Tuesday, 29 July 2014

POLICE SERVICE CHANGE MANAGEMENT PLANNING

Why the National Police Service Needs This:
It is already apparent that great change is required in the national police service hence the much touted police reforms. To ensure that the desired change process is effective one needs a proper estimate of the work to be done, which areas, what exactly needs changing and when to do it. A good change plan will could generate the will to change and cause essential buy in from those that will be affected by the desired change within the service and from among other critical stakeholders like the host government ministry, the public and financiers etc. As part of the overall strategic planning for the police service a change management plan is an essential tool in attaining the services vision, mission and goals. Therefore I am setting out here to provide my thoughts on some main aspects for consideration in the police’s design of their reforms project.
Most change management plans have 3 levels:
I.            Factoring Change;
Identifying what change in scope, reasons for it, where the organization is, where it desires to be, how ready to change are you? How you will get there, who will be involved, the cost and risks involved.

II.            Implementation Planning;
The information collected in level 1 is then used in deciding activities, responsibilities and time frames in the action plan. Communication through the affected unit involving all stakeholders and required audience must be decided. To be safe a resistance to change plan that identifies possible areas of resistance and ways to deal should also be developed. Once this is done comes the actual performance.

III.            Project Evaluation;
Reviewing project outcomes, making any required corrective actions and celebrating successes with all involved are all important aspects of this level.

So without much ado let’s embark on level:  FACTORING THE CHANGE.
The police service reforms envisions an entire organizational change this was made evident by the peoples aspirations captured in the new constitution which branded the former police force into the now police service. The former was associated with a military like approach to civil policing, it was force abused often by use in enforcing partisan political opinion, a force that led every corruption index announced publically, one that had no or broken equipment whose poorly trained officers were under compensated and lived in over crowed dilapidated staff quarters. Required Reforms must include more than a name change. The scope should cover general themes as follows:
1.       A means to reduce/ eliminate corruption within the service;
2.       A means to identify and recruit the right people into the service;
3.       Improved relevant initial and ongoing training;
4.       Development of appropriate guide & standards of policing including professional ethics;
5.       A means to monitor quality service delivery system wide;
6.       Reduction in crime rates by use of sustainable deliberate strategy and a means to ensure its continued relevance;
7.       Improved management systems;
8.       Employment of additional manpower to attain the UN standard of 1 officer – 400 people;
9.       Police role rationalization to eliminate tasks that can be performed by private bodies;
10.   A means for improved elicitation of public partnership in fighting crime;
11.   Improved equipping in quantity and requirement;
12.   Improved employee compensation and benefits to include, housing, medicare, career progression and retirement benefits;
13.   Relevant research and development in policing and crime control;
14.   A means to attain and maintain international recognition, “World class” status;
15.   Rebranding and better public relations/ communications strategy
16.   Developing a means to influence other sectors for increased security e.g. street lighting, anti violent radicalization development focus;
17.   MOST IMPORTANTLY, OPERATIONAL THINKING: must change to incorporate new strategies that work better in our current times and circumstances.

This list may not be as comprehensive as desired some points may be merged to create one bigger objective. Whatever works will be good.

WHERE IS THE SERVICE NOW? Another aspect to consider is where the organization is currently. I have chosen to say much in this article nonetheless an honest self appraisal will be required if true change is to be attained. In the public domain issues of police officers involved in murder through excessive use of force or otherwise must be addressed. High corruption, reduction of terrorism and related crimes and work related conditions are all issues among other current challenges that depict the police service in a less than desirable way.

WHERE COULD THEY BE? When concerted effort is placed into the police reforms I see the organization eventually attaining a world class status. This means being comparable to the highly esteemed police organizations on the globe like Scotland Yard or NYPD and others.
FOR OFFICERS:
v  Will have a decent remuneration;
v  The best candidates will be recruited openly an fairly;
v  There will be chances for career progression free of nepotism or corruption;
v  Relevant adequate training will be provided and studies will lead to degrees or professional certification from accredited universities;
v  Compensation for work related injuries, medical cover for families, and great retirement benefits;
v  Staff housing will be provided or alternate self accommodation arrangements made;
v  Will be vied as professionals valued by the public honored in society a job most high potential youth will take as their first choice of career;
v  Work will be more fulfilling.

FOR KENYANS
v  Safer lives, less likelihood to meet violent circumstances thus better quality of life without fear;
v  More time and energy spent in economically gainful activity including a 24hr economy which wasn’t possible before;
v  More economic activity will in turn result in added employment opportunities;
v  Speedy and proper redress from the security and justice system;
v  An assured expectation to receive proper policing service;
v  The police will be a source of public pride and a level of more civilized living.

FOR THE SERVICE:
v  It means less work related stress and failure to achieve;
v  Effective crime reduction making Kenya an attractive destination for business and holiday alike;
v  Professional regard/ respect internationally;
v  Achieving the Vision, Mission and set goals;
v  With time it means easier enforcement as policing systems mature;
v  It means continued justification for its existence.

A full description of this level will include what we expect to see officers doing or saying, what roles will be affected and what it will feel like.

THE POLICE SERVICE’S CONCEPT SHIFTS
Change management requires a fresh way of thinking that the police command/ management must adopt in the pursuit of achieving adequate police reforms. That includes:
  1.      Accepting, overseeing, operating and carrying with the highest regard/ value the concept of policing by consent. That is the first and most significant concept shift the service must make. It is the reason why the drafters of Kenyan law probably desired a ‘Service’ in contrast to a ‘Force’.  In more highly regarded police departments like in Australia, the UK and Canada, they follow this method of working developed by Sir Robert Peel to define an ethical police service. In that system the police are only allowed to police by fellow citizens, based on their ability to demonstrate integrity and accountability in the exercise of police powers while at the same time affording appropriate openness to enquiry and investigation into issues of public interest. A police historian, Charles Reith writing about the same concept said, it succeeded not from fear but from public co-operation with the police encouraged by officer behavior which results in the approval, respect and affection of the public. In the nine principles handed to new recruits of the Metropolitan Police department in the UK in 1829 the same is well documented. One of the nine principles in particular is worthy of note here; “to recognize always that the power of the police to fulfill their functions and duties is dependent on public approval of their existence, actions and behavior and on their ability to secure and maintain public respect”. If the Kenya National Police Service bases its entire existence and operation on this one concept we will be more than half way towards attaining a world class police service status.
  2.      Moving from reactionary policing where resources are deployed to deal with crimes that have already been committed to proactive working, say through improved community policing where officers, the community, government officials and neighborhood coordinators work to identify and evaluate problems that contribute to the likelihood of crime and solve them. In this model of working the SARA system could be used. SARA is an acronym depicting the four main steps of problem solving and decision making police forces use, they are Scanning, Analysis, Response & Assessment.
  3.     Adapt more predicative policing. By compiling crime data on a daily biases and inputting the same into algorithms patterns of crime can be detected these patterns would help the police at ground level better plan their work almost like beating the criminal to the crime scene. Now there is even crime mapping and analysis technology available that will help the police undertake the exercise easily at station level as is the case in NYPD. A test carried out in Santa Cruz in the US showed accuracy of over 40 percent and could be improved with better data collection and analysis available today. A concept that may be somewhat new is Data fusion which is "the exchange of information from different source including police, private sector and other government organs. In the US the concept has given rise to so called fusion centers formed by 2 or more entities to collate, process, analyze and disseminate actionable intelligence so as to inform strategic and tactical management of policing. This entire concept can still be expanded further to incorporate Intelligence Led Policing where intelligence is used to guide operations more. Already the service there exists a criminal intelligence unit which must be aware of recurrent/ professional criminals operating in different ways and areas. Therefore they could increase resources in surveillance and informants around those known crooks so as to determine their preventative actions. The criminal intelligence section may simply need to expand its operation to support daily deployment of resources at each station or may need to expand its working structure  to include some more of these ideas. This point is in no way a comprehensive discussion on the subject but the concepts mentioned are critical pointers and more effort, thought and alignment ought to be made in this direction.
  4.      Devolving none core duties to the private sector is one way the police service could think for reducing pressure on its manpower while allowing them to concentrate on those functions that are more integral to themselves. Functions like traffic duties, security even armed for airports the railway and sea ports can be given to Parastatals and County authorities like Kenya Airport Authority who already double in this function and have staff who train in government security training centers already. Similarly most counties already have traffic marshals so why not handover this function to them. Laws can be amended and or the approved bodies could be seconded as police reservists with specified functions. All administrative work in the police service should also be given to civilian staff, why train as a police officer and then work as a clerk? The service must automate what can be automated and leave the rest to civilian workers. A comprehensive analysis of all policing functions is called for to determine smarter less occupying fashion of working to allow concentration on important aspects of their service delivery. Forward looking police departments like the West Midlands or the Surrey Police department in the UK are going as far as privatizing actual criminal investigations even setting up a first private police station run by G4S here we are still debating to legalize armed private guards. Management concepts need to be reviewed quickly to meet our prevailing circumstances adequately and stop living in the past paralyzed by the uncertainty of the future.
  5.      Invest in your Human Resource, it has been said treat your employees the same way you want your clients treated. Sir Richard Branson posted an article on Linkedin the other day, empower your staff so that they can leave any time and treat them in such a way they will not want to leave [hope I got it right]. If the police service wants to attract the best people to its employment they will have to review their thinking on how to treat employees. The brightest strongest fastest are like bread crumbs in a fish pond thing is the police is not the only fish in the pond. KDF is there, Safaricom is there, KQ and Virgin are there, the UN is looking also and many more some of you reading this have probably been picked by those other fish. So who remains for the police? I wouldn’t generalize every officer as second grade but I hope you see my argument, failure before the race even starts. Sometimes employees come into an organization as grabs still in their cocoons as may be the case with some police officer. If the police service can rework the HR function to make it more strategic able to enable, develop and motivate their officers as many multinational corporations do the results are bound to be as impressive as those reflected in growth and profit. In a book, ‘Principles of Management’, by Manson C. Talya B. & Berrin E. I found the following necessary questions that as they say an HR department should answer: [a little paraphrased]

v  COMPETENCE: to what extent does our organization have the required knowledge, skills & abilities to implement the strategy?
v  CONSEQUENCE: to what extent does our organization have the right measure, rewards & incentives in place to align officer’s efforts with the Service’s strategy?
v  GOVERNANCE: to what extent does the police service have the right structures, communication systems and policies to create a high-performing entity?
v  LEARNING & LEADERSHIP: to what extent can the police service respond to uncertainty, learn and adapt to change quickly?
The same authors continue to write about human capital [employees, in our case officers] they quote the Society of Human Resource Management’s Research Quarterly, defining an organization’s human capital as follows: “A company’s human capital asset is the collective sum of the attributes, life experience, knowledge, inventiveness, energy and enthusiasm that its people choose to invest in their work.”  The National Police Services HR department/ staffing officers or whatever title they go by must take bolder steps towards this way of thinking and managing the greatest asset the service has.

Finally for today I’d like to point out that the service will require undertaking a comprehensive analysis to determine that all elements of change including any training needs, job roles and other requirements have been covered. This way implementation will touch all required areas. Next time we continue to identify proposed route for reforms, obstacles, risks and stakeholders in the change plan….

Tuesday, 15 July 2014

The National Police Service Strategy

Part 2: The Vision & Mission
“To provide quality police service to meet the expectation of our customers; by upholding the rule of law and creating and maintaining strong community partnerships for a conducive social, economic and political development of Kenya.”

The police service mission Statement is clear about the business strategy. It says what they do or intend to do, that is providing quality service to customers. It mentions how, by upholding rule of law and developing partnerships with the community, why? In order to facilitate a conducive environment in for the country’s development. But what really does this all mean on the shop floor level?
  1. Quality service requires a measurement of the value of the service that has to be met consistently so as to be said to be providing quality output. The value being measured on the other hand is largely determined for us by the mission statement, which declares the police are focused on meeting the expectation of their customers. Therefore every officer must work to achieve this.  In drilling deeper we must ask who are the police’s customers? We could break down different segments of Kenyan society but without time or patience to do so let’s say these will include all Kenyan citizens who through the constitution and the various laws have contracted the police service to protect them from all crimes being committed within the country another category of people who expect the same protection will include all visitors to the country either staying or even just passing through. Of course this should be broken down by each department and unit within the service so that they are clear who specifically within this broad definition of customers they actually serve. It is apparent that the Anti Stock Theft Unit [ASTU] will have cattle herders as primary customers and what it takes to stop rustlers as their primary quality delivery. On the other hand Airport Police Unit [KAPU] has security at the airport as their primary concern and passengers, staff and aviation operations as their customers. Further still at the airport smaller detachments within KAPU will have different primary roles others will be responsible for cargo areas other for passenger terminals yet others in specialized areas like the anti narcotics team or the explosives ordinance disposal personnel or the K9 unit. This breaking down of function should be carried out to the single officer point so that each individual officer is clear in his/ her mind what exactly is expected of them in the delivery of the promise/ mission. These could be set out detailing the individual’s specific task and the proposed measurement of its achievement. For example in the case of an officer in-charge of investigations the SPECIFIED TASK: Ensure close cooperation with internal and external stakeholders in conducting investigations. The MEASUREMENT for this may say something like: undertake case/ incident review meetings with three internal and five external customers quarterly. All the tasks given that officer will have to be agreed between him/ herself and their commanding officer so that the doer has ownership and the supervisor ensures alignment of his team with the unit/ organization’s mission. This way that officer is clear on what they have to do in order to deliver their part in quality service to the customer.
  2. According to the mission in order to meet the customers’ expectation each task must do 1 of 2 things, uphold the rule of law or establish strong community relationship. In upholding law the broad understanding must include preventative measures against the likelihood of all crimes including terrorism and economic crimes like corruption among others. There must also be quick [timely] and effective counter measures in the event of a breech in law so as to stop its escalation and minimize negative impact to customers. Finally there must be a process of inquiry into cases that provides constant assurance for redress to victims. For example with the recent dissatisfaction in prosecution of terrorism cases the police service’s prosecution office should by now have discussed with stakeholders like the judiciary, investigators in the Anti Terrorist Police Unit [ATPU]  and General Service Unit [GSU] among others on how best to secure effective prosecution of suspects. Issues of acceptable evidence including from intelligence sources could be agreed upon with the judiciary to ensure when perpetrators are brought no loopholes for their quick release are given. Finally, finally a world class police service will be open to authorized research on means of improving their law keeping; they will measure review and improve performance in every type of breech of law to ensure they are meeting their promise to uphold the rule of law.
  3. The second thing each task within the national police service must focus on is establishing strong community relations. Many considerations need be made to do so; most will come from other disciplines like culture change management, image and public relations, personal communications and also customer services among others. Another critical area will be in the instilling of professional ethics with a follow through measure to ensure observance of the same.  Finally the service will have to pair all this to a focus on individual officer abstinence from corruption which itself will sour any relations. Officers must be seen to be responsive and concerned for their customers many times police work calls for officers to go the extra mile and or put their lives on the line for fellow citizens. Issues that are close to the hearts and minds like rape cases, child molestation and fair and decent treatment of persons in custody must be given prominence in handling. I imagine each police station could have a public relations officer not just appointed but professionally qualified to handle this line of work. That officer should be the go between the service and the local community, based on availability and suitability the relations officer could also be a civilian and not necessarily a trained police officer. Regular forums to meet discuss and solidify relations should be required at each unit level. A world class service should be doing local police baraza’s, team building and other social interaction forums, it must reach out to all stakeholders and have tasks for officers on the beat to visit a number of homesteads or business premises interact with people found there and file a report at the end of each duty time so that with time relationships are established and tracked. Finally secure unintimidating channels for public feedback and reporting must be provided. The information from them must be taken up and addressed in a timely fashion and where possible an official response given to the person reporting so that they know his/ her effort is not in vain.

Just some thoughts on how we could get this boat on the high seas without actually sinking! Next we consider a Change Management Plan for the national police service

Friday, 4 July 2014

The National Police Service Strategy

Part 1: The Vision & Mission
 As one considers a group strategy the purpose for the group’s existence or mission and its ultimate desired state of being, the vision, act like the bulls eye on a target. In the case of the Kenya National Police Service [KNPS], its stated vision; to be a world-class police service, with a people friendly, responsive and professional workforce. Sounds like a worthy dream to pursue. But like in trying to match a face to a photograph, you have to pick one feature of the vision statement at a time in order to clearly understand what it means.  The first part of the statement, ‘world-class police service’, simply means at par with the leading police services on the globe. That said KNPS must identify particular international standards that would make it world class. Police departments have differing characteristics for example in the UK law enforcement is generally organized in the different regions such as Northern Ireland, England, or Scotland and in Germany I have heard qualification to the Bundespolizei requires a masters degree.
Coming up with a list of international standards is no easy task, there doesn’t exist an all accepted and followed global accreditation standard but I have picked from among others relevant United Nations documents affecting policing, various articles from the Geneva Center for the Democratic Control of Armed Forces, The Commission of Accredited Law Enforcement Agencies (CALEA - US law enforcement accreditation body) among others;

To make ‘world class’ status as a police service the following 7 thematic areas are good indicators of its attainment;
1.   Respect for Human Rights: Observation of human rights as declared in the Kenyan constitution including the right to decent treatment of persons under custody and suspected criminals, having an active non – torture policy, undertaking measures to ensure there is no racial or gender discrimination internally as an organization and externally in its interaction with the public, observation of civil and political rights including respect for juvenile rights and also the self restraint from abuse of power;

2.       Proactive Reduction of Corruption: Corruption being a transnational vice credited with major shortcomings among them the weak fight against terrorism and other organized crimes. An effective anti corruption system that should be seen to be making progressive steps both in instances it occurs and the amounts of money involved so as to reduce it to a minimum non impeding level;

3.       Effective Administration structure & Operations systems: A leadership that is able to sell the vision internally to all officers of the service and externally to the general public. To turn round the current unsatisfactory performance police leadership at every level but led by the executive team must embrace best management principles including;
a. Performance measurement throughout the service;
b.Openness and acceptance to appropriate inquest process where situations of public interest arise;
c. Respect for law an astute resolve not only to operate within the bounds of law but also to strive to be seen as operating within it always while making appropriate redress where situations over pass this.
d.Adopt continuous change management posture in order to transform the officers into participants and the public into strong supporters in the world classiness;
e.Developing clear written roles for all positions within the organizational structure, not only to empower but also produce accountability at all levels;
f.  Align performance incentives to specific do-able actions for officers & promote fair transparent internal processes so as to encourage better performance
g. Having an efficient operations system led by preventive intelligence;
h.A requirement for all tasks to be guided by appropriate standards and operating procedures useful to guide and measure performance;
i.   Developing a highly skilled work force through appropriate recruitment and training initial and continuous for all officers;
j.  Investment in proper equipment will ensure delivery as expected.

4.      International Accreditation: The national police service should seek out reputable accreditation from industry stakeholders including but not limited to the ISO standards. This voluntary association will build public image and earn international recognition. Most importantly it will ensure the service remains at a world class performing level as the international standards for accreditation have to be met all the time;

5.       Employee satisfaction: To begin with, the service must consider issues like staff remuneration, the staff perceptions of its leadership, acceptable job flexibility and individual workloads. A really progressive service must move on to consider how to engage employees so that they feel passionate put discretionary effort into their work and are committed to the police service. They must retain the best officers by empowering, challenging, engaging and pushing them to surpass personal ‘bests’. The service must offer clear personal and professional development opportunities that lead to career development for officers. Effort must be directed to give meaning to careers in the police service, to restore general respect for officers. Part of that will come from the retirement package and services/ recognition given to officers;

6.       Effective Crime Control: When compared internationally the service’s performance when it comes to stopping and minimizing all crimes must be comparable if not exceed the top police departments globally. An active communication strategy mentioned in No.7 must include this kind of data;

7.       Positive Public Image: An important component of world classiness is public perception. A positive image is the result of carefully planned media placement, strategically placed press release even social media reputation management. Most importantly how the service deals with incidents of police misjudgment or involvement with crime and other public interest issues like those in the political arena will reflect on it as in partial, professional or callus, insensitive and unprogressive.
People Friendly
A people friendly police service is the second idea preferred in the vision. That calls for officers to be pleasant, helpful and focused on the customer’s needs. A big challenge is the colonial enforcer attitude carried over into the service from times of old. It is critical now to instill in all officers the idea of policing by consent which in the UK means the exercise of police powers to protect fellow citizens with the inherent consent of those being protected, so that officer see themselves as servants of the people rather than overlords. Possibly one way to achieve this would be to offer some training in customer service which doesn’t come natural to everyone.  In addition the service could also deliberately place the more naturally inclined people at critical customer interfaces like report office duty or emergency number call centers. The Supervisory ranks also must demonstrate to the junior officers how best to deal. Actively seeking public feedback is another good approach, actually using it to improve will make the service seem friendlier, concerned and therefore more approachable.
Responsive
To be responsive the service must have the ability to quickly counter situations including adjusting working systems to better suit conditions on ground in my experience this can only come from empowered and knowledgeable employees operating in an environment free from deliberating internal politics and that has good communication to allow quick easy flexibility and in organizations whose values hold dear the client in our case the public.
Professional Workforce 
A professional workforce is the final requirement of the services vision this refers to specific knowledge and skills necessary to perform the work of a police officer. Alluding to the need for good training that allows officers to respond to the specific situations they face while at work. Professionalism also envisions officer’s observance to a strict ethical and moral code of conduct. Meaning issues of corruption, drunkenness on duty, unkemptness, lateness, gender or racial discrimination among others have to be dealt away with. That will happen mostly with engaged employees to whom the organization and personal career development is important. So therefore how to engage officers …..

Part 2: The Vision & Mission
Stated Mission: “To provide quality police service to meet the expectation of our customers; by upholding the rule of law and creating and maintaining strong community partnerships for a conducive social, economic and political development of Kenya.”

Thursday, 3 July 2014

AN OPEN LETTER TO ALL KENYANS

[This article was shared to me and thought it worth sharing with you. I have added a short paragraph after the writers appeal at the end].

In TUNISIA, it started on 18th December 2010. A hawker, Mohammed Boauzizi, doused himself in petrol and ignited the Revolution. TUNISIA flared up! Riots filled the streets! There was death in the streets, bloodshed, rape and violence. There were screams, fire and gunshots for a whole Month. On January, 2011, their President, BEN ALI, fled the country to exile. They appointed Mohammed Ghannouchi and, within a month, they started rioting and protesting in the streets again. Against Mohammed. It destroyed TUNISIA totally. Their national stock market fell for 3 days...they suffered from High unemployment, prison overflow, poor living conditions, internal refugees and a humanitarian crisis. And, UNTIL TODAY, Tunisians ARE Still protesting in the streets! So, DO STREETS HELP SOLVE ISSUES? NO. In EGYPT, It started on 25th January 2011. Egyptians hit the streets. There was blood, death, tears and gunshots daily. Property was destroyed, women raped, churches burnt and the economy collapsed. And on 11th February, HOSNI MUBARAK, quit the presidency. They celebrated. And appointed MOHAMMED MORSI as President. But MORSI changed the constitution, gave himself great powers, insulted the people, made himself a Pharaoh and a dictator. The Protests began again. In the streets. Nothing changed. And, they chased Morsi to prison and are wt AL SISI still TODAY,EGYPTIANS are in the streets protesting. Two years down the line. So, DO STREETS SOLVE PROBLEMS? NO. In LIBYA, It started on 15th February 2011. The streets of Tripoli and Benghazi were on fire. People died. Women were raped. Blood was shed. There was total madness, ethnic cleansing and trouble. And on, 23rd October, with the help of NATO, they killed MUAMMAR GADDAFI. They celebrated. BUT just a month later, they hit the streets again. Protesting the new government, More deaths, More trouble. LIBYA was totally destroyed. 50,000 people were killed. Yet NOTHNG changed. And, UNTIL TODAY, LIBYANS are in the streets fighting. Rebels are blowing up buildings and killing children. So, DO THE STREETS HELP IN SOLVING ISSUES?? NO. In SYRIA, It started on 15th March 2011. Inspired by Egypt, the Syrians hit the streets. There were gunshots, rocket bombs, grenade attacks, tears, death, rape and destruction. Until today, SYRIANS are still in the streets, fighting, protesting. The cities of Damascus, Homs and Allepo were totally destroyed. They were turned into Ghost Towns. President BASHAR AL-ASSAD refused to quit. SYRIA has NOW been destroyed FOREVER. Almost everyone is DEAD. Cities are gone. Children are gone. The country is almost totally destroyed. And, UNTIL TODAY, weak SYRIANS are in the streets fighting. BUT NOTHING HAS CHANGED. Nothing! So, DO STREETS HELP IN SOLVING POLITICAL ISSUES?? NO. NEVER!
Kenyans,
I urge You in the Name of God/Allah/ Mungu/ Nyasaye/ Ngai/ Mulungu/ Enkai....DO NOT HIT THE STREET ON 07/07/2014.Lets go to work or be with our families instead?#?
pliz? Share

At a lesser scale here in Kenya we have in the past one year, witnessed the unrest and some attacks in the coastal region mostly sponsored by the MRC now look at the state of tourism in that part of the country. It is almost all destroyed. What has the violence achieved other than joblessness hurt businesses loss of life and property? Once upon a time violent protests may have served a purpose, not any more we have a working judiciary, county governments and many more channels to express our displeasure and or important issues through. If you want to exercise your right to picket do it peacefully and within the bounds of law, let’s not kill what little we have and end up like those other places. It has been said a bird in hand is worth……….

Monday, 30 June 2014

What VIPs/ CEOs/ Celebrities/ Prominent Personalities Need to Know About Their Security – foreign travel


As you plan your trip whether business or holiday it is always good a week or two before your planed departure date to begin going through daily news from your intended destination so that you become familiar and prepare for what you may find when on ground. If the trip happens on short notice you can ask your security department or secretary to prepare a brief that you can quickly go through as you wait to catch the flight. The internet works well in this respect.
At the airport never use porters get yourself a trolley if the bag is heavy this way you get some exercise as you reduce exposure to potential loss from theft of baggage or its contents. In some countries organized crime rings operate even in the airport and will note where you parked your car and what flight you take so that they determine if they have time to steal it. This gangs is also why you should never provide your contact details on the outside of your suitcase as is common with air travel. Instead leave the label with your contact info inside your bag this way if it gets misplaced/ misdirected the airline staff normally open such mishandled bags after some time in an effort to find contact details that would assist in retracing its owner. Life in that foreign destination will not be the same as it is at home, how things happen people’s perceptions of regular happenings may be surprising different from what you are used to so your situational awareness is critical, trust your instincts and read behavioral signs of those around you. The following list of tips will generally keep you out of trouble
  1. Use approved taxis avoid sharing with locals
  2. Always get luggage from trunk before paying the cab driver otherwise some may drive away immediately you step out.
  3. Have emergency cash separate from wallet. In these days of plastic money you could keep one card separate from the rest so that you aren’t completely stranded if the wallet gets lost.
  4. If you are staying for more than a day or two vary your routine when returning to your room so that its difficult for anyone wanting to locate you.
  5. When checking in if a porter shows me to the room I finish with him before opening the door some places they expect tips so I normally have spare change ready separately and I hand him what I feel is good say thanks and send him of with a goodbye and I can handle it from here onward. Normally they get the message and leave if the porter insists on going into the room I let him go in before me and I just in the door as he turns on the lights and preps up whatever else I stand there until he is through  and steps out before locking the door. I always check for intruders in the room by progressively checking each place from the door walking into the room until I get to the heavy curtains and under the bed before looking myself in. if there is a balcony I check to see how accessible the room is from there. I do this every time I walk into the room.
  6. Lock your travel documents in the combination key safe if provided never leave valuables/ documents/ electronics in drawers or in your suitcase. Always check for signs of tampering when you come back to the room
  7. Be discreet with your room number which includes not shouting it out so that others than the one you are telling to hear and keeping the key in your bag or pocket to conceal the tag which is normally boldly inscribed with the room number. Again this is to reduce exposure to unwanted visits.
  8. Stay away from window if you hear gun-fire or bomb alarms sometimes criminals or police shoot in the air or you could get mistaken as a part of the surveillance team and you could get hurt.
  9. Even just spending the night study the fire escape routes some hotels have floor maps showing these pinned along corridors also determine other exits you cloud use in case of an emergency. This way when required you don’t waste time looking and are able to get to safety quickly.
  10. DO NOT leave the clean-my-room sign hanging on your door especially if yours is a short stay. Instead leave the ‘do-not-disturb’ sign when stepping out so that every thinks you are still in the room and thus will not come in and your stuff will be safer.
  11. Never accept unexpected items especially from strangers. Some people are in the habit of accepting things to bring back home for other people this is risky considering you may find that helping heart being abused by drug traffickers or worse still find an improvised explosive device as one of the items you have in your bags.
  12. Dress down or consider local styles and keep valuables out of sight so that you don’t stand out like a sore thumb. Avoid as much as possible looking lost, signs of being a visitor/victim. This attracts criminal attention like bees sweet nectar.
  13. Change money at authorized bureaus/banks other changers are normally operating illegally and you may have no way to get redress if conned.
  14. Be extra vigilant when in red-light zones these are more dangerous for foreigners than for locals because people assume you have more money to chop.
  15. Never give personal information, company info or your movements to new acquaintances. Do not accept sexual advances from strangers and just like back home do not leave your drink unattended, in case you have to get another when you come back and a fresh glass too, beware of date-rape through spiked drinks. Avoid drawing attention to yourself, some people talk the loudest, dance the hardest, buy rounds of drinks even for strangers and such like habits so that every other patron knows there is a visitor in the house therefore any intending criminal also is aware.
  16. Inform your colleagues of your movements as far as possible; go with your colleagues if in a team so that you can be traced easily if need be.
  17. In case you go shopping your goods should be packed in your presence and when it is time to leave do not allow hotel staff to pack your bags. That way you know what you are carrying and you reduce chances of things being stolen or others introduced into your baggage. Never check in bags for other people or look after baggage for strangers again criminals or terrorists who will ask for your help in this way are usually very pleasant people the kind you will never believe have an ulterior motive.
  18. Remember that the ‘really nice’ local you meet who wants to be your friend might not be so nice after all! they might just be looking to steal or take unfair advantage of you in another way.

Sunday, 29 June 2014

Contributions to the Police Service Strategy

In building a working strategy for the Kenyan police service we must gain a clear understanding of both our external and internal operating environments. Those positive aspects that we could use to our advantage to achieve set goals, like the eradication or at least reduction terrorism and other influencers that we should tackle as we hold true to the mission, Utumishi Kwa Wote [in public service], my suggested list below:
POSITIVE INFLUENCERS
  1. Generally non tribal
  2. Has a working operational structure
  3. IG security of tenure
  4. Bringing together of all police services under a single leadership
  5. The organizations role is accepted in society and secured in law
  6. A history of discipline and general adherence to authority
  7. Has a national coverage
  8. Has corporation with other governments & police forces
  9. Has a good body of knowledge on crime activities and effectively dealt with incidences of crime e.g. mungiki, bank robberies, carjacking others
  10. Has teams of highly trained professionals
  11. Has national government good will and current development focus and budget
  12. Has a public desire, support and now greater awareness for need to improve its performance
  13. Operates in a country with many well educated people/ officers, strong information technology, comparatively good infrastructure and improved rule of law to ease policing.


NEGATIVE INTERNAL INFLUENCERS:
  1. Corruption
  2. Lack of equipment/ facilities
  3. Training deficiencies
  4. Poor work culture not based on delivery of service not valuing the mwana inchi
  5. Poor remuneration
  6. Deficient manpower
  7. Poor management say in promotions/ unclear operating standards/ no QM
  8. Insufficient criminal intelligence system
  9. Bad public image major failures/ serious errors/ lack of effective public communication even on successes

NEGATIVE EXTERNAL INFLUENCERS:
  1. Corruption
  2. Contributions to internal influencers - poor remuneration/adequate equipping or financing for training etc/ poor management practice/ accustomed negative image
  3. Political interference – county commissioners/ continuing sponsored tribal clashes
  4. Changing crime – terror/ increase in poaching/ drugs/ cross border smuggling/ proliferation of small arms/ cyber crime/ the smart criminal in organized crime


Watch out for my National Police Service Strategy article coming soon. I’d love to hear and work with all of you on it and maybe we could find ways to deliver it for onward consideration with a view to implementation. Send in your contributions…



Friday, 27 June 2014

Armed Private Security Considerations/ Regulations


As the country grapples with demands by private citizens for increased ability to protect themselves from threats like terrorism and violent crime, the Inspector General of police (IG) must consider how best to manage an armed private security setup as an additional layer of security to back up the police service.
The rules and considerations proposed below can be used for discussion and development into a comprehensive regulation with regard to existing laws before licensing the carriage of firearms in our private security industry.
Some relevant Laws:
-          National Police Service Act 2011
-          Firearms Act
Definitions:
-          Sponsoring Organization: has the meaning of employing organization which is licensed to have an arsenal of firearms for private security use in the safe guarding of private and public persons & assets as authorized by the IG of police;
-          Private armed security officer/ guard: has the meaning of a permanent employee trained and permitted by the IG of police to carry a firearm in the performance of his/her official duty.
Provisions:
1.       Minimum Security Balance:
Sponsoring organizations shall maintain a security balance of not less than 10million shillings minus interest accrued, with the central bank or other stipulated bank to qualify for licensing.
2.       Sponsors’ National Coverage:
a)      Sponsoring organizations shall have a national coverage of their security services operating from established registered branch offices in each county;
b)      The senior most manager in the registered offices (in a) will be responsible for monitoring and supervising and reporting to the organizations headquarters and local police commanders on matters concerning the armed services in addition to their other services.
c)       Non Security Companies that wish to sponsor their internal security officers yet lack the national coverage by virtue of the organizations limited area mandate are exempt from (a) above. Such permitted internal officers shall have a jurisdiction limited by the organizations official activities and their activities must be reported by the senior most departmental manager as in (b) above.
3.       Insurance:
The company and the handler must be insured including; medical cover, workman injury compensation & cover for any damage/injury/death as a result of negligent use of the firearm by employees.
4.       Corporate Licensing for the Sponsor:
a)      Every sponsoring organization shall be licensed individually after it meets all the requirements contained in these regulations;
b)      Only licensed sponsors will be allowed to deploy armed private security officers in any duty;
c)       A collective responsibility formula shall be applied in the handling of all firearms within a sponsoring organization. Following conclusion of investigations into an offence involving a licensed firearm the IG of police will determine appropriate measure to take against the entire or parts of the sponsoring organization. Notwithstanding individual legal or disciplinary measures against respective perpetrators.
d)      The corrective measures the IG can take in (c), may include and are not limited to withdrawal/ suspension of the sponsor’s corporate license, reduction of the sponsors operating jurisdiction or withdrawal/ suspension of individual officer permits.
5.       Training:
Before permit to handle a firearm is issued to a candidate they shall undergo a 6 weeks security and firearms course from an authorized training facility. The training shall include;
a)      3 weeks classroom training in Security laws including penal code, evidence act, criminal procedure code, firearms act, economic crimes act, police service act, relevant parts of the constitution including the national values & principles of governance/ bill of rights and a course on human rights, common social mannerisms, an armed security code of conduct, anti terrorism & organized crimes and human behavior analysis. A minimum 3 week practical weapons handling course comprising, relevant firearms and non lethal weapons intended to be permitted in, carrying a concealed weapon, musketry, care & simple maintenance, an introduction to an armed combat, tactical shooting and arrest first aid and handcuffing procedures among others.
b)      The trainees will be examined on the training content and must attain a 70% pass mark to qualify for a permit;
c)       The trainees will be required to attend a 7 day refresher course every year after the initial course and attain a similar pass mark before renewal of permit.
d)      If a candidate fails to attend the refresher and attain this pass mark before the due renewal date his permit will be suspended;
e)      If a candidate fails to attend the refresher and attain this pass mark for more than one year he/ she must undergo the initial training course again before issuance of a new private firearm handling permit;
f)       Only permanent employees subject to provisions of this regulation coming from an authorized sponsoring organization shall qualify for this training.
6.       Bond & Oath:
a)      Every officer before undergoing the training in No. 4 shall be bonded to serve the sponsoring organization for a period not less than 3 years. At course graduation every trainee will take an appropriate legal oath of service;
b)      The IG of police may chose to appoint all or part of the trainees as police reservists.
7.       Regulation:
a)      The IG of police shall supervise through a monitoring unit which shall have a clearly stipulated operating standard for licensees & sponsors;
b)      The IG of police shall authorize the places where, roles and staffing levels of specific duties to be undertaken by private armed personnel.
c)     The IG through his regulating mechanism shall survey, audit, inspect and test any part of the implementation and operations of private armed security at any time of his choosing.
8.       Compensation/ Allowances:
Licensee remuneration shall be at a minimum the same as that paid to a Kenya police service officer of the same rank and function.
9.       Gender & Ethnicity:  
a)      Every sponsoring organization to qualify must ensure the gender balance is adhered to and that the ethnic composition of licensees and their departments management team does not exceed more than 30% of any ethnic group in urban areas (more than 50,000 persons) and 50% in rural areas (less than 50,000 persons);
b)      Sponsoring organizations shall ensure not more than 50% of officers deployed in any assignment come from a single ethnic group.
10.   Physical & Psychological Health Check:
Each trainee candidate must undergo and pass this check appropriate to determine suitable physical condition including eye checks and physical ability and the appropriate psychological state for one to be issued with a firearm including assessed motivation, aptitude and personality type.
11.   Other Qualifications:
a)      All trainees must have a minimum C- in form four exams, must be a Kenyan citizen, must be above 18years old and have a Kenyan national identity card pass all requirements in No.10, undergo and qualify through a comprehensive back ground check including a declaration of wealth;
b)      Police, military officers or private armed security guards from similar sponsoring organizations provided they have been honorably discharged and meet requirements stipulated here qualify immediately for employment and training in (5.) above;
c)       Other interested candidates shall serve for minimum 1 yr as permanent employees of the sponsoring organization then undertake a performance assessment including stipulated requirements in these regulations before acceptance into the armed security training program;
d)      All candidates who it is established have cheated in any aspect of the employment/ training process or who were discharge on disciplinary basis from the list in (b) or who fail the background checks and other pre-employment assessments or who failed to report to authorized duty only to turn up later seeking employment elsewhere shall not qualify for training or work as a private armed security officer;
e)      All candidates with alcohol or drug abuse histories do not qualify for training or work as a private armed security officer.
12.   Supervision:
a)      Every sponsoring organization shall maintain a list and individual files of licensed employees, another list and individual files of previously licensed officers both categories shall have relevant details and copies including, names & aliases, national ID No. staff No. Passport No. appointment letter, promotion and transfer letters, records of disciplinary action, copies of past and current firearms permits, relevant training records and certificates, employment and recurrent back ground checks records and personal annual performance assessments for the time in employment.
b)      Every sponsoring organization shall be responsible to monitor performance, change of personal back ground details like places of residence, convictions, reported domestic/ local personal disputes, changes in personal wealth more than 5 monthly salaries, injury and compromising social traits including drunk driving/ drunk on duty or suspected drug intake and discharge of a firearm among others;
c)       Every sponsoring organization must report these individual changes (in 9a) and other work details in this regulation to the IG of police through the services regulating office as they occur.
13.   Operating Procedure & Code of ethics:
                                      I.            Each sponsoring organization shall have approved written operational procedures that cover every aspect of armed security duty including:
a)      An armed security officers code of ethics (including rules from the regulator)
b)      Description of all security roles and responsibilities within the organization both management and operational;
c)       A deployment and management system that ensures managerial continuity when managers with security critical duties are absent and that includes sufficient rest and work balance for operational staff.
d)      A sufficient guide for officers in the application of all related work functions, staffing and equipment levels;
e)      Emergency procedures and contacts;
f)       Quality management system with an incident reporting system, both punitive and non punitive remedies;
g)      A threat assessment and management system;
h)      The hiring and deployment procedure used for armed security provision;
i)        A communication system both internally for the armed security team and externally with the police and other sponsoring organizations;
j)        Technical specifications which include maintenance and testing procedures.
                                         II.            This procedure shall be reviewed and approved every two years.
14.   Firearms Management:
a)      All firearms shall be registered with the police firearms licensing officer. In addition every sponsoring organization shall maintain a firearms record that will include a ballistic record of each gun and the number and caliber of ammunition held;
b)      Only authorized sponsoring organizations will be permitted to own the firearm and issue for duty each arm to their permitted and bonded officers;
c)       Every sponsoring organization will ensure appropriate arrangements are made for the storage and securing of firearms that are not in use for duty.