The 1967 riots prompted the establishment of the Police Public Information Bureau, the forerunner of Police Public Relations Bureau (PPRB), to improve police-public relations. In 1972, the Police Community Relations Office (PCRO) was established and the Neighbourhood Policing Unit Scheme was instituted. The Junior Police Call was also established in the 1970s; initially as a youth crime-busting move, it slowly evolves into a major youth programme with community support.

Partnership with the community is a key local policing strategy in Hong Kong, which has the following main features:

* Decentralisation of authority and greater autonomy for frontline officers;

* Partnership with the community on crime and quality of life issues;

* Community crime prevention schemes;

* High police presence that enhances interaction with the community;

* Proactive problem-solving on community related safety and security concerns, and

* Systems of local accountability.

Good police-public relationship is a prerequisite for community partnership and each Force member is an ambassador of the Force. The Force's public relations strategy is to gain public's understanding and support through reinforcing positive perceptions and countering negative criticisms. While Force level public relations are handled by a dedicated official information mechanism, PPRB, officers of all ranks are aware of their role and responsibility in establishing good public relations and have received some form of media training.

Engaging and partnering with the public goes beyond liaison with District Fight Crime Committees. The Force partners with the business community like banks, and airlines to promote community awareness and participation in the fight against crimes. Through Good Citizens Awards, the Force recognises the assistance given by the public in fighting crime. Force members also participate in community and voluntary services as an additional contribution to community wellness.

Beat officers establish close liaison with shopkeepers and building management offices in their own beat as they undertake ward and watch duties and gather useful intelligence. In rural areas, relationship with the community is even closer as officers maintain daily personal contacts with the residents. Contacts with the community are also done through designated officers in the Police Community Relations Office.

Where a potential problem is the result of a social phenomenon beyond the scope of the police, the strategy is to move the government for a policy change. In the process, the Force enlists the assistance and partakes in the concerted effort of the community and other government departments. An example is the juvenile problem where the policing strategy is one of interdisciplinary, shared responsibility to prevent juvenile delinquency and promote positive development of young people.

Further Reading

* Lo, Carlos Wing Hung and Albert Chun Yin Cheuk (2003) 'Community Policing in Hong Kong: Development, performance and constraints' in Policing: An International Journal of Police Strategies and Management, Vol 27 No.1 2004, pp. 97-127.

* Tang, King-shing (2007) 'Innovations within the Hong Kong Police in Response to Social Change', speech given to HKU Faculty of Social Sciences on 7 May 2007.

* Lee, Ming-kwai (2005) 'Speech to the International Islamic Society, Eid Celebratory Luncheon' on 4 December 2005.

"Policing in Hong Kong" Report Series 9 of 11