For this Issue, we have Senior Superintendent (Operations) Kowloon West Borden Ma Kam-po sharing his experience and wisdom of public event operations.

 

 

Borden has witnessed the development of public event operations. When he was a Police Tactical Unit Deputy Commander in 2000, he got his first Headquarters Order on how to issue warnings to protestors.

 

In recollection, he said he was the first police officer issuing warning that year. Despite being booed and jeered at, he maintained his posture and viewed the protesting crowds and his job from different angles. "In 1997 when I worked in the Police Community Relations Office I came into contact with many protest organisations. In 2012, I assisted in establishing the Public Order Event Sub-unit in Central District. The job sharpened my news sense. My colleagues and I tried to view news from different perspectives and put us in the positions of the citizens. I don't think we have many very active activists. Over the years, I took initiatives to understand the stands and mentality of demonstrators. As a result, there was mutual respect and this is another type of satisfaction. As our job becomes more transparent, more people would understand our duties," said Borden.

 

 

In many public event operations, Borden took command on the frontline. The stress for him was making crucial decisions within limited time and then communicating the decisions to officers for operational deployment. He noted: "One has to be bold in making a decision, using one's training and experience and adhering to one's own principles. As long as we act according to conscience and law and with impartiality, we would get public consent."

 

Speaking of having confidence in the subordinates, Borden said: "You can hardly do everything by yourself. I still remember how successful an operation turned out when I had confidence in my colleagues' suggestion for an urgent transport arrangement."  The suggestion was the result of the rapport and good relations Borden had built up with his team.

 

"Be bold to fight for your subordinates' rights to take meal and rest in a protracted public event operations. Be specific and generous in giving your praises to your subordinates for a job well done," he added.

 

Borden had officers' hard work and needs at heart. For example, he drew the attention of his ground commanders to the physical and psychological needs of the officers from the Video Team and Observation Team who often worked behind the scene for long hours. For Borden, morale and work relationship are of utmost importance. "A happy team is very important. Though at work I am a commander, everybody is equal after work. I treat my colleagues as my partners and buddies whom I can share about life. Then everybody can work happily as a team. This is especially important for a team  to beat boredom during time-out in public event operations."

 

 

For Borden, stress management is a key factor for successful public event operations. He always reminds himself to lead a balanced life and not to bring work problems back home. Cultivating different hobbies is one of his balancing strategies: he is learning something totally new to him recently - guitar.

 

Borden's other strategy for managing stress is taking good care of his body. For example, he took initiative to quit smoking years ago. "I am glad to have influenced a colleagues into quitting smoking. I also wish I can influence others into taking up exercises regularly. I Iike jogging in a nearby park during lunch break, and this enables me to appreciate things in life despite stressful times."

 

 

Borden has demonstrated the four elements of T.A.K.E. wisdom (T- Treat your body, A- Appreciate your role, K- Know your people and E- Endure hard feelings) in public event operations. Let us continue to cultivate good habits to take care of our emotions and body. Let us also work together to build a caring and happy team for operations.