CONFIDENTIAL
機密
2.56 To assist with problems arising from the administration of land, each
District Officer has a Senior Estate Surveyor/Estate Surveyor, seconded from the P.W.D., to advise him on professional land matters. This officer seems to be in a "staff" relationship to the District Officer and in a "line" relationship to the F.G.L.A. at N.T.A. Headquarters. Ho is a senior colleague of the District Officer and, in practice, the full value of his presence can only be obtained if he has a close working relationship with the District Officer. This relationship will depend upon the personalities of the respective officers and from discussions we ascertained that on occasions the value of the officers to each other is not fully utilised.
2.57
Within each District, it is vital to the effectiveness of the District Officer that he has machinery to provide accurate feedback of problems generated by clearances, land exchanges, compensations, modifications, etc.
In this, the District Officer relies heavily on information reaching him from a number of sources the Land Executives and Land Inspectors, Liaison Officers and seconded Housing Department staff. It was observed that the District Officers do spend a lot of time away from their desks but this tended to be for attendance at local .ceremonial occasions rather than for operational reasons.
2.58 In terms of communication of problems and of day-to-day control of land
administration, the Land Executives play a key role. They provide one of the D.0.'s main links with the public and, not least, continuity and experience in local land matters. Their advice is essential to the District Officer in his assessment of how far he must use his discretion to procedures to meet local conditions. Control and supervision of land staff is accordingly a matter of great importance.
2.59 In this respect the position of the (newly created) Chief Land Executives,
and Senior Land Executives, is not yet entirely clear. At present, their effectiveness as supervisors is somewhat diminished by the situation in which the D.O., S.E.3./E.S., and the A.D.0.s, frequently give instructions direct to Land Executives. A system needs to be determined by which such instructions can be chanelled through, or are at least made known, to the Chicf and Senior Land Executives.
2.60 A hierarchical structure of staff xists in all District Offices but it
was found that some confusion exists in the day-to-day administration of land matters. For example, as already indicated above Land Executives
nd their subordinate staff at the various levels may receive instructions direct from the D.O., S.E.S./E.S., A.D.0.s, or C.L.E./S.L.E.s. Further- more, it was found that the detailed responsibilities of Land Executives and Land Assistants, Liaison Officers, and Housing Department staff overlap to an extent which causes confusion and slows down the process of administration. Some of these difficulties have tended to develop from the personal style of management practised within District Offices and although it may seem desirable to short-circuit the hierarchy when passing matters up and down the line, it can and docs lead in District Offices to a lack of day to day control and to a breakdown of the mechanism for supervisory accountability.
/2.61 ...
機密
CONFIDENTIAL