時薪酬 Present salary

第一部份 Part I (由服務單位填寫

To be completed by Service Unit)

本報告期間 (截至 (日期)) 取假日數： Leave Days taken during the above period covered by the report till 病假 Sick Leave

天

年假/事假

(date): 天

___________ days Annual /Casual Leave

_________ days

無薪假 Unpaid Leave

天 __________ days

報告期間曾獲嘉獎 / 曾有違犯紀律之過失： Commendation(s) / Disciplinary Offence(s) during period covered by report : 簡述所得獎勵或懲罰 Brief description

請說明是項獎勵或懲罰是以口頭或書面形式知會受核人，並請註明日期 State whether staff member was informed verbally or in writing and if so, on what date

Pag e 1 o f 7

第二部份 Part II 工作表現評核 Assessment of Performance of Duties 各評級的標準如下：The meaning of the grading is as follows：卓越

A Excellent 優異

B Outstanding 良好

C Good 尚可

D Fair 欠佳

E Poor 差劣

F Very poor 1.

：表現一直在預期的水準之上 performance consistently exceeds the standard expected ：表現經常在預期的水準之上 performance frequently exceeds the standard expected ：表現達到預期的水準，有時亦會超越水準 performance meets the standard expected and occasionally exceeds it ：表現僅可符合水準，並無嚴重缺點 performance just meets the lowest acceptable standard, without serious deficiencies ：表現確實有缺點 performance has definite deficiencies ：表現完全不能接受 performance has been of an unacceptable standard

評估範圍 Areas under evaluation

卓越 A

優異 B

良好 C

尚可 D

欠佳 E

差劣 F

工作認識 Knowledge of work

對自己所負責的職務有非常透徹的認識，並能善加應用於工作上 Has a very thorough understanding of his/her duties and highly competent in its application

對工作認識有限，未能掌握自己所負責的職務 Displays serious gaps, weaknesses or limitations in knowledge. Fails to grasp his/her duties.

工作能量 Output

能處理大量工作 Provides high volume of output

未能處理基本的份內工作 Cannot finish minimal duties required

工作質素 Quality of work

能經常提供高度準確與周詳的工作 Always provides highly accurate and thorough work

工作質素失實與草率 Provides inaccurate and slovenly work

Pag e 2 o f 7

評估範圍 Areas under evaluation

卓越 A

優異 B

良好 C

尚可 D

欠佳 E

差劣 F

組織能力 Organization of work

井然有條，認識處理各項工作的先後次序 An exceptionally effective organizer; sets his/her priorities well

散亂無章。將時間花在瑣碎的事情上，因而忽略較重要及更迫切的工作 Cannot organize; liable to concentrate on relatively trivial matters at the expense of more urgent and important matters

智能 Intelligence

有良好的分析能力及能理解工作指令 Good analytical power and knows what are required to do

缺乏分析能力及未能明白工作指令 Mentally dull and unimaginative. Fails to grasp what are required to do

責任承擔 Acceptance of responsibility

經常主動爭取及接受職責的機會 Seeks and accepts responsibilities at all times

不願意承擔責任 Reluctant to take responsibility

對工作熱誠 Zeal

非常熱心工作，並有效地將工作完成 Enthusiastic over tasks and completes them efficiently

懶散怠慢、須上司不斷催促下才能執行職務 Very lazy and slow, has to be pushed to complete tasks

自發進取 Initiative

能主動處理職務，並將工作完成 Able to complete and deal with assignments on his/her own

必須在上司不斷指導下執行職務 Requires a great deal of supervisor’s time

時間分配 Time management

能按時完成工作 Finishes work on time

未能依時完成工作 Always delays work

10. 守時 Punctuality

準時出勤 Reports for duty on time

經常遲到早退 Is always late for work or leaving earlier

11. 接受批評態度 Receptiveness to criticisms

願意接納批評及建議 Willing to accept criticisms and suggestions

拒絕接納批評及建議 Unwilling to accept criticisms and suggestions

12. 與督導者/同工之關係 Relations with supervisor/colleagues

與各人相處融洽、合作愉快 Gets on well with people; works well in a team

極難與人相處 Does not get on well with people

13. 對外界及會員之態度 Attitude towards members and public

非常有禮、樂於助人 Very courteous and helpful

無禮冷漠 Discourteous and disinterested Pag e 3 o f 7

評估範圍 Areas under evaluation

卓越 A

優異 B

良好 C

尚可 D

欠佳 E

差劣 F

14. 書面表達能力 Written communication

行文流暢達意中文 To the point and well Chin presented; expresses ideas clearly 英文 Eng

行文累贅含糊 Cannot express ideas clearly; clumsy

15. 口語表達能力 Oral expression

能流俐地將要點表達 Puts his/her points across concisely

不容易使人明白 Difficult to understand

中文 Chin 英文 Eng

16. 數字工作 Figure work

能良好地掌握及分析數字 Handles and interprets figures very well

不懂處理數字 Poor at figures

17. 打字的準確性 Typing accuracy

準確、速度及格式均優良 Accurate, speedy, good presentation

打字水準欠佳 Poor typing work

18. 應用電腦 Use of computer and application of softwares

有效操作電腦及掌握相關軟件的運用，應付工作的需要 Can manipulate the use of computer effectively and apply it to the daily work

對操作及使用電腦軟件一知半解，未能配合工作的需要 Fails to understand the use of computer and apply it to the daily work

請指出受核人在評核期內整體表現 (請‘’適當之空格) Indicate the overall grading for qualities and performance of the appraisee during the period. (Please ‘’ the appropriate box) A

卓越 Excellent

表現極度卓越並一直在預期的水準之上 A most impressive performance which significantly rises above the requirements

優異 Outstanding

表現良好，並經常在預期的水準之上 Performance more than fully meets requirements and frequently exceeds it

良好 C Good

表現達到預期水準 Performance fully meets requirements. outstanding

Generally good, though not

尚可 Fair

表現僅可符合水準，仍須努力改進 Performance close to fully meeting requirements but with room for improvement

欠佳 Poor

表現並未達到要求，必須盡力改善以求符合水準 Performance falls well short of requirements. An unsatisfactory performance with much room for improvement

差劣 Very Poor

表現全未達到要求，須受紀律處分或撤職 Performance falls seriously short of requirements. requiring disciplinary action

A poor performance

Pag e 4 o f 7

請加以說明受核人的長處及短處以支持上述 (2) 項之評級 Please comment on the notable strengths and weaknesses of the appraisee in support of the overall rating given in subsection (2) above.

評核人簽署 Signature of Appraising Officer

日期 Date

評核人姓名 (正楷) Name of Appraising Officer (in block letters)

職位 Post

Pag e 5 o f 7

第三部份 Part III 評核會見紀錄 Record of Appraisal Interview 1.

(由受核人填寫 To be completed by the Appraisee)

我已經在 ______ 年 ______ 月 ______ 日閱讀本考績報告的內容，並有以下意見需作補充： I have read the contents of this appraisal report on __________________ and would like to make the following comments :

受核人簽署 Signature of Appraisee 2.

日期 Date

(由評核人填寫 To be completed by the Appraising Officer)

我已經與受核人在 ______ 年 ______ 月 ______ 日討論本考績報告的內容，並同意記錄以下事項再作跟進： I discussed the contents of this appraisal report with the appraisee on __________________ and we agreed to put down the following for follow-up :

評核人簽署 Signature of Appraising Officer

日期 Date

評核人姓名 (正楷) Name of Appraising Officer (in block letters)

職位 Post

(如單位主任 / 督導主任並非評核者本人，請填寫此部份 To be completed by the Unit-in-charge / Supervisor if he/she is not the Appraising Officer)

我已經閱讀本考績報告的內容，並有以下意見需作補充： I have read the contents of this appraisal report, and would like to make the following comments :

單位主任 / 督導主任簽署 Signature of Unit-in-charge / Supervisor 單位主任 / 督導主任姓名 (正楷) Name of Unit-in-charge / Supervisor (in block letters)

日期 Date

Pag e 6 o f 7

第四部份 Part IV

(由督導主任 ( ) / 業務總監 ( (To be completed by Supervisor (

) / 副總幹事 ( ) / Coordinator (

單位主任 ( ) / 督導主任 ( Recommendations by Unit-in-charge (

) / 業務總監 ( ) / Supervisor (

) *填寫) ) / Deputy Executive Director ( )* 建議 ) / Coordinator (

) *)

推薦繼續聘用 Recommended for continued employment 不推薦繼續聘用 Not recommended for continued employment 請列明原因 Please state reasons :

簽署 Signature

日期 Date

姓名 (正楷) Name (in block letters)

職位 Post

第五部份 Part V

(由督導主任 ( ) / 業務總監 ( (To be completed by Supervisor (

) / 副總幹事 ( ) / Coordinator (

) *填寫) ) / Deputy Executive Director (

) *)

我已經閱讀本考績報告的內容，並同意 / 不同意* 單位主任 / 督導主任 / 業務總監*的建議。 I have read the contents of this appraisal report, and agree / but disagree * with the recommendations suggested by Unit-in-charge / Supervisor / Coordinator*. 其他評語 Other comments :

簽署 Signature

日期 Date

姓名 (正楷) Name (in block letters)

職位 Post

請刪去不適用者 Delete where appropriate Pag e 7 o f 7

香港青年協會 THE HONG KONG FEDERATION OF YOUTH GROUPS

秘書∕文員考績報告（三個月∕六個月∕一年） Performance Appraisal – Secretary/Clerk (3 months/6 months/Annual)

(由總會填寫) (To be completed by Headquarters) 第一部份 Part I 個人資料 Personal Data 職員姓名 Name of Staff

職員編號 Staff Number

中心∕單位 Centre/Unit

職位 Post

聘用類別長期 ∕ 合約 ( 將完成合約份共 Employment Type Permanent / Contract ( contract(s) will be completed for

年)

years)

適用本報告之評檢期 Period Covered by the Report 由 From

至 to

最初受僱日期 Date of first appointment

加入現時中心∕單位日期 Date of entry into present centre/unit

現時薪點 Present salary point

增薪月份 (如適用者) Incremental month (if applicable)

第一部份 Part I (由服務單位填寫

To be completed by Service Unit)

本報告期間 (截至 (日期)) 取假日數： Leave Days taken during the above period covered by the report till 病假 Sick Leave

天

年假/事假

___________ days Annual /Casual Leave

(date): 天

_________ days

無薪假 Unpaid Leave

天 __________ days

Page 1 of 8

第二部份 Part II 工作表現評核 Assessment of Performance of Duties 各評級的標準如下 The meaning of the grading is as follows：

A B C D E F

卓越

：表現一直在預期的水準之上

Excellent

優異

performance consistently exceeds the standard expected

：表現經常在預期的水準之上

Outstanding

良好

：表現達到預期的水準，有時亦會超越水準

Good

尚可

performance meets the standard expected and occasionally exceeds it

：表現僅可符合水準，並無嚴重缺點

Fair

欠佳

performance just meets the lowest acceptable standard, without serious deficiencies

：表現確實有缺點

Poor

差劣

performance frequently exceeds the standard expected

performance has definite deficiencies

：表現完全不能接受

Very poor

performance has been of an unacceptable standard

評估範圍 Areas under evaluation

優異 B

良好 C

尚可 D

欠佳 E

差劣 F

工作認識 Knowledge of work

對自己所負責的職務有非常透徹的認識，並能善加應用於工作上 Has a very thorough understanding of his/her duties and highly competent in its application

對工作認識有限，未能掌握自己所負責的職務 Displays serious gaps, weaknesses or limitations in knowledge. Fails to grasp his/her duties.

工作能量 Output

能處理大量工作 Provides high volume of output

未能處理基本的份內工作 Cannot finish minimal duties required

工作質素 Quality of work

能經常提供高度準確與周詳的工作 Always provides highly accurate and thorough work

工作質素失實與草率 Provides inaccurate and slovenly work

Page 2 of 8

卓越 A

評估範圍 Areas under evaluation

優異 B

良好 C

尚可 D

欠佳 E

差劣 F

組織能力 Organization of work

井然有條，認識處理各項工作的先後次序 An exceptionally effective organizer; sets his/her priorities well

散亂無章，將時間花在瑣碎的事情上，因而忽略較重要及更迫切的工作 Cannot organize; liable to concentrate on relatively trivial matters at the expense of more urgent and important matters

智能 Intelligence

有良好的分析能力及能理解工作指令 Good analytical power and knows what are required to do

缺乏分析能力及未能明白工作指令 Mentally dull and unimaginative. Fails to grasp what are required to do

責任承擔 Acceptance of responsibility

不願意承擔責任 Reluctant to take responsibility

對工作熱誠 Zeal

經常主動爭取及接受職責的機會 Seeks and accepts responsibilities at all times 非常熱心工作，並有效地將工作完成 Enthusiastic over tasks and completes them efficiently

自發進取 Initiative

時間分配 Time management

能主動處理職務，並將工作完成 Able to complete and deal with assignments on his/her own 能按時完成工作 Finishes work on time

必須在上司不斷指導下執行職務 Requires a great deal of supervisor’s time 未能依時完成工作 Always delays work 經常遲到早退 Is always late for work or leaving earlier

懶散怠慢，須上司不斷催促下才能執行職務 Very lazy and slow, has to be pushed to complete tasks

10. 守時 Punctuality

準時出勤 Reports for duty on time

11. 接受批評態度 Receptiveness to criticisms

願意接納批評及建議 Willing to accept criticisms and suggestions

拒絕接納批評及建議 Unwilling to accept criticisms and suggestions

12. 與督導者∕同工之關係 Relations with supervisor/colleagues

與各人相處融洽，合作愉快 Gets on well with people; works well in a team

極難與人相處 Does not get on well with people

13. 對外界及會員之態度 Attitude towards members and public

非常有禮，樂於助人 Very courteous and helpful

無禮冷漠 Discourteous and disinterested

Page 3 of 8

卓越 A

評估範圍 Areas under evaluation 14. 書面表達能力 Written communication

15. 口語表達能力 Oral expression

行文流暢達意 To the point and well presented; expresses ideas clearly

優異 B

良好 C

尚可 D

欠佳 E

差劣 F 行文累贅含糊 Cannot express ideas clearly; clumsy

中文 Chin 英文 Eng

能流俐地將要點表達中文 Puts his/her points Chin across concisely

不容易使人明白 Difficult to understand

英文 Eng 16. 數字工作 Figure work

能良好地掌握及分析數字 Handles and interprets figures very well

不懂處理數字 Poor at figures

17. 打字的準確性 Typing accuracy

準確，速度及格式均優良 Accurate, speedy, good presentation

打字水準欠佳 Poor typing work

18. 應用電腦 Use of computer and application of softwares

有效操作電腦及掌握相關軟件的運用，應付工作的需要 Can manipulate the use of computer effectively and apply it to the daily work

對操作及使用電腦軟件一知半解，未能配合工作的需要 Fails to understand the use of computer and apply it to the daily work

請指出受核人在評核期內整體表現 (請‘’適當之空格) Indicate the overall grading for qualities and performance of the appraisee during the period. (Please ‘’ the appropriate box)

卓越 Excellent

表現極度卓越並一直在預期的水準之上 A most impressive performance which significantly rises above the requirements

優異 Outstanding

表現良好，並經常在預期的水準之上 Performance more than fully meets requirements and frequently exceeds it

良好 Good

表現達到預期水準 Performance fully meets requirements. outstanding

尚可 Fair

表現僅可符合水準，仍須努力改進 Performance close to fully meeting requirements but with room for improvement

欠佳 Poor

表現並未達到要求，必須盡力改善以求符合水準 Performance falls well short of requirements. An unsatisfactory performance with much room for improvement

差劣 Very Poor

表現全未達到要求，須受紀律處分或撤職 Performance falls seriously short of requirements. requiring disciplinary action

Generally good, though not

A poor performance

Page 4 of 8

評核人簽署 Signature of Appraising Officer

日期 Date

評核人姓名 (正楷) Name of Appraising Officer (in block letters)

職位 Post Page 5 of 8

第三部份 Part III 評核會見紀錄 Record of Appraisal Interview 1.

(由受核人填寫 To be completed by the appraisee)

受核人簽署 Signature of Appraisee

日期 Date

(由評核人填寫 To be completed by the appraising officer)

評核人簽署 Signature of Appraising Officer

日期 Date

評核人姓名 (正楷) Name of Appraising Officer (in block letters)

職位 Post

(如單位主任並非評核者本人，請填寫此部份 To be completed by the Unit-in-charge if he/she is not the Appraising Officer)

我已經閱讀本考績報告的內容，並有以下意見需作補充： I have read the contents of this appraisal report, and would like to make the following comments :

單位主任簽署 Signature of Unit-in-charge 單位主任姓名 (正楷) Name of Unit-in-charge (in block letters)

日期 Date Page 6 of 8

第四部份 Part IV (由業務總監∕督導主任∕單位主任（）填寫) (To be completed by Coordinator / Supervisor / Unit-in-charge (

))

業務總監∕督導主任∕單位主任（）建議 Recommendations by Coordinator / Supervisor / Unit-in-charge (

)

其他評語 Other comments:

簽署 Signature

日期 Date

姓名 (正楷) Name (in block letters)

職位 Post

請刪去不適用者 Delete where appropriate Page 7 of 8

長期聘用 Permanent

簽署 Signature

日期 Date

姓名 (正楷) Name (in block letters)

職位 Post Page 8 of 8

香港青年協會 THE HONG KONG FEDERATION OF YOUTH GROUPS 課餘托管服務兼職協調員/導師考績報告 Performance Appraisal - Part-time Coordinator/Tutor (Before and After School Care Service)

(由總會填寫) (To be completed by Headquarters) 第一部份 Part I 個人資料 Personal Data 職員姓名 Name of Staff 中心∕單位 Centre/Unit

職員編號 Staff Number 職位 Post

聘用類別長期 ∕ 合約 ( 將完成合約份共 Employment Type Permanent / Contract ( contract(s) will be completed for

年) years)

適用本報告之評檢期 Period Covered by the Report 由 From

至 to

最初受僱日期 Date of first appointment

加入現時中心∕單位日期 Date of entry into present centre/unit

現時薪點 Present salary point

增薪月份 (如適用者) Incremental month (if applicable)

第一部份 Part I (由評核者填寫) (To be completed by the appraising officer) 報告期間曾獲嘉獎 / 曾有違犯紀律之過失： Commendation(s) / Disciplinary Offence(s) during period covered by report：簡述所得獎勵或懲罰 Brief description

請說明是項獎勵或懲罰是以口頭或書面形式知會受核人，並請註明日期 State whether staff member was informed verbally or in writing and if so, on what date

Page 1 of 8

第二部份 Part II 工作表現評核 Assessment of Performance of Duties 各評級的標準如下：The meaning of the grading is as follows：卓越

A Excellent 優異

B Outstanding 良好

C Good 尚可

D Fair 欠佳

E Poor 差劣

F Very poor 1.

請就受核人在評核期內各方面的工作表現作出評核。如果對評核有幫助，你應盡量利用第四項提供更多資料。你若認為某項不在下表之內的工作表現值得特別評核，可另加在表格。同樣，若認為某項工作表現不適用於受核人現時的工作，請填寫「不適用」。 Indicate your comments on appraisee’s aspects of performance during the period. You should make full use of subsection (4) to give more information where this would be helpful. If you think an aspect of performance not mentioned on the list calls for special comment, add it at the end. Conversely, if you consider that any item is not applicable to the appraisee in his /her present jobs, simply mark ‘N.A.’. 工作態度 Working Attitude

評估範圍 Areas under evaluation

卓越 A

優異 B

良好 C

尚可 D

欠佳 E

差劣 F

責任及問責感 Sense of responsibility and accountability

主動接受責任，願意承擔後果 Seeks and copes well with responsibility, willing to be accountable

逃避接受責任及拒絕承擔後果 Unwilling to take up responsibility, reluctant to be accountable

工作熱忱及投入程度 Enthusiasm and devotion

處事積極進取與全情投入。主動學習，應付工作需要 Is motivated, dedicated and enthusiastic. Takes initiative to equip oneself for new job requirements

懶散與沒精打采，得過且過 Lazy and slothful

自律性 Self-discipline

自動自覺，不需要上司督促便能完成工作 Able to work independently with minimal supervision

需要上司不斷提點才能處理工作 Manages to finish duties only under close supervision

Page 2 of 8

評估範圍 Areas under evaluation

守時 Punctuality

卓越 A

優異 B

良好 C

尚可 D

欠佳 E

差劣 F

能準時出勤 Is punctual for work

未能依時上班，經常遲到早退 Is always late for work or leaving earlier

教學 Teaching

評估範圍 Areas under evaluation

卓越 A

優異 B

良好 C

尚可 D

欠佳 E

差劣 F

課堂準備 Lesson preparation

因應學生能力的差異而提供合適的教材，並能運用中心適當的資源，以鼓勵學生自我學習，發揮潛能和盡展所長 Can address students’ individual differences by providing exercises appropriate to their level. He/She can utilize the centre’s relevant resources in order to arouse students’ interest in learning, maximize their potential and reinforce their strength

未能因應學生能力的差異而提供合適的教材，並沒有運用中心資源，以鼓勵學生自我學習 Cannot address students’ individual differences by providing exercises appropriate to their level. He/She cannot utilize the centre’s relevant resources in order to arouse students’ interest in learning

教學方法 Teaching method

能照顧不同程度的學生，引發他們的學習動機，和提高他們的學習興趣；能講解流暢生動，有條理，指示和示範清楚 Able to motivate students of different levels to learn and enhance their learning interest by means of clear, logical, systematic and well organized explanations and demonstrations

教學方法枯燥乏味，未能提高學生的學習動機和興趣 Uninteresting and boring presentations which cannot motivate students to learn and enhance their learning interest

課堂管理 Classroom management

有效地管理課堂秩序，妥善地處理突發事件及紀律問題，營造良好的學習氣氛 Effective in managing classroom discipline. Contingencies and discipline problems are properly handled. An atmosphere conducive to learning is created

未能管理課堂秩序，使學生不能專心上課 Unable to manage classroom discipline; students cannot concentrate in class

Page 3 of 8

評估範圍 Areas under evaluation

卓越 A

優異 B

良好 C

尚可 D

欠佳 E

差劣 F

批改作業 Marking

批改準確，能清楚指出學生的強弱 Marking is accurate and significantly focuses on students’ strengths and weaknesses

批改經常出錯，並不能指出學生的錯處 Marking is always inaccurate, therefore cannot point out students’ weaknesses

學生評估 Assessment of students

清楚評估學生的學習進展，幫助家長了解其子女學習的進度從而提供支援 Capable of clear assessment of students’ learning progress, thus enabling parents to understand and support their children’s learning accordingly

未能評估學生的學習進展，使家長無法支援子女學習 Unable to assess students’ learning progress, therefore parents cannot support their children’s learning

專業知識 Professional knowledge

透徹掌握學生各學科知識，並能在指導學習過程中靈活運用 Has skilful mastery of knowledge in all subjects and can adopt them on the teaching process

未能掌握基本的知識和教學方法 Unable to grasp the basic knowledge of all subjects and apply suitable teaching methods

與人相處 Relations with People

評估範圍 Areas under evaluation

卓越 A

優異 B

良好 C

尚可 D

欠佳 E

差劣 F

與督導者關係 Relations with supervisor

能與上司建立良好工作關係，願意接納上司批評及建議 Able to build up good working relationship with supervisor. Willing to accept supervisor’s criticisms and suggestions

未能與上司建立工作關係，拒絕接納上司批評及建議 Fails to build up good working relationship with supervisor. Unwilling to accept supervisor’s criticisms and suggestions

與同事相處 Relations with colleagues

與同事相處融洽，合作愉快 Gets on well with colleagues, works well in a team

極難與同事相處 Does not get on well with colleagues

與學生相處 Relations with students

與學生關係極佳，及得到他們的尊重 Maintains exceptionally good relationship with students and has their respect

與學生關係極差 Maintains poor relationship with students

Page 4 of 8

評估範圍 Areas under evaluation

與家長及外界之關係 Relations with parents and members of the public

卓越 A

優異 B

良好 C

尚可 D

欠佳 E

差劣 F

與家長及外界之關係極佳 Has been outstanding in dealing with the parents and the public

未能與家長或外界建立關係 Unable to effectively deal with the parents and the public

語文能力 Language Ability

評估範圍 Areas under evaluation

卓越 A

優異 B

良好 C

尚可 D

欠佳 E

差劣 F

書面表達能力 Written communication

行文流暢達意中文 To the point and well Chin presented, expresses ideas clearly 英文 Eng

行文累贅含糊 Cannot express ideas clearly; clumsy

口語表達能力 Oral expression

能以中英文將要點中文 Chin 表達 Extremely fluent in verbal communication 英文 Eng

不容易使人明白 Has great difficulty in expressing himself/herself

卓越 Excellent

表現極度卓越並一直在預期的水準之上 A most impressive performance which significantly rises above the requirements

優異 Outstanding

表現良好，並經常在預期的水準之上 Performance more than fully meets requirements and frequently exceeds it

良好 C Good

表現達到預期水準 Performance fully meets requirements. outstanding

Generally good, though not

尚可 Fair

表現僅可符合水準，仍須努力改進 Performance close to fully meeting requirements but with room for improvement

欠佳 Poor

表現並未達到要求，必須盡力改善以求符合水準 Performance falls well short of requirements. An unsatisfactory performance with much room for improvement

差劣 Very Poor

表現全未達到要求，須受紀律處分或撤職 Performance falls seriously short of requirements. requiring disciplinary action

A poor performance

Page 5 of 8

評核人簽署 Signature of Appraising Officer

日期 Date

評核人姓名 (正楷) Name of Appraising Officer (in block letters)

職位 Post Page 6 of 8

第三部份 Part III 評核會見紀錄 Record of Appraisal Interview 1.

(由受核人填寫 To be completed by the appraisee)

受核人簽署 Signature of Appraisee 2.

日期 Date

(由評核人填寫 To be completed by the appraising officer)

評核人簽署 Signature of Appraising Officer

日期 Date

評核人姓名 (正楷) Name of Appraising Officer (in block letters)

職位 Post

(如單位主任 / 督導主任並非評核者本人，請填寫此部份 To be completed by the Unit-in-charge / Supervisor if he/she is not the Appraising Officer)

我已經閱讀本考績報告的內容，並有以下意見需作補充： I have read the contents of this appraisal report, and would like to make the following comments :

單位主任 / 督導主任簽署 Signature of Unit-in-charge / Supervisor 單位主任 / 督導主任姓名 (正楷) Name of Unit-in-charge / Supervisor (in block letters)

日期 Date Page 7 of 8

第四部份 Part IV (由單位主任 ( ) / 督導主任 ( (To be completed by Unit-in-charge ( 單位主任 ( ) / 督導主任 ( Recommendations by Unit-in-charge (

) / 業務總監* 填寫) ) / Supervisor ( ) / Coordinator *) ) / 業務總監* 建議 ) / Supervisor (

) / Coordinator *

推薦繼續聘用 Recommended for continued employment 不推薦繼續聘用 Not recommended for continued employment 請列明原因 Please state reasons：

其他評語 Other comments:

簽署 Signature

日期 Date

姓名 (正楷) Name (in block letters)

職位 Post

第五部份 Part V (由業務總監填寫 To be completed by Coordinator) 我已經閱讀本考績報告的內容，並同意 / 不同意* 督導主任的建議。 I have read the contents of this appraisal report, and agree / but disagree* with the recommendations suggested by Supervisor. 其他評語 Other comments :

簽署 Signature

日期 Date

姓名 (正楷) Name (in block letters)

職位 Post

第六部份 Part VI (由總幹事/副總幹事填寫 To be completed by Executive Director/Deputy Executive Director) 總幹事/副總幹事批核 Action by Executive Director/Deputy Executive Director：繼續聘用 Continued employment 合約由 ___________________ 至 ___________________ Contract From to 不繼續聘用 Ceased employment 其他評語 Other comments:

簽署 Signature

日期 Date

姓名 (正楷) Name (in block letters)

職位 Post

請刪去不適用者 Delete where appropriate Page 8 of 8

香港青年協會 THE HONG KONG FEDERATION OF YOUTH GROUPS 課餘托管服務兼職廚師考績報告 Performance Appraisal - Part-time Cook (Before and After School Care Service)

(由總會填寫) (To be completed by Headquarters)

請說明是項獎勵或懲罰是以口頭或書面形式知會受核人，並請註明日期 State whether staff member was informed verbally or in writing and if so, on what date

Page 1 of 6

第二部份 Part II 工作表現評核 Assessment of Performance of Duties 各評級的標準如下 The meaning of the grading is as follows：

A B C D E F

卓越

：表現一直在預期的水準之上

Excellent

優異

performance consistently exceeds the standard expected

：表現經常在預期的水準之上

Outstanding

良好

：表現達到預期的水準，有時亦會超越水準

Good

尚可

performance meets the standard expected and occasionally exceeds it

：表現僅可符合水準，並無嚴重缺點

Fair

欠佳

performance just meets the lowest acceptable standard, without serious deficiencies

：表現確實有缺點

Poor

差劣

performance frequently exceeds the standard expected

performance has definite deficiencies

：表現完全不能接受

Very poor

performance has been of an unacceptable standard

評估範圍 Areas under evaluation

優異 B

良好 C

尚可 D

欠佳 E

差劣 F

1. 工作認識 Knowledge of work

對自己所負責的職務有非常透徹的認識，並能善加應用於工作上 Has a very thorough understanding of his/her duties and highly competent in its application

表現出嚴重疏忽、缺點或對工作認識有限 Displays serious gaps, weaknesses or limitations in knowledge

2. 工作能量 Output

能處理大量工作 Provides high volume of output

未能處理份內工作 Cannot finish minimal duties required

3. 工作質素 Quality of work

能經常提供高質素工作 Provides high quality of work with due diligence

工作質素差劣，敷衍失責 Provides bad quality of work

4. 場地之整潔 Cleanliness of premises

保持場地整潔 Can always keep the premises exceptionally clean

場地骯髒，非常混亂 The premises is always dirty or in a mess

5. 責任承擔 Acceptance of responsibility

隨時願意承擔責任 Accepts responsibilities at all times

不願意承擔責任 Reluctant to take responsibility

Page 2 of 6

卓越 A

評估範圍 Areas under evaluation

優異 B

良好 C

尚可 D

欠佳 E

差劣 F

6. 對工作熱誠 Zeal

非常熱心工作，並有效地將工作完成 Enthusiastic over tasks and completes them efficiently

懶散怠慢，須上司不斷催促下才能執行職務 Very lazy and slow, has to be pushed to complete tasks

7. 守時 Punctuality

能準時出勤 Is punctual for work

經常遲到早退，未能依時工作 Is always late for work or leaving earlier

8. 接受批評態度 Receptiveness to criticism

願意接納批評及建議 Willing to accept criticisms and suggestions

拒絕接納批評及建議 Unwilling to accept criticisms and suggestions

9. 與督導者∕同工之關係 Relations with supervisor/colleagues 10. 對外界及會員之態度 Attitude towards members and public 11. 時間管理 Time management

與各人相處融洽，合作愉快 Gets on well with people; works well in a team

極難與同事相處 Does not get on well with colleagues

非常有禮，樂於助人 Very courteous and helpful

無禮冷漠 Discourteous and disinterested

能有效分配工作時間，並於限期內完成工作 Manages work and time effectively to meet priorities. Ensures all important deadlines are met

缺乏時間觀念，未能把工作劃分優先處理次序 Unable to manage work and time effectively to meet priorities. Cannot finish required duties on time

卓越 Excellent

表現極度卓越並一直在預期的水準之上 A most impressive performance which significantly rises above the requirements

優異 Outstanding

表現良好，並經常在預期的水準之上 Performance more than fully meets requirements and frequently exceeds it

良好 Good

表現達到預期水準 Performance fully meets requirements. outstanding

尚可 Fair

表現僅可符合水準，仍須努力改進 Performance close to fully meeting requirements but with room for improvement

欠佳 Poor

表現並未達到要求，必須盡力改善以求符合水準 Performance falls well short of requirements. An unsatisfactory performance with much room for improvement

差劣 Very Poor

表現全未達到要求，須受紀律處分或撤職 Performance falls seriously short of requirements. requiring disciplinary action

Generally good, though not

A poor performance

Page 3 of 6

評核人簽署 Signature of Appraising Officer

日期 Date

評核人姓名 (正楷) Name of Appraising Officer (in block letters)

職位 Post Page 4 of 6

第三部份 Part III 評核會見紀錄 Record of Appraisal Interview 1.

(由受核人填寫 To be completed by the appraisee)

受核人簽署 Signature of Appraisee 2.

日期 Date

(由評核人填寫 To be completed by the appraising officer)

評核人簽署 Signature of Appraising Officer

日期 Date

評核人姓名 (正楷) Name of Appraising Officer (in block letters)

職位 Post

(如單位主任 / 督導主任並非評核者本人，請填寫此部份 To be completed by the Unit-in-charge / Supervisor if he/she is not the Appraising Officer)

我已經閱讀本考績報告的內容，並有以下意見需作補充： I have read the contents of this appraisal report, and would like to make the following comments :

單位主任 / 督導主任簽署 Signature of Unit-in-charge / Supervisor 單位主任 / 督導主任姓名 (正楷) Name of Unit-in-charge / Supervisor (in block letters)

日期 Date

Page 5 of 6

第四部份 Part IV

(由督導主任填寫 To be completed by Supervisor) 督導主任建議 Recommendations by Supervisor 推薦繼續聘用 Recommended for continued employment 不推薦繼續聘用 Not recommended for continued employment 請列明原因 Please state reasons：

其他評語 Other comments:

簽署 Signature

日期 Date

姓名 (正楷) Name (in block letters)

職位 Post

簽署 Signature

日期 Date

姓名 (正楷) Name (in block letters)

職位 Post

由 ___________________ 至 ___________________ From to

不繼續聘用 Ceased employment 其他評語 Other comments:

簽署 Signature

日期 Date

姓名 (正楷) Name (in block letters)

職位 Post

請刪去不適用者 Delete where appropriate Page 6 of 6

香港青年協會 THE HONG KONG FEDERATION OF YOUTH GROUPS

行政人員考績報告（三個月∕六個月∕一年） Performance Appraisal - Administrative Staff (3 months/6 months/Annual)

(由總會填寫) (To be completed by Headquarters) 第一部份 Part I 個人資料 Personal Data 職員姓名 Name of Staff

職員編號 Staff Number

中心∕單位 Centre/Unit

職位 Post

聘用類別長期 ∕ 合約 ( 將完成合約份共 Employment Type Permanent / Contract ( contract(s) will be completed for

年) years)

適用本報告之評檢期 Period Covered by the Report 由 From

至 to

最初受僱日期 Date of first appointment

加入現時中心∕單位日期 Date of entry into present centre/unit

現時薪點 Present salary point

增薪月份 (如適用者) Incremental month (if applicable)

(由評核者填寫) (To be completed by the appraising officer)

報告期間曾獲嘉獎∕曾有違犯紀律之過失： Commendation(s) / Disciplinary offence(s) during period covered by report：簡述所得獎勵或懲罰 Brief description

請說明是項獎勵或懲罰是以口頭或書面形式知會受核人，並請註明日期 State whether staff member was informed verbally or in writing and if so, on what date

Page 1 of 8

第二部份 Part II 工作表現評核 Assessment of Performance of Duties 各評級的標準如下 The meaning of the grading is as follows：

A B C D E F 1.

卓越

：表現一直在預期的水準之上

Excellent

優異

performance consistently exceeds the standard expected

：表現經常在預期的水準之上

Outstanding

良好

：表現達到預期的水準，有時亦會超越水準

Good

尚可

performance meets the standard expected and occasionally exceeds it

：表現僅可符合水準，並無嚴重缺點

Fair

欠佳

performance just meets the lowest acceptable standard, without serious deficiencies

：表現確實有缺點

Poor

差劣

performance frequently exceeds the standard expected

performance has definite deficiencies

：表現完全不能接受

Very poor

performance has been of an unacceptable standard

評估範圍 Areas under evaluation

優異 B

良好 C

尚可 D

欠佳 E

差劣 F

工作認識 Knowledge of work

對自己所負責的職務有非常透徹的認識，並能善加應用於工作上 Has a very thorough understanding of his/her duties and highly competent in its application

對工作認識有限，未能掌握自己所負責的職務 Displays serious gaps, weaknesses or limitations in knowledge. Fails to grasp his/her duties

工作能量 Output

能處理大量工作 Provides high volume of output

未能處理份內工作 Cannot even finish minimal duties required

組織能力 Organization of work

井然有條，認識處理各項工作的先後次序 An exceptionally effective organizer; sets his/her priorities well

Page 2 of 8

卓越 A

評估範圍 Areas under evaluation

優異 B

良好 C

尚可 D

欠佳 E

差劣 F

工作質素 Quality of work

能經常提供高度準確與周詳的工作 Always provides highly accurate and thorough work

工作質素失實與草率 Provides inaccurate and slovenly work

遠見 Foresight

高瞻遠矚，有先見之明 Displays excellent foresight

未能遠謀 Fails to look ahead

分析能力 Analysis

能良好地分析事件要點 Consistently gets to the heart of the matter

表面或含糊地表達意見 Superficial and muddled in his/her thinking

在壓力下的工作表現 Performance under pressure

能於壓力下處理事務 Copes extremely well under pressure

未能承受壓力 Unable to cope under pressure

責任承擔 Acceptance of responsibility

經常主動爭取及接受職責的機會 Seeks and accepts responsibilities at all times

不願意承擔責任 Reluctant to take on responsibility

對工作熱誠 Zeal

非常熱心工作，並有效地將工作完成 Enthusiastic over tasks and completes them efficiently

懶散怠慢，須上司不斷催促下才能執行職務 Very lazy and slow, has to be pushed to complete tasks

10. 自發進取 Initiative

能主動處理職務，並將工作完成 Able to complete and deal with assignments on his/her own

必須在上司不斷指導下執行職務 Requires a great deal of supervisor’s time

11. 守時 Punctuality

能準時出勤 Is punctual for work

經常遲到早退，未能依時工作 Is always late for work or leaving earlier

12. 接受批評態度 Receptiveness to criticism

願意接納批評及建議 Willing to accept criticisms and suggestions

拒絕接納批評及建議 Unwilling to accept criticisms and suggestions

13. 與督導者∕同事之關係 Relations with supervisors / colleagues

能與上司建立良好工作關係，與同事相處融洽，合作愉快 Able to build up good working relationship with supervisor and gets on well with people; works well in a team

極難與人相處 Does not get on well with people

Page 3 of 8

卓越 A

評估範圍 Areas under evaluation

優異 B

良好 C

尚可 D

欠佳 E

差劣 F

14. 公共關係 Public relations

善於與外間及傳媒建立友好關係 Has been outstanding in dealing with the public and the media

未能與外間及傳媒建立友好關係 Unable to deal with the public and the media

15. 書面表達能力 Written communication

行文流暢達意中文 To the point and well Chin presented, expresses ideas clearly 英文 Eng

行文累贅含糊 Cannot express ideas clearly; clumsy

16. 口語表達能力 Oral expression

能以中英文將要點表達 Extremely fluent in verbal communication

不容易使人明白 Has great difficulty in expressing himself/ herself

中文 Chin 英文 Eng

17. 數字工作 Figure work

能良好地掌握及分析數字 Handles and interprets figures very well

對數字缺乏分析能力 Poor at figures

18. 應用電腦 Use of computer and application of softwares

有效操作電腦及掌握相關軟件的運用，應付工作的需要 Can master the use of computer and apply it to the daily work

對電腦操作一知半解，掌握不多，未能配合工作的需要 Ineffective in the use of computer and cannot apply it to the daily work

卓越 Excellent

表現極度卓越並一直在預期的水準之上 A most impressive performance which significantly rises above the requirements

優異 Outstanding

表現良好，並經常在預期的水準之上 Performance more than fully meets requirements and frequently exceeds it

良好 Good

表現達到預期水準 Performance fully meets requirements. outstanding

尚可 Fair

表現僅可符合水準，仍須努力改進 Performance close to fully meeting requirements but with room for improvement

欠佳 Poor

表現並未達到要求，必須盡力改善以求符合水準 Performance falls well short of requirements. An unsatisfactory performance with much room for improvement

差劣 Very Poor

表現全未達到要求，須受紀律處分或撤職 Performance falls seriously short of requirements. requiring disciplinary action

Generally good, though not

A poor performance

Page 4 of 8

評核人簽署 Signature of Appraising Officer

日期 Date

評核人姓名 (正楷) Name of Appraising Officer (in block letters)

職位 Post Page 5 of 8

第三部份 Part III 評核會見紀錄 Record of Appraisal Interview 1.

(由受核人填寫 To be completed by the appraisee)

受核人簽署 Signature of Appraisee

日期 Date

(由評核人填寫 To be completed by the appraising officer)

評核人簽署 Signature of Appraising Officer

日期 Date

評核人姓名 (正楷) Name of Appraising Officer (in block letters)

職位 Post

(如單位主任並非評核者本人，請填寫此部份 To be completed by the Unit-in-charge if he/she is not the Appraising Officer)

我已經閱讀本考績報告的內容，並有以下意見需作補充： I have read the contents of this appraisal report, and would like to make the following comments :

單位主任簽署 Signature of Unit-in-charge 單位主任姓名 (正楷) Name of Unit-in-charge (in block letters)

日期 Date Page 6 of 8

第四部份 Part IV (由業務總監∕督導主任∕單位主任（）填寫) (To be completed by Coordinator / Supervisor / Unit-in-charge (

))

業務總監∕督導主任∕單位主任（）建議 Recommendations by Coordinator / Supervisor / Unit-in-charge (

)

其他評語 Other comments:

簽署 Signature

日期 Date

姓名 (正楷) Name (in block letters)

職位 Post

請刪去不適用者 Delete where appropriate Page 7 of 8

長期聘用 Permanent

簽署 Signature

日期 Date

姓名 (正楷) Name (in block letters)

職位 Post Page 8 of 8

THE HONG KONG FEDERATION OF YOUTH GROUPS

Guidelines on the Promotion/Upgrading Process

Policy

1. Staff members possessing the requisite qualifications and/or experience may be considered for promotion/ upgrading to a higher post whenever a vacancy becomes available. They can submit their application to the Federation for consideration together with the other outside applicants.

2. Candidates for internal promotion/upgrading should be supported by recommendations from their supervisors. All promotions/upgrading are subject to the approval of the Council or the Promotion Board it appoints.

Procedure for Promotion

3. Once a promotional

post arises within the Federation, Coordinator (Administration) will issue an internal memo to all eligible staff notifying them about the vacancy. The memo will provide information on the post, including the post title and rank, a brief description of the job requirements and the salary offered. All eligible and interested parties are invited to complete the application form.

4. Serving staff applying for the post at the rank of Supervisor or above will have to go through all the procedures as defined in the Recruitment and Selection Process. All of them will have to sit for the written test

together with the outside applicants.

5. All serving staff members applying for promotion/upgrading to ranks other than of Supervisor will be exempted from the written test. However, they will have to attend the interviews conducted by the Selection Panel as appointed by the Executive Director.

6. For both cases listed in items (2) and (3) above, recommendations from the existing supervisors and performance appraisal records will help facilitate the selection process. The Administrative Officer will collect all relevant information for consideration by the Selection Panel.

7. All promotion and upgrading are subject to the final approval of the Council or the Promotion Board it appoints.

8. The Staff will then be invited to come to the Head Office for signing a new contract before the promotion/upgrading takes place. The Administrative Officer will explain in details the employment terms listed in the new contract, and to answer any questions concerning the promotion/upgrading.

9. Reject letters will then be issued by the Administrative Officer after the completion of the recruitment exercise.

THE HONG KONG FEDERATION OF YOUTH GROUPS

Guidelines on Disciplinary Action and Procedures

Policy

1. The Federation expects a high level of performance among its staff. It is essential that all staff members should comply with acceptable standards of conduct. Disciplinary regulations are laid down with the object of protecting the best interests of the Federation and its staff members. Misconduct, poor performance, improper management, persistent lateness, absence from duty without permission, negligence, misuse of funds, behaviour unbecoming of a staff member of the Federation are examples of problems for which disciplinary actions may be warranted.

2. Any disciplinary action taken against a staff who has misbehaved himself/herself will be aimed at correcting such behaviour. The disciplinary action must be taken fairly, properly and in a timely manner. It will be taken in the form of a verbal warning, written warning, suspension without pay, dismissal, or referral to the Council for final decision.

Types of Disciplinary Action

Disciplinary action against staff members may be taken in any of the following ways:-

3. Verbal Warning A verbal or informal warning is given to the staff member in the first instance of minor offences.

4. Written Warning A written or formal reprimand is given to the staff member in the first instance of more serious

offences or after repeated instances of minor offences. Repeated written warnings and disciplinary action will be taken if no improvement is observed.

5. Suspension without Pay A written or formal advice is given in case of serious or persistent breaches of discipline or when criminal procedures have been instituted against the staff member. This is invoked only as a temporary measure in those cases which, prima facie, would result in dismissal of the staff. When a staff member is suspended from duty, he/she will not be entitled to any salary payment. Except when criminal proceedings have been instituted against a staff member, the maximum period of suspension shall not exceed 14 days.

When the criminal proceedings have been instituted against a staff member, the suspension shall be extended until the conclusion of the criminal proceeds. If a staff member is convicted of a criminal offence, his/her service with the Federation shall be terminated with effect from the date of suspension and he/she shall not be entitled to any salary payment for such period of suspension. If the staff member is acquitted of the criminal charge, he/she may, at the absolute discretion of the Council, be reinstated in his/her post and paid such salaries in regard to the period of suspension as the Council may determine.

6. Dismissal/Summary Dismissal A staff member may be dismissed in case of serious or persistent breaches of discipline or convicted of a criminal offence. A staff member may also be dismissed summarily without notice if the conditions for such dismissals have satisfied the stipulations in the Employment Ordinance.

Disciplinary Procedures

The following procedural steps shall be adhered to when administering the principle of effective discipline within the Federation.

Step 1: Corrective Interview

7. The immediate supervisor shall gather all evidences including from witnesses on the misbehaviour.

8. He/She shall conduct a corrective interview with the staff concerned, drawing his/her attention to the disciplinary lapse.

9. He/She shall specify clearly the disciplinary lapses and improvement targets.

10. The staff concerned should be allowed to explain the misbehaviour.

11. The interview shall be documented and be kept in the service unit.

Step 2: Formal Verbal Warning

12. When step 1 has been carried out for more than two times or/and that the immediate supervisor felt sufficient ground to warrant a stricter stance on repeated minor disciplinary lapses, a first verbal warning may be given.

13. A Formal Verbal Warning shall be given by the immediate supervisor, pointing out the disciplinary lapses as well as indicating the necessity for specific improvements within a specified time-frame.

14. Formal Verbal Warning given shall be documented and be kept in his/her Personal File in the Head Officeservice unit.

Step 3: Written Warning

15. If a staff member continues to infringe the disciplinary rule after the verbal warning, or if there is still no noticeable improvement on the conduct or the immediate supervisor felt sufficient ground to so such warning, a Written Warning shall be issued by the respective Supervisor.

16. A copy of the Written Warning will be put in his/her Personal File at the Head Office.

17. To take care of situational severity of an offence committed by a staff member, the Written Warning letter may be used, or instituted, or given as a form of disciplinary action short of dismissal action at any time without going through the intended steps 1 and 2 as mentioned above.

18. The Supervisor may highlight any penalties or disciplinary actions such as tightening the normal requirements, suspension or demotion to go with the Written Warning letter.

19. A dismissal will be taken if the staff member has shown no improvement on conduct or perfo rmance after the issuance of the written warning letters. In this regard, the result of dismissal or summary dismissal without notice or payment in lieu of notice should be stated on Written Warning letter.

Step 4: Dismissal/Summary Dismissal

20. In normal circumstances, the Federation will hold an Investigation Hearing for all cases leading to Dismissal/Summary Dismissal. All information collected by the Hearing will be submitted to the Executive Director for consideration.

21. The Executive Director will make judgment and if necessary, submit the case to the Council for final decision.

Right of Appeal

A staff member has the right to appeal against a corrective and summary dismissal action taken against him/her through the Grievances and Complaints Procedures.

Responsibility of the Head Office

In conjunction with the service unit, the Head Office will be responsible for the following

22. Keeping all written warning records. 2. Maintaining consistency on action taken amongst service units. 3. Seeking the most appropriate advice through contact with Labour Department or legal sources in case of actions requiring legal interpretation. 4. Advising service unit upon request on the appropriate disciplinary procedures.

【標準 5】附件十

THE HONG KONG FEDERATION OF YOUTH GROUPS Appraisal on Staff Performance for Youth S.P.O.Ts I.

Basic Principles 

The immediate supervisor will conduct the appraisal interview with the appraisee and complete Parts II and III of the report. If the immediate supervisor is not a Unit-in-charge, the Unit-in-charge will also complete Part III of the report.



The report will then be sent to the Coordinator (Youth S.P.O.Ts), the immediate supervisor of the Unit-in-charge, for comment. Coordinator (Youth S.P.O.Ts) is required to complete Part IV of the report.



For staff members other than Unit-in-charge, Coordinator (Youth S.P.O.Ts) is required to further endorse the report by completing Part V, the final part of the report. For Units-in-charge, Deputy Executive Director is required to endorse the report by complete the final part of the report



All reports will then be filed in each personal file for recording or further consideration.

Illustrations Giving Assessment and Grading together with Appraisal Interview conducted by the Appraising Officer, the immediate supervisor of the Appraisee. Unit-in-charge will also complete Part III of the report if he/she is not the appraising officer. (Parts II and III)

A second Opinion on the Assessment and Grading will be given by Coordinator (Youth S.P.O.Ts). He is required to complete Part IV of the report.

Approval of Confirmation and/or Annual Increment by Top Management. Either Coordinator, DD or ED will complete Part IV (may be the same person as the one who complete Part IV)

(Part IV)

(Part V)

II.

Guidelines For Youth S.P.O.Ts

A. For Unit-in-charges POST/RANK

Parts II and III

Part IV

Part V

IC C(YS)

C(YS)

DD(S)

Part IV

Part V

YO/YW IC

C(YS)

Clerical Staff IC

C(YS)

Caretaker IC

C(YS)

Programme Worker

PW IC

C(YS)

Programme Trainee

PT IC

C(YS)

Unit-in-Charge

For Other Staff Members who are 1.

Directly under the supervision of Unit-in-charge POST/RANK

Youth Work Officer / Youth Worker

Parts II and III

(Directly under the supervision of Unit-in-charge)

Clerical Staff (Directly under the supervision of Unit-in-charge)

Caretaker (Directly under the supervision of Unit-in-charge)

Directly under the supervision of Team Leader POST/RANK

Youth Work Officer / Youth Worker

Parts II and III

Part IV

Part V

YO/YW Team Leader/ IC

C(YS)

Clerical Staff Team Leader/ IC

C(YS)

Caretaker Team Leader/ IC

C(YS)

(Directly under the supervision of Team Leader)

Clerical Staff (Directly under the supervision of Team Leader)

Caretaker (Directly under the supervision of Team Leader)

Programme Worker (Directly under the supervision of Team Leader)

Programme Trainee (Directly under the supervision of Team Leader)

Team Leader/ IC PT

Team Leader/ IC

BASC Staff directly under the supervision of Team Leader POST/RANK BASC Staff (Directly under the supervision of Team Leader)

Parts II and III BASC Staff

Team Leader/ IC

Part IV C(YS)

Part V/VI DD(S)

(

MRM

)

MRM ( )

( )

(

MPF

)

2000

(

)

(

MRM

)

MRM ( )

( )

(

MPF

2000

)

(

)

THE HONG KONG FEDERATION OF YOUTH GROUPS

Guidelines on Recruitment and Selection Process

Policy

1. The Federation always tries the most cost-effective means to find a suitably qualified candidate, whether internal or external, to fill up a vacant position. The objective is to recruit the right person who possesses the relevant skills, knowledge and experience for the right position.

2. All qualified serving members of the Federation will be given equal opportunity to apply for the positions. Their applications will be processed in accordance with the Federation’s Internal Transfer or Promotion/Upgrading Procedures.

3. The Federation also adopts a fair, open and just policy to all outside applicants, disregarding their sex and disability.

4. Listed below are the general guidelines for the recruitment and selection process. The proced ures for selection arrangement will, however, vary according to vacancies of different ranking. These recruitment and selection procedures can refer to Appendices 1 – 5.

Initial Consideration

5. Once a vacancy arises, the Supervisor/Coordinator should decide whether serving employee can be identified for placement, or an external recruitment is required.

6. If an internal transfer is found to be suitable to fill up the vacancy, the Coordinator would follow the Federation’s Internal Transfer Procedures and to seek approval from the Executive Director.

7. If an internal promotion is found to be suitable to fill up the vacancy, Coordinator (Administration) would issue an internal memo in accordance with the Federation’s Promotion/ Upgrading Procedures inviting for suitable applicants.

Recruitment Arrangement

8. If external recruitment is required, the Head Office will decide the means in advertising the vacancies to all potential applicants, such as by Placing a recruitment advertisement in the local newspaper. Placing a recruitment advertisement in the Federation’s web site. Posting the advertisement through the Labour Department, or the University Student Employment Offices etc, depending on the nature of the vacancy.

9. Service units may place their own recruitment notices in their units’ notice board to attract applicants from the local community. Selection Procedure

10. For Post at Supervisory grade or above The Administrative Officer will initially screen out the application forms from both serving staff and external applicants. Upon the approval by the Deputy Executive Director, the Administrative Officer will arra nge written tests for assessing the applicant’s professional knowledge and language abilities in both Chinese and English. The first interview will be conducted by the Deputy Executive Director or Executive Director as far as practicable, within two weeks after the paper for written test is marked. The second interview will be conducted by a Selection Panel formed by the Council Me mbers. Approval from the Council has to be sought before the appointment is confirmed.

11. For Post at Officer or Youth Worker grade The Administrative Officer will initially screen out the application forms from external applicants. The Administrative Officer will arrange written tests for assessing the applicant’s common sense and language abilities in both Chinese and English. The first interview will be conducted by the Selection Panel formed by Supervisor and/ or Unit-in-charge, as far as practicable, within two weeks after the paper for the written test is marked. The second interview will be conducted by the respective Coordinator. If serving members have also submitted their applications, they will be invited to attend the selection interview together with other outside applicants. Final approval has to be sought from the Executive Director before the appointment is confirmed.

12. For Project Assistants The Administrative Officer will initially screen out the application forms from external applicants. The Administrative Officer will arrange written tests for assessing the applicant’s common sense and language abilities in both Chinese and English. The first interview will be conducted by the Unit-in-Charge, as far as practicable, within two weeks after the advertisement has been posted. The second interview will be arranged by the Supervisor within the next week. The recommended applicant will have to be endorsed by the Coordinator before passing to the Head Office for seeking Executive Director’s final approval.

13. For Minor, Clerical or Part-time Staff (excluding Part-time Tutors for the Before and After School Care Service) All relevant application letters will be sent to the respective service units for initial screening. Units-in-charge may arrange their own written tests or typing tests or any other assessments in accordance with the job requirement. The first interview will be conducted by the Unit-in-Charge, as far as practicable, within two weeks after the advertisement has been posted. The second interview will be arranged by the Supervisor/Coordinator within the next week. Final approval has to be sought from the Executive Director before the appointment is confirmed.

14. For Programme Trainee or Part-time Tutors All relevant application letters will be sent to the respective service units for initial screening. Units-in-charge may arrange their own written tests or typing tests or any other assessments in accordance with the job requirement. The first interview will be conducted by the Unit-in-Charge, as far as practicable, within two weeks after the advertisement has been posted. The second interview will be arranged by the Supervisor/Coordinator within the next week. Final approval has to be sought from the Executive Director before the appointment is confirmed.

Remarks for All to Follow

It has to be ensured that no conflict of interest shall happen during every selection interview. Referenc e should be made to the Federationâ&#x20AC;&#x2122;s Guidelines on Conflict of Interest.

Appendix 1

Recruitment and Selection Procedures for Post at Supervisory Grade or Above

15. Recruitment Arrangement a. When a vacancy exists in our Federation, Coordinator (Administration) will issue an internal memorandum to all Units of the Federation inviting qualified persons to submit application to the Head Office.

b. The Administrative Officer will at the same time post up a recruitment advertisement on a local newspaper, normally the South China Morning Post or any other local newspaper if appropriate, and upload the vacancy list on the website of the Federation. All recruitment advertisement will have to be approved by Coordinator (Administration). Other suitable advertising means will also be used if necessary.

16. Selection Procedures a. The Administrative Officer will initially screen out the applications from both serving st aff and external applicants. All qualified applications will be passed to Coordinator (Administration) and Deputy Executive Director for endorsement before inviting them to sit for a written test. The Deputy Executive Director will also give advice on the questions for the test paper.

b. Before working on the written test, the applicants are asked to complete the Applicatio n for Employment (Annex 1). The Administrative Officer will check all the relevant documents, including the HKID card, academic certificates and certificate of employment, during the written test. NO photocopies of these certificates will be made at this stage.

c. All written tests will be passed to the Deputy Executive Director for consideration. He will then forward his recommendations together with the applications to Coordinator (Administration) for further arrangement. The returned applications should be divided into two lots:Applications recommended for further interview by the Executive Director (which should be marked in grading); and Applications to be rejected after the written test.

d. The shortlisted candidates will be asked to provide reference letters as supporting documents to their application. The Administrative Officer will at the same time arrange the 1st intervie w as scheduled. A summary about the applicantsâ&#x20AC;&#x2122; academic qualifications, working experience, present and expected salary will also be prepared for easy reference (Annex 2). Files about each of these candidates will be passed to the Executive Director before the interview.

e. These candidates are also asked to provide copies of their Relevant certificates; Previous appointment letters; Reference letters; and A photograph when they attend the 1st interview.

f. The Administrative Officer should indicate that he/she has checked all the documents by affixing his/her signature on the respective copies of documents.

g. After the 1st interview, the Executive Director will forward the recommendation together with all applications to the Coordinator (Administration) for further arrangement. The returned applications will be divided into two lots:Applications recommended for 2nd interview by the Council (order of preference and grading should be marked as far as possible); and Applications to be rejected after the 1st interview.

h. Coordinator (Administration) will then invite two Council Members to form a selection panel for the 2nd interview.

i. A revised summary of the applicantsâ&#x20AC;&#x2122; background information listing out the academic qualifications, working experience, present and expected salary will also be prepared for the Council Me mbersâ&#x20AC;&#x2122; easy reference. The members will then affix their signature on the form indicating their choice of candidate for the vacancy.

j. The appointment will have to be endorsed by the Council at its meeting or by circulation. Once endorsed, the Administrative Officer shall proceed with the offer of appointment to the candidate concerned. The Federationâ&#x20AC;&#x2122;s Guidelines on Concluding a Contract of Employment can be referred.

k. Once the new recruit signs the contract, reject letters will be sent to those unsuccessful candidates who have participated in the recruitment exercise. Letters will also be sent to those candidates on the waiting list. Files of those candidates on the waiting list will be re-called for a period for 6 months.

l. To comply with the Discrimination Ordinance, the Federation will keep the files of all applicants for a period of 1 year to entertain any appeals from the unsuccessful candidates.

Appendix 2

Recruitment and Selection Procedures for Post at Officer or Youth Worker Grade

17. Recruitment Arrangement a. When a vacancy exists in our Federation and internal transfer/promotion is recommended, Supervisor should follow the Internal Transfer Process or the Promotion/Upgrading Process for follow up action.

b. When internal transfer/promotion is not recommended, the Administrative Officer will draft a recruitment advertisement to be posted up on a local newspaper, and to upload the vacancy list on the website of the Federation. All recruitment advertisement will have to be approved by Coordinator (Administration) before posting.

c. Recruitment advertisement will normally be posted once in every month together with those for clerical/minor staff and part-time staff.

d. Service units may place their own recruitment notices in their unitsâ&#x20AC;&#x2122; notice board to attract applicants from the local community.

18. Selection Procedures a. The Supervisor/Administrative Officer will initially screen out the applications from external applicants. Administrative Officer will then invite them to sit for a written test. Supervisor will also be consulted on the questions for the test paper.

b. Before the written test, all selected applicants are asked to complete the Application fo r Employment (Annex 1). The Administrative Officer will check all the relevant documents, including the HKID card, academic certificates and certificate of employment, during the written test. NO photocopies of these certificates will be made at this stage.

c. Written tests will be marked by the Administrative Officer and be passed to the Supervisor for consideration. He/She will then forward the recommendation together with all applications to the Administrative Officer for further arrangement. The returned applications should be divided into two lots:Applications recommended for 1st interview by the Supervisor (which should be marked in grading); and Applications to be rejected after the written test.

d. The Administrative Officer will arrange the 1st interview as scheduled. A selection panel which includes a Supervisor and/or Unit-in-charge will be formed.

e. All files will be given to the Supervisor on the date of the interview.

f. These candidates are asked to provide copies of their Relevant certificates; Previous appointment letters or reference letters; and A photograph when they attend the 1st interview.

g. The Administrative Officer or an assigned staff should indicate that he/she has checked all the documents by affixing his/her signature on the respective copies of documents.

h. After the 1st interview, the Supervisor will complete the Checklist for Recruitment of New Staff (Annex 3) and forward the recommendation together with all applications to the Administrative Officer for further arrangement. The returned applications will be divided into two lots:Applications recommended for 2nd interview by the Coordinator (who sho uld mark the order of preference and grading as far as possible ); and Applications to be rejected after the 1st interview.

i. The Administrative Officer will then forward the personal files to the corresponding Coordinator for the 2nd interview. Coordinators are advised to affix his/her signature on the application form indicating their choice of candidate for the vacancy.

j. The Administrative Officer will initially contact the shortlisted candidate clarifying the terms of appointment and details of the job requirement. The candidate will be asked to submit at least 2 reference letters as supporting documents to his/her application.

k. The Administrative Officer will then prepare the Appointment Checklist for Vacancy (A nnex 4) and to check the salary point, date of appointment and other employment details in accordance with the Federation’s policy. The appointment checklist will then be submitted to the Executive Director via Coordinator (Administration) for approval.

l. Upon the approval is sought from the Executive Director, the Administrative Officer will inform the candidate of the offer. If the candidate accepts the appointment, the Administrative Officer will prepare the contract of employment for Executive Director’s signature. The Federation’s Guidelines on Concluding a Contract of Employment can be referred.

m. Once the new recruit signs the contract, reject letters will be sent separately to those unsuccessful candidates who have participated in the recruitment exercise. Letters will also be sent to those candidates on the waiting list. Files of those candidates on the waiting list will be re-called for a period for 6 months.

n. To comply with the Discrimination Ordinance, the Federation will keep the files of all applicants for a period of 1 year to entertain any appeals from the unsuccessful candidates.

Appendix 3

Recruitment and Selection Procedures for Project Assistants

19. Recruitment Arrangement a. When a vacancy exists in our Federation, the Administrative Officer will first check with the Unit-in-charge to see whether recruitment by advertisement is required or not.

b. If recruitment by advertisement is needed, the Administrative Officer will post up the recruitment advertisement in the Labour Department. A copy of the Employer Registration Form and completed Vacancy Order Form will be sent to the Unit-incharge by fax for reference.

c. Recruitment advertisement will also be posted once in every month together with those for clerical/minor staff and part-time staff.

d. Service units may place their own recruitment notices in their unitsâ&#x20AC;&#x2122; notice board to attract applicants from the local community.

20. Selection Procedures a. Applicants are required to draft a brief description on their experience in handling problems that they had encountered while growing up.

b. The Administrative Officer will initially screen out the applications with reference to their brief description. Selected applicants will be invited to sit for a written test.

c. Before the written test, all selected applicants are asked to complete the Application fo r Employment (Annex 1). The Administrative Officer will check all the relevant documents, including the HKID card, academic certificates and certificates of employment, during the written test. NO photocopies of these certificates are to be collected.

d. Written tests will then be passed to the Unit-in-charge for grading and consideration.

e. Selected applicants will be invited to attend the first interview conducted by the Unitin-charge. The Unit is advised to collect photocopies of relevant certificates as well as previous appointment letters or reference letters from the applicants. However, NO photocopy of the HKID card is to be made at this stage.

f. Short-listed applicants will be recommended to the Supervisor for second interview.

g. The application file for the shortlisted applicant with comments from the Unit-incharge and Supervisor will be passed to the Coordinator for endorsement. The Coordinator has to give his/her comment and indicate clearly the recommended date of appointment.

h. All applications must be returned to the Administrative Officer in four lots:Applications recommended for Executive Directorâ&#x20AC;&#x2122;s approval; Applications to be rejected after 1st and/or 2nd interview; Applications to be rejected after initial screening; Applications to be put on waiting list.

i. The recommended applications to be passed to the Administrative Officer should contain a full set of copies of the following documents without the HKID card copy. A completed Application Form with a photo; A brief description of the Applicantâ&#x20AC;&#x2122;s experience in handling problems; Written test paper with grade; Relevant certificates; and Previous appointment letters or reference letters.

j. The Administrative Officer will then complete the Appointment Checklist for Vacancy (A nnex 4) and to check the salary point, date of appointment and other employment details in accordance with the Federation’s policy. The appointment will then be submitted to the Executive Director via Coordinator (Administration) for approval.

k. Upon the approval is sought from the Executive Director, the Administrative Officer will inform the candidate of the offer. If the candidate accepts the appointment, the Administrative Officer will prepare the contract of employment for Deputy Executive Director’s signature. The Federation’s Guidelines on Concluding a Contract of Employment can be referred.

l. The appointment date for the new recruits will be informed to the respective Supervisor and Unit-in-Charge. Candidate will be invited to come to the Head Office for the signing of contract.

n. To comply with the Discrimination Ordinance, the Federation will keep the files of all applicants for a period of 1 year to entertain any appeals from the unsuccessful candidates.

Appendix 4

Recruitment and Selection Procedures for Minor, Clerical or Part-time Staff (excluding Parttime Tutors for the Before and After School Care Service)

21. Recruitment Arrangement a. When a vacancy exists in our Federation and internal transfer/promotion is recommended, Supervisor should follow the Internal Transfer Process or the Promotion and Upgrading Process for follow up action.

b. When internal transfer/promotion is not recommended and if recruitment by advertisement is needed, the Administrative Officer will draft a recruitment advertisement to be posted up on a local newspaper, and to upload the vacancy list on the website of the Federation.

c. Recruitment advertisement will only be posted once in every month on the newspaper. All recruitment advertisement will have to be approved by Coordinator (Administration) before posting.

d. The Administrative Officer will further post up the recruitment advertisement in the Labour Department if necessary. A copy of the Employer Registration Form and completed Vacancy Order Form will be sent to the Unit-in-charge by fax for reference.

e. Service units may place their own recruitment notices in their unitsâ&#x20AC;&#x2122; notice board to attract applicants from the local community.

22. Selection Procedures a. Applications will be passed to the Supervisor concerned who should direct them to the Units-in-Charge for initial screening. The 1st interview should be arranged, as far as practicable, within two weeks after the advertisement has been posted. Candidates will be interviewed by the Units-in-charge first.

b. All selected applicants are asked to complete the Application for Employment form (Annex 1). The Unit will check all the relevant documents including the HKID card, academic certificates and certificate of employment before the interview. It is further advised to collect photocopies of relevant certificates as well as previous appointment letters or reference letters from the applicants. However, NO photocopy of the HKID card is to be made at this stage. The interviewers should indicate that they have checked all the documents by initial at the down right corner on the respective copies of documents.

c. Suitable candidates will be recommended to the Supervisor for 2nd interview, as far as practicable, within the third week after the advertisement has been posted.

d. If appointment is recommended to be offered to the successful candidate, Supervisor must prepare the recommendation regarding the candidateâ&#x20AC;&#x2122;s suitability for the post and pass it to the Administrative Officer for further action. All applications must be returned to the Administrative Officer in four lots:Applications recommended for Executive Directorâ&#x20AC;&#x2122;s approval; Applications to be rejected after 1st and/or 2nd interview; Applications to be rejected after initial screening, Applications to be put on waiting list.

e. A Checklist for Recruitment of New Staff should be completed by the Supervisor and attached to each application (Annex 3). It is particularly important to indicate the available date for appointment, the present salary of the recommended candidate and special salary point, if applicable.

f. The recommended applications to be passed to the Administrative Officer should contain a full set of copies of the following documents without the HKID card copy. A completed Application Form with a photo; Relevant certificates; and Previous appointment letters or reference letters.

g. The Administrative Officer will initially contact the shortlisted candidate clarifying the terms of appointment and details of the job requirement. The candidate will be asked to submit at least 1 reference letter as supporting documents to his/her application.

h. The Administrative Officer will then complete the Appointment Checklist for Vacancy ( Annex 4) and to check the salary point, date of appointment and other employment details in accordance with the Federation’s policy. The appointment will then be submitted to the Executive Director via Coordinator (Administration) for approval.

i. Upon the approval is sought from the Executive Director, the Administrative Officer will inform the candidate of the offer. If the candidate accepts the appointment, the Administrative Officer will prepare an appointment letter for Executive Director’s signature. The Federation’s Guidelines on C oncluding a Contract of Employment can be referred.

j. The appointment date for the new recruits will be informed to the respective Supervisors and Unit-in-Charge. Candidate will be invited to come to the Head Office for the signing of contract.

k. Once the new recruit signs the appointment letter, reject letters will be sent separately to those unsuccessful candidates who have participated in the recruitment exercise. Letters will also be sent to those candidates on the waiting list. Files of those candidates on the waiting list will be re-called for a period for 6 months.

l. To comply with the Discrimination Ordinance, the Federation will keep the files of all applicants for a period of 1 year to entertain any appeals from the unsuccessful candidates.

Appendix 5

Recruitment and Selection Procedures for Programme Trainees or Part-time Tutors (Before and After School Care Service)

23. Recruitment Arrangement a. When a vacancy exists in our Federation, the Administrative Officer will first check with the Unit-in-charge to see whether recruitment by advertisement is required or not.

c. Recruitment advertisement will also be posted once in every month together with those for clerical/minor staff and part-time staff.

d. Service units may place their own recruitment notices in their unitsâ&#x20AC;&#x2122; notice board to attract applicants from the local community.

24. Selection Procedures a. Applications will be passed to the Unit-in-charge for initial screening. Selected candidates will be interviewed by the Unit-in-charge first.

b. All selected applicants are asked to complete the Application for Employment (Annex 1). The Unit will check all the relevant documents, including the HKID card, academic certificates and certificate of employment, before the interview. It is further advised to collect photocopies of relevant certificates as well as previous appointment letters or reference letters from the applicants. However, NO photocopy of HKID card is to be made at this stage. The interviewers should indicate that they have checked all the documents by initial at the down right corner on the respective copies of

documents.

c. Suitable candidates will be recommended to the Supervisor for second interview.

d. Shortlisted application for Programme Trainees with comments from the Unit-incharge and Supervisor will be passed to the Coordinator for endorsement. For Part-time Tutors, the Su pervisor will directly pass the recommended applications to the Head Office for further process.

e. Recommended date of appointment must be clearly indicated in the application forms Weekly schedule and recommended salary has to be provided in the application forms for Part-time Tutors.

f. All applications must be returned to the Administrative Officer in four lots:Applications recommended for Executive Directorâ&#x20AC;&#x2122;s approval; Applications to be rejected after 1st and/or 2nd interview; Applications to be rejected after initial screening, Applications to be put on waiting list.

g. The recommended applications to be passed to the Administrative Officer should contain a full set of copies of the following documents without the HKID Card copy. A completed Application Form with a photo; Relevant certificates; and Previous appointment letters or reference letters.

k. The Administrative Officer will then complete the Appointment Checklist for Vacancy (A nnex 4) and to check the salary point, date of appointment and other employment details in accordance with the Federationâ&#x20AC;&#x2122;s policy. The appointment will then be submitted to the Executive Director via Coordinator (Administration) for approval.

l. Upon the approval is sought from the Executive Director, the Administrative Officer will inform the candidate of the offer. If the candidate accepts the appointment, the Administrative Officer will prepare an appointment letter for Deputy Executive Directorâ&#x20AC;&#x2122;s signature. The Federationâ&#x20AC;&#x2122;s G uidelines on Concluding a Contract of Employment can be referred.

m. The appointment date of the new recruits will be informed to the respective Supervisors and Unit-in-Charge. Candidate will be invited to come to the Head Office for the signing of contract.

n. Once the new recruit signs the appointment letter, reject letters will be sent separately to those unsuccessful candidates who have attended the interviews. Letters will also be sent to those candidates on the waiting list. Files of those candidates on the waiting list will be recalled for a period for 6 months.

o. To comply with the Discrimination Ordinance, the Federation will keep the files of all applicants for a period of 1 year to entertain any appeals from the unsuccessful candidates.

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( )

1. 1.1

Memorandum & Articles of Association of HKFYG P.13–19, para. 21–41 hkfyg.org.hk/chi/about_us/council.html)

1.3 1.4 1.5 1.6

1.2

1.7

2. 2.1 2.2

4 hkfyg.org.hk/chi/about_us/annual.html)

( ) 2012 10 31

( ) Memorandum & Articles of Association of HKFYG P.13–19, para. 21–41

Appendix I

THE HONG KONG FEDERATION OF YOUTH GROUPS Supervisory Structure with Effect from 1.4.2013

業務總監 (青年空間) Andy Ho 何永昌

Supervisor (Youth S.P.O.Ts)

督導主任(青年空間) 魏美華

Ngai Mei-wah

總監莫漢輝

M21 Director M21 Mok Hon-fai

Deputy Executive Director (1)

副總幹事(1) Yolanda Chiu 趙惠芹

紅磡, 農圃道, 橫頭磡, 坪石, 將軍澳, 康城, 黃寬洋, 茵怡, 葵芳, 荃灣∕體育中心, 荃景青年空間支援及會籍發展組青年空間雜誌青年義工網絡杏花邨, 筲箕灣, 乙明, 隆亨, 大埔, 祥華, 建生, 天耀, 天悅, 天瑞親子衝突調解中心家庭生活教育組

HH, FR, WTH, PS, TKO, LS, FW, VB, KF, TW/ISC, TK Youth S.P.O.T. Support and Membership Unit Youth S.P.O.T. Magazine Youth Volunteer Network

Coordinator (Youth S.P.O.Ts)

Supervisor (Employment)

督導主任(青年就業) Gary Tang 鄧良順 Supervisor (Creativity & Culture)

督導主任(創意及文藝) Lui Wai-lin 呂慧蓮 Supervisor (Greening Programme and Camps)

督導主任(環保計劃及營舍) Wu Pui-wah 胡佩華

HFC, SW, JM, LH, TP, CHW, KS, TY, TYT, TS Parent-child Mediation Centre Family Life Education Unit

Jockey Club Media 21

賽馬會 Media 21 媒體空間

青年就業網絡青年創業部香港青年創業計劃 Creative Education Unit 創意教育組 Cultural Services Unit 文化藝術組 Jockey Club LEAD Centre 賽馬會創意科藝中心 Centre for Creative Science and Technology 創新科學中心

Youth Employment Network Youth Business Unit Youth Business Hong Kong

環保計劃大網仔、南丫、赤柱、大美督、中山有機農莊

Greening Programme OTC, LYC, S, TMT, Zhongshan Organic Farm

教育服務組幼兒園∕幼稚園

Education Services Unit Nurseries / Kindergartens Primary School Secondary School Partnership & Resource Development Office Youth Exchange Unit Secretariat - The Dragon Foundation

小學中學青年交流部

Coordinator (Student Counselling)

Executive Director

業務總監 (學生輔導) Anita Lam 林小鳳

總幹事 Rosanna Wong 王䓪鳴

Supervisor (Student Counselling)

督導主任(學生輔導) Fanny Yu 余艷芳

Supervisor (Youth Wellness Centre)

督導主任(青年全健中心) Hsu Siu-man 徐小曼 Supervisor (Youth at Risk)

Deputy Executive Director (2)

督導主任(邊青服務) Chan Man-ho 陳文浩

副總幹事(2) Amy Fung 馮丹媚

Supervisor (Staff Training and Continuous Learning)

督導主任(職員訓練及持續進修) Choi Yu-sing 蔡裕星

伙伴及資源拓展組龍傳基金秘書處 Jockey Club Student Support Centre 賽馬會學生支援中心 School Social Work Unit 學校社會工作組 Student Guidance Team 青苗計劃 Youthline and Youth Counselling Centre 關心一線及青年輔導中心 Media Counselling Centre 媒體輔導中心 Youth Assessment and Development Centre 青少年評估及發展中心

Youth Wellness Centre

青年違法防治中心

Youth Crime Prevention Centre Tsuen Wan & Kwai Chung Outreaching Social Work Team Sai Kung & Wong Tai Sin Outreaching Social Work Team Extended Service for Young Night Drifters Youth Support Scheme WL Residence

青年支援服務計劃

Supervisor (Research & Communications)

督導主任(研究及傳訊) Angela Ngai 魏美梅

職員訓練組機構策劃組青年工作專業進修學院持續進修中心青年空間 Café 21 咖啡空間

業務總監(行政) Janice Yuen 袁少玲

青年領袖發展中心青年研究中心機構傳訊組

Youth Research Centre Corporate Communications Office

專業叢書統籌組工程拓展組

行政部大廈管理組

Administration Office Building Management Unit

Coordinator (Financial Control)

業務總監(財務) Irene Ng 吳偉玲

Leadership 21

Professional Publications Unit Premises Development Unit

Coordinator (Administration)

Accounts Office

Head of Internal Audit

總審計主任 Clare Wong 黃瑋珩 i

深宵青年服務

Staff Training Unit Corporate Planning Unit Youth Work Training Institute Continuous Learning Centre Youth S.P.O.T. 21 21

Supervisor (Leadership)

督導主任(領袖發展) Max Wong 王茂松

青年全健中心

會計部審計部

Internal Audit Office Information Technology Unit

資訊科技組

荃灣及葵涌外展隊西貢及黃大仙外展隊

1 3

【標準 4】附件三

香港青年協會荃灣青年空間理事會的職務及功能陳述【一】

理事會的職務及功能理事會須就香港青年協會的管理，向政府及大眾負責。機構主管負責機構的管理。理事會授權機構主管監管香港青年協會的服務及活動，和處理各內部行政及其他對外事宜。理事會的職務是確保用下列方法以滿足向香港青年協會尋求服務人士的需要：

【二】

․

有效的管理

․

監督機構貫徹其使命

․

制訂政策

․

支持和推廣服務

理事會的責任理事會有十項基本責任： 1)

甄選機構主管、支持機構主管的工作和評估其工作表現，以及授權機構主管負起運作管理的責任。

核准機構的政策、服務目標的優先次序、主要計劃與服務、主要運作系統與程序、組織結構及工作表現標準。

支持和參與機構的持續規劃程序。

確保機構財政穩健，包括批核週年預算及審閱財務報告。

確保機構履行匯報責任，以及與撥款機構訂立協議。

制訂和貫徹理事會營辦及管理機構的程序。

監察機構的表現，包括達致其服務目標、人事、財務及其他資源管理；以及監察機構主管的工作表現。

向機構反影社會大眾的意見，以確保機構充分聽到和掌握不同的見解。

遇有管理層無法排解的內部紛爭，負責處理最終的上訴。

10) 定期對理事會的工作表現和成效進行自我評估，並積極物色合適人士加入理事會，以確保理事會持續發展。

【三】

理事會的問責制度理事會藉以下方式向公眾負責 ․ 舉行理事會選舉 ․ 每年召開一次週年大會，以及編製和提交年報 ․ 盡力履行作為理事會成員的功能，包括確保服務符合標準 ․ 促進服務的發展和利益 ․ 確保有足夠資源提供服務 ․ 備有適當的規劃及政策基礎，以便職員能夠履行他們對理事會和服務使用者的問責性

【四】

理事會委員的職責理事會委員負責機構的全盤管理。所有委員均須積極參與決策工作，並為制訂政策和發展路向貢獻力量。 1)

出席理事會會議，參與討論及決策。

審閱和評議供理事會批核的文件和建議書。

參與小組委員會及工作小組。

履行法律、財務、職員聘用、規劃及評估等職責。

對外代表機構。

參與理事會的迎新及培訓講座。

若有利益突，應立即申報。

香港青年協會會長王英偉一九九九年十月廿九日

【標準 4】附件二

香港青年協會荃灣青年空間理事會及委員會成員名單贊助人

中華人民共和國香港特別行政區行政長官曾蔭權先生

副贊助人

楊鐵樑爵士 GBM JP史篤士先生 MBE 理事會會長

黃嘉純律師

副會長

關百忠先生

義務司庫

蔡定國醫生

義務秘書

陳家樂律師

委員

馬照祥先生王英偉太平紳士

李志華律師龍炳頤教授王海國教授周世榮先生謝翔醫生李家祥太平紳士何淑賢太平紳士溫文儀太平紳士鍾嶺海太平紳士鄭建源先生總幹事

王

鳴博士

副總幹事

趙惠芹女士

副總幹事

馮丹媚女士

青年服務委員會主席

何淑賢太平紳士

委員

魏雁濱教授陸定光博士盧鐵榮教授陳增輝博士徐祥齡先生吳思源先生龍子明先生莫慕賢女士

列席代表

潘源舫先生

香港房屋協會

梁碧華女士

勞工署

陳嘉寶先生

香港警務處核數委員會

主席

李志華律師

委員

關百忠先生蔡定國醫生李家祥太平紳士王

列席代表

鳴博士

凌潔心女士

羅兵咸永道會計師事務所

僱員公積金計劃委員會主席

蔡定國醫生

職員代表

李森熾先生蕭燦豪先生梁偉文先生王漢華先生

秘書

王

鳴博士

列席代表

梁碧靄女士匯豐信託(香港)有限公司吳嘉惠女士 RCM Asia Pacific Limited 杜潔嫻女士匯豐人壽保險(國際)有限公司

協會僱員供款醫療計劃委員會委員

謝翔醫生 ( 義務醫療顧問) 蔡定國醫生王

職員代表

鳴博士

朱智霖先生

香港青年協會李兆基青年交流基金董事顧問團主席

李志華律師

委員

李兆基博士孫明揚太平紳士錢果豐博士鄭海泉太平紳士張永霖太平紳士王敏剛太平紳士溫文儀太平紳士王

鳴博士

香港青年協會李兆基小學法團校董會

主席兼校監

葉殿恩教授

委員

李志華律師蔡張杭仙太平紳士李家誠先生陳錦祥太平紳士趙惠芹女士何永昌先生潘鎮球先生羅煦鈞校長吳佩儀老師李毅堅老師樊文堅女士莫偉民先生

香港青年協會李兆基書院學校管理委員會主席

王海國教授

委員

蔡張杭仙太平紳士葉殿恩教授張黃韻瑤博士李家誠先生趙惠芹女士潘鎮球校長何永昌先生

HONORARY ADVISER

1. The Council may at any time and from time to time appoint any person, who need not be a member of the Federation, to be Honorary Adviser to the Federation for a fixed term as the Council may decide. Such Honorary Advisers shall have no right to vote or elect or to be elected to the Council of the Federation.

THE COUNCIL

2. The Council of the Federation shall consist of four elected Officers: a President, a Vice President, an Honorary Secretary and an Honorary Treasurer; and not less than seven nor more than fifteen elected Council members.

The election of the Council of the Federation shall, unless the Council decides otherwise, take place in the following manner:-

a. The election shall be held at the annual general meeting of the Federation.

b. Subject to Article 7 hereof, all members who shall have duly paid up all fees for the time being payable to the Federation shall be entitled to vote and be elected as members of the Council.

c. The President and the Honorary Secretary of the Federation shall make all necessary arrangements for the election.

d. The nomination of candidates for election to the offices and membership of the Council shall be in writing signed by 1 proposer and 1 seconder who shall be members of the Federation and shall reach the Honorary Secretary of the Federation at the appointed time. The nominated candidate should inform the Honorary Secretary of his willingness to stand for election at least 3 days before the commencement of the annual general meeting during which the election shall take place.

e. Proceedings at the annual general meeting shall apply to the election meeting in so far as they are not contrary to express provisions of the relevant Articles herein relating to the election meeting.

3. The Officers shall be elected for a period of two years and shall not hold that office for more than two consecutive terms. They will not be eligible for re-election to the same office until after a lapse of a period of twelve months.

4. Council members shall be elected for two years. Half of the Council members shall retire each year, but shall be eligible for re-election. A member who has been elected to fill a casual vacancy shall be qualified for re-election for a further period of two years at the immediate following annual general meeting.

5. In addition to Council members selected as aforesaid, the immediate past President shall serve as ex-officio Council member for a period of two years.

6. The Federation may be Extraordinary Resolution remove any Officer or Council member before the expiration of his period of office and may by an Ordinary Resolution appoint another person in his stead. The person so appointed shall be subject to retirement at the same time as if he had become an Officer or Council member on the day on which the Officer or Council member in whose place he is appointed was last elected.

7. The Council may at any time and from time to time invite representatives from government

departments, armed forces and other institutions which need not be members of the Federation to be advisers of the Council to attend and speak at its meeting but not to vote thereat.

POWER OF THE COUNCIL

8. The management of the business and the affairs of the Federation shall be vested in the Council and the Council may exercise all the powers conferred upon it by the Memorandum and Articles of Association and shall have power to make such rules and regulations for the management of the Federation and may appoint committees or form special interest groups or working parties for special purposes with such powers as it may prescribe.

9. Without prejudice to the general powers contained in the preceding clause and in these Articles, the Council shall have power:-

a. to acquire by purchase or otherwise, any property, rights or privileges, capable of being validly acquired by the Federation and to settle the consideration, terms and conditions.

b. to bring and prosecute, and to defend any legal or other proceedings, to compromise, settle, abandon or refer to arbitration any such proceedings or any claim by or against the Federation.

c. to invest or otherwise deal with the monies of the Federation not immediately required upon such securities and in such matter as they may think fit, and from time to time to vary or realize such investment.

d. to raise or borrow any monies required for the purposes of the Federation upon such

terms and on such securities as may be determined and to secure the repayment of or raise any such sum or sums as aforesaid by mortgage or charge upon the whole or any part of the property and assets of the Federation.

e. from time to time to make, vary and repeal Bye-laws for the regulation of the affairs of the Federation, its Officers and staff.

f. to make, fulfill, rescind, modify, or vary any contract and to do all such acts and things as they may think expedient for the purposes of the Federation.

g. to pay all costs, charges and expenses of and incidental to the carrying out of the objects for which the Federation is established. h. to appoint, suspend and remove all staff of the Federation and to fix their remuneration and determine their duties.

10. The Council may at its discretion appoint or dismiss or suspend any employee on such terms and conditions as it may think fit.

11. The President shall act as the representative of the Federation in all its external affairs and shall have full executive powers in conducting the business of the Federation. The President shall sign all papers in the name of the Federation and preside at all general meetings, extraordinary general meetings, and Council meetings. The Vice President shall assist the President in the dispatch of all business and affairs of the Federation, and in case of the President being absent for any reason, the Vice President shall deputize for the President.

12. The Honorary Secretary shall be responsible for the general conduct of the correspondence and business of the Federation; the drafting of agenda, minutes of the proceedings of all meetings of the Federation and of its committees and groups, the preparation and circulation to Council members within, if possible, a fortnight of each regular meeting of the Council, of a report of the business transacted at the meeting, and

the keeping of all books, documents, records and papers.

13. The Honorary Treasurer shall be responsible for (i) the collection of all subscriptions, donations or other monies due to the Federation and the payment of the same into the Federationâ&#x20AC;&#x2122;s bank account or accounts; (ii) the making of any disbursements approved by the Council; (iii) the preparation of the statement of accounts and Balance Sheet for submission to the annual general meeting; and (iv) the keeping of accounts and vouchers, with a statement in such form as the Council may from time to time determine of the finances of the Federation.

COUNCIL VACANCIES

14. The Council shall have power to fill any casual vacancy among the Officers or in the Council, and a member so chosen shall retire at the time when his predecessor would have retired. Casual vacancies on the Council existing at the date of the annual general meeting shall be filled by election at the annual general meeting. The candidate or candidates elected by the smallest number of votes shall fill any existing short term vacancies according to the number of votes polled (e.g. the candidate elected by the smallest number of votes shall take the shortest term vacancy, the candidate elected by the next smallest number of votes shall take the next shortest term vacancy, and so on). In the event of a tie, the President shall resolve the issue by the toss of a coin.

COUNCIL MEETINGS

15. The Council shall meet monthly or as it may determine.

16. One-third of the number of Council members must be personally present to form a quorum for Council meetings. At all meetings of the Council, each member shall have one vote. In case of a tie, the President shall have a second or casting vote.

17. The record and minutes of the proceedings of every meeting of the Council shall be signed by the Chairman of the Meeting and by the Honorary Secretary as soon as convenient after such meeting. No minutes shall be made public without an order of the Council and no records of the Federation shall be made public without an order or authorization of the Council.

18. A special meeting of the Council may be called at any time:-

a. on the authority of the President, or, in the Presidentâ&#x20AC;&#x2122;s absence, of the Vice President or

b. on a written requisition signed by two members of the Council and deposited with the Honorary Secretary.

19. Any member of the Council absent from and unrepresented at four consecutive meetings of the Council without either a leave of absence granted by resolution of the Council or an explanation satisfactory to the President shall be deemed to have resigned his membership of the Council and the Council may proceed forthwith to fill the vacancy so created.

20. All decisions made by a meeting of the Council or of a committee, or by any person acting as an Officer or Council member shall, notwithstanding that it be afterwards discovered that there was some defect in the appointment of any such Officer or Council member, or persons acting as aforesaid or that they or any of them were disqualified, be as valid as if every such person had been duly appointed and was qualified to be an Officer or Council member.

DISQUALIFICATION OF OFFICERS OR COUNCIL MEMBERS

21. The office of an Officer or member of the Council shall be vacated:-

a. If a receiving order is made against him or he makes any arrangement or composition with his creditors.

b. If he becomes of unsound mind.

c. If he is removed from office under Article 25.

COMMITTEES

22. The Council shall appoint such committees as may be deemed necessary for the purpose of dealing with specific departments of the work of the Federation.

a. All such committees shall report to the Council and shall act under the authority of the Council and be subject to its approval. The Officers of the Council shall be exofficio members of all such committees.

A committee shall consist of 3 to 7 members apart from the ex-officio members but shall have power to add to its number to serve thereon during the consideration of any special subject any person who may be able to give expert or other special information on that subject.

i. All acts of a committee shall be valid provided they are carried out within the delegated powers of the committee and unless and until they are declared invalid by the Council. The committee shall not be entitled to incur any expenses, other than normal expenses arising in the normal course of its delegated powers, without the approval of the Council.

ii. The Council shall have power to dissolve or to reconstitute, or order the reconstitution of any committee.

iii. All communications shall be received and answered through the President or the Vice President or the Honorary Secretary. The President or the Vice President shall have power to refer to a committee all communications and other matters which require consideration or investigation prior to their being submitted to the Council.

iv. A committee shall meet at the call of its Chairman.

v. A committee shall report their proceedings and recommendations to the Council when required by the Council for approval and confirmation.

vi. A committee shall determine its own quorum and in the absence of such determination a majority of its members shall constitute a quorum.

vii. The record and minutes of the proceedings of every meeting of a committee shall be signed by the Chairman thereof as soon as convenient after such meeting and until signed shall be open to the inspection of the members of the committee or the Council, whether present at the meeting or not.

b. School Management Committees:-

i. In the event that a school is established or carried on by the Federation, the Council shall for each school established or carried on by the Federation nominate a school management committee whose members may be appointed either for a fixed term or without limitation as to the period for which each of them is to hold office, and such nominees shall make application to the Director of Education for registration as managers under the provisions of the Education Ordinance.

ii. The Council may remove or dismiss a member of a school management committee from office and any member so removed or dismissed and any member whose term of office has expired and has not been renewed or extended by the Council shall forthwith tender his resignation in writing to the Director of Education as a registered manager under the Education Ordinance.

iii. The Council shall nominate another member to replace a member of a school management committee who has been removed or dismissed or whose term of office has expired and such nominee shall make application to the Director of Education for registration as a manager under the provisions of the Education Ordinance.

iv. A member of a school management committee may be but need not necessarily be a member of the Council.

c. It shall be the special responsibility of a school management committee to conduct the school in accordance with the Education Ordinance, and in all respects to the satisfaction of the Director of Education.

d. School Supervisors:-

i. The Council shall with the agreement of the majority of the members of a school management committee nominate a member of the school management committee to be the supervisor of the school either for a fixed term or without any limitation as to the period for which he is to hold such office and thereupon the school management committee shall recommend such person to the Director of Education for his approval in accordance with the Education Ordinance.

ii. The Council may remove or dismiss a supervisor from office and any supervisor so removed or dismissed or whose term of office has expired and has not been renewed or extended by the Council shall tender forthwith his resignation in writing to the Director of Education as an approved supervisor under the Education Ordinance.

iii. The Council with the agreement of the majority of the members of a school management committee shall nominate another supervisor to replace one who has been removed or dismissed or whose term of office has expired and thereupon the school management committee shall recommend such person to the Director of Education for his approval in accordance with the Education Ordinance.

23. An annual general meeting of the Federation shall be held once in each year and not more than fifteen months shall elapse between the date of one general meeting and that of the next. The annual general meeting shall be held at such time and place as the Council may appoint. Not less than fourteen days before the annual general meeting, a notice together with an agenda setting out the business to be discussed shall be circulated to all members by the Honorary Secretary.

24. The business of the annual general meeting shall include:-

a. The election of Officers and members to the Council in place of those retiring and the election of additional Council members, if any, or to fill any casual vacancies that may exist at the date of the annual general meeting.

b. The submission for approval of (i) a report by the Council of the work of the Federation in the last year, and (ii) an audited statement of accounts for the past year

c. The election of an auditor.

d. Such matters as the Council may wish to raise for discussion by the members, and resolutions pertaining thereto.

e. Such matters of general interest as may be raised by a member of the Federation by notice given to the Honorary Secretary at least seven days before the meeting.

25. (a) On the receipt by the President or Honorary Secretary of a written requisition, signed by or on behalf of not less than seven members of the Federation or by a member expelled under Article 14, the Council shall call an extraordinary general meeting. Such an extraordinary general meeting shall take place within thirty days of the receipt of the requisition, and not less than seven daysâ&#x20AC;&#x2122; notice shall be given to all members. In case of a Special Resolution being proposed, 21 daysâ&#x20AC;&#x2122; notice shall be given. The notice shall state specifically the nature of the business to be considered and the resolutions to be proposed. No other business shall be entertained.

a. The Council may at any time direct an extraordinary general meeting to be called.

b. The place and time of extraordinary general meetings shall be decided by the President, or in his absence by the Vice President.

26. The accidental omission to give notice of a meeting to, or the non-receipt of such notice by, any members shall not invalidate any resolution passed at any meeting.

PROCEEDINGS OF GENERAL MEETINGS

27. One-third of the total number of members or membersâ&#x20AC;&#x2122; representatives, personally present and each entitled to vote in accordance with the preceding Article, shall form a quorum of a general meeting. Resolutions of extraordinary general meetings or annual general meetings that concern an appeal under Article 15 or an action under Article 50 must be approved by at least two-thirds of the members present and voting.

28. All general meetings of the Federation shall be presided over by the President or in his absence the Vice President, and in their absence the meeting shall elect a Chairman. The Chairman presiding at any general meeting shall have an original and also a casting vote.

3.1

3.2

3.3

( ) 1.

1.1

a. 1.3

2.1

3.1

3.2

2012 10

( )

u21

( ) – ( ) ( )

(a) (b) (c) (d) (e)

( )

【標準 3】附件四

香港青年協會荃灣青年空間職員及與單位合作人士的紀錄所有紀錄將存檔於有鎖的文件櫃內

職員紀錄 (由本會聘請)

與單位合作之導師及教練紀錄

表格職位申請表／聘請書／人事紀錄

跟進及儲存資料儲存於本會總辦事處

單位職員人事紀錄【附件四(甲)】

由負責職員填寫，並儲存七年。資料若有變更，需即時作出修改及更新。

服務合約

於活動舉行之前最少七日填寫(一式三份)，交予單位主任／總會／提供服務的人士，單位需將有關文件存檔。

【標準 3】附件六

香港青年協會荃灣青年空間紀錄管理指引保存資料銷毀資料服務使用者被收 1. 將服務使用者申請紀錄文件 1. 會籍終止的會員的個人資料存放三年後由負責納紀錄存檔。職員銷毀，並由單位主任委派一名職員監督， 2. 將存有服務使用者申請紀錄以確保資料不會外泄。資料之電腦檔案設置密碼。 2. 至於銷毀資料可分為文件及電腦兩方面﹕ 3. 將服務使用者申請紀錄文件文件 ─ 過期資料／文件以人手或碎紙機銷放置在有鎖之文件櫃內。毀，將殘餘物品以垃圾膠袋封口棄置。電腦 ─ 將電腦及磁碟內的資料刪除。服務及活動紀錄將服務及活動紀錄文件存檔。服務及活動紀錄存放七年後，過期資料以人手或碎紙機銷毀。職員及與單位合將職員及與單位合作人士紀錄職員及與單位合作人士紀錄資料存放七年後，過期作人士記錄文件放置在有鎖之文件櫃內。資料以人手或碎紙機銷毀。

【標準 3】附件五

香港青年協會荃灣青年空間服務統計表格社會福利署 SIS 服務統計報表

填寫人負責職員

社會福利署課餘託管季度報告社會福利署新到港人士接受服務報告

負責工作員

兒童及青年中心／綜合青少年服務中心社會福利署年度工作計劃兒童及青年中心／綜合青少年服務中心社會福利署自我評估報告

負責職員

填寫時間跟進流程逢 1、4、7、10 月分別由各個案／小組／活動／負 10 號前責工作員填寫後交予負責職員整合後交予單位主任及業務總監批核。批核後交予社署。逢 1、4、7、10 月由負責工作員填寫後交予單位主任及業務總監批核後交予社署。 5 號前逢 1、4、7、10 月由負責職員填寫後交予單位主任 10 號前覆核後交予社署。

單位主任

每年 2 月

單位主任

每年 10 月

註﹕荃灣、荃景及葵芳由負責職員填寫後交予單位主任及業務總監批核後交予社署。由單位主任填寫後交予業務總監批核後交予社署。由單位主任填寫後交予業務總監批核後交予社署。

【標準 3】附件三(e)

香港青年協會荃灣青年空間諮詢服務摘要表駐校服務諮詢者*

情緒問題

行為問題

家庭問題

社工社會服務

課外活動

學生一般事宜

其他

資料

輔導

轉介

其他

請註明

意見提供

討論

請註明

)

與性有關問題

(

成長適應問題

就業

朋輩關係

)

教育有關問題

職業

與學校

請註明

健康問題

服務提供 **

其他

其他家庭成員

社區人士

諮詢內容 **

(

家長

)

請註明

青年空間會員

(

家長有關組織

其他

* 請在適當位置加「」號 **可  多於一項

與學校

)

性級別別

與學生有關組織

(

職工

家長其他家庭成員

學校老師 /

日期日/月/年

輔導老師

學生

單位服務諮詢者*

所用時間

諮詢者姓名/ 別名

備註欄

工作員姓名： ___________________ 日期： ___________________

: :

(d)

: :

(c)

【標準 3】附件三(b)

香港青年協會荃灣青年空間個案跟進紀錄搜尋條件

相關個案編號:

相關潛在個案編號:

紀錄日期由:

dd/mm/yyyy

對象:

提供服務:

至

dd/mm/yyyy

單位自訂編號:

-- 請選擇 --

搜尋

日期

時數(分鐘) 個案服務

人次

對象

潛在個案個案

匯出原始數據

備註

(a)

【標準 3】附件二

香港青年協會荃灣青年空間服務及活動紀錄 - 小組及活動

所有紀錄將存檔於有鎖的文件櫃內表格活動策劃表【附件二(甲)】

參加者出席表活動檢討報告【附件二(乙)】活動會計報告

填寫時間填寫人跟進流程活動舉行前 7 天小組／活動在會員關係管理系統（IMRM SYSTEM）內負責人填寫策劃表交予單位主任或業務總監批核後，儲存於活動檔案內。如呈交時間不足 7 天則需在活動策劃表上註明原因。活動舉行期間小組／活動活動期間需按月填寫資料於統計表。負責人於活動完結後兩活動負責人交予單位主任或業務總監批核後，儲存於個月內填寫活動檔案內。填寫檢討報告時小組／活動於本會之會計系統輸出，並與提交小組或需一併提交負責人活動檢討報告時一併提交。 (獲外間撥款之活動除外)

【標準 3】附件二(甲) 香港青年協會活動策劃表單位： 1. 活動名稱：活動計劃書編號: 2. 負責職員： 3. 合辦/協辦之單位名稱：合辦/協辦之團體/機構名稱： 4. 獲得其他機構贊助： 5. 執行目標： 6. 活動性質：服務活動指標(KPI)：核心服務編號：活動本質：活動類別：活動本質(SWD 用)：活動分類(SWD 用)： 7. 程序及編排：日期：預計出席人數： 8. 宣傳策略及招募方式： 9. 檢討方法及成效指標： 10.活動計劃備註： 11.財政預算：

預算收入

預算支出

項目

金額

項目

金額

$0.00

共

$0.00

預算淨收入：$0.00

12.活動列表：活動編號: 單位自訂編號: 活動名稱: 活動日期: 活動收費項目:

13.備註：

收費項目

收費

收費種類

活動收費

0.0

報名費

會員收費

折扣收費

網上顯示不顯示

申請提出者姓名：日期：備註：

第 1 位批核者姓名：日期：備註：

【標準 3】附件二(乙)

香港青年協會活動檢討報告單位： (1) 活動名稱：

(電腦系統內之活動編號：

)

(2) 負責職員： (3) 合辦/協辦之單位/團體/機構名稱： (4) 獲得其他機構贊助

□ 是

機構名稱：贊助形式：現金/物資/其他

□ 否 (5) 舉辦日期： (6) 程序上之更動及原因 (如適用)：

(7) 實際出席人數：參加者

參觀者/受服務者

義工

(8) 分析及檢討 (i) 程序安排及推行情況

(ii) 活動目標之達成

(iii) 宣傳及招募

合共

(iv) 財政檢討實際收支財政預算

已結清收支應收/應付帳

差額 (b) – (a)

總額

收入參加者收費捐款其他 (請註明) 總收入

(a)

(b)

(c)

(a)

(b)

(c)

(a)

(b)

(c)

支出 (按主要項目細列)

總支出淨收入/補貼* 註： 1.

負責職員應於填表時結清所有單據，並核實有關單據已準確入帳。「應收/應付帳」只適用於一些因合理原因未能結清之款項 [例：撥款機構之捐款]。

「已結清收支」之數額必須與「會計系統」列印之 “Detail Programme Transaction Report” 相符。

若總收入/總支出/淨收入/補貼之差額(c)較預算數額(a)多於預算數額(a)之 10%，請註明原因：

(9) 總結/跟進及建議：

填表人簽名：

姓名：

日期：

姓名：

日期：

姓名：

日期：

單位主任意見：

單位主任簽名：督導者評語：

督導者簽名：

(此表格須於活動結束後兩個月內呈交批核者審閱) (Ref：G–01–002)

(4/2007) 2

【標準 3】附件一

香港青年協會荃灣青年空間服務使用者被收納紀錄所有申請表將存檔於有鎖的文件櫃內表格填寫時間「u21 青年網申請入會及／或加絡」會員／義工入青年義工網絡時申請表格【附件一(甲)】

填寫人

跟進流程親臨單位申請申請者於本單位填妥表格，由當值職員核實及即時將申請者資料輸入會員關係管理系統（IMRM SYSTEM），隨即發出會員證予申請人。同時申請青年義工網絡者，負責職員即時登記，申請者可於即日或以後到本單位領取義工紀錄簿及「熱誠襟章」。網上申請

申請者

申請者可登入「uPortal-青協‧會員易」（uPortal.hk）或「u21 青年網站」（u21.hk）填妥表格，系統會於申請送出後顯示申請者的申請編號及傳送申請確認信至申請者的電郵信箱，申請者可於確認當天起 14 天內攜同確認信及身份證明文件親臨任何一所青年空間領取會員證。逾時領取者申請資料將會被刪除。網上申請不適用於加入青年義工網絡。

小組／活動報小組／活動舉行前名表【附件一(乙)】

親臨單位報名報名者在參加每項活動時，需填寫表格，並由負責職員將資料輸入會員關係管理系統（IMRM SYSTEM）。如需收費，申請者的資料會即時輸入會計系統（Accounting System）內，並發出收據予申請者。網上報名(只適用於接受網上報名的活動/班組) 青協會員及服務使用者可透入「uPortal-青協‧會員易」（uPortal.hk）即時於網上報名及繳費。

附件一(b)只適用於單位職

員

專

用

會員證號碼：義工紀錄冊號碼： □新證

□補領

□更新

「青協」會員/義工申請表格會員查詢專線：3755 7072 於下列適用之方格加上 *為必須填寫 *姓名： (必須與身份證相同)

(中)

*出生日期 (dd/mm/yyyy)：

(英)

*性別： ( )

*身份證/出生紙號碼

地址： *居住地區：□中西區

□灣仔區

□東區

□南區

□油尖旺區

□深水埗區

□九龍城區

□黃大仙區

□觀塘區

□葵青區

□荃灣區

□元朗區

□屯門區

□北區

□大埔區

□沙田區

□西貢區

□離島區

*住宅電話：

*手提電話：

*電子郵箱：「uPortal – 青協〃會員易」登入帳號名稱（如已開設）：若閣下申請成為家長會員，請填寫以下表格：子女姓名

出生日期 (dd/mm/yyyy)

是否已成為「青協」的會員？ □是，會員編號為_________________

□否

□是，會員編號為_________________

□否

□是，會員編號為_________________

□否

*本人同意成為________________________(單位名稱)之會員，並選擇到該單位領取會員證。 *本人同意/不同意登記成為香港青年協會義工。（請刪除不適用者） *本人同意/不同意香港青年協會使用我的個人資料作會內通訊及宣傳用途。（請刪除不適用者）

申請人簽名：

申請日期：

18 歲以下申請人必須填寫以下項目: 緊急聯絡人: (姓名)

(關係)

(電話)

註:

每位申請者只須填寫一份申請表，重覆申請者將不獲受理本會有權按需要及服務安排，將會員選配予指定服務單位作跟進及聯絡。根據《個人資料（私隱）條例》，申請人有權查詢及更改其個人資料（本會可能會就查閱資料徵收費用）。申請人如需查詢或更改其個人資料，可致電 3755 7072 或電郵至 membership@hkfyg.org.hk 與會籍組職員聯絡。申請人提供之個人資料將用作參與活動的管理用途、簽發收據、與閣下保持聯繫，包括提供本會及聯繫組織的最新活動及服務資訊、產品推廣、定期通訊、籌募善款、進行研究/分析/統計、收集意見，及其他配合本會宗旨及使命的事項。 ----------------------------------------------------------------------------------------------------------------------------------

負責職員：

簽署：

日期：

[標準 3] 附件一 (乙)

*為必須填寫項目

香港青年協會荃灣青年空間 / 荃灣室內體育中心

留位



日期: ___________________ 時間: ___________________

班組/活動報名表 *興趣班/活動名稱：____________________________________

*姓名：_________________________ 出生日期：_______________ *學歷：__________

( 會員號碼：_________________ )

*聯絡電話：_________________________

*電郵：___________________________________

Facebook 戶口：________________________ *健康申報：  無特別健康情況呈報  期望主辦單位注意的健康情況：_________________________________(請列明) 個人資料使用聲明 1)

閣下提供之個人資料及活動報名資料，包括姓名、電話、傳真、電郵地址，本會將用作相關活動及項目的管理用途，簽發收據，並且透過上述資料與閣下保持聯繫，包括提供本會及附屬組織(例如：香港青年協會李兆基小學、香青年協會李兆基書院等) 的最新活動及服務資訊、產品推廣、定期通訊、籌募善款、進行研究/分析/統計、收集意見，及其他配合本會宗旨及使命的事項。

 若閣下不同意把閣下之個人資料用作推廣用途，請在此加上剔號。 2)

活動或課程期間可能拍攝之相片，將有機會用作單位日後宣傳之用

 若閣下不同意於活動進行期間所拍攝之有關相片及錄影片段用作宣傳用途，請在此加上剔號。

*參加者 / 家長簽名：_______________________ (參加者未滿 18 歲，需由家長簽署) _______________________________________________________________________________________ 單位填寫

同事：_______________________ 收據號碼：___________________

日期：_______________________

香港青年協會荃灣青年空間【服務質素標準 2】服務單位應檢討及修訂有關服務提供方面的政策和程序 (一) 概要 2.1 服務單位備有機制以檢討及修訂其有關政策及程序。 2.2 服務單位備有機制，以在檢討及修訂有關政策及程序的過程中適當地收集及採納服務使用者和職員的意見。 (二) 政策和程序 1. 單位須訂立明文的政策和程序以執行有關的服務質素標準，而此等的政策和程序須定期作出檢討和修訂，並在有需要時，制定新的政策和程序。 2. 單位在草擬和修訂政策前須知會有關職員和服務使用者，並提供機會以收集他們對政策和程序的意見，以持續改善服務標準。 3. 服務政策和程序，通常是每二年進行檢視和更新一次，但當有特殊情況，例如受到政府、機構政策轉變等影響，亦會按需要作出檢討和修訂。 4. 二年檢討政策的週期，首個財政年度第一個月開始至第二個財政年度最後一個月止： 4.1 收集職員及服務使用者的意見（見本章 6）。 4.2 負責的人員／委員會／工作小組會就政策和指引的執行情況、職員的意見和服務使用者的意見作出綜合分析和討論，以決定有關的政策和指引有否需要修訂。 4.3 經修訂後的政策和指引需由單位主任或業務總監議審批及批准。 4.4 經批准後的政策和指引經有關渠道（見本章 6.3）發放予各職員及服務使用者，於發放的同時，亦須清楚列明政策和指引的生效日期。 4.5 如遇有特殊情況，例如須配合政府或機構政策，有關的修訂將會由負責的人員／委員會／工作小組負責草擬，並經單位主任或業務總監通過，發佈與有關職員和服務使用者，發佈文件須清楚列出修訂的原因和經修訂後的內容。 5. 各項政策檢討的負責單位 5.1 單位主任須以符合是項服務質素標準的方式，負責檢討和修訂政策及程序，並作出交待。 5.2 單位主任須協助職員發動及支援服務使用者就政策和程序的修訂提供意見，包括提供適當的場合、日期、時間和表達意見方式，使服務使用者或職員能有效地反映意見。荃灣青年空間 – SQS 2

27.11.2012 (修訂)

6. 收集意見及發佈修訂政策的策略 6.1 收集意見的途徑 (a) 職員的意見： (b) 服務使用者的意見：

單位職員會議、周年服務評檢與策劃會議單位意見箱、電子郵件、單位佈告板張貼通告徵求意見、服務使用者問卷意見調查或檢討會 6.2 單位將收集到的意見，交由單位職員會議處理，草擬修訂之內容，交本會決策層審批。 6.3 發放修訂政策的途徑：政策及程序修訂後，應以以下途徑知會職員及服務使用者： (a) 職員單位職員會議、內部通告 (b) 服務使用者單位佈告板 7. 互相參照 7.1 需要檢討及修訂的政策和程序的清單，必須包括下列各項服務質素標準中所規定的政策及程序，讓其資料互相參照。（詳見【附件一】）： a. 標準 6 - 計劃、評估及收集意見 b. 標準 10 - 申請接受和退出服務 c. 標準 11 - 評估服務使用者的需要 d. 標準 12 - 知情的選擇 e. 標準 13 - 私人財產 f. 標準 14 - 私隱和保密 g. 標準 15 - 申訴 h. 標準 16 - 免受侵犯 (三) 政策文件制定及修訂定日期本政策文件最新修訂日期： 2012 年 11 月 27 日

(四) 附件目錄【附件一】

荃灣青年空間 – SQS 2

服務標準政策及程序清單

27.11.2012 (修訂)

【標準 2】附件一

香港青年協會荃灣青年空間服務質素標準政策及程序清單標準 6 服務質素標準編號

文件名稱

『收集及回應服務使用者、職員及其他關注的人士對服務單位表現所提供的意見』的政策及程序

服務質素標準編號

文件名稱

修訂日期下次修訂日期

11/2012

2014

標準 10

修訂日期下次修訂日期

『服務使用者申請接受服務和退出 11/2012 服務』的政策和程序

2014

標準 11 服務質素標準編號 11

文件名稱

修訂日期下次修訂日期

『評估和滿足服務使用者需要』的 11/2012 政策和程序

2014

標準 12 服務質素標準編號

文件名稱 1.

修訂日期

『向服務使用者提供與單位運作有關而會影響他們所獲服務的資料』的政策和程序 11/2012 『讓服務使用者在合適的情況下有機會根據服務的資料作出選擇及決定』的政策和程序

下次修訂日期

2014

標準 13 服務質素標準編號 13

文件名稱

修訂日期

『保障服務使用者的私人財產權利 11/2012 得到尊重』的政策和程序

下次修訂日期 2014

標準 14 服務質素標準編號 14

文件名稱『保障服務使用者的保密權得到尊重』的政策和程序

修訂日期

下次修訂日期

11/2012

2014

修訂日期

下次修訂日期

11/2012

2014

修訂日期

下次修訂日期

標準 15 服務質素標準編號 15

文件名稱『處理投訴』的政策和程序

標準 16 服務質素標準編號 16

文件名稱

『保障服務使用者免受侵犯的權 11/2012 利』的政策和程序

2014

香港青年協會荃灣青年空間【服務質素標準 1】服務單位確保製備說明資料，清楚陳述其宗旨、目標和提供服務的形式，隨時讓公眾索閱。

(一) 概要 1.1 服務單位須製備載有最新資料的手冊、資料單張或小冊子，說明其服務的宗旨、目標、服務對象、服務的提供方法，以及服務使用者申請接受和退出該項服務的機制。 1.2 服務說明所用的文字措辭，應以明白易懂為原則。這些說明資料應隨時供可能需要接受服務的人士、職員和市民閱覽。（視乎該服務的性質及服務對象而定，這些資料可能需要以超過一種語言提供；亦可能需要以錄音帶或影帶的形式提供，以及／或由專人向個別服務使用者解說。） 1.3 如情況適當，服務單位應將其服務說明資料派發給可能需要接受服務的人士、職員及本區有關的服務機構或社區團體。

(二) 政策和程序 1. 本單位可提供本會最新年報，讓公眾人士向單位主任申請閱覽。 2. 本單位製備「服務簡介」單張【附件一】，內容包括以下各項： 2.1 青協及本單位服務簡介 a. 宗旨

3. 4. 5.

b. 目標 c. 服務對象 d. 提供服務的方法 e. 服務使用者申請接受和退出服務的機制 f. 其他（包括單位開放時間、聯絡方法、地址等） 2.2 列明督印人、印製日期及份數本單位派發服務資訊的指引，詳見【附件二】。本會定期更新「香港青年協會」網站內有關本單位的服務資料 tw.hkfyg.org.hk。本單位在派發服務資料後，均須紀錄；派發服務資料紀錄表，詳見【附件三】。

荃灣青年空間 – SQS 1

27.11.2012 (修訂)

(三) 政策文件制定及修訂日期本政策文件最新修訂日期： 2012 年 11 月 27 日 (四) 附件目錄【附件一】服務簡介單張【附件二】服務資料派發指引【附件三】服務資料／通訊派發紀錄

荃灣青年空間 – SQS 1

27.11.2012 (修訂)

【標準 1】附件三

香港青年協會荃灣青年空間服務資料／通訊派發紀錄印製物品名稱印製日期印製數量派發對象

︰︰︰

(附樣本 )

派發途徑

派發數量

派發日期

負責職員

【標準 1】附件二

香港青年協會荃灣青年空間「服務說明資料」派發指引項目

內容

服務資料單張性質

服務簡介

單位季訊

各類服務小冊子

協會年報

印製日期 / 時段

全年

每年 3 次

視乎需要而定

全年 (每年十月更新)

派發數量

600 份*

2500 份*

視乎需要而定*

1本

須遵照本會所訂的報價程序選擇合適的承印公司

---

承印公司

* 上述 3 項之實際派發數量須根據當時社區及服務對象之需要分析而制定，並經由單位主任建議及直屬督導主任批核。「服務資料說明」將最低限度採用以下方式，派發予有關人士或團體：服務資料性質 / 派發日期

派發對象

送遞方法

跟進職員

單位服務簡介 / 全年

社區人士

放置於本單位內的單張架上

諮詢處當值職員須確保單位開放時存備有「服務簡介」

單位季訊 / 每年不少於兩次

社區人士

安排社區宣傳站派發

服務分隊負責

單位季訊 / 每諮詢處當值職員須確保單位開放單位會員及家長放置於本單位大堂的單張架上年4次時備有季訊單位季訊 / 每年4次

區內中小學

人手送遞

服務分隊負責

指定對象

視乎需要而定

負責該項服務的職員

社區人士

網上瀏覽

本單位主任所委派之員工負責更新

各類服務小冊子 / 視乎需要而定本會網站(關於本空間的服務資訊) / 視乎需要而定協會年報

社區人士 / 單位會員

諮詢處當值職員須確保單位開放放置於本單位的雜誌架上

時備有最新的「協會年報」