of corrupt practices in selected areas of the Government service, for example "syndicated" corruption in the Police Traffic Branch or the Transport Department, etc. Since the Division began functioning for this purpose in 1968, it has carried out a considerable number of long-term in-depth investigations. These in-depth in- vestigations are reported to the Target Committee. As a result of these long-term inquiries offences have been detected and a number of persons have been prosecuted to conviction, and others have resigned before they were prosecuted or dealt with disciplinarily. These in-depth inquiries have also revealed defects in Government procedures and consequently opportunities for corruption; and a number of corrective measures have been recommended for the consideration of the heads of various Government departments.
60. The function of "B" Division is to investigate by ordinary C.I.D. methods the day-to-day allegations of corruption received by the A.C. Office directly from the public or from other Police formations or Govern- ment departments with a view to prosecution under sections 3-9 of the Ordinance.
61. The resources of "C" Division are directed at individual targets with the object of instituting prosecu- tions under section 10 of the Ordinance. Personalities may come to the notice of this division as a by-product of an investigation by one of the other divisions or by a direction by the Target Committee. The Godber in- vestigation was initiated by the Chairman of the Target Committee [The Deputy Commissioner] on information, and on direct instructions, from the Commissioner.
62. There has to be a balance between the manpower assigned for duty on in-depth and other investigations. The Deputy Commissioner told me he felt that, looking at the matter in retrospect, too much time had been spent on "A" Division work and not enough time on individual targets; and it would appear that there was a change of emphasis as from February 1972 as a result of a directive by the Target Committee.
63. Investigations are carried out by chief inspectors, senior inspectors or inspectors under the overall supervision of the Division's superintendent. Communications in respect of any particular investigation are vertical i.e. from investigator to section head and thence to divisional head. The need for lateral communications with adjoining sections or divisions is reduced to a minimum. N.C.O. and rank and file staff working with an investigator are given only as much information as is necessary for them to know to enable them to perform the particular duties assigned to them.
64. The Support group consists of the following:
(a) Administration unit;
(b) a Research unit;
(c) Surveillance teams;
(d) a Security unit; and
(e) a Technical Aids unit.
The Administration unit provides clerical, interpretation, translation, transport and other ancilliary services using mostly civilian staff but also some police personnel. The function of the Research unit is to provide analysis of materials already on files in the office. The Surveillance teams operate under the direction of a chief inspector. The Security unit's role is directed at maintaining physical security of the premises and docu- ments, and checking that information available within the office is contained within the "need to know" principle described in paragraph 63. Two officers of the inspectorate grade perform these duties. The Technical Aids unit is designed to provide modern detection aids such as marked money, photographic and electronic equipment.
65. The structure of the Anti-Corruption Office as described in the foregoing paragraphs is based on its approved establishment. Unfortunately, in common with other police formation, actual strength has generally been below establishment; and the Director has been forced to deploy a number of inspectors in the Support group to strengthen the Investigation group. Priority has been given to maintaining the strength of “B” Division to fulfil its role in responding to complaints without undue delay. Investigators in "A" Division's long-term investigations have not been readily assignable to other tasks without damage to the work of that Division. As a result of these staff difficulties, inevitably “C” Division has carried the brunt of the staff shortages.
66. Appendix "F" shows the establishment and actual strength of the Anti-Corruption Office for each year from 1968 to 1973. Attention is directed to the footnote to this Appendix which shows the actual number of officers available to conduct investigations as independent case workers. These figures may be compared with the statistics shown in paragraph 72 below which set out the number of complaints received and investiga- tions undertaken by the Anti-Corruption Office over the same period.
67. Appendix "F" shows that in 1970 the actual strength of the Anti-Corruption Office exceeded its approved establishment in anticipation of the coming into force of the new Ordinance. In each of the following years there has been a build-up in both approved establishment and in actual strength; but the actual strength in the
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