With the concerted efforts of all levels of staff, the Society has accomplished the work plan of Envisioning 2024 for the second year and progressed towards attaining the two strategic goals:
▪ To strengthen the application of the unique “family-centric” intervention model across services, to effectively address the needs of families, safeguard family wellbeing and develop a family-friendly environment in this rapidly changing society.
▪ To engage the community and foster partnerships to co-create, pass on and advocate the family value so as to build a caring society with family wellbeing as the core.

Can Tell, Can Do, Worth Doing

We expect and believe that our staff takes working in the Society more than a job and carries a mission in service provision. Over the past two years, we endeavored to motivate our staff to better grasp the essence of the “familycentric” perspective of the Society and to apply it in services. Through the formulation of the "FWS Formula", we have laid down three family values and four principles of service delivery as the core elements of the “family-centric” perspective. We used simple and interesting illustrations like animations, videos and various productions to share with all levels of staff so that they “Can tell”, “Can do” and understand it is “Worth doing”, and synergise with each other to promote the wellbeing of families and foster a caring community.

Can Synergise

During the year, our Society regularised district meetings to facilitate the understanding of service operation and the development among different units in the district, so that they could explore collaboration opportunities and create synergy for effective use of resources and impactful intervention to benefit service users. In the meantime, new initiatives have been encouraged at district level. For example, a cross-service joint membership system has been established in Tseung Kwan O District for families to facilitate better understanding of our services in the district and enjoy more membership benefits; there were also collaboration in different districts like arranging youths to visit elderly of the same district to promote caring and inclusion. Our Society has also developed a community engagement framework to encourage users’ participation to make joint effort to promote family wellbeing. We will strive to enhance staffs’ understanding of community engagement and encourage further application in the coming year.

Can Be Recognised

In order to enhance the public’s understanding about HKFWS’s “familycentric” perspective, apart from delivering professional social services to support families with special needs, the Society also tried to arouse public attention through “edutainment”, the integration of educational elements and entertainment. We have set up the “Family First Campaign” team to promote related programmes, including launching the “Family First Hub” website, a one-stop user-centric platform that provides amusing and useful information related to family. The team has also organised different creative programmes and events, such as “Family Fun Cycling” Competition, “Soup House Raku”,“Mind-your-soul” workshops, and “BEE Family Coach” to promote the key message of “Family First”. It is encouraging that these efforts have been effective in engaging families and enterprises and facilitating their understanding and support to the Society’s “family-centric” services.

Social Impact

A caring community for family cannot be better built without the tripartite collaborations among the government, the business sector and the community. Hence, we are dedicated to establish a platform without a ”social welfare” label to engage pro-family partners to co-create more services and programmes for families, and line up more stakeholders to advocate the family values. Over the past year, we have conducted studies on “Work-life balance of families under the new normal” and “Understanding Carers’ Family Wellbeing” on the basis of Hong Kong Family Wellbeing Index in order to keep our fingers at the pulse of family’s work-life balance situations under the “new normal” and evaluate the living conditions of carers and such impacts on various aspects of their family wellbeing. It is expected that these studies, surveys and publicity could raise the public’s and stakeholders’ awareness on family wellbeing and related issues.

Retrospect and Prospects

We have witnessed development and changes among ourselves and the Society over the past two years. Thanks to the support and encouragement from the Executive Committee and the management staff, cooperation from middle management staff as well as active participation from service units and staff at all levels, we tried our best to actualise our Envisioning 2024. In spite of difficulties and uncertainties along the process, perseverance has driven us to work towards our aspiring goals. Amid cheering for each other and moving forward step by step, we are grateful that progress is obvious since the launch of Envisioning 2024!

Facing the rapid changing needs in the society, we will continue to uphold our belief and keep abreast of the times in developing our diversified services and implementing appropriate interventions to accommodate the needs of families and the society. We are incessantly open to new possibilities, including human resources, information technology and marketing strategies,to more effectively implement the Envisioning plan and exert our influence to build a caring society with family wellbeing as the core.