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 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 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. • 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 • 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 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 • 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 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.

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