Exploring the Way Forward
Readying for Action

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The Strategic Direction Group (SDG) is in the process of meeting with Major Formation Commanders (MFCs) to hammer out detailed action plans to support the strategic directives made during the SDG Review Conference on April 24 and 25.

For this article, OffBeat conducted an interview with the Director of Management Services (DMS), Mr Peter Yam Tat-wing, on the progress made to date. "As you are aware," said Mr Yam, "we are in the process of collecting and considering possible solutions to the critical issues confronting us. At our second meeting we identified a number of new projects, a number of current projects worth continuing and enhancing and a number of 'Quick Wins'. These are currently being given a critical appraisal by the SDG and MFCs, after which they will be finalised and published in an updated 'Three Year Strategic Action Plan' for implementation."

Not unnaturally, there is a great deal of interest in what senior management have up their sleeves. Can the Force really meet the Government target of a 4.8 percent reduction in operating costs over the next three years? Mr Yam has no doubt that it will.

Re-structuring Option - Single Division District

"One of the main problems confronting the Force is how to obtain even greater efficiency in our organisational structure, and operational and administrative management, while improving our overall level of service to the public. One possible solution would be to amalgamate some divisions," Mr Yam offered. "It wouldn't be the first time the Force has done so. The amalgamation of Shau Kei Wan Division with Chai Wan Division some time ago has been very successful. With advanced technology and careful manpower planning, there has been no reduction to frontline services but in fact, police presence has been generally beefed up.

"Perhaps we should now consider a single-division-district as the norm and the multiple-division-district as the exception. After all, there have been some tremendous improvements in information technology (IT) and both line and voice communications. There have also been changes in the demographic make-up of areas served by established 'divisional' police stations. We should boldly grasp the opportunity to review Force policing structures."

"Cost cutting has never been a driving force for this strategy. Our aim is to capitalise on the advancement in IT and use of innovative ideas to reduce administrative burden, thus releasing more officers to the frontline. One possible option is to ensure that all new town development operates on a single-division-district basis. Elsewhere we can optimise on our use of resources by encouraging station amalgamations, and the wider use of Police Service Centres and Operational Bases. Of course, there will always be some districts where special local geographical and other factors dictate continuation of the multiple-division-district," Mr Yam added.

High Quality Human Resource Management

Mr Yam explained that another area for further action was undoubtedly Human Resource Management (HRM). "I think one way forward would be to ensure better coordination in career development of our officers. A coordinated career development plan would incorporate local and overseas training as well as transfer policy. A closely coordinated postings policy would allow officers to make good use of what they have learned, to the benefit of both the Force and the officers." Mr Yam paused, then added, "I think we also have to be sure that we are able to continuously motivate junior police officers (JPOs) who, these days, have a much higher level of education than in the past. In addition to more development prospects for JPOs, including overseas training, consideration will be given to the feasibility of enhancing the opportunity for academically qualified JPOs to apply and compete for probationary inspectorate vacancies."

Mr Yam said that it was important that officers of all ranks enjoyed a high level of job satisfaction. "This isn't just a matter of promotion," he explained. "Job rotation, job enrichment, and empowerment, all combined in a carefully planned coordinated career development plan had to be the answer."

Service with a Smile - the 3 P's

OffBeat asked if there were to be any new initiatives planned in respect to the need for all officers to meet the increasingly critical demands and expectations of the general public.

"I would not say that any new initiatives are needed," said Mr Yam. "We simply have to continue with enhanced versions of what we have. Since 1997, we have had a Living-the-Values Workshops' programme, Wave IV of which is now in progress. I think these have successfully inculcated the right values and that we have achieved an extraordinarily high standard of service to the community. Several public surveys have confirmed that the general public holds the Force in high regard. It is, however, an area in which complacency has no place! We must continue to promote the Force as a "3 P's Organisation" [Progressive, Professional and (financially) Prudent].

"Society as a whole is having to face a wide range of problems generated by the economic recession and, perhaps, the SARS outbreak. It is essential that our officers continue to maintain their established positive attitudes to work, their families, their health and their duties to the general public. They must be proactive in seeking information to ensure that internal communications are maintained and that lifelong learning is a commitment. When enforcing the law, they must draw a fine line between acting compassionately and carrying out their sworn duties. We will endeavour to enhance our educational programmes along these lines," said Mr Yam.

"The Force, as a whole, must ensure the maintenance of the most cost-effective and efficient policing service despite a reducing budget and increasing public demand," he concluded.

DMS Mr Peter Yam