TNAG-2694-FCO40-3900-Hong-Kong-Judiciary-and-judicial-appointments-1993 — Page 48

21.

the staff are also for him. cost-effectiveness

and

best

*

The pursuit of

practices

is

The

something which he must himself inspire. application of information technology calls for a committed strategic approach by top management. Strategic attention needs also to be given to the future complementing of the judicial force.. An organisation's drive for efficiency must receive its impetus from one top manager.

11

task is the

I deal

The main administrative effective assignment of work to judges. with that. later. In that regard the Chief Justice has an overriding responsibility but even there he needs the kind of full and informed advice which. can only be given by an administrator with the entire knowledge of the administration at his finger tips

4

.There are

some important management functions which will have to be carried out by one means or another. The best efforts are now being made but the capacity is simply not there while all the senior managers have judicial and legal duties."

Support for the proposal to appoint a Judiciary Administrator from those who addressed themselves to it in reply to my Discussion Papers was almost unanimous from within the Judiciary and entirely so from within the Government. Mr. Jeremy Richardson of the Corruption Prevention Department in the Independent Commission Against Corruption wrote as follows :-

While I may lay myself open to the accusation of over-generalisation, I think it is true to state that many of the observations made in our reports concerning the Judiciary have been directed at achieving certain principles of sound management, as our perception of supervisory deficiencies and ill-defined lines of control and organisation became more clear, particularly with the rapid expansion of its workload, which did not appear to be being matched by a a corresponding expansion and strengthening of administration. Perhaps I should digress at this point to say a little about Corruption Prevention Department's Although our statutory charter, "securing the revision of methods of work or procedures which ... may be conducive to corrupt practices", was originally perceived to be a relatively narrow one, it became evident in the

concerns :

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