Annual Report 2021-22

18 Strategic Plan (4) — Equip colleagues with both clinical and management competencies Talent is the key pillar underpinning our agency to thrive. To facilitate our diversified service development, we need both clinical and management talents. As a social service agency, the diversity, flexibility and leadership skills of our staff had been of utmost importance. A growth mindset among our staff had to be cultivated so that we could respond to the changing social needs as well as to achieve our mission along the 65 years — promoting a safe and inclusive society. On the other hand, we also hoped our staff could be able to develop a broader life path with the growth mindset. To this end, clear training goals and schedules to allow all levels of staff to participate in various trainings that help to promote the development of the agency were established in a phased and orderly manner. In the past year, we endeavored to equip colleagues with both clinical and management competencies through arranging internal and external trainings, implementing job attachment schemes and facilitating knowledge and experience exchange among colleagues. We also arranged potential colleagues to participate in the Design Thinking training programme, with a view to encouraging colleagues to implement design thinking mindset in their daily work and hence enhance service delivery in the long run. Strategic Theme — Development of health- related services People nowadays are becoming more health conscious. In the past year, our agency had been strengthening the protective capital of service users by assisting them in establishing a healthy lifestyle, thereby reducing the risk factors contributing to psychological and mental challenge, and the likelihood of law violating behavior. Under the Society Strategic Plan of 2021-2022, we had launched the “Staff Health Week” with a series of health activities selected by colleagues in enhancing staff health awareness. Occupational Therapists and Nurses had produced internal health training videos, and delivered health check skills laboratories to improve colleagues’ health knowledge and skills to prepare their readiness to deliver health service for the service users. By organising “Service Users Health Week”, launching a series of “Healthy Wednesday” special posts on the Society’s Facebook Page, and installing health check equipment in each service unit, service users’ knowledge and understanding of the healthy lifestyle management had also been enhanced. 發展重點（四） — 裝備同工臨床及 管理能力 人才對機構長遠發展尤其重要，要推動善導會 多元化發展，需要的不單是臨床方面的人才， 管理方面的人才同樣重要。本會作為一間社會 服務機構，尤其關注員工的多樣性、靈活性及 領導才能，期望培養同工成長心態，讓他們有 能力回應多變的社會需求，才能堅守善導會踏 入六十多年來的使命，繼續推動安全及共融的 社會，並且可以透過培養成長心態而開拓更寛 闊的發展路向。為此，管理層期望透過確立清 晰的目標及訓練時間表，提升整體管理團隊的 管治能力，亦讓各階層分階段及有序地參與各 種有助推動機構發展的培訓。過去一年，我們 為入職的管理層同工提供個人化的培訓，亦有 助同工認識更多業界及社會需要，能夠快捷及 準確地回應社會需要。與此同時，我們致力透 過內部及外間培訓、推動調職安排、促進同工 之間的經驗及知識交流等，裝備同工的臨床及 管理能力。此外，我們亦安排了具備潛質的同 工參與「設計思維」訓練課程，希望推動同工在 日常工作中加入「設計思維」以優化服務，提升 管理質素。 策略主題 — 發展健康相關服務 大眾越來越注重健康，善導會也希望透過協助 服務使用者建立健康的生活方式，加強他們的 保護性資本，從而減低危害心理健康的危險因 素及觸犯法紀的機會。因此，發展健康相關的 服務成為了我們四個發展策略以外的策略主 題。我們於 2021–2022 年度策略發展計劃中透 過「職員健康週」開展一連串同工自選的健康活 動，提升同工對自身健康意識；同時製作內部 培訓健康短片及舉辦健康檢查技巧工作坊等， 提高職員對開展健康服務的準備。透過舉辦 「服務使用者健康週」、撰寫面書「健康星期三」 專題帖系列及添置健康檢查器材於各服務單 位，提升服務使用者對自身健康生活管理的了 解及掌握。