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2.13
.5
That staff for whom they are accountable are aware, in general terms (not always precisely) of their duties and functions.
Thus the basis of one of the ingredients which must exist before responsibility can be conferred - an accountable system (seo Fara. 1.9), was found within the disciplined force departments.
2.20 The Royal Hong Kong Police Force
2.21
In paragraphs 2.12-2.19 above, some observations are made concerning disciplined force departments. It was thought necessary, however, to pay more detailed attention to the mechanisms existing within the Police Force for the practice of supervisory accountability because of its size, its complete geographical coverage of Hong Kong, its involvement in all forms of law enforcement and its consequential relationships with many other government departments. Discussions were held in carly and mid 1977 with the Deputy (then Acting) Commissioner of Police, the Director of Criminal Investigation, the Head of Narcotics Bureau, two District Police Commanders, three Divisional Superintendents, three Sub-divisional Inspectors, and two Divisional Defective Inspectors. This range of discussions, therefore, covered not only the theory and practice of control and accountability at the Force level and in the uniformed district, divisional and sub-divisional organisations, but also accountability in the "specialist" C.I.D. organisation at Force level and within the geographical units.
It is important to stress that at the time these discussions took place the R.H.K.P.F. was in a period of rapid expansion and a basic reorganisa- tion of the C.I.D. was taking place. These two main factors had led to a significant dilution of experience within the Force, particularly in the Inspector rank, which was causing considerable concern. The Deputy Commissioner of Police was confident that by means of recruitment, training and promotion, this lack of experience would graudally dissipate but, for a period ahead, there could be some weaknesses revealed in the quality of supervision exercised at the lower levels of the Force and this could have a fundamental effect upon the ability of the Force to practise supervisory accountability.
2.22 Structurally, the R.H.K.P.F. is a pyramid - a classic "military" type
organisation. There are a number of specialist functions which are carried out within the overall structure, but separately to the vertical line of command stretching from the Commissioner of Police to the "man on the beat". Putting aside for the purposes of this study, such branches as Communication and Transport, Special Branch, etc. the Police Force is broadly divided into two streams, each running from the top to the bottom of the pyramid - viz, the Uniformed Branch (U.B.) and the Criminal Investigation Department (C.I.D.). There is, of course,
2.23
movement from U.P. into C.I.D. and the specialist branches of officers, rank and file, but normally little movement out of C.I.D.
In the U.B. the mechanisms for the practice of supervisory accountability begin with the "units" within a Sub-divisional Police Station. These units which comprise Station Sergeants, Sergeants and Constables are
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