The Royal Brunei Police Force
Training in Perspective
Presented By:
Senior Superintendent of Police
Abd Rahim Bin Hj Mohd Nor
Deputy Director of Operation
Police Headquarters
Royal Brunei Police Force
“A competent police officer is seem to possess
a good general knowledge, a good
specialised knowledge of the law and the
executive skills and ability to use the available
knowledge to solve a wide range of diverse
problems or varying degrees of complexity. This
calls for a multi disciplinary type of police
training.”
Dale - 1994
“Law enforcement agencies face the problem of
Planning and subsequently establishing training for
every conceivable eventuality or situation which will
be encountered by the officers. Nonetheless relevant
and timely training in all areas must be adopted in
accordance to the priority perceived by the organisation.”
Pinzotto and Davis (1995)
ROYAL BRUNEI POLICE FORCE ORGANISATIONAL STRUCTURE 2005
Inspector General of Police
IGP
Commissioner of Police
CP
Deputy Commissioner
of Police
DCP
Director of
Administration
& Finance
Director of
Operation
Director of
Logistics
Deputy Director of
Administration &
Finance
Deputy
Director of
Operation
Deputy
Director of
Logistics
Head of
Training
PRG
Quarter Master
RU
Communication
OCPD
Belait
OCPD
Muara
Deputy
Director
CID I
Director of
Traffic Investigation
& Control
Deputy
Director
CID II
Head of CP’s
Secretariat
Deputy Director of
Traffic Investigation
& Control
Administration
Serious
Crime
Head of
Finance
OCPD
Brunei
Director of
Criminal
Investigation
& Intelligence
OCPD
Tutong
Research
OCPD
Berakas
OCPD
Jerudong
OCPD
Temburong
1. INTRODUCTION
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Formation of Royal Brunei Police Force - 84th year
Small organization - 3000 officers
Police formation
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Functions of the force
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Detection and prevention of crime
Collecting intelligence
Other functions
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Headquarters
7 Police Districts
Minor Stations
Police Posts
Marine Police
Reserve Unit
Crime investigations.
Traffic accident investigations.
Regulating traffics.
Police operational.
Escort duties/cash, royalties, prisoners, VIPs etc.
Patrol (sea and border)
Enforcing laws
Securities
Police force requires able, competent, knowledgeable, trust officers.
2. RECRUITMENTS
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Recruits
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Cadets (ASP and Inspectors)
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9 months training
10 – 12 officers yearly
Training syllabus
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9 months training
30 - 40 recruits yearly
Posting
law study (Brunei law)
physical fitness
Drill (arms and foot)
- gaining experience before confirmation
(3 years probation)
Refreshes course - 12 – 16 weeks at Police Training centre.
Normally conducted after 3 years service.
3. HEAD OF TRAINING
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Strength - 1 Superintendent and a few officer of junior ranks.
Duties
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Nomination of officers to undergo
training locally or overseas. Top Management’s final decision.
Under the guidance Director of Administration and Finance. No authority to
make decisions.
The Head of Training should be directly under top management.
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Non – existence of training policy due to vagued vision of the force,
problems arise during implementation process of training due to lack of
coordination among departments in the force due to poor training policy
and vision.
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Failure to realize the importance of training to develop overall human
resources. Training may not be top management agenda.
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Weakness of personnels are not identified and therefore training may not
beneficial. There must be the right training to right officers.
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Head of Training should also be trained appropriately with relevant
knowledge.
4. ORGANISATIONAL
STRUCTURE OF TRAINING
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1 Superintendent and few officers of junior rank.
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Ideally
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4 senior officers
Head of Training
Local courses
Overseas courses
Management/budgeting/other courses etc.
Evaluation
Head of Training should be accountable to Commissioner of
Police not Director of Administration. Commissioner of Police
should be the policy maker who should directly instruct Head of
Training. Since vision of the force is not clear, task of training is
even more difficult.
5. TRAINING APPROACHES
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Force treats training as the purposeful
development of required skills, knowledge and
attitude of the staff.
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Problems
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Availability of resources
Budget
Monitoring
6. TRAINING CONCEPT
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Input and output
Force needs
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recruiting etc.
new technologies
Output
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performance of officers
individuals grow
mature
motivated
better results
7. EVALUATION
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No training evaluation
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should be introduced
assessment force training. Ensuring force’s goal is
achieved.
improvement to training, ensuring trainees have the
skill. Trainees benefited the training
Questioners - not fully entertained.
Job application
Ad Hoc committee to be formed.
8. CONCLUSION /
SUGGESTION
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Training is vital/planning/easy implementation
Training policy to be formulated and easily
implemented to achieve goals/visions.
Vision to be cleared.
The Head of Training should be accountable to the top
hierarchy. He can make decisions.
Individual training - building skills, knowledge,
confidence.
Training should be top management agenda/priority if
human resources development to be improved.
Budget allocation to training.
THE END