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The A & F Department provides directions in all matters concerning administrative and financial matters in the Force, and works closely with in the management and provision of transactional financial functions. Its primary role is to optimise administrative and financial resources to meet the operational needs of the SPF.



To provide timely and effective administrative, finance and procurement services.



A&F Department’s main roles are :

  1. Administration Division

  2. The Administration Division oversees records and office management.

  3. Procurement and Contract Management Division

  4. The Procurement and Contract Management Division oversees procurement, supplier and contract, and supplier partnership and essential firm management.

  5. Budget and Revenue Division

  6. The Budget and Revenue Division is responsible for matters pertaining to resource accounting and budgetary management.

  7. Financial Services Division

  8. The Financial Services Division is responsible for the payment of salaries and allowances, retirement and post-retirement benefits, and compensation to officers.

  9. Strategic Planning and Training Division

  10. The Strategic Planning and Training Division oversees the department’s work plans, manages manpower resources and administration, and also oversees the Financial Training School.



The Centre for Protective Security (CPS) is formed to consolidate capabilities and functions to support the implementation of Infrastructure Protection and Security Industry Transformation. CPS brings together relevant regulatory, operational and technical expertise across different Ministry of Home Affairs (MHA) units to enable a co-ordinated approach to strengthening Singapore’s protective security landscape.

CPS provides protective security training and advisories to stakeholders and manage key security programmes like Red Teaming and TOPSIS (Threat Oriented Persons Screening Integrated System) to enhance the overall capability of Home Team Departments, home-front agencies and key stakeholders.

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To enhance the protective security standards in Singapore so as to ensure Singapore’s safety and security. We do this by implementing the Infrastructure Protection Act, transforming the security industry and building protective security capabilities.



CPS’s main roles are:

  1. Infrastructure Protection Regulation

  2. Administer Security-By-Design (SBD) and Protected Areas/Protected Places (PA/PP) operations as part of the Infrastructure Protection Act implementation, including assessment and approval of security plans, inspection frameworks, enforcement and investigation.

  3. Training and Capability Development

  4. Coordinate industry training and development for the security industry (including implementing the Specialist Diploma for Security Consultants in collaboration with the Security Industry Institute). CPS also provides protective security training and capability development for the Home Team, home-front agencies and key stakeholders.

  5. Guidelines and Standards

  6. Develop protective security guidelines and standards by working with Home Team Departments and industry partners.

  7. Productivity and Technology

  8. Collaborate with the security industry to support innovation and adoption of technology to improve both productivity and security outcomes.

  9. Outcome-based Contracting

  10. Engage with public and private sector buyers to roll out outcome-based contracting for procurement of security services.



The Community Partnership Department (CPD) was established to oversee and drive SPF’s community engagement and partnership efforts. It is the staff authority for SPF’s community engagement and partnership strategies, policies, structures and programmes.



To prepare, organise and partner the community to achieve SPF’s mission.



CPD’s main roles are:

  1. Operations and Capabilities Branch

  2. The Operations and Capabilities Branch of CPD maintains oversight, provides direction and drives the work done by Community Policing Officers in the Neighbourhood Police Centres (NPCs). The branch oversees the operations and capabilities of the Community Policing Units (CPUs) in NPCs and ensures necessary resourcing and equipping of officers for effective engagement with the community.

  3. Partnership Management Branch

  4. The Partnership Management Branch reviews and develops engagement strategies to build and expand effective platforms and network, such as the Neighbourhood Watch Zone and Safety and Security Watch Group, within various domains. The branch also oversees, reviews and evaluates engagement efforts, initiatives and programmes across the various Land Divisions to ensure their effectiveness and consistency in achieving productive outcomes.  

  5. Volunteer Management Branch

  6. Volunteers are an extension of SPF in helping to promote and ensure the safety and security of the community. The Volunteer Management Branch works closely with the relevant units to oversee the spectrum of volunteer schemes from Citizens on Patrol (COP), to the Volunteer Special Constabulary (VSC) and the SPF Councils and Boards, by providing guidance on the policy and framework for the volunteer schemes. The branch will also review and develop engagement plans and platforms to ensure effective engagement of the volunteers.



The Inspectorate and Risk Management Department (IRMD) acts as an independent and objective department to be responsible for the governance, risk management and internal controls of SPF. Through risk-based internal auditing and active risk incident tracking, IRMD provides assurance and consultation services for ensuring the effectiveness, efficiency, and sustainability of the internal controls of high-risk areas within SPF.



To provide a fair and accurate assurance to the SPF Senior Management by putting in place a sustainable and effective force-wide risk-based internal control and assurance framework, to help them fulfil their oversight responsibilities in Governance, Risk Management and Compliance, in support of SPF Mission.



IRMD is supported by the three divisions: - Operational Inspectorate Division (OID), Finance and Resource Inspectorate Division (FRID) and Risk Management Division (RMD).


IAO is headed by a Director with 2 Special Investigation Teams and an Internal Prosecution Office. The 2 Special Investigation Teams which consist of Senior Officers as investigators. As an independent Office, IAO will centrally manage investigation into serious disciplinary and criminal cases committed under colour of office involving SPF officers. Besides ensuring high investigation standards and consistencies, IAO will also proactively explore ways to address rising trends in certain types of criminal or disciplinary offences so that SPF can proactively engage the right target group to arrest such trends.



The mission of the Internal Affairs Office is to uphold Police values and maintain public trust through independent investigation into complaints and offences involving SPF’s officers.



IAO’s roles and responsibilities include the following:

  1. Central management of the investigation into serious disciplinary and criminal cases;

  2. Ensure high investigation standards;

  3. Support Manpower Department to identify disciplinary trends;

  4. Develop and share case studies;

  5. Identification of trends of misconducts/ crimes for follow-up.


The International Cooperation Department (ICD) was established as the staff authority on all international engagement efforts of the Singapore Police Force (SPF).



To enhance SPF’s operational effectiveness, bolster continuous capability-building and strengthen our international standing through good relations forged with worldwide strategic partners.



ICD’s main roles are: 

  1. International Policy Division (IPD)

  2. IPD is the staff authority for SPF’s international engagement strategy which seeks to safeguard and promote SPF’s interests by forging enduring relations with foreign law enforcement agencies and securing areas of opportunities for cooperation. This is done through engagement efforts such as promotion of joint trainings, bilateral and multilateral meetings and cooperation and memorandums of understanding. With regular monitoring of regional and international developments, ICD ensures that SPF’s strategy keeps pace with national priorities and the international engagement efforts provide long-term strategic value to SPF.

  3. International Operations Division (IOD)

  4. IOD assumes the role of the INTERPOL National Central Bureau (NCB) in Singapore. NCB Singapore is the designated contact point with the INTERPOL General Secretariat, regional offices and the other 191 member countries on transnational police cooperation, including investigations and operations. It also serves as the gateway for exchange of security information and intelligence, as well as facilitation of cooperation, between SPF and local enforcement agencies with our foreign counterparts. As the staff authority on international operations, IOD provides guidance to SPF units on matters relating to cooperation with SPF’s foreign police counterparts on operations and investigation, and ensures alignment of SPF's international operations with international policies.

  5. Protocol & Administrative Services Division (PASD)

  6. PASD is the staff authority on all Protocol matters pertaining to major SPF ceremonies, events and visits. PASD ensures that the due order of precedence and procedures are observed in accordance to established international diplomatic formalities. Through relationship-building, PASD provides steadfast support in SPF's efforts to strengthen relationships with our foreign and local partners, both Police and non-Police, through the various platforms of diplomatic engagements.



MPD is the staff authority to deal with all human resource (HR) matters in the Singapore Police Force (SPF).



To recruit, retain and develop the right people, and to provide an appropriate exit system.



MPD’s main roles are:

  1. All HR functions including administration of terms of conditions of service, postings, promotion, career development, performance management and talent grooming.

  2. All recruitment functions including recruitment programmes, career talks and scholarship administration.

  3. All discipline matters to maintain discipline and integrity in the force and administration and processing of awards to deserving officers.

  4. All manpower planning functions including planning for optimal manpower resources through careful monitoring of trends and compensation package as well as long term strategic manpower planning.

  5. To promote esprit de corps among the officers and enhance their welfare and general well-being through the administering of welfare amenities/schemes and activities like recreational facilities, sporting activities and financial assistance scheme.

  6. To design and develop the structure, process and system changes required to modernise SPF’s HR processes and service delivery.

  7. To provide timely and effective career transition support and services to retiring and retired officers of the Force.


Operations Department is the staff authority on operational matters within the Singapore Police Force.



The Mission of Operations Department is “To turn Plans into Action”.



To achieve its mission, Operations Department adopts the three key strategic thrusts of Operational Excellence, Operational Readiness and Operational Development. There are 11 divisions under the department and they manage the following core operational functions under the three thrusts. The department also oversees the Home Team Unmanned Aerial Vehicle (UAV) Unit and the New Phoenix Park Security Unit.


Operational Excellence

Operational Readiness

Operational Development

  • Formulating and reviewing frontline and specialist operational policies, plans, doctrines, tactics and procedures

  • Providing policy guidance on the custodial care of Persons-In-Custody

  • Developing doctrines, Standard Operating Procedures and policies for managing major incidents, daily operations, and managing the Police Permit regime

  • Fighting crime by developing effective crime prevention policies, coordinating joint operations, and evaluating crime prevention content and crime control strategies

  • Coordinating SPF’s security and contingency planning efforts in the successful execution of major security events held in Singapore

  • Formulating, validating and reviewing policies and plans to ensure that the SPF is ready to respond swiftly and effectively to major contingencies and national emergencies

  • Coordinating the SPF’s efforts in dealing with terrorist threats, focusing on prevention, deterrence and capability development

  • Ensuring the operational readiness of SPF’s Units to respond to and effectively manage major incidents and contingencies through the conduct and evaluation of exercises from line unit to Police HQ levels

  • Developing and managing operations-related technologies such as cameras, sensors, and capabilities for effective command, control and communications

  • Ensuring that SPF’s operations are “Future-Ready” through engaging key partners, exploring new ideas and experimenting

  • Overseeing SPF’s UAV operations and driving the development of UAV capabilities that support Home Team operations

  • Overseeing the operations, training and capability development of the Auxiliary Police Forces, and ensuring alignment with MHA’s and SPF’s strategic interests


Operations Department also oversees the New Phoenix Park Security Unit (NPPk SU). The NPPk SU has the overall mandate to take charge of the overall protective security and access control of NPPk.


The Planning & Organisation Department (P&O), is a staff department responsible for charting the future of the Singapore Police Force (SPF) through strategic planning, capability building and organisational development, in order to keep the SPF relevant in an ever-changing world.



To drive strategic planning, capability building and organisational development in the SPF to ensure its success now and in the future.



P&O Department’s main roles are:

Strategic Planning Division

  1. Developing SPF's strategic plans and strategic policing direction

  2. Transforming strategic plans into tangible work plans for force-wide implementation

  3. Providing SPF's position on policy and legislative issues

  4. Developing and measuring organisational performance

Resource Management Division

  1. Managing manpower establishment and budget planning

  2. Managing force-wide resource allocation and re-deployment

  3. Managing unit re-organisations and establishment re-structuring

Organisation Development Division

  1. Driving innovation

  2. Driving knowledge management

All Divisions in P&O

Managing SPF-wide work streams and events such as the annual MHA Committee of Supply (COS) Debate and the Police Workplan Seminar


The Police Licensing and Regulatory Department (PLRD) regulates sectors that pose risks to a safe, secure and orderly society under various regimes in support of SPF’s mission to prevent, deter and detect crime. These regimes include Public Entertainment, Liquor, Massage Establishments, Secondhand Goods Dealers, House-to-house and Street Collections, Private Lotteries, Arms and Explosives, the Private Security Industry and the Auxiliary Police Forces.



To effectively regulate sectors under our its licensing regimes in support of SPF's mission to prevent, deter and detect crime.



The PLRD is responsible for policy formulation, application processing and enforcement action across its licensing regimes.



Police Cantonment Complex
391 New Bridge Road, Block D, #02-701
Singapore 088762

Hotline: 6835 0000


The Police Logistics Department (PLD) was established with the mission to provide timely mission-centric capabilities for the Singapore Police Force (SPF). PLD is responsible for the acquisition, distribution, maintenance and disposal of non-ICT equipment and accoutrement, armament, automotive and infrastructures.



To support the mission of SPF by providing timely mission-centric capabilities.



PLD is organised into 4 asset groups and 4 staff units to support its mission.


PLD Asset Groups

PLD Staff Units

Staff units


The Police National Service Department (PNSD) consists of various branches, namely NSmen Personnel, NSF Personnel, Planning and Provost & Discipline. The different branches work together, enabling better focus on training, deployment, welfare and benefit, and discipline for the PNS population that Police National Service Department serves.


To ensure Police National Service Resources are operationally ready.


PNSD’s main roles are:

  1. All PNS personnel affairs and development functions (e.g. enlistment, posting, promotion, welfare, rewards, compensation and remuneration)

  2. Formulation of policies and implementation plans for the development and optimisation of PNS resources

  3. Improving the discipline of PNS personnel by a two-pronged strategy of prevention and deterrence


The Public Affairs Department (PAD) enhances the reputation and brand image of the Singapore Police Force (SPF) through the effective management of communications to the media and members of the public. Our key responsibilities include:

  1. The liaison authority between the SPF and the news media, as well as for information management and crisis communications;

  2. Development of SPF’s corporate communication strategies and policies;

  3. Production of publications and multimedia content; and

  4. Preserving and promoting SPF’s heritage.



To enhance the reputation of the SPF and public trust through strategic and effective communication.



PAD’s main roles are: 

  1. Multimedia Communications Division

  2. The Multimedia Communications Division (MCD) is the print and multimedia content production arm of the SPF. Apart from the content production, MCD also oversees the SPF website. To foster greater public understanding for SPF officers and their work, MCD collaborates with the broadcast media in television productions such as Crimewatch and C.L.I.F. MCD also works closely with relevant stakeholders to create contents that support and promote the mission and brand of the SPF.


  3. Policy & Development Division

  4. The Policy & Development Division (P&D) formulates and drives communication policies and branding guidelines for the SPF, and ensures that the SPF brand is portrayed consistently and accurately both within and beyond the Force. P&D also develops and manages strategic communications in the event of a major incident or crisis, and oversees the resource planning, administrative and overall financial functions of PAD.


  5. Public Communications Division

  6. The Public Communications Division (PCD) handles all media-related matters. PCD is the lead for the communications of all SPF-related events, including media publicity and internal communications. PCD also drives SPF’s crisis communications efforts and ensures a consistent and timely update of information to the public through mainstream and social media. In enhancing SPF's online capabilities for effective communication and engagement by sharing digital and multimedia content on social media platforms, including Facebook, Twitter and YouTube, PCD promotes the SPF brand.


  7. Heritage & Social Responsibility Branch

  8. The Heritage & Social Responsibility Branch (HSB) is responsible for preserving and promoting the rich heritage of the SPF, as well as driving the fundraising and social activities component under the SPF’s corporate social responsibility (CSR) efforts. HSB advances public education and the understanding of the history of the SPF, including facilitating the collection and preservation of Police artefacts, as well as curating the exhibits and hosting tours at the Police Heritage Centre.



The Service Delivery Department (SDD) plays a key role in ensuring that the Singapore Police Force (SPF) delivers professional police services and in so doing, garner greater public trust and confidence in the SPF. The department works in close partnership with other SPF departments/units as well as external agencies to achieve the service oriented outcomes.



To ensure that the SPF delivers professional police service at every interaction with the community so as to discharge our Police mission effectively.



SDD main roles are:

  1. Service Development Division (SDD)

  2. The Service Development Division is responsible for ensuring positive citizen experience and public trust in Police services by implementing initiatives that will transform how services are delivered to citizens; developing training programmes with internal and external stakeholders; reviewing service doctrines to keep pace with public expectations; conducting audits to determine if service standards are met; and implementing programmes to recognise and reward officers for good service performance.

  3. Service Feedback Division (SFD)

  4. The Service Feedback Division is responsible for upholding public trust and confidence in Police services by ensuring public feedback to SPF and non-compliance or lapse in Police services are addressed and managed objectively, expeditiously and professionally.



The Training & Capability Development Department (TCDD) was formed as part of Singapore Police Force (SPF) Training Transformation Plan to enhance and professionalise training in SPF.



To lead the training community towards training excellence.



TCDD is the staff authority on all training matters in SPF. It comprises five divisions responsible for driving training transformation and capability development; ensuring training safety and effectiveness; adopting new instructional technologies; and professionalising training in SPF.

TCDD is driving the implementation of the SPF’s Training Transformation Plan. The philosophy underpinning the training transformation is that officers must be trained for the job they are deployed for, training can take place anytime and anywhere, individual officers must take responsibility for their own training, and leaders must take ownership of workplace learning to reinforce the mindset that training is mission critical.

The nexus between operations and training cannot be overemphasised. The SPF will dedicate attention to training capability development and delivery in support of current and future operations. This ensures that officers are equipped with timely and relevant skills and competencies to perform their jobs effectively, leading to mission success. At the organisational level, this will ensure that the SPF becomes a more capable and dynamic police force, one that is well prepared for any contingencies and future challenges.


The Volunteer Special Constabulary (VSC) comprises volunteers from all walks of life, from professionals such as lawyers and engineers to blue-collar executives, bonded with the same aspiration to serve the nation by complementing the SPF. VSC Officers don the same police uniform as their regular counterparts and are deployed to the various land divisions and specialist units.



To support the SPF to prevent, deter and detect crime through volunteerism.



VSC recruits undergo a non-residential Police Officer Basic Course at the Home Team Academy. The Course is conducted in the evenings, twice a week, for a duration of about 6 months. It imparts the volunteers with basic police skills, basic legal knowledge, street craft, firearms training, physical training, drills and unarmed combat. Recruits will be required to pass a prescribed examination at the end of the training period.

On completion of the course, VSC Officers are posted to various Land Divisions or Specialised Units, namely 7 Police Land divisions, Airport Police, Police Coast Guard, Transport Security Command and Traffic Police. Though posting choices are provided, they are subjected to organisational needs of the SPF. Officers are required to perform a minimum of 16 hours of duty per month and will receive an allowance of S$4.60 per hour, regardless of rank.