TNAG-0812-FCO40-1017-Allegations-of-bribery-and-corruption-in-Hong-Kong-1978 — Page 87

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guidance to S.D.I.s and D.D.I.s cono.rning the tacks to be performed by the units and squads under their control and indicate the levels of seniority of men which various tasks mcrit. F.G.0.s include, among many definitions of duties, the instruction to D.3.s that they must participate personally in active, physical, Police operations and it is mandatory that D.S.s must attend the scene of certain types of crino. The concept of active positive leadership, "getting cut and about", is a feature oï

P.G.O.S.

2.32 There exists throughout the Police Force a system of "Morning Prayers" which are regular morning meetings at which officers at various lovels review the happenings of the previous 24 hours, often presented in statistical form, discuss and decide upon tactics and deployment of rescurces for the next 24 hours. For example, in each Division the Duty Officer will complete a summary of Divisional activities for the past 24 hours which, first thing in the morning, will be read by the D.S., A.D.S., D.D.I. and S.D.I.s and then discussed by them together with any other important matters. The D.S. will then telephone the District Commander (in Kowloon, the Deputy District Commander), who will have read a copy of the same summary and they will discuss tactics and the deployment of Divisional resources for the ensuing 24 hours.

2.33 The officers with whom discussions were held at Force and District

levels described clearly the formalised procedures and arrangements by which supervisory accountability can be practised. In general terms, however, there appeared to be a belief, that because the Force is disciplinod, because there are highly detailed administrative and operational orders at all levels, because there are regular routine inspections at district, divisional and sub-divisional levels, then the Force must be efficient. It was apparent from discussions at the

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divisional and sub-divisional levels, however, that sometimes this insistence on the form of control and order, may be at the expense of the substance and effectiveness of such control. This is perhaps an inevitable characteristic of a large corporate body in which the "uniform" and discipline factors are so critical.

One example is given to illustrate the differences which can exist between the theory and the practice of forms of control. In discussions at District level and above it became obvious that senior officurs consider that P.C.s on the beat are the "eyes and ears" of the Force and that resulting from their conscienticus recording of anything unususl or strange they observe on their beat, a great deal of useful informa- tion will be fed back at the Sub-divisional level which can in turn bo passed to the C.I.D. for intelligence purposes. The idea is that coch little piece of information may represent one piece in a jigsaw puzzle being put together by U.B./C.I.D.

2.35 In discussions at the Divisional and Sub-divisional levels, the difference between theory and practice was explained. The concept was that on coming off duty the P.C. would be extensively debriefed and his noto-book would provide both a detailed account of his activities and a source of much useful data. This does not seem to be the case in some sub- divisions. One practical explanation for this was that any P.C., when being debriefed by his Station Sergeant, delays his colleagues and this

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