Management Services

      In 2001, the Management Services Department carried forward the development of the Force's IT to enhance our operational and management efficiency as well as to improve communications. To successfully meet our goals of building quality into our management initiatives, we sought to engender a cultural change that builds the capacity, capability and commitment of the Force towards service quality. We encouraged the highest standards in terms of how the Force deals with its customers and provided the management systems and tools needed to support performance focus and a sense of accountability throughout the Force. The account of how far these goals were achieved is outlined below. Suffice it to say here that the initiatives were many and highly focused. We can look back on a year of continuous achievement.

      As for our future priorities, we intend to carry forward an exhaustive programme of IT development, including the e-Police project, a reliable and feature-rich communications service, data warehousing, office automation, confidential e-mail and enhanced intelligence computer systems. Among our management initiatives are the encouragement of more awards, more meaningful inspections, and more opportunities for exchange of experience both locally and internationally.

Information Systems Wing

      The vision of the Wing is that the Force remains one of the most technologically advanced law enforcement agencies in the world. In no small part, this was achieved by ongoing implementation of the second Information Systems Strategic Plan (ISSP), which includes data warehousing, knowledge management, e-Police and computer-based training.

     T o improve operational efficiency, in June 2001, the Finance Committee of the Legislative Council approved a new Command and Control Communications System (CCIII) at a cost of $948 million. The system will employ a new open standard digital trunk beat radio network together with other state-of-the-art technologies.

'The Force's ongoing commitment to IT development underlines our determination to further enhance our organisational efficiency and effectiveness.'

Information Technology

      To provide the best possible IT services to the Force, an electronic workflow system, Client Focused Account Management System (CFAMS), was built to enhance the process and management of acquisitions for new IT systems, procurement, relocation and disposal of hardware and software.

      In March 2001, the Automated Non-Stopper Traffic Enforcement Computer System (ANTECS) was implemented. This system can read vehicle registration numbers on electronic photographs captured by the digital Speed Enforcement Cameras and Red Light Cameras and computerise the preparation of Fixed Penalty Ticket and Summons applications.

      The Hong Kong Police home page delivers information and services directly to the public, with more than a quarter of a million visits to the web site last year. Since January 2001, members of the public can make a variety of reports through the Internet.The newly introduced Police Electronic Bulletin brings breaking news of Police deployment as it happens.

Communications

      The commissioning of the Automatic Vessel Location and Messaging System (AVLMS) for the Marine Region has marked a new era for wireless communications. Continuous positioning updates of launches result in an effective management capability.

      The Force was the first public safety organisation in Asia to successfully deploy the new Terrestrial Trunked Radio (TETRA) wireless communications messaging standard. In December 2001, the Force was awarded first prize for 'Most Innovative TETRA Service' worldwide at the World TETRA Congress in Nice, France.

      The trunked radio platform for the Traffic Police network has recently been made available to the Auxiliary Medical Service and Correctional Services Department. This innovative approach is seen as a first step towards a common government radio platform.

'In all our services, we strive to develop ever higher
standards of transparency and accountability.'

Service Quality Wing

      The results of Staff Opinion and Public Opinion Surveys conducted independently by the University of Hong Kong in 2001 indicated high levels of staff and public confidence in the Force, identifying useful areas for improved performance.

      A very successful Knowledge Management pilot was conducted in the first half of 2001. Based on the experiences learnt, a plan for full-scale implementation is now being formulated.

      A Force Strategy on Internal Communication to instill a positive attitude in staff in regard to communications was formulated and launched in March 2001. The Customer Service Improvement Project continued as scheduled, covering the upgrading of 20 existing police premises.

      In 2001, the Force was recognised for its continuous efforts in providing quality service. It received one Merits Award on Performance Pledges sponsored by the Efficiency Unit and one Merits Award on Customer Service Excellence Award sponsored by the Civil Service Bureau.

Complaints and Internal Investigations

      The Complaints and Internal Investigations Branch (C&IIB) comprises the Complaints Against Police Office (CAPO) and Internal Investigations Office (IIO). CAPO is responsible for the investigation of complaints against members of the Force. All investigations conducted by CAPO are reviewed by the Independent Police Complaints Council (IPCC), an independent body comprising non-Police members appointed by the Chief Executive.

      To further enhance the monitoring function of the IPCC, the IPCC Observers Scheme was expanded in September 1999 to cover observations of Informal Resolutions. In 2001, the number of IPCC Lay Observers was increased to 59.

      During the year, members of the public lodged 3,246 complaints against the Police, some 11 per cent less than in 2000. The vast majority related to 'neglect of duty' or 'misconduct and improper manner'. The IPCC endorsed 6,103 allegations, of which almost 39 per cent were classified as 'withdrawn', 'not pursuable' or 'curtailment', and some 24 per cent were minor or trivial complaints settled by Informal Resolution. Of the complaints that were fully investigated, 12 per cent were substantiated, leading to 14 police officers being disciplined.

      The IIO is responsible for conducting supervisory accountability and related studies of the activities of police officers and investigating disciplinary breaches and other misconduct brought to light as a result of enquiries conducted by other government agencies.