The Royal Brunei Police Force Training in Perspective

1
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
2
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)
3
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
Director of Criminal Investigation
Intelligence
Director of Traffic Investigation Control
Head of CPs Secretariat
Deputy Director of Administration Finance
Deputy Director of Operation
Deputy Director of Logistics
Deputy Director of Traffic Investigation Control
Deputy Director CID I
Deputy Director CID II
PRG
Quarter Master
Head of Training
Administration
RU
Communication
Serious Crime
Research
Head of Finance
OCPD Brunei
OCPD Belait
OCPD Muara
OCPD Tutong
OCPD Berakas
OCPD Jerudong
OCPD Temburong
4
1. INTRODUCTION

• Formation of Royal Brunei Police Force - 84th
  year
• Small organization - 3000 officers
• Police formation
• Headquarters
• 7 Police Districts
• Minor Stations
• Police Posts
• Marine Police
• Reserve Unit
• Functions of the force
• Detection and prevention of crime
• Collecting intelligence
• Other functions
• Crime investigations.
• Traffic accident investigations.
• Regulating traffics.
• Police operational.

5
2. RECRUITMENTS

• Recruits
• 9 months training
• 30 - 40 recruits yearly
• Cadets (ASP and Inspectors)
• 9 months training
• 10 12 officers yearly
• Training syllabus
• law study (Brunei law)
• physical fitness
• Drill (arms and foot)
• Posting - gaining experience before
  confirmation (3 years
  probation)
• Refreshes course - 12 16 weeks at Police
  Training centre.
• Normally conducted after 3 years service.

6
3. HEAD OF TRAINING

• Strength - 1 Superintendent and a few officer
  of junior ranks.
• Duties
• Nomination of officers to undergo
• training locally or overseas. Top Managements
  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.
• 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.
• Failure to realize the importance of training to
  develop overall human resources. Training may
  not be top management agenda.
• Weakness of personnels are not identified and
  therefore training may not beneficial. There
  must be the right training to right officers.
• Head of Training should also be trained
  appropriately with relevant knowledge.

7
4. ORGANISATIONAL STRUCTURE OF TRAINING

• 1 Superintendent and few officers of junior rank.
• Ideally
• 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.

8
5. TRAINING APPROACHES

• Force treats training as the purposeful
  development of required skills, knowledge and
  attitude of the staff.
• Problems
• Availability of resources
• Budget
• Monitoring

9
6. TRAINING CONCEPT

• Input and output
• Force needs
• recruiting etc.
• new technologies
• Output
• performance of officers
• individuals grow
• mature
• motivated
• better results

10
7. EVALUATION

• No training evaluation
• should be introduced
• assessment force training. Ensuring forces 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.

11
8. CONCLUSION / SUGGESTION

• 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.

12
THE END