THE FOLLOWING REFERENCE NUMBER
SHOULD BE QUOTED IN ANY REPLY
No.......
C/1/077
STAFF IN CONFIDENCE
PERSONAL
THEN FOUNCED!
[The seab
CAYMAN ISLANDS
OFFICE OF THE GOVERNOR
GRAND CAYMAN
CAYMAN ISLANDS
8 July
ex
197
7
MeBullou. POTO ReStewart 1th (A) Re Stanky
25/7
PC Duff Esq
My nute
WIAD FCO
PED.
Marke
iolo
Dean Indret
7
2 8 JUL 1977
HKA 431
4317
Please refer to your letter of 13 June with which was enclosed John Stewart's paper on Management of the Dependent Territories in the 1980s.
2.
Firstly on the numerical assessment of needs, I address my comments only to what are expected to be the residual dependent territories after 1980 and ignore the Solomons, Gilberts, Tuvalu, New Hebrides and Bermuda. Of the remaining territories the Governorships of Belize, Hong Kong, Falklands (and British Antartic Territory) are now staffed by members of the Diplomatic Service I assume primarily because of their external relations and this pattern is likely to continue. Gibraltar has always been governed by a senior member of the Forces and if any change in policy were made, the likelihood is that this territory too would have first claim on a member of the Diplomatic Service. BIOT and Pitcairn are the responsibility respectively of the FCO and the High Commissioner in New Zealand.
3.
Using the table of senior staff required the need is for five Governors for BVI, Caymans, Montserrat, Turks & Caicos and St Helena, one Commissioner for Anguilla, four Chief Secretaries/Deputy Governors ! Cars
for Anguilla, St Helena, Falklands and Gibraltar, two Administrators for Ascension and Tristan da Cunha and one Financial Secretary for Montserrat, a total of 13 staff. For the latter three posts, which would be perhaps a waste of diplomatic skills and which would not necessarily be a training for higher posts in the dependencies, I believe that you should try to attract on contract officers in their early 40s in the Pacific eg. Hughes, Cockrane, Brooks (Solomons) or Osborne in the New Hebrides.
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4. Given sufficient security of tenure for five or six years you might well be able to secure the services of such officers: failing that advertisement in the UK might come up with some younger retreads who have not settled in early retirement.
5.
•
I have had the experience after 26 years Colonial Administrative service of succeeding a member of the Diplomatic Service as Governor. Without belittling his achievements or his calibre as a Diplomatic Service officer, in which role I am sure he is excellent, I became aware very soon after taking office that matters which are sixth sense to an experienced dependency administrator had not been noticed and that other matters required corrective action. In the smaller
dependencies which are left the final sentence of paragraph 8 of
Jom Stewart's succinct analysis of the problem is simply not on our
wavelength. Management of an Executive Council or Council of Ministers,
public service management, budgetary knowledge, direct administration
in an unobtrusive and indirect way and trying to be a better politician than the politicians are still the essence of the job.
STAFF IN CONFIDENCE PERSONAL
16.