Ⅰ. Overview

Since the 1990s, National Police Agency has adopted the concept of community policing in line with western style police administration. Then, the laws and systems which are related with the prevention of local crimes and patrol have been improved. At present, Korea’s local police activities are led by police box, police substation and security center. Unfortunately, however, local polices have been busy in handling drunken people and non-urgent 112 calls instead of focusing on their major duties such as crime prevention. Therefore, it is necessary to revise the current system. The 112 Response System is the primary channel for communication between local police and local residents. However, the current system should be enhanced in terms of the locals’ accessibility and efficiency of police response. Even though a demand for local police activities has increased, in other words, there are various problems in Korea’s current local police activities. Hence, this study has attempted to examine the current human resources & physical infrastructure and operating systems of Korean local policy stations from various aspects, detect problems and come up with improvement plans.

Ⅱ. Organization and operation of local police

(1) Indefiniteness of installation standards for local police agencies:
Since National Police Agency chief Kang Hee-rak was inaugurated in 2009, the 4-team-2-shift system and police box system were abolished. Instead, the policy substation system was restored. As a result, there are 423 police boxes, 1,517 police substations and 1,095 policing centers in 248 police stations as of February 2011. In terms of the number of local police stations, Gyeonggi-do was the highest with 348 (48: police boxes, 254 police substations and 46 policing centers). In Seoul, there are 429 police stations (87: police boxes, 146 police substations and 196 policing centers). No police box is available in Jeonnam and Gyeongbuk.

(2) Inappropriateness of 112 Police Patrol Vehicle:
According to studies, there are relatively enough police patrol vehicles in local police stations. However, it has been frequently pointed out that the Matiz compact car is inappropriate to handle cases. In fact, it is too small to take in a suspect with two policemen already in the car. Some citizens even make a fun of the police Matiz car, saying that it is like a toy.

(3) Lack of budget to operate the local police stations:
The monthly operating budget for police boxes and police substations varies depending on the number of policemen dispatched (A: 80 or more, B: 64 or more, C: 48 or more, D: 32 or more, E: 16 or more, F: 15-10, G: 9 or less). As of 2011, the operating budget for police boxes and police stations is as follows; A: KRW 4,796,000, B: RKW 4,112,000, C: KRW 3,425,000, D: KRW 2,738,000, E: KRW 2,055,000, F: KRW 1,370,000, G: KRW 1,101,000. However, a lot of local police stations are suffering from a lack of budget.

(4) Too many additional works other than patrol activities:
In October 2010, the Bureau of Living Safety of National Police Agency established ‘Local Police Burden Reduction and Autonomous Policing Promotion Plan to Facilitate Citizen-first, Field-centered Policing Policy’ which includes intensifying work management (ex: Improvement of local policing duties, etc.) and improvement of local police computer systems and abolished and simplified 21 duties of the local police among a total of 33 duties (except of basic duties). Despite a strong will by the command of the National Police Agency, however, the results were not satisfying over time. As a follow-up action, an effective improvement plan entitled ‘Local Police Burden Reduction and Autonomous Policing Promotion Plan’ was established. However, it appears that the reduction of local police burden would be very limited because the actions are not compulsory, and the officials from the Bureau of Living Safety are not active in reducing the burden of local police. In fact, the burden of local police has rather increased due to increase in one-time tasks such as messenger and view.

(5) Too many 112 calls obstruct patrol activities:
In terms of the number of 112 calls by time zone in 2010, night time (20:00 - 02:00) when local police was the busiest was the highest (37.26% / 38.69% in 2009). Once the call is received, the police should visit the scene. Then, it takes some time to continue the investigation or close the case. In other words, even though a call is received before 02:00, it would take additional hours (one or two hours in general) or spend the night to close the case. Furthermore, even if a case is received, the phone is still ringing. Because of continuous 112 calls, local policemen have to keep working hard during the hardest time of the day. Provided that a patrol police handles four 112 calls per day, local policemen spend most of their work hours in handling the calls.

(6) Lack of handling and protection system for drunk citizen:
In police practices, if a notice of fine for alcohol-caused disturbance is issued to the drunken people who are not in need of emergency treatment and do not violate criminal laws, it is difficult to check personal profile. In addition, the fine notice frequently causes a quarrel. Hence, they are often freed after admonition. Even if the disturbance continues, it is not easy to arrest them provided that it is not as serious as a crime. In addition, the restraints such as handcuffs and rope are not adequate to cope with the riot. Instead, they could be seen as violation of human rights or assault of innocent civilians. Therefore, many police officers are reluctant to use them. In addition, it is not easy for the police to take the drunken people to a medical institution or get help from the 119. According to the Framework Act on Fire Services and the Rules on Organization and Operation of Rescue Team, except for those who are injured or remain unconscious despite a strong stimulation, it is permitted to reject the drunken people after getting an opinion from a doctor.

Ⅲ. Local police manpower allocation and management

(1) Absolute lack of manpower and inefficient allocation:
The regulations which require the maintenance of the appropriate number of police officers in accordance with Article 37 (manpower management) of the Rules on the Organization and Operation of Local Police have not been properly met. If there is a vacancy for just one day in 1,165 police substations in which 20 or less police officers work, the policeman who worked the other day should fill it up. Among the police stations, the lack of manpower is particularly serious in quasi-police substation-style policing centers. In fact, the policemen are already busy to go on duty in the center (daytime and nighttime: two persons each, 1 person & 2 persons or 1 person each). Under these systems, therefore, there are not many choices for police officers. However, these policing centers are as many as 550 across the nation. Aging has also been a problem in local police.

(2) Poor working environment for patrols:
As police boxes are reorganized into police substations, a work shift has mostly changed from the 4-team-2-shift (42.43 work hours per week, 33% as of the end of 2010) to 3-team-2-shift system (47.92 work hours per week, 63% as of the end of 2010). Under the 3-team-2-shift system, police officers may work at night two days in a row quite often. Therefore, it could destruct their biorhythm. A study has found that those who mix day and night shifts are at great risk of sleep disorder, cardiovascular disease and gastrointestinal diseases.
In particular, they are under a lot of stress during the night shift because they have to handle alcohol-related riot and assault. In terms of burden of work, their job is much bigger than other works. Even though an alternative day-off system has been introduced, it has even failed to have a decent management system. The office work and local police volunteer work system has not been enough to solve the lack of manpower in local police.

(3) Poor education on local police:
Most previous studies regarding police education are focused on the system of police education or limited to education on police recruits. In terms of a study on work process, it is limited to investigation officers. In fact, it is almost impossible to find a study on what kind of education local policemen should get and what values they should take seriously. Some studies have proposed several important directions to local police officers regarding local policing activities. In terms of education on local police officers, however, its importance has only been mentioned without suggesting what kind of education should be provided in detail.

(4) Expectation on the rationalization of performance uation:
It’s been less than one (1) year to perform an uation on local police focusing on citizens’ satisfaction so that it is too early to figure out the impact of change in uation method on local police activities or citizens’ satisfaction. However, one thing is very clear. Police officers can significantly reduce their work performance stress, and the motivation and direction can change depending on uation indexes. As a result, citizens’ concern on crime could be reduced, and the reliability of police services could be enhanced.

Ⅳ. Empirical uation on operation of local police

(1) Awareness on the activity base of local police:
When asked about ‘the concept and method of local police activities,’ 70.6% of patrol police officers, 74.1% of middle-level managers and 90.5% of police station chiefs have agreed. When asked about ‘if clear guidelines for local police activities are available,’ 59.0% of patrol police officers, 59.3% of middle-level managers and 81.0% of police station chiefs have said ‘YES.’ Regarding the comment ‘it was desirable to change the local police uation method from the performance-centered to citizen-centered method,’ 82.7% of patrol police officers, 90.7% of middle-level managers and 95.2% of police station chiefs have agreed.

(2) Sentiment and concept of local police:
Most police station chiefs and middle-level managers believe that they work with confidence in citizens. However, most patrol policemen don’t think this way. When asked, ‘do you think citizens respect the police?,’ less than 60% of patrol police officers and middle-level managers said ‘YES.’ When asked ‘do you think citizens tend to keep a certain distance from the police?,’ about 75% said ‘YES’ in all three groups. Regarding the urgency of enacting Drunken Men Protection Act, more than 90% said ‘it is very urgent’ in all three groups. When asked, ‘do you think it is necessary to strengthen the right of police questioning?,’ 85% said ‘YES’ in both patrol police officer and middle-level manager groups while all police station chiefs said ‘Definitely.’ Compared to the officers from police substations, police box officers were a little more satisfied with their current workplace. In terms of work shift, a 4-team-2-shift system (73.3%) was the most preferred, followed by 4-team-3-shift (13.8%), 3-team-2-shift (10.9%) and 3-team-1-shift (1.2%). In other words, both police box and police substation officers want a 4-team-2-shift system most. When asked, ‘do you think it is urgent to introduce an autonomous police system?,’ 57.8% of patrol police officers, 61.1% of middle-level managers and 42.9% of police station chiefs said ‘YES.’

(3) Awareness on partnership and cooperative policing:
When asked ‘if the police are in close cooperation with the locals,’ 61.2% of patrol police officers, 82.4% of middle-level managers and 95.2% of police station chiefs said ‘YES.’ When asked about the relations between the police and local community, 56.3% of patrol police officers, 73.2% of middle-level managers and 95.2% of police station chiefs said ‘intimate and cooperative.’ When asked ‘if they make efforts to keep a friendly relationship with the local community,’ 87.3% said ‘YES’ in all three groups. When asked ‘if the Living Safety Council members properly represent the local community,’ 61.4% of patrol police officers, 56.5% of middle-level managers and 85.7% of police station chiefs said ‘YES.’ When asked ‘if partnership with the local community is solid for cooperative policing,’ 61.1% of patrol police officers, 68.4% of middle-level managers and 95.2% of police station chiefs said ‘YES.’

(4) Awareness on work conditions by the local police:
When asked ‘if the local police shift system properly works,’ 94.7% of patrol police officers, 97.2% of middle-level managers and all police station chiefs said ‘YES.’ When asked about the appropriateness of work shift and dutifulness, a positive response (over 95%) was received in all three groups. Regarding the dutifulness of police visit and diagnosis of crime prevention, on the contrary, a positive response was received in about three quarters of respondents. While ‘dutiful’ was responded by most police station chiefs, a negative response was partially received in both patrol police officer and middle-level manger groups. Almost all police station chiefs insisted that patrol police officers should be elastically allocated depending on policing demand. On the other hand, ‘unlikely’ was partially received in both patrol police officer and middle-level manger groups. Both patrol police officers and middle-level managers insisted that they have to spend a lot of time in handling miscellaneous tasks besides their duties with an implication of ‘we cannot concentrate on patrol activities because of many other tasks such as traffic enforcement and investigation backup.’ On the contrary, this kind of response was not observed in police station chiefs.

(5) Awareness on the manpower structure of local police:
When asked ‘do you think that manpower is absolutely short?,’ almost all respondents from the three groups said ‘YES.’ They said that police boxes are more urgent than police substations in terms of the necessity of increase in manpower. In police boxes, a 4-team-2-shift is common. In addition, they are mostly established in areas where a demand for police services is high. In all three groups, over 80% responded ‘there are too many Lieutenants and Sergeants compared to the number of Policemen and Senior Policemen. In addition, over 70% said, ‘there are too many aged officers (40 or older).’
Actually, this figure is significant considering that the respondents are 40.3 years old in average.

(6) Portion of patrol hours to the work hours of local police:
It has been estimated that patrol hours account for 60% of total work hours in average. In terms of the portion of patrol activities to police duties, no difference was observed between the 1st-grade and 2nd-grade police stations. However, difference was found between the 1st-grade and 3rd grade police stations. In case of the first-grade police station, there are a lot of 112 calls to and miscellaneous tasks to handle. Hence, it is reasonable that the portion of patrol activities is smaller than the 3rd-grade police station. Unfortunately, however, it was greater than the 3rd-grade police station in terms of the portion of patrol activities. The portion of the response ‘public security is very serious’ was statistically significant in police boxes, compared to police substations. In both 1st-grade and 3rd-grade police stations, the officers from police boxes were more concerned about public security than police substation officers. Regardless of the type of police station, the officers from the 2nd-grade police station responded that public security is very serious.

(7) Awareness on local police personnel management:
Regarding the comment ‘local police is more disadvantaged than police station in terms of reward,’ 82.8% of patrol police officers, 50% of middle-level managers and 23.8% of police station chiefs said ‘YES.’
Regarding the contention of ‘compared to higher police agencies, local police is disadvantaged in performance uation and promotion,’ 90.7% of patrol police officers, 78.7% of middle-level managers and 66.7% of police station chiefs said ‘that’s true.’ With regard to the opinion of ‘compared to police stations, local police is disadvantaged in performance grading,’ 82.1% of patrol police officers, 55.5% of middle-level managers and 23.8% of police station chiefs said ‘I agree.’ When asked ‘do you think local police is disadvantaged in using legal holidays,’ 23.5% of patrol police officers, 6.5% of middle-level managers and 0% of police station chiefs said ‘YES.’ According to the analysis above, police station chiefs and middle-level managers think that they do not discriminate against local police. However, many local police officers feel that they have been differently treated.

(8) Awareness on local police allocation conditions:
When asked about the necessity of allocating experienced officers in advance, 86.6% of patrol police officers, 89% of middle-level managers and 71.4% of police station chiefs said ‘definitely.’ Regarding the necessity of posting smart and young officers, about 90% said ‘YES’ in all three groups. In terms of the necessity of posting officers with a strong body and good personality, about 95% said ‘YES’ in all three groups. When asked about the necessity of posting honest and diligent officers, about 90% said ‘definitely’ in all three groups. Regarding the necessity of posting female officers, on the contrary, about 90% expressed a negative response in all three groups. The result was pretty same when asked to female police officers.

V. Suggestions for development of local police

Suggestion I) Improvement of infrastructure for local police

(1) Solving manpower shortage problems:
In theory, there are two ways to solve a manpower shortage problem; i) manpower reinforcement by maintaining current local police organizational system and ii) full-scale organizational restructuring. In the first method, it is difficult to convince the manger in charge of personnel policy for government employees in the Ministry of Public Administration & Security. In the 2nd second, on the contrary, it is permitted to make a decision without getting help from the outside. As the first step to solve manpower shortage problems, therefore, it is necessary to incorporate some police substations and policing centers among a total of 1,517 police substations and 1,095 policing centers scattered across the nation into police boxes. Then, it would be a practical approach to ask the Ministry of Public Administration & Security and National Assembly to increase the staff after estimating the manpower to be added.

(2) 100% personnel recruiting in local police station:
After expanding the policy box system, the number of staff to be added to each police station should be estimated and fully recruited. The general manpower allocation standards in police boxes and police substations can be estimated. In a police box, for example, a team (basically 1-2 staff members under 1 leader) is organized based on policing conditions and equipment. In particular, a 112 patrol vehicle is a basic element. In other words, 1 chief, 1-2 staff officers, 1 team leader and two officers per patrol vehicle (4 officers in 2 vehicles, 6 officers in 3 vehicles) are basically organized. For example, there should be at least 8 officers (including a team leader) per team for a night shift in the police box in which three patrol vehicles are operated. If estimated under the 3 and 4 shift systems, there should be at least 26 and 34 police officers respectively. Furthermore, about 10% should be added as reserve to be prepared against a vacancy because of training & education, leave or holiday.

(3) Allocation of competent police officers in advance:
The prejudice that police station officers are white-collar workers while police box officers are blue-collar workers should be eliminated by posting competent officers to the local police stations in advance. In particular, those who have caused a problem in the police station or found it difficult to get familiar with their work should not be sent to a police box any more. In addition, the police box officers should be more advantageous in rewards such as promotion and holiday than police station officers. In addition, the former should be provided with a variety of incentives to attract young and competent police officers.

(4) Policy consideration on female police officers:
In a police box, female police officers should be posted to an administrative team of get a daytime shift if possible. In case of nighttime shift, they should get help from a female police officer in a police station. In addition, work shift should be properly divided, and decent equipment should be provided in consideration of gender differences in physical capability. If a police box needs a female police officer, a shelter for female police officers only is essential. Because the current police substations are already crowded, it is almost impossible to make a separate space for female police officers only. Therefore, it is necessary to expand the police box facilities. If things are unfavorable for the expansion, it is required to establish facilities such as a shower room for female police officers only in a nearby policing center. If a police box needs female police officers to carry out some duties, it is important to treat them fairly in consideration of their gender differences from the aspect of protection of women’s human rights and use of female manpower.

Suggestion II) Improvement of work environment and system

(1) Establishment of alternative day-off system:
The 40-hour work per week for local police officers should be observed. In fact, it should be protected by laws, not by the instructions from National Police Agency. In particular, nighttime work hours and day-and-night shift systems should be properly improved. Furthermore, police officers’ work hours and duties should be thoroughly managed in order to make ‘the alternative day-off system’ under the instruction of National Police Agency properly utilized.

(2) Improvement of shift system:
In current police officers, the portion of overtime charges to basic pay is large. Therefore, there have been skeptical views on giving up all overtime charges for improvement or quality of life and work environment. In this sense, observance of the 40-hour-per-week system may not much attractive to local police officers. Therefore, if overtime charges significantly increase, or its portion to basic play dramatically decreases, police officers’ preference to overtime changes would become clear.

(3) Appointment of the director of the control center as the head of the police box:
Under the current local police system, a police station is supposed to cover entire jurisdiction area. Considering the fact that the on-duty of the head of the police box is not performed with a particular purpose, it would be desirable to have the director of the control center to supervise the local police in person when a demand for local police services is high. It would also be a good idea to make nighttime policing activities performed by local police under the control the director of the control center in order to allow him/her to get access to the case in the process of transfer it to the police station. Under the system in which the director of the control center is operated, and the jurisdiction area is controlled, it is necessary to search for settlement of various systems by designating a certain police station as the pilot police station.

(4) Study on night shift system:
On July 15, 2010, ACS, NIOSH, NEHS and NCI announced 20 cancer risk factors in their joint report. They added shift work on the list as behavior factor, not as physical factor. Among 20 cancer risk factors, day-night shift work was chosen as behavior factor, not as a chemical material. Therefore, it is necessary to focus on correcting the day-night or night-day work shift system for improvement of the work shift system of local police. In particular, it is a good idea to establish a rational working system, focusing on how to improve the night shift (22:00 - 06:00 in accordance with the Labor Standards Act, specifically 00:00 - 04:00) system. In addition, this approach can consider local police officers’ health issues.

Suggestion III) Improvement of education on local police

Besides education and training, it is also necessary to draw interest and investment in education to enhance the potential capability of local police. In this sense, interest in the fields (ex: psychological counseling, recovery of PTSD, stress management, etc.) which have not been covered in the conventional education and training would be meaningful. Instead of emphasizing correct and accurate work attitudes, it is necessary to make local police officers aware of their values. In addition, appropriate supports such as supplement of teaching staff in the police education & training institute and development of local police educational curriculum are needed. It would be desirable to abolish or integrate the redundant courses in living safety curriculum which consists of three stages (policy education & training institute, regional police academy and police station) and operate educational programs which meet the characteristics of the educational institutions. It will be more efficient to have more practical courses covered by regional police academy. In addition, the police education & training institute needs to cover the courses which suggest a direction on the role of local police and value improvement. Lastly, police station needs to provide education & training services in consideration of local conditions.

Suggestion VI) Improvement of 112 call response system

(1) Improvement of 112 call response system:
First of all, it is necessary to simplify a code classification system and educate staff members at the 112 call center to use it. It would be a good idea to change the police civil service call center number (1566-0112). It is necessary to shorten the call number to 3 digits just like ‘112’ and actively advertise it to the public. It is also required to amend ‘Act on Protection and use of Location Information’ which allows the fire station and maritime police only to request for location information in order to make it possible for the local police to get access to the location information. If the image information collected by the CCTV Control Center is available in the 112 Call Center, it would be very helpful for the police to handle crimes. With the information, the police would be able to check a suspect’s features and clothing and figure out which way the suspect ran on a realtime basis.

(2) Service diversification:
As the number of foreigners living in Korea gradually increases, it has been pretty common to run into one of them on the street. Therefore, it is time to come up with a plan to properly handle the 112 calls by foreigners. At present, interpretation services are provided through Pickupphone. Under the Pickupphone service, however, 3-way call is not available. In addition, the service is not available at night. To solve these problems, it necessary to establish a police interpretation center and recruit bilingual staff members.
In fact, it is necessary to introduce the Happy Call system which calls back later to callers to ask if they are satisfied with the 112 call service. With current policy manpower, it is impossible to monitor all 112 calls (over 8 million calls per year). Therefore, a caller satisfaction uation method through the ARS service would be the best practical solution. In addition, if the head of Bureau of Living Safety of National Police Agency can analyze the calls and come up with an alternative, the problem-oriented policing take place in a naturally way. If these efforts to properly respond to the results of the satisfaction uation and calls are connected to the system, the goal of local police activities would focus on the current issues of the local community.

(3) In-depth analysis on 112 calls:
After receiving the call and inspecting the scene, the results must be updated. In addition, it is important to analyze the actions taken by the police. Specially, the followings should be analyzed; average travel speed and mileage of the police car as well as average arrival time at the scene.

Suggestion V) Crime and risk prevention-oriented operation

(1) Scientific policing:
In reality, the opinion of the command (ex: Commissioner-General of National Policy Agency, etc.) is often more important than scientific facts. This kind of practice should be corrected. In addition, it is necessary to have a comprehensive awareness on the social crime, developmental crime and situational crime prevention strategies in addition to legal execution-based crime prevention activities. For this, systematic education on crime prevention science is essential. In other words, it is necessary to make the police accumulate knowledge of crime prevention science as well as systematic knowledge on laws for the exam for recruitment or promotion. In addition, it is required to develop decent crime prevention strategies which fit for local situations by investigating scientific crime prevention strategies and the latest crime prevention strategies and techniques of advanced countries after organizing a crime prevention department in the Bureau of Living Safety of the National Police Agency.

(2) Expansion of local police partnership:
For the patrol police, it is necessary to contact the locals in person and get useful information. To strengthen the contact with the local residents, it will be a good idea to patrol on foot or bicycle. In some areas, however, it is almost impossible for police substations or police boxes to patrol the entire area. Therefore, it is necessary to adjust the jurisdiction area. In order to make a partner of the local police, it is important to include the respected people in the local community in the partner group. Those who are under several criticism from the public, run the business which is under the supervision of the local police or attempt to strengthen a political ground through the partnership must be excluded from the partnership. Meanwhile, it is important to secure budget not to make the expenses for operation of the partner group covered with the members’ money.

(3) Crime prevention activities fit for local characteristics:
It is necessary to give authority to run the police box or police substation in a Lego style to the police station chief. Instead of limiting a type of patrol activities to the patrol by car, on foot or bicycle, the police station chief and head of the police box should have a right to operate diverse patrol activities in consideration of local conditions. In areas where a theft frequently occurs, for example, it could be one solution to prevent the theft to organize and operate ‘patrol-in-plain-clothes team.’ The qualitative uation as well as the quantitative uation on policing performances through sufficient analysis on geographical characteristics is also important.

(4) Reliving a burden or work other than crime prevention activities:
In order for the local police to focus on and efficiently promote crime prevention, it is necessary to further strengthen the reduction of work burden. In fact, it is required to classify the orders and instructions into those handled by police stations and those that should be taken care of by local police. So far, police stations have often handed over 112 calls or certain unwanted cases to police boxes or police substations. This kind of unfair practice should be corrected. In other words, police boxes and police substations should not be operated just like the subordinate agency of the police station. Instead, it should focus on protecting the locals’ peaceful life and prevent crimes.

(5) Revision of Act on the Performance of Duties by Police Officers for expansion of the right of police questioning:
The police questioning stipulated in Article 3 of the Act on the Performance of Duties by Police Officers originated from the Japanese law in 1953. Hence, it is not appropriate to the diversified modern society. In particular, as a risk of disaster and terrorism in public facilities is on the rise, the clear legal ground which allows the police to inspect people’s identity is essential as long as it is impossible to inspect a crime suspect and those who enter into or exit from these facilities.

(6) Improvement of the infrastructure for cooperative policing:
The operation of the Living Safety Council needs to be improved as follows: First, it is required to maintain a close partnership between the locals and the police by attempting to accept their opinions on policing policies as much as possible at the monthly meeting. Second, sincerity and trust should be established between the police and council members. Third, the police command should increase budget for operation of the council while the heads of the police boxes and police station chiefs should come up with a plan to use conference facilities by signing an agreement with public organizations within the jurisdiction in order to prevent the police box and police station officers from expecting financial assistance from the members of the partner group. In terms of operation of autonomous security guards, the followings should be improved as well: First, for careful selection and appointment of autonomous anti-crime volunteers, sincerity and trust should be established between the police and the volunteers. Second, it is necessary to have the police handle both administrative support and financial support on autonomous security guard. Therefore, any possibility that local political authority would influence the operation of local police boxes and substations should be eliminated in advance by making the local organization partially pay the bill of the operation of the autonomous security guard.

Suggestion VI) Enactment on the Act on the Protection and Handling of Drunken Men

For drunken people, it is necessary to establish the principles on central values (‘protection’ and ‘control’). In addition, it is required to come up with diverse customized methods to properly respond to drunken people by a type of behavior. The protection of the drunken people should be handled from the welfare service perspective, rather than from the aspect of maintaining public order. For this, the related parties (ex: central government, local authority, public health center, civil group, etc.) should systematically collaborate with each other. In particular, it is necessary to establish an organic cooperative system which allows the police to engage in preliminary investigation and administrative and public rescue organizations to perform follow-up actions. In other words, a multi-functional cooperative system which allows a medical institution or fire department to decide the necessity of emergency rescue operation should be established. In terms of welfare administrative services for drunken people, a local authority should be included in this system. In most countries, a drunken riot in public places is strictly forbidden by law because it can be a serious threat to public order. Therefore, Korea also needs to enact a new law in order to build a national cooperative system which can protect and control drunken people and protect their human rights.