By Edris Omondi.
The Author is a Strategic Thinker, an Advocate of the High Court of Kenya, a former Kisumu County Attorney, and a Civic Educator passionate about Youth Empowerment, National and International Development, and Generational justice.
The recent directive by the Inspector General of Police, Mr. Douglas Kanja, placing the burden of fighting corruption squarely on the shoulders of County Commanders has reignited a national conversation on the integrity of Kenya’s police service. It’s a bold administrative move—but is it enough?
Across the nation, the infamous phrase “kitu kidogo” continues to define the everyday experience between citizens and traffic police. The systemic nature of this corruption, so casual it has become cultural—is symptomatic of a deeper institutional problem. It raises a fundamental question: Can the police effectively police themselves?
The Entrenched Culture of Corruption
Whether it is the matatu driver paying a bribe to avoid a ticket or a police officer demanding a ‘kitu kidogo‘ tokenism before releasing an impounded vehicle, the reality is stark: corruption is not an occasional misstep but a structural flaw. Numerous studies by bodies such as Transparency International place the Kenyan police force among the most corrupt institutions in the country.
Who benefits? The rot is rarely isolated to the officer on the ground. The money flows up the ranks. In return, there is silence, protection, and impunity. It is a shadow economy that thrives on secrecy and fear, and the victims are not just those who pay bribes but the justice system itself.
The Limits of Internal Oversight
While the National Police Service has internal mechanisms for discipline and conduct, expecting a force riddled with corruption to effectively self-regulate is optimistic at best and naive at worst. While the Inspector General has operational control, the law under the National Police Service Act envisions a professional and accountable force. However, the gap between policy and practice remains vast.
County Commanders, under this new directive, are now the front-line defenders of integrity. But are they empowered and incentivised to do so? What happens when the commander is complicit, or when whistleblowers are intimidated? Institutional culture must change, not just policy on paper.
Enter the Oversight Bodies: IPOA, EACC, and the DCI
The Independent Policing Oversight Authority (IPOA) was established to provide external checks on police operations. Its mandate includes investigating misconduct and recommending prosecutions. Yet, IPOA’s capacity is limited. Understaffed, underfunded, and often undermined, it struggles to keep up with thousands of cases annually.
The Ethics and Anti-Corruption Commission (EACC) and the Directorate of Criminal Investigations (DCI) also have roles in anti-corruption enforcement. However, jurisdictional overlap and bureaucratic inertia often blunt their effectiveness. Worse, the perception that law enforcement officers operate with impunity makes victims hesitant to report abuses.
What Can Be Done? Learning from Others
Globally, countries that have made significant strides in curbing police corruption share a few common threads:
- Independent, Well-Resourced Oversight Bodies: Hong Kong’s Independent Commission Against Corruption (ICAC) is often cited as a success story.
- Use of Technology: Body-worn cameras, GPS tracking of patrol units, and digitized traffic fines have reduced face-to-face bribery.
- Transparent Recruitment and Training: Vetting processes and ethics training from day one set a different tone for service.
- Public Participation and Community Policing: In Brazil, community-led policing forums have improved trust and accountability.
The Power of Citizens and Civil Society
In Kenya, citizen participation remains underutilised. Whistleblower protection is weak, and fear of retaliation keeps many quiet. Yet, involving citizens through community policing committees, feedback apps, and independent legal aid centres could build pressure from below.
This is where institutions like the Centre for Crime Prevention Initiatives in Kisumu can play a transformative role. Through civic education, capacity building, and collaboration with oversight bodies, they can bridge the gap between citizens and institutions. Their ability to collect data, document abuses, and empower local communities is essential to long-term reform.
A Call to Action
Inspector General Kanja’s directive to County Commanders is a start—but real reform requires a synchronised approach. Internal discipline must be complemented by external pressure, empowered oversight, community vigilance, and political will.
Kenya’s police service must evolve from an institution feared and distrusted to one that is professional, accountable, and citizen-centred. Only then can the fight against corruption move from rhetoric to reality.
Edited by Sandra Blessing.
