FIELD ATTACHMENT REPORT: A FIELD ATTACHMENT REPORT AT

THE KAMUKUNJI POLICE STATION, NAIROBI COUNTY

LESLAY KYALO
REG NO: BCSM/2021/72907
SCHOOL OF SOCIAL SCIENCES
DEPARTMENT: INSTITUTE OF SECURITY STUDIES, JUSTICE AND
ETHICS
BACHELOR OF ARTS IN SECURITY STUDIES AND CRIMINOLOGY
LEVEL OF STUDY: FOURTH YEAR,2023
COURSE: FIELD ATTACHMENT

A FILED ATTACHMENNT REPORT SUBMITTED IN PARTIAL

FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD OF A
DEGREE IN SECURITY STUDIES AND CRIMINOLOGY AT MOUNT
KENYA UNIVERSITY.

FROM 23TH MAY TO 26TH AUGUST 2023

TABLE OF CONTENTS

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TABLE OF CONTENTS................................................................................................................ii

ACKNOWLEDGEMENT...............................................................................................................v

LIST OF ABBREVIATIONS........................................................................................................vi

EXECUTIVE SUMMARY...........................................................................................................vii

CHAPTER ONE: INTRODUCTION..............................................................................................1

1.1 Name of the Organization.................................................................................................1

1.2 Organization and Background of the Attachment Institution................................................1

1.2.1 Organization Historical Background..............................................................................1

1.2.2 Legislative and Constitutional Background....................................................................3

1.2.3 Organizational Structure.................................................................................................4

1.4The Mandate, Vision, Mission Statement, Institution Motto.................................................7

1.4.1 The mandate....................................................................................................................7

1.4.2 The Vision......................................................................................................................7

1.4.3 The Mission Statement...................................................................................................8

1.5 Core Values, Overall Goal, Institution Objective..................................................................8

1. 5.1 Core Values...................................................................................................................8

1.5.2 Overall Goal....................................................................................................................8

1.5.3 Institution Objective.......................................................................................................8

1.6 Legal Framework...................................................................................................................8

1.6.1 Command of the National Police Service.......................................................................9

1.6.2 Police Service Commission..........................................................................................10

1.6.3 Tenure of Office of Inspector General..........................................................................10

1.7 National Police Service Reforms.........................................................................................10

1.8 Kenya Police Service Programmes : Community Policing.................................................11

1.8.1 How Community Policing Works................................................................................12

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CHAPTER TWO: ATTACHMENT EXPERIENCES..................................................................12

2.1 General Activities Undertaken............................................................................................12

2.2.1 Job Training..................................................................................................................12

2.2.2 Securing Suspects.........................................................................................................13

2.2.3 Receiving Suspects.......................................................................................................13

2.2.4 Preparing Charge Sheet................................................................................................13

2.2.5 Postmortem Test Visit..................................................................................................13

2.2.6 Bonding of Witnesses...................................................................................................14

2.3 Specific Activities Undertaken............................................................................................14

2.3.1 Handling Records of Conviction..................................................................................14

2.3.2 Booking of Suspects.....................................................................................................14

2.3.3 Handing over the Suspects to Court.............................................................................15

2.3.4 Statement Recording.....................................................................................................15

2.3.5 Opening a Case File......................................................................................................16

2.3.6 Visiting the Scene of Crime..........................................................................................16

2.3.7 Crime Scene Documentation........................................................................................16

2.3.8 Evidence Collection......................................................................................................17

2.3.9 Visiting of Court...........................................................................................................17

2.4 Analysis of Learnt Knowledge and Applied Skills.............................................................17

2.4.1 A Profile of Skills and Competencies Gained/Acquired..............................................18

2.4.2 Communication Skills..................................................................................................18

2.4.3 Data Entry Handling Skills...........................................................................................18

2.4.4 Observations and Critique............................................................................................19

2.4.5 Effective complaint management Skills.......................................................................19

2.4.6 Effective Supervision Skills.........................................................................................19

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 2.5 Strategy for Utilization of Contacts Established During Attachment.................................20

2.6 Performance Standards and Review....................................................................................20

2.7 Disciplinary Actions against Police Misconduct.................................................................21

2.8 ETHICAL DEVELOPMENT..............................................................................................21

CHAPTER THREE: SUMMARY, RECOMMEDATIONS AND CONCLUSION....................22

3.1 Summary..............................................................................................................................22

3.2 Recommendations................................................................................................................23

3.2.1 Tackling Crime Effectively..........................................................................................23

3.2.2 Accountability and Responsibility................................................................................24

3.2.3 Staffing, Deployment and Development......................................................................25

3.2.4 Transition of Culture and Attitude................................................................................26

3.2.5 Making the Most of Police Officers.............................................................................27

3.2.6 Measuring the Performance..........................................................................................27

3.2.7 General Recommendations...........................................................................................28

3.3 Conclusion...........................................................................................................................28

REFERENCES..............................................................................................................................29

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 ACKNOWLEDGEMENT

I would like to thank the OCPD, Kamukunji police Station, Hillary Mtiambai for having
accepted my application of an attachment at the division. I would also like to extend my sincere
appreciation to the OCS, Central Police Station, Sergent Segei for deploying me to the various
offices and also my supervisor Corporal Stephen Kiogora for guiding me and ensuring that I had
conducive environment to learn during my time there.

My special gratitude goes to the teaching fraternity of the Faculty of Social Sciences at the
Mount Kenya University, Nairobi. The great teacher inspires”, you have been an inspiration
throughout our studies. It is of the that we are of honor intellectually.

LIST OF ABBREVIATIONS

OCPD- Officer Commanding Police Division

CI- Chief Inspector

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IP- Inspector of Police

PC- Police Constable

CID- Criminal Investigation Department

KAPU- Kenya Airport Police Unit

ASTU- Anti Stock Theft Unit

KPC- Kenya Police College

OCS- Officer Commanding Station

IBEA- Imperial British East Africa

KPF- Kenya Police Service

I.G- Inspector General

DIG- Deputy Inspector General

CR No- Crime Office Number

IC- In charge

APS- Administration Police Service

DCI- Director of Criminal Investigation

EXECUTIVE SUMMARY

This report is intended to expose the organization setting outside class work. I chose to work
with the Kenya Police Service so as to learn how the criminal justice system operates from

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Police, Courts and finally to correction systems. I also wanted to improve on team work skills
through consultation and use of interpersonal skills. To acquire the attachment, I sent my
application letter to the OCS Kamukunji police station together with my university letter which
had been duly signed requesting for a chance to work in his institution so as to put the knowledge
I had acquired into practice. The OCS granted me a chance despite the inconveniences caused by
the alteration of the exam dates. The agreement was that I would work in the institution for a
period of 12 weeks during normal working days as from 0800hrs to 1600hrs.No payment was to
be made. As the rules of the institution all attaches were supposed to conduct themselves at all
times in a manner that is compatible with the rules and policies of the organization. All attaches
were expected to report on duty as required of them and no absenteeism without an explanation
in advance. On reporting the OCS assigned a supervisor who would help me during the
attachment period.

CHAPTER ONE: INTRODUCTION

1.1 Name of the Organization

My industrial attachment was at Kamkunji Police Station situated at Nairobi. It is a key station of
the National Police Service Commission situated within the CBD Nairobi City charged with the
mandate of enhancing security and tranquility within that area.

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1.2 Organization and Background of the Attachment Institution
1.2.1 Organization Historical Background
The Kenya Police Service has its beginnings in the period between 1887 – 1902, tracing its
foundation on the Imperial British East Africa (I.B.E.A.) Company, and a businessman Sir
William McKinnon, who in the interest of his business found it necessary to provide some form
of protection (security) for his stores along the coastline of Kenya. It is from this origin that the
concept of constituting a real police service was formed in Mombasa. Generally, police activities
centered on protection of the business of the I.B.E.A. Company where the strength was mainly of
Indian origin with a skeleton staff of some Africans otherwise referred to as ‘Askaris”. During
those early stages of the small police force, its duties were negligible.

The construction of the Kenya - Uganda Railway provided for the growth of this infant force
inland from our coastline, and by 1902 there existed police service units at Mombasa, Nairobi
and Kisumu for the purpose of safeguarding the railways property and materials as well as the
manpower engaged in constructing the railway. In essence, peace, law and order had to be
maintained despite the fact that the personnel employed then had little training. The laws in force
were from India including the Indian Criminal Procedure Code, the Indian Evidence Act and
Police Ordinance. It is notable that up to 1907, the Kenya Police was organized along military
lines and the training was military in nature. In 1906, the Kenya Police was legally constituted by
a Police Ordinance.

In order to improve police performance, the then Governor, Sir Hayes Saddler appointed a
committee to look into the affairs of the Kenya Police Force. One of the committee’s
recommendations was the establishment of the Police Training School in Nairobi. In 1909,
Captain W.F.S. Edwards noted that the military element had been promoted at the expense of
police training, as a result of which a training depot was established in Nairobi in 1911 together
with a small fingerprint section. Later, the office of the Inspector General was established to
unite various units of the police service and to administer the operations of the Police Force.
These developments continued during the turbulent years of the First World War (1914 – 1918).
After the end of the First World War, and the years that followed an influx of undesirable
European characters reached Nairobi from South Africa. They engaged in drunken habits which

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frequently ended up in a fracas. The First World War interrupted this development of the Force
in 1914 where the Kenya Police were deployed in military service to fight alongside Kenyan
soldiers. After the end of the war in 1918, the Police service began to be reorganized.

This entailed increasing personnel and creating better administrative and residential housing.
During the same period, schools were established for African Education, thereby improving
literacy in the Force so that by 1940, there were many literate African officers. The Kenyan East
African Protectorate, with the exception of the ten-mile wide coastal strip leased from the Sultan
of Zanzibar was proclaimed a crown colony in July 1920 changing its name to Kenya Colony,
while the title of the force changed to Kenya Police Force. In 1926, the Criminal Intelligence
Unit was established with the sole responsibility of collecting, tabulating and recording the
history and data of criminals, undesirable and suspicious persons.

Special sections like fingerprint bureau and C.I.D. were created starting with a skeleton staff
composed of former police officers from Britain and South Africa. This was the foundation of
today’s Kenya Police Service. In the same year, the Railway Police Unit was also established to
deal specifically with prevention and detection of offences in the railways from the coast to
Kisumu, including Kilindini Harbour and branch lines.

As the years progressed, the scope of police activities increased, and it was called upon to deal
with traffic problems such as accidents and parking. The police were also called upon to deal
with cattle rustling in the countryside. As a preparation for the Second World War, police
recruits were deployed in Northern Frontier Districts to counter the threat from Italian Somali
Land and Ethiopia. In addition to fighting alongside regular soldiers, the Kenya Police acted as
guides, interpreters and carried out reconnaissance missions in the enemies’ territories. In 1946,
the Police service was placed under the office of the Attorney General.

In 1948, several important developments were made in the Force. The Kenya Police Reserve was
formed as an auxiliary of the Force. This Unit used armored cars and was deployed in trouble
spots. To improve the effectiveness of crime control, a dog section was also introduced in 1948
and the General Service Unit established and deployed in troubled areas in emergency situations.

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In 1949, the Police Air wing was formed to carry out duties as communication and evacuation of
sick persons to hospitals and was made part of the permanent Police service in January 1953.

After the declaration of the state of emergency in 1952, there was an immediate increase in
personnel to cope with the situation and in response to the Mau Mau insurgency. In 1953, a
commission was formed to review the organization, administration and expansion of the Force.
In 1957, the Police Headquarters building was opened and in 1958 the Force was integrated
within the Ministry of Defense. In the period prior to independence, the Kenya Police was
greatly involved in the maintenance of law and order during political meetings and at the height
of the independence election period.

After Kenya gained her independence from Britain on 12th December 1963, there was a need to
make some drastic changes in the Administration of the Force. This led to the replacement of the
expatriate officers in the senior ranks by Africans. Since then, the Force has realized tremendous
achievements in various fields of operation. Among them due to the increase in criminal
activities and in line with the police resolve to effectively deal with security threats and to bring
down crime to minimal levels, various specialized units have been formed. They include the
Anti-Stock Theft Unit, Anti-Motor Vehicle Theft Unit, Tourism Police Unit, The Anti-
Corruption Police Unit, Presidential Escort Unit, and the Anti-Terrorism Police Unit.

1.2.2 Legislative and Constitutional Background

The National Police Service is established under provisions of an Act of Parliament known as the
Police Act, Chapter 84 of the Laws of Kenya. The Service is headed by the Inspector General of
Police who is appointed by the President under the provisions of section 108 of the Constitution
of Kenya. The Police Act provides for the functions, organization and discipline of the National
Police Service and the Kenya Police Reserve, and for matters incidental thereto. According to
section 14 of the Act, the Police service is established in the Republic of Kenya to perform the
following functions: -Maintenance of law and order, the preservation of peace, the protection of
life and property, the prevention and detection of crime, the apprehension of offenders and the
enforcement of all laws and regulations with which it is charged.

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1.2.3 Organizational Structure

IG

DIG(ARS) DIG(KPS) DCI

County Commander

OCPD

OCS

DIOCS OC Crime

1 1 Station Station CR no. 1 CR no. 2 CR no. 3 CR no. 4 CR no. 5 no. 6

lines lines record 17
C C record 17

1. Station Records number 19

- Maintenance of station records which include cash bail, cash bail books.
- Preparation and typing of correspondences
- Linkage of correspondences to secret and open regimes at the division.

2. Station record no. 17

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 - Maintenance of charge register, occurrence books cell registers and case files.
- Issuing of police abstract.
3. In charge-lines
- Allocation of houses
- Making sure that the police lines are clean
- Making sure all officers report on duty
- Maintenance of discipline
4. In charge armory
- Safeguarding arms and ammunition.
- Regulating issuance of guns and the use of ammunition.
5. Crime office no I
- Charging petty crime offenders.
6. Crime office number II

Charging of offenders who have committed either of the following offences

Robberies, Breakings, Malicious damage, offences under telecommunication act

Crime office number

Charging of offenders who have committed either of the following offences:

Rape, defilement, theft by servant, impersonation, handling of suspected stolen goods

Also deals with complaint against police.

Crime office number

Charging of offenders who have committed of the following offences:

1. General stealing
2. Theft from locked motor vehicle
3. Misuses of motor vehicle
4. Fake currency
5. Stealing of motor vehicle parts

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 Crime office no. 6

Charging of offenders who have committed the following offences

1. Assault/affray
2. Threatening breach of peace
3. Threats of any kind
4. Stealing from a person

Crime office number 21

Charging of offenders who have committed the offence of

1. Obtaining by false pretense

2. Conspiracy to commit crime
3. Issuing a bad cheque
4. Forgery

Making a false document without authority

The Kenya Police Service is a national body in charge of law enforcement in Kenya. It is
subordinate to National Police Service which is headed by inspector general of police who
exercise independent command over the service. Kenya police is divided into Service
Headquarters, Formations, General Duty Commands and training institutions. General Duty
Commands are further divided into Regional, County, Sub county Commands Police
stations and police posts in that hierarchy. Ultimately all these elements report to and are
accountable to Deputy Inspector General based at Kenya Police Headquarters in Nairobi.

Common name Kenya police

Motto Service to all

Formed 1906

Employees approx.60,000 to 65,000

Size 581,309 square kilometres

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 Population 44,354,000

Legal jurisdiction Kenya

1.4The Mandate, Vision, Mission Statement, Institution Motto

1.4.1 The mandate
The National Police Service has a responsibility to:

 Maintain law and order;

 Preserve peace;

 Protect life and property;

 Prevent and detect crime;

 Apprehend offenders; and

 Enforce all laws and regulations with which it is charged.

1.4.2 The Vision

To be a World-Class Police Service, with a people friendly, responsive and professional
workforce.

1.4.3 The Mission Statement

We are committed to providing quality Police service to meet the expectations 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.

1.5 Core Values, Overall Goal, Institution Objective

1. 5.1 Core Values
 To be pro-active and responsive in the discharge of our duties;

 To exercise integrity and courtesy at all times;

 To cultivate and maintain partnerships with all stakeholders;

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  To create and maintain team spirit within the service;

 To be fair and firm in all our undertakings;

 To maintain a disciplined and professional workforce;

 To be gender sensitive and respect the rights of our customers.

1.5.2 Overall Goal

To create a modern, efficient and effective Police Service that is responsive to the needs and
expectations of its customers.

1.5.3 Institution Objective

To prevent and detect crime, maintain law and order, and bring offenders to justice.

1.6 Legal Framework

In order to re- orient the police from a force to a service in line with the current reform process,
the amendments of the Police Act (Cap. 84) will be necessary to facilitate change of name to
Kenya Police Service. The recent amendment of the Evidence Act requiring that confessions
from suspects may only be obtained before a magistrate, may hamper police work in crime
investigation, detection and prevention. The Traffic regulations require that all traffic offences be
brought before courts; including minor offences, which could otherwise be handled on the spot
thereby reducing pressure on the courts. The absence of strong institutional mechanisms for
holding the police accountable to the people and to the rule of law must receive particular
emphasis. Under the current law, formal mechanisms for holding the Kenyan police accountable
do not extend beyond the office of the President.

The result of this legal arrangement has been that, in practice, the police have been vulnerable to
interference by powerful individuals outside of formal mechanisms of accountability and the
regular chain of command such as politicians and wealthy business owners. These powerful
individuals have been able to use the police for their own political and personal agenda often in
direct contravention of the interests of the Kenyan people. Dependence "for their own career
advancement and well being on politicians”, has made the police acquiescent to politicians,

15
bureaucrats and their friends even when orders have been in contravention of the law or clearly
in the interests of some and unfair to others.

1.6.1 Command of the National Police Service

The Inspector-General is appointed by the President with the approval of Parliament; and
(shall exercise independent command over the National Police Service, and perform any other
functions prescribed by national legislation. The Kenya Police Service and the Administration
Police Service shall each be headed by a Deputy Inspector-General appointed by the President in
accordance with the recommendation of the National Police Service Commission. The Cabinet
secretary responsible for police services may lawfully give a direction to the Inspector-General
with respect to any matter of policy for the National Police Service, but no person may give a
direction to the Inspector-General with respect to:-

 The investigation of any particular offence or offences

 The enforcement of the law against any particular person or persons; or

 The employment, assignment, promotion, suspension or dismissal of any member

of the National Police Service.

The Inspector-General may be removed from office by the President only on the grounds of:-

 serious violation of this Constitution or any other law, including a contravention

of Chapter Six;
 Gross misconduct whether in the performance of the office holder’s functions or
otherwise;

 physical or mental incapacity to perform the functions of office;

 incompetence;

 bankruptcy; or
 Any other just cause.

Parliament shall enact legislation to give full effect to this Article.

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1.6.2 Police Service Commission
The Police Service Commission will have its origin in the Kenya Constitution. The Commission
shall have disciplinary control over the National Police Service and have power to appoint
officers in the police leadership below the rank of Inspector General, the top officer in the
Service. The Human Resource management process of recruitment, training, and deployment,
promotion of deserving officers, and administration of terms and conditions of service will be
undertaken as a result of the supervisory work of this commission. Those facing disciplinary
action will have recourse to the commission.

1.6.3 Tenure of Office of Inspector General

The President acting on the advice of the Police Service Commission shall appoint the Inspector
General. He/she will have security of tenure of office and will hold office for a fixed term of five
years, renewable once upon successful completion of the initial term. The terms and conditions
of service for the Inspector General will among other benefits include a retirement package
including a car, appropriate security, housing, and medical cover for self and family.

1.7 National Police Service Reforms

The overall goal of Police reforms is to transform the Kenya Police and Administration Police
Forces into efficient, effective, professional and accountable security agencies that Kenyans can
trust for their safety and security. The Government has made previous efforts at reforming
policing in Kenya. Reform recommendations made by the National Taskforce on Police Reforms
to this effect include:

 Creation of a National Policing Council to ensure proper representations of all

police formations.

 Establishment of an Independent Policing Oversight Authority charged with

investigations on all public complaints against the police service.

 Establishment of a Police Service Commission which would be responsible for

transfers, recruitment and promotions of police officers.

 Establishment of the Police reforms Implementation Committee to institutionalize

the necessary administrative, policy, legal and constitutional reforms.
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  In order to fight corruption, there needs to be established a clear code of ethics to
be subscribed to by all police officers. Police officers will be prohibited from
engaging in businesses that amount to conflict of interest especially matatu and
towing service businesses.

 Establish the Pay and Benefits Review Commission to look into the welfare of the
police, including the implementation of a comprehensive medical insurance
scheme.

 Improved working conditions for police officers in terms of allowances such as

medical, insurance and housing as part of changing the policing culture and
building greater confidence for the law enforcers. The ongoing comprehensive
police housing expansion programme will be fast-tracked. The Government will
also target over a period of time to provide enough transport facilities for all
police stations.

 Implementation of a National Policing Policy.

1.8 Kenya Police Service Programmes : Community Policing

Community policing is an approach to policing that recognizes the independence and shared
responsibility of the police and the community in ensuring a safe and secure environment for all
citizens. It aims at establishing an active and equal partnership between the police and the public
through which crime and community safety issues can jointly be discussed and solutions
determined and implemented. For example the NYUMBA KUMI initiative is a strategy of
anchoring community policing at various levels that is household level, market, estate among
others.

1.8.1 How Community Policing Works.

i. Creation of understanding between the police and the community about their role
in crime prevention.
ii. Forming community policing victim support centres.
iii. Training response teams.
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 iv. Improving street lighting to reduce crime.
v. Evaluating community policing programmes

CHAPTER TWO: ATTACHMENT EXPERIENCES

2.1 General Activities Undertaken

In this attachment report, the attaché urges the Government of Kenya to fully commit to the
police reform process. By taking immediate steps after the March 2013 elections, and by
prioritizing the implementation of reform immediately after the elections, the Government of
Kenya can finally end the impunity which the police have enjoyed for far too long. It must not
miss this opportunity. The following are some of the experiences and skills that I learnt during
my academic industrial attachment at Kamukunji Police Station.

2.2.1 Job Training

During the attachment period I learnt that Training is the acquisition of knowledge, skills, and
competencies as a result of the teaching of vocational or practical skills and knowledge that
relate to specific useful competencies. Training has specific goals of improving one's capability,
capacity, and performance. On-the-job training took place in a normal working situation, using
the actual tools, equipment, documents or materials that trainees will use when fully trained. On-
the-job training has a general reputation as most effective for vocational work.

2.2.2 Securing Suspects

During my industrial attachment I learnt that this is the process of receiving suspects and
preparing charge sheets according to the constitution of Kenya. This means recording of data and
preparing charge sheets allow the correct presentation of the suspects.

2.2.3 Receiving Suspects

In Kenya jurisprudence, a suspect classification is any classification of groups meeting a series
of criteria suggesting they are likely the subject of discrimination. These classes receive closer
scrutiny by courts when an equal protection claim alleging unconstitutional discrimination is
asserted against a law, regulation, or other government actions.

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2.2.4 Preparing Charge Sheet
A Charge sheet is a formal document of accusation prepared by law-enforcement agencies in
Kenya, It is distinct from the First Information Report (FIR) usually refers to one or more FIRs,
and charges an individual or organization for the crimes specified in those FIR. Once the charge
sheet has been submitted to a court of law, the court decides as to who among the accused has
sufficient prima facie evidence against him to be put on trial After the court pronounces its order
on framing of charges, prosecution proceedings against the accused begin in the judicial system.

I also came to learn that inadequate skill in drafting the charge-sheet is one of the reasons which
help the charged suspects to get away with lapses/misconduct committed by them. Many cases
fail before the Courts of Law just because of the defective framing of charge-sheets. It has been
observed by the Commission that the charge sheets are sometimes framed in a very general way
and the existing practice with regard to framing of charges and imputations vary widely.
Sometimes the charge itself is framed in a very general way, only pointing out that the official
concerned has acted in an unbecoming manner or has shown lack of devotion to duty or has
acted without integrity. The real issues, in such circumstances, are to be found in the statement of
imputations.

2.2.5 Postmortem Test Visit

During my industrial attachment visit to the city mortuary I learnt that an autopsy — also known
as a post-mortem examination, necropsy (particularly as to non-human bodies), autopsy
cadaverous, or abduction is a highly specialized surgical procedure that consists of a thorough
examination of a corpse to determine the cause and manner of death and to evaluate any disease
or injury that may be present. It is usually performed by a specialized medical doctor called a
pathologist.

Autopsies are performed for either legal or medical purposes. For example, a forensic autopsy is
carried out when the cause of death may be a criminal matter, while a clinical or academic
autopsy is performed to find the medical cause of death and is used in cases of unknown or
uncertain death, or for research purposes. Autopsies can be further classified into cases where
external examination suffices, and those where the body is dissected and internal examination is

20
conducted. Permission from next of kin may be required for internal autopsy in some cases.
Once an internal autopsy is complete the body is reconstituted by sewing it back together.

2.2.6 Bonding of Witnesses

During my industrial attachment I learnt that usually formal written agreement by which a person
undertakes to perform a certain act (as appear in court or fulfill the obligations of a contract) or
abstain from performing an act (as committing a crime) with the condition that failure to perform
or abstain will obligate the person or often a surety to pay a sum of money or will result in the
forfeiture of money put up by the person or surety.

2.3 Specific Activities Undertaken

2.3.1 Handling Records of Conviction
I also learnt that suspects record is defined as information indicating that a person has been
detained of any felony, misdemeanour or other offenses. A court record includes documents,
information, and exhibits that are maintained by the court in connection with a judicial
proceeding. If a defendant is convicted, the record contains a disposition order or judgment and
sentence specifying the crimes committed and the punishment imposed. If a defendant is
acquitted or the court determines charges should not go forward, the record shows the action has
been dismissed.

2.3.2 Booking of Suspects

During my attachment period I also learnt that after arrest, a criminal suspect is usually taken
into police custody and "booked," or "processed." During booking, a police officer typically:

 Takes the criminal suspect's personal information (i.e., name, date of birth,
physical characteristics);

 Records information about the suspect's alleged crime;

 Performs a record search of the suspect's criminal background;

 Fingerprints, photographs, and searches the suspect;

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  Confiscates any personal property carried by the suspect (i.e., keys, purse), to be
returned upon the suspect's release; and

 Places the suspect in a police station holding cell or local jail.

2.3.3 Handing over the Suspects to Court

Handing over the suspects to court rendition is a "surrender" or "handing over" of persons or
property particularly from one jurisdiction to another. For criminal suspects extradition is the
most common type of rendition. Rendition can also be seen as the act of handing over, after the
request for extradition has taken place. Rendition can also mean the act of rendering, i.e.
delivering, a judicial decision, or of explaining a series of events, as a defendant or witness. It
can also mean the execution of a judicial order by the directed parties.

2.3.4 Statement Recording

During my industrial attachment I learnt that a statement is a written or in certain circumstances
a video-recorded account of what happened and may be used as evidence in court. Before
making any statement, the officer will ask you a number of questions in order to establish exactly
what happened. When making a statement you should tell the police as much information about
the offence as you can. This includes:

 descriptions or names of anyone involved or witnesses to the crime

 the registration number of any vehicles that were at the place when the crime
happened, even if they were not involved the driver may have seen something

 descriptions, identifying marks or serial numbers of any stolen or damaged

property

2.3.5 Opening a Case File

During my industrial attachment I learnt that digging into a case requires patience, diligence, and
strong deductive reasoning abilities. You need to approach the investigation with an open mind
and the ability to ask certain questions: How has the passage of time changed the case and the
persons involved in the case? Why is now the right time to reopen the case? Was the original

22
investigation complete and thorough? What tools and technologies are available now that
weren’t available when the case was originally investigated?

2.3.6 Visiting the Scene of Crime

During my industrial attachment I learnt that a crime scene is a location where a crime took
place (or another location where evidence of the crime may be found), and comprises the area
from which most of the physical evidence is retrieved by law enforcement personnel, Crime
Scene Investigators (CSIs) or in rare circumstances, forensic scientists. Crime scenes may or
may not be where the crime was committed. There are different levels and types of crime
scenes.

Different types of crime scenes include outdoors, indoor, and conveyance. Outdoor crime
scenes are the most difficult to investigate. The exposure to elements such as rain, wind, or heat,
as well as animal activity, contaminates the crime scene and leads to the destruction of
evidence. Indoor crime scenes have a significantly lower chance of contamination because of
the lack of exposure. The contamination here usually comes from the people factor. Conveyance
crime scenes are crimes committed by means of transportation, such as robbery or auto theft.
Each type of crime scene, along with the nature of the crime committed (robbery, homicide,
rape, etc.) have different procedures.

2.3.7 Crime Scene Documentation

During my industrial attachment I learnt that Photographs of all evidence are taken before
anything is touched, moved, or otherwise further investigated. Evidence markers are placed next
to each piece of evidence allowing for organization of the evidence. Sketching the scene is also
a form of documentation at a crime scene. This allows for notes to be taken as well as to gauge
distances and other information that may not be easily detected from only a photograph. The
investigators will draw out locations of evidence and all other objects in the room. The sketch is
usually drawn from an above point of view. Notes are taken by investigators to ensure
memorization of their thoughts and suspicions about different pieces of evidence.

2.3.8 Evidence Collection

During my industrial attachment I learnt that Evidence is collected through two ways: forensics
and interviews. All forensic evidence is bagged separately to prevent any cross-contamination.
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Forensics uses a variety of different tools and techniques. Fingerprint collection through the use
of grey or black magnetic powder. DNA and other bodily fluids are collected and, whether it is
hair or fluid, for further examination in a lab. Shoe and tire prints can be collected using dental
stone. Electronics are taken for examination by a technical expert to search for further evidence.
Documents from the area are also taken for further examination.

Ammunition and weapons are taken for matching to wounds and ballistics. Photographs of tool
marks are taken because they can be matched to a weapon at a later time. Any other trace
evidence is also collected. Trace evidence is anything left behind by a perpetrator or could have
been transferred to the perpetrator. Interviews of both witnesses and victims of the crime are
taken by law enforcement officials in order to gain knowledge and creating a timeline of events.

2.3.9 Visiting of Court

During my industrial attachment I visited various courts such as Milimani law courts and
children’s court to gain some judicial work experience and to understand fully the role of the
jury and court personnel in a criminal or a civil case.

2.4 Analysis of Learnt Knowledge and Applied Skills

My industrial attachment gave me the opportunity of putting practice of what I had learned
throughout my career. It improved my time management and how to utilize it well. Working
with many people of diverse professions greatly developed and assisted me in how to interact
and associate with them. Besides gaining professional competence, it has significantly improved
skills such as communication, interpersonal and presentation.

Attachment is basically the link between the class work activities and the actual working in the
field. It essentially improves a trainee on various aspects which entails the exposure to the actual
working conditions and putting into practice of the theories and principles learnt in class.
Establishing and maintaining good relationship with Police Officers by gaining their trust and
respect is a paramount duty to the attaché. Take time to listen to them and resolve their queries
by acting fast but in a professional manner. He or she must know how to handle inquiries and
complaints in ways that will create improved, lasting relationships with complainants.

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2.4.1 A Profile of Skills and Competencies Gained/Acquired
My stay within Central Police Station during my industrial attachment resulted in gaining a lot of
skills, which included technical skills, communication skills, analytical skills, data entry
handling skills.

2.4.2 Communication Skills

Perhaps the most important thing you can do is acknowledge the authority of the court. If you are
being sued or if you have been charged with a crime and you do not act in a manner predicated
on your understanding of the court's authority, however, you may prejudice the court. One of the
simplest ways to acknowledge the courts authority is to act with courtesy, dress appropriately
and, should you address the judge, address as your honor.

During my attachment period I came to learn that effective communication helps us better
understand a person or situation and enables us to resolve differences, build trust and respect,
and create environments where creative ideas, problem solving, affection, and caring can
flourish. As simple as communication seems, much of what we try to communicate to others and
what others try to communicate to us gets misunderstood, which can cause conflict and
frustration in personal and professional relationships. By learning these effective communication
skills, you can better connect with your spouse, kids, friends, and coworkers.

2.4.3 Data Entry Handling Skills

This assists walk-in complaints with accurate information and options regarding policing policies
and procedures, along with assisting various other agencies with police issues. Data entry clerks
often assist busy offices with entering information into machines, but many clerks also perform a
variety of other roles. To perform well in this capacity, data entry clerks must have a variety of
skills that range from basic computer skills to advanced keyboarding and language mastery..

2.4.4 Observations and Critique

Attachment promotes the working culture on the trainees and it instills the best practices that a
fresh mind requires so as to acquire the required standard of working. Meeting the datelines for
most work was a challenging to me but with the assistance granted by most experienced in
policing management. It was noted with great importance that meeting the deadlines for the
projects or assignments was quite hard and this forced me to stressful situations but I employed
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some of the knowledge I had obtain in class work to plan my time well. Even though there are a
large number of theories on how to encourage police officers within Central Police Station, it is
apparent that enhanced levels of education are not enough to prepare students for a real world
environment. Being able to improve these weaknesses will make graduates much more effective
in their careers.

In order to accomplish the organization’s objectives and specifically the functional objective,
time is of essence. Trainees are provided with the basic information that would enable them to
develop themselves in the future while working on their own. One problem commonly cited by
senior police officers is that many graduates do not have the practical skills necessary to excel in
the task performance.

2.4.5 Effective complaint management Skills

The attachment provided the attaché with an overview of the essential elements for an effective
complaint handling system. Unreasonable conduct by complainants can take up an inordinate
amount of an agency’s time and resources.

2.4.6 Effective Supervision Skills

During the attachment period I found out that one of the most important steps in creating a
healthy work environment is the frontline supervisor and the level just above. These are also the
most challenging jobs in police organizations as these levels have the most direct interaction with
frontline employees and the community. These front-line supervisors are largely responsible for
translating the department’s mission, vision, values, policies, rules and regulations into
operational practice. By emphasizing some things and not others, they establish the
organizational expectations for officers and shape the culture. Effective supervision is critical to
creating an environment in which coaching, not the threat of discipline, helps mold officers into
professionals.

2.5 Strategy for Utilization of Contacts Established During Attachment

Industrial attachment programme in an organization has immense potential of positive impact on
job satisfaction, engagement of people and finally on retention of people. Industrial attachment
stimulates human mind through diversity of challenges and thus sure way to bring to forefront
creativity instincts and in taking the individual and organizational performance to a higher place.
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The experience and contacts received during the attachment were greatly appreciated and
contacts made all through the interactions with clients at different levels and organizations will
go a long way in offering the ways of handling matters, gained after completion of my studies.

The contacts obtained during my attachment will greatly help me to create an opportunity to
brush shoulders with the Kenyan law. While working, the institutions we were working closely
will enable me to widen the scope of understanding how the National Police Service
Commission Works. These institutions will provide me a stepping stone while developing the
skills and knowledge that are required during the working period. All the personnel that I have
interacted with will assist me as the source of experience while in the field. The interactions I
made with other departmental colleagues will greatly improve my working experience in my
relevant department.

2.6 Performance Standards and Review

During the attachment period I learnt that Officers need to know what the work standards are and
periodically review with their supervisor how they are doing. This is a difficult process for most
police agencies. Setting standards is very challenging given the workload and types of problems
officers encounter in different parts of the community and at different times of the day. Some
officers are assigned to areas where the only work they are able to do is handle calls for service
while others must self-initiate the majority of their work. Whatever the standards and review
processes are in the department, it is important that officers understand them and that supervisors
are helping to achieve them.

2.7 Disciplinary Actions against Police Misconduct

During the attachment period I learnt that Police disciplinary procedures have long been a source
of frustration for nearly everyone involved in the process and those interested in the outcomes.
Police executives are commonly upset by the months and sometimes years it takes from an
allegation of misconduct through the investigation and resolution. Their frustration is even
greater with the frequency with which their decisions are reversed or modified by arbitrators,
civil service boards and grievance panels.

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Police officers and their generally feel discipline is arbitrary and fails to meet the fundamental
requirements of consistency and fairness. Unless it is a high-profile case or one is directly
involved, few in the community are interested in the police disciplinary process. Those interested
are mystified by both the time involved in dealing with complaints of misconduct and the various
steps in a lengthy, confusing and overly legal process.

2.8 ETHICAL DEVELOPMENT

1. Honesty and integrity

Integrity is the practice of being honest and showing a consistent and uncompromising adherence
to strong moral and ethical principles and values. During my attachment I was able to acquire the
values of truthfulness and accuracy in my actions
2. Adaptability

I was also able to acquire the ability to be able to fit my behavior according to changes in the
environment
3. Self-motivation

This is the force that drives you to do things. I was able to develop the drive to work towards my
goal and out effort into self-development and to achieve personal fulfillment
4. Dependability and responsibility

These values enhance a wide variety of performance categories. During my attachment period I
was able to show up on time every day and apply organization policies and strategies to each
task.
5. Strong self confidence

This involves self-assurance in one’s personal judgement, ability and power. After moutering
particular activities within the organization, I developed a strong positive belief that in future I
can generally accomplish any given task.
6. Positive attitude

This involves the mental attitude that sees the good and the accomplishment in your life rather
than the negative and the failures. After the period of attachment, I have developed a mindset
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that has helped me see and recognize opportunities

CHAPTER THREE: SUMMARY, RECOMMEDATIONS AND

CONCLUSION

3.1 Summary
An industrial attachment is a structured, credit-bearing work experience in a professional work
setting during which the student applies and acquires knowledge and skills. It involves the
application of learned skills in an organization related to the students’ major. It essentially
improves a trainee on various aspects which entails the exposure to the actual working conditions
and putting into practice of the theories and principles learnt in class.

Industrial attachment promotes the working culture on the trainees, and it instills the best
practices that a fresh mind requires so as to acquire the required standard of working. Trainees
are provided with the basic information that would enable them to develop themselves in the
future while working on their own.

Industrial attachment is basically the link between the class work activities and the actual
working in the field. An industrial attachment should challenge the student to examine the values
of the organization involved in the experience, and to assess the student's education as it relates
to the industrial attachment. In order to realize the true potential of attachment, there must be a
planned system in place with the policy taking into account; organizational interest, eligibility of
the employees and duration.

3.2 Recommendations
To expose attaches to relevant activities and training opportunities by developing clear and well
communicated expectations required to be followed by the attaches while in the court. Before
students start their internships, they are required to take a career development program. In this
program the students learned how to conduct an interview and how to enhance their careers. The

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students gained skills in problem solving, critical thinking, and computer skills. Colleges and
educational programs should be encouraged so that students take industrial attachments.

In order to motivate and promote the work culture in any organization, trainees should be
accorded some treatment so as to develop and attain full potential from them. For example
provision of small token of appreciation should be given to the attachés so as to increase their
morale and get the best out of them.

Colleges should keep in touch with alumni. In fact, they should have specific departments solely
dedicated to this purpose. As such, they are often aware of the industries in which their alumni
are working. And alumni are often eager to help students at their alma mater succeed. In fact, in
addition to specialized alumni-related college internships, some colleges and universities
maintain social networks that feature job listings from organizations where alumni currently
work.

3.2.1 Tackling Crime Effectively

The National Police Service commission should include in their local plans a strategy for
tackling anti-social behaviour. In formulating and implementing the strategy police service
should work closely with local communities. Plans should cover all aspects of the problem from
responding to reports of anti-social behavior incidents to fundamental problem solving.

 Local plans should identify how Police Service and local communities will
contribute to crime reduction, both through their own efforts and by working in
partnership with other agencies and set appropriate local targets.
 Provincial and the formation commanders should develop effective programmes
to identify and manage drug involved offenders and to tackle drug related crime,
including their supply.
 The Service should develop accurate information and intelligence systems to
identify trends in relation to illegally held firearms and consider running specific
initiatives in partnership with community leaders and local service providers to
tackle firearms-related crime.
 Provincial and the formation commanders should have effective strategies and
procedures in place to respond quickly and effectively to domestic violence
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 incidents and crime against children.
 The Police service should reflect the importance of disrupting organized criminal
groups and enterprises.
 The service should develop existing officers and new recruits to achieve the
necessary competencies to ensure that they have the capacity to tackle crime
effectively.
 The government should ensure sufficient resources are invested to deliver and
optimize the use of key technologies.
 The Police Service must develop a closer working relationship with local
communities, civil societies and the courts to improve case preparation and case
management.

3.2.2 Accountability and Responsibility

An infusion of funds alone will not solve KPS’s managerial and cultural problems; only serious,
sustainable institutional reforms can transform KPF’s from a "Force" to a "Service." This will
involve retaining of officers in management and internalization of change. Those who would not
cope will be forced to leave.

 Improving the transparency and fairness of police personnel administration

represents a key step toward ensuring accountability and reducing illegitimate
interference with police operations.

 Establishment of fair, efficient, and transparent mechanisms, both inside and

outside the police service, for investigating and punishing misconduct is
necessary. The present reliance on powerful patrons of necessity leads to
widespread impunity.

 The chief enemy of accountability is impunity a state of affairs in which police

officers can engage in misconduct, crime and violation of human rights and be
confident that they will not be disciplined or held to account for their actions.

 Impunity exists in the absence of effective mechanisms for investigating and

punishing police misconduct. It also exists when powerful individuals outside the

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 chain of command can, through their patronage, shield favored officers from
investigation and discipline.

 Kenya Police Reserve (KPR) have become ripe grounds for corruption. There is
need therefore to streamline its operations if its service and image are to be
restored.

Accountability can most effectively be achieved through the maintenance of both internal and
external mechanisms of accountability that are mandated to work cooperatively with one
another. Internal mechanisms of accountability refer to those mechanisms that are located and
run within the police administration. Examples of such mechanisms would include a police
complaints desk run by the police, mandated to entertain and dispose complaints regarding police
misbehavior or negligence. External mechanisms on the other hand refer to those mechanisms
that are located outside of the police, i.e. the establishment of an independent Police Complaints
Authority Another main obstacle to internal accountability in Kenya has been the maintenance of
two police agencies, the Kenya Police Force (KPF) and the Administration Police (AP), with
overlapping functions in practice.

3.2.3 Staffing, Deployment and Development

Transparency, regularity and fairness must be hallmarks of personnel decisions not only at the
top of the Police Force, but at all ranks. Many police officers, at all ranks, owe their positions not
to their academic qualifications or to their performance on the job, but rather to the patronage of
powerful individuals outside the police force. Emphasis needs to be placed on establishing clear
and appropriate criteria both for recruitment and promotion within the force. Formulation of
policies and guidelines for promotion should be established. A police service that abides by clear
criteria for recruitment and promotion reduces greatly opportunities for interference in its
operations. Equally important is the selection of appropriate promotion criteria.

A police service that promotes officers based, for example, on the number of arrests they have
made will provide quite a different kind of service to the public than a police service whose
criteria for promotion emphasize, for example, investigative techniques, ability to communicate
effectively with civilians, and integrity. Clear and appropriate criteria for deployment within the
police service need to be established to avoid situations where powerful individuals outside the
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police service may find it particularly easy to "punish" disfavoured police officers by
effectuating their transfer to undesirable postings.

The Government must of necessity be committed to investing sufficiently to increase the number
of police staff. More police officers mean more police on the beat and increased reassurance for
the public. However, increased numbers of officers alone is not all. There is need to make the
best use of police officers and ensure that they are deployed to maximum advantage.
Misappropriation of human resources in terms of deployment to handle unclear duties should be
virtually eliminated. Paradigms must also shift to let go of some of the present responsibilities to
other sections of the disciplined services, e.g. driving and guarding of VIPs; could be taken over
by the National Youth Service officers, leaving the Service to carry out its core functions.
Gender disparity has been the norm in recruitment resulting to very low numbers of women in
the service. Deliberate actions must be taken to address this imbalance.

3.2.4 Transition of Culture and Attitude

It is important to acknowledge the difficulty and the necessity of changing the culture of policing
in Kenya. Ultimately, the long-term success of any programme of police reform depends to a
great extent on the institutional culture that prevails within the Service. Where the prevailing
culture is one of corruption and impunity, changing that culture must be one of the central goals
of police reform. A transition from a "force" to a "service" is a fundamental transformation in the
way the individual police officer applies himself/ herself to his work and conceives his
relationship to the public, day in and day out. The Service must deal both at personal and
institutional level with issues that bring disrepute. Such behaviour is manifested in:

 Apathy and lack of work ethics;

 Lack of commitment;

 Defensive approach to issues;

 Blind loyalty to powers outside the service, and

 Indifference approach in service delivery.

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3.2.5 Making the Most of Police Officers
 Senior police officers should show the necessary leadership to drive the reform
forward.

 A co-ordinated approach to science and technology is essential if the service is to

receive greatest benefits. The strategy will provide a consistent framework to
follow and a means by which the need for common solutions can be identified and
agreed upon.

 The availability of officers for front line duties is compromised by the use of
antiquated processes for recording, managing and accessing information.

 The police are at the front end of the criminal justice process; what happens in the
police station sets the tone for all subsequent stages of the process. By delivering
improvements in the speed and efficiency of processing offenders and in the
preparation, submission, management and presentation of case files, the police
service can help set the standard for the criminal justice system as a whole.

3.2.6 Measuring the Performance

Police are responsible for providing an efficient and effective service, one that is increasingly
effective in combating crime and which achieves value for money. The views of local people
will be important in scrutinizing police performance and in drawing up plans and strategies. A
key measure of the success of Police authorities and service will be the degree of public
satisfaction with the service received. Performance management should ensure that what is
valued gets measured. In recognition of performance issues specific to policing major urban
centres, consideration should also be given to comparisons of performance using international
benchmarking.

A set of national standards on performance to ensure consistent, service delivery mechanism

should be developed. That would present a properly rounded picture of police performance,
reflecting national priorities and taking into account local circumstances. Data based around the
standard will be disseminated incrementally and the public will be able to see service-level
performance comprehensively and comparatively assessed and a clearer relationship between

34
resources allocated and services delivered. From time to time, unplanned or specific events such
as major crime, terrorist attack and public order incidents, will have an impact on overall
performance, and assessment at national level will take account of such factors.

3.2.7 General Recommendations

The successful implementation of the Policing Plan will depend on the commitment and
motivation of the individual officer. The support extended to the officer in terms of financial and
other resources by the government and other stakeholders will go a long way in this direction. In
this regard, it is of paramount importance that a comprehensive review of the conditions and
terms of service is undertaken at the earliest. In order to consolidate the gains envisaged in the
plan, it is proposed that: The Planning Committee converts itself into a Monitoring and
Evaluation Committee. It will, along with county and formation commanders, undertake
quarterly reviews on the implementation of the Plan. The Inspector General will facilitate an
annual stakeholder’s review meeting to appraise the plan.

3.3 Conclusion
My attachment period was enjoyable while familiarizing myself with people in different sections
and the working environment. As time pass by it turned out to be fruitful. So much experience
and skills was gained. There were a lot of things that could not be done before attachment that
can be done now and working as a team. I also learnt to appreciate that theory without practice is
dead, to be patient and being tolerant. I am a better person due to the attachment experience both
at work and personal level.

Industrial attachment students must be able to make quick decisions which are based on logic.
Industrial attachment will teach students how to excel in a large number of different
organizations and industries. When students use Industrial attachment, they will bring benefits to
themselves as well as their employers.

Industrial attachments are known for giving students the opportunity to apply their knowledge in
real world environments. At the same time, they will also develop skills which will help them
perform better at their jobs. Industrial attachment will also allow students to learn about time
management, discipline, and effective communication skills. In the business world, critical
thinking skills are very important.
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 REFERENCES

National Police Service’

www.nationalpolice.go.ke

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