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thought that a small unit of officers might be created in the Secretariat which could go out to departments to help in the formulation of the necessary evidence, documents, etc. and advise departmental staff on the voy a disciplinary enquiry is conducted.
Fublic Accountability
6.17 Government is not a self-contained apparatus; it exists to serve the
public and is answerable to the public. In Chapter 4 this study touched on the concept of "maximum openness" by Government and surveyed the many ways and means by which Government, particularly in the past decade, has developed an apparatus to reach closer to the public, to close the "communication gap", to make itself more accountable to the public.
6.18 Because of the special political and socio-economic circumstances of
Hong Kong, all civil servants have a special responsibility for cultivating an awareness of accountability to the public. The initiative must continue to come from within Government and there is a constant need for corporate and individual consideration of the ways and means by which its practical application can be improved. Specific areas of attention might be :
.1
.2
frequent review of pamphlets and other written sources of information, to bring them up to date or make them more comprehensible to the public.
analysing delays and unnecessary procedures.
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studying departmental complaints procedures1.
.4
.5
more use of identification tags or such like, so that individual civil servants could be made aware of their personal account- ability to the public.
publication, where practicable, of the processes of administration, particularly where the public is competing for limited resources (e.g. publication of waiting times, eligibility criteria, general positions in waiting lists, etc.).
6.19 Attitudes
No matter how well defined the line of responsibility, how well defined the job description, or how realistic the goals of the Government officer, he will actually be held to account only by the supervisor who himself believes in the practice of accountability. Translation of the concept of supervisory accountability into practice will largely depend upon the attitude of the supervisor and of the officers above him.
6.20 In Chapter 5, an attempt is made to examine some of the attitudes which
could have led to failure to hold officers to account in past situations where patently there was widespread corruption. This examination is necessarily historical but there have been signs in the past few years; which indicate gradual changes in attitudes towards corruption.
Some of the attitudes which are described have become relics of the past or are
1 See
C.P.D. Report 11/77 - "Government Departments Procedures for Dealing With Complaints Received From The Public". 22 December 1977.
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