SECURITY MANAGEMENT AND PRIVATE SECURITY COMPANIES IN KENYA: A CASE STUDY OF KAMUKUNJI IN NAIROBI CITY COUNTY, KENYA
Abstract
Purpose: The contemporary world is experiencing economic ‘melt down’ and globalization has exported crime and other vices leading to an upsurge in crime that challenges security agents. This trend has led to a strain on state security agencies, compromising their performance and creating gaps. In Kenya, since the KDF entered Somalia in pursuit of Al Shabaab insurgents, the attacks by the insurgents to Kenyan soft targets have been enormous. The pressure on security agents coupled with their low number has led to state fragility within the borders which necessitates presence of Private Security Companies (PSCs) to bridge the gap. This study sought to investigate the effects of PSCs on security management in Nairobi. The general objective of this study was to establish the effects of PSCs in Security Management in Nairobi. The specific objectives were to; =establish how capacity of PSCs affects security management, to investigate how vulnerabilities of PSCs affect security management and examine how organizational structure of PSCs affects security management. This study focused on Kamukunji Sub County of Nairobi City County which harbours Eastleigh, a very fast growing business hub in Nairobi suburbs that has attracted traders and other opportunists.
Methodology: This study employed both the Integrated Threat Theory and the New Public Management Theory model. Integrated Threat Theory fundamentally highlights conditions that lead to perceptions of threat, which in turn affect attitudes and behaviour. This theory however only creates conditions for the response but has a gap in how this can be replicated in a number of areas or regions. To address the gap, the study focused on New Public Management Theory model that is designed to decentralize the mode of state operations. This can be achieved through devolving security management activities to PSCs. This study used a descriptive survey research design. To collect the relevant data for the study, the researcher used a structured questionnaire that was administered purposively. This was entered into a program and developed into a database from where it was analysed by use of measures of central tendency and central variability.
Results: Descriptive and inferential statistics were used to discuss the findings of the study. The sample population that constituted 84 respondents comprised 65.5% male respondents and 34.5% female respondents. From the findings, there was variation of 37.4% on Security management in Nairobi that could be attributed to the influence of capacity, vulnerability and organization structure of PSCs.
Recommendations: It is recommended that, the Private Security Regulator sets minimum academic entry level for PSCs, set and enforce a standardized training curriculum for all PSCs including how to handle firearms, identify the minimum equipment that is required for running a PSC and the required competency in handling the equipment and standardize the remuneration packages for the PSC personnel. The National Intelligence Services (NIS) should cultivate a structured engagement of PSCs to positively vet and build their capacity to enhance counter terrorism strategies. PSCs should be embedded in the ‘Nyumba Kumi’ initiative to assist the local administration in the fight against crime.
Key Words: Private Security Companies, International Governmental Organization, National Security Intelligence, Human Intelligence, Al Shabaab, ‘Soja’, ‘Nyumba Kumi’
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