TNAG-0812-FCO40-1017-Allegations-of-bribery-and-corruption-in-Hong-Kong-1978 — Page 88

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activity is eating into their on time. In general terms, however, it is possible that this situation reflected the attitudes of the S.D.I.s and was thus a reflection of the effectiveness of the management and leadership at the Sub-divisional level - the basic level of accountability.

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2.35 It seemed from discussions with D.S.s and S.D.I.s that the P.C. on his

beat did not normally intend getting involved in any activity unless it was so cutrageous or unusual that by not recording or getting involved, there was a strong chance that he would be called to account. Neither would he exercise much discretion in dealing with day-to-day infractions of the law. Apparently he tended to either "follow the book" completely or ignore an incident. The impression given was that the P.C. was very thinly stretched in terms of geographical and population coverage. His coverage was at street level and he was not required, nor was he capable, of patrolling the vast areas above street level where so much criminal activity took place.

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In terms of the practice of supervisory accountability the introduction of the beat radio scheme is a most encouraging development. On the positive side the P.C. is no longer "alone" on his beat. When encountering the scene of a crime or unusual circumstances he can immediately radio for assistance or advice. At the Sub-divisional and Divisional levels the capacity for swift reaction, deployment of resources and overall control is undoubtedly strengthened. At. any time the position and activity of a P.C. or a squad or unit can be checked by radio and, locked at from a negative point of view, this should ensure a more realistic practice of supervision and thus accountability.

2.38 A further factor which should lead to an increasing capacity to practise

supervisory accountability is the increasing crystallization and promulgation of Force priorities, both in the U.B. and C.I.D. A major part of this development has resulted from the positive conclusion that Police involvement in social offences c.g. hawker offences, parking offences, must be reduced and it is being reduced. This policy not only results in a reduction of the cccasions on which the Police are put in confrontation situations with the public, but of far more importance, it increases the resources which can be applied to fight violent crime. Within the increasing resources more squads and units are being applied to specific tasks and this increases the capacity for supervisory accountability.

2.39 To summarise, the Police Force is seen to have the structure, the

disciplinary processes and all the apparatus necessary for accountability to be practised fully; authority, responsibility and duties at all levels are well defined and properly delegated. The impression was gained, however, that there is an insistence on the forms of control and that this could be at the expense of the substance of efficiency and effect-- iveness. It was found that the conditions appertaining in each Division, coupled with the capability and personality of the individual Divisional Superintendents lead to substantial variations in the quality of policing and the effectiveness of the control mechanisms in the Division. The D.S.'s ability, vigour, determination, and his personality set the tone for the whole Division and are reflected at the basic working level i.e. the Sub-divisional Station.

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