TNAG-0812-FCO40-1017-Allegations-of-bribery-and-corruption-in-Hong-Kong-1978 — Page 99

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9 Departmental line control can be strengthened if there is a wider acceptance and practice by senior officers of reaching down. Put simply, reaching down is accepting that there is no substitute for keeping in personal touch with the position on the ground. In discussions with Heads of Departments and other senior officers, there was considerable reference to the desirability of reaching down as a means of control. Some officers stated that with the benefit of hindsight they recognised areas and situations where they should have reached down. By not doing so, for one reason or another, they had temporarily lost control or not achieved objectives,

3.10 No person queried the "right" of a senior officer to reach down within his

area of responsibility although there were differences of opinion as to how it might be carried out. It was evident that in some departments a form of "protocol" has developed in this matter which generally militates against any reaching down which is not planned, pre-arranged and notified.

3.11 Reaching down can be practised by both formal and informal means.

It can

be achieved by questioning and probing on file and over the telephone; it can be achieved by formal inspections and by formal and informal visits. The purpose of reaching down is, in simple terms, to enable a Head of Department or senior officer to keep in tough with the standards of perform- ance and effectiveness of the department. It enables senior officers to "detect the mood", to "get the feel" of sections or units etc. within their area of responsibility which may reflect problems of morale, discipline, or efficiency. It is also a means of projecting positive leadership and this aspect will be covered in Chapter 6 on "Conclusions". As a general observe- tion, it seems that a greater degree of informality in reaching down is desirable. With carefully planned and prepared visits by senior officers to units or establishments within their command, there is always the possibility that they will be presented with evidence of apparent control and efficiency, whilst the substance of the true position eludes them,

3.12 In general, although senior officers thought that reaching down as a means

of control is a rather imprecise and chancy procedure, many admitted that they would like to be able to practise more reaching down but day to day pressures at their desks precluded them from doing so.

3.13 Departmental Internal Audit

In view of the apparent limitations and weaknesses described in the systems of departmental line control practised, a need is seen to develop ways and means by which a Head of Department can be given information which has been gained independently, possibly obtained by a unit which is independent of the normal hierarchical structure within the department and is directed by, and answerable to, the Director only, or an officer of the Directorate.

3.14 This concept of internal audit was touched upon in the report of the "Royal

Commission on Standards of Conduct in Public Life".

"

All public bodies have internal financial audit procedures, which are complementary to external audit. The best practice is to extend internal financial audit into a review of efficiency and the observance of procedural requirements, including safeguards against malpractice, and this is being increasingly adopted by public sector bodies. Any

1 See

- Report by "Royal Commission on Standards of Conduct in Public Life" Chapter 13, Page 71, Para. 242 - Lord Salmon.

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