[Vision and Statement of Common Purpose and Values] [Foreword] [Operations]
[Regional Commanders' Report] [Personnel and Training]
[Management Services] [Finance, Administration and Planning]
[Environmental Report] [Organisation] [ Annexes, Crime Charts and Appendices ]

During the year, we provided the management systems and tools necessary for supporting performance focus and a sense of accountability throughout the Force. In pursuance of the Commissioner's Three-year Strategic Action Plan in providing quality service, the Service Quality Award 2004/05 was successfully completed. In addition, significant progress was made towards the full development of Knowledge Management in the Force.

For the future, we will strive to keep our systems up-to-date to meet the challenges ahead. We are embarking on the fifth wave of "Living-the-values" workshops to enhance personal commitment of members at all levels to the values of "Building a Caring Workforce".

Information and Communications Technology
2004 was a year of consolidation and change for Information Systems Wing (ISW) in its constant search for the best information technology and communications equipment to ensure the preparedness of the Force.

ISW Reorganisation
In order to meet the challenges ahead as well as to improve the mode of service delivery, ISW underwent a significant restructuring during 2004.

The Wing's three-tier structure was re-integrated into a more flexible two-tier structure. This included a dedicated governance body in the top tier to facilitate policy input and direction with Assistant Commissioner of Police (Information Systems), Chief Telecommunications Engineer, Chief Systems Manager and Senior Superintendent Business Services at the top of the chain of command. They provide high-level leadership and direction for information and communication technology policies, formulate long-term business strategies, control budgetary requirements and develop corporate resources policies. The Wing's day-to-day functional and business-related activities are now performed by nine operational divisions instead of 18 divisions under the old structure.

Other main features of the reorganisation included the amalgamation of Information Technology Branch and Communications Branch services such as the merger of helpdesks, as well as the centralisation of administrative and financial supporting staff.

Strategy Review
In order to review the current situation and future development of information technology (IT) within the Force, ISW carried out an Information Systems Strategy Review. The first stage of this was a Data Security Review, which was completed in April. This was followed by an IT Audit involving an in-house review as well as a Force-wide consultation to gauge users' satisfaction with current systems and their information needs. On the basis of the findings from the IT Audit, high level user requirements were established and a technology scan conducted to take advantage of the latest technology and information systems. At the end of 2004, an advisory panel of academics and experts was formed to assist in the development of a new Information Systems Strategic Plan, which will be closely tailored to the core business and priorities of the Force.

Service Quality Wing
During the year, Service Quality Wing continued to promote a customer-focused culture of quality service in the Force. The Wing led Force participation in the Outstanding Customer Service Award 2003-04 organised by the Civil Service Bureau and won the "Best Public Image Silver Award", "Champion of the Team Award/Hotline Service" for the 999 centre, and second prize "Team Award/E-Service" for E-Police Division.

In 2002, the Force formally launched the Knowledge Management project with the objective of improving its overall effectiveness and efficiency. The project aimed to retain and re-use the wealth of knowledge inside the Force and to create a pro-active learning environment. The Performance Review Branch achieved considerable success during 2004 in applying the systematic Knowledge Management processes which helped to create, capture, share and use knowledge needed for the Force to succeed. The main theme of the Service Quality Award 2004/05 was "Integration of People, Process and Technology". An excellent response was received from various formations.

Inspections and Performance Review
Research and Inspections Branch and the Performance Review Branch assist Force management at all levels to identify and realise practical opportunities for improved performance, resource management and quality in the delivery of policing services.

The inspection process, introduced during the year, has already helped to identify a number of areas where further improvement can be made. The process is being used to monitor a number of service improvement initiatives.

Complaints and Internal Investigations
The Complaints and Internal Investigations Branch comprises the Complaints Against Police Office (CAPO) and Internal Investigations Office. 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 of the HKSAR.

In 2004, the key objectives of the Branch were to encourage officers at all levels to take responsibility for reducing avoidable complaints and identifying areas that require attention in order to ensure delivery of quality service. Different avenues like LED display panels and notice boards in Police stations/premises as well as the Police intranet were used to disseminate the message of "Smart Cop Tips", thereby reducing avoidable complaints. Lectures and seminars on complaints prevention were frequently conducted targeting new Force members and other officers. The Complaints Prevention Committee, comprising Force members from various formations and units, monitored complaints reduction through activities such as publication of complaints prevention periodicals.

Information technology has been fully utilised to reinforce such efforts. The CAPO Complaints Index & Statistics System enables an early identification of complaint trends, thus allowing prompt intervention before a problem grows. Public support and understanding also play a vital role in complaints reduction.

During the year, a TV series was produced highlighting the public's rights and Police power. The series was broadcast during the "Police Magazine" programme. Visits to frontline formations were also arranged for IPCC members to enhance their understanding of Police work.

To further demonstrate the transparency and impartiality of the Police complaints system, IPCC Lay Observers are appointed by the Secretary for Security with the power to observe interviews done with the complainants or Police complainees.

During the year under review, the CAPO received 3,222 complaints, a decrease of 161 cases, or 4.8 per cent as compared to 2003. Efforts will continue in 2005 to prevent avoidable complaints and increase public satisfaction with the service provided by the Force.