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
“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 CP’s
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
Head of
Finance
Research
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 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.
Escort duties/cash, royalties, prisoners, VIPs etc.
Patrol (sea and border)
Enforcing laws
Securities
Police force requires able, competent, knowledgeable, trust officers.

5. 2. RECRUITMENTS Recruits Cadets (ASP and Inspectors) Training syllabus
9 months training
recruits yearly
Cadets (ASP and Inspectors)
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 – 16 weeks at Police Training centre.
Normally conducted after 3 years service.

6. 3. HEAD OF TRAINING
Strength Superintendent and a few officer of junior ranks.
Duties
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.
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 Output
recruiting etc.
new technologies
Output
performance of officers
individuals grow
mature
motivated
better results

10. 7. EVALUATION No training evaluation Ad Hoc committee to be formed.
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.

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