TNAG-0695-FCO40-845-Policy-on-salaries-for-civil-service-in-Hong-Kong-1977 — Page 14

8.

CONFIDENTIAL

- 3 -

機密

Many heads of departments submitted that their departments should

be moved to another group, so we carefully re-examined the grouping of all

departments. We also noted that the introduction of the rank of Secretary

had altered the responsibility, certainly in policy terms, of some heads

of departments. It became evident that the present Group I departments

must retain that standing and that no Group II department warrants upgrading

to Group I. We could not accept, after long deliberation, any of the

requests for upgrading Group III departments to Group II, though it was

again evident that within Group III the range of departments is wider

than in the other groups. This led us to look closely at the possibility

of creating a fourth group of departments by a sub-division of Group III,

but we eventually decided against it. We recommend no changes in the

grading of heads of departments.

(b) Deputy directors

9.

It was suggested to us that the grading of deputy directors

of Group III departments (D3) did not adequately reflect the responsibilities

of such posts vis-a-vis the directors (D6) and assistant directors (D2).

It was also suggested that in Group I departments there may be a case for

realigning relativities where there is a need for a single deputy

director. In order to consider these issues we examined the duties

and responsibilities of deputy directors and analysed the organisational

structures of all departments, a study which necessarily comprised levels

other than just the deputies.

10.

Differing organisational requirements dictate the way in which

deputy directors function, but we identified two main types:

(i)

those who effectively run the department on a day-to-day basis,

leaving the director to concentrate largely on external matters

and relationships; and important policy or statutory matters;

CONFIDENTIAL #ii)