Case study 7: Secucenter LTD

1. Introduction

1.1. Role player: Secucenter Ltd

In contrast to the previous private firm case study, Secucenter Ltd is a small local security firm, with a comparatively limited reach in the security environment. It is perhaps typical of the numerous indigenous firms that have attempted to fill the growing demand for commercial security organisations.

1.1.1. Role players' mandate

Secucenter's mandate is not too dissimilar to those of other private-sector security firms. It had, as a matter of fact, working relationships with other private firms. Secucenter claimed that firms in the private sector only became rivals when it came to carving out territorial jurisdiction, i.e. competing for clients within Nairobi. Otherwise private security firms' role was one of mutual assistance in the field, and they often pooled their resources (manpower and communications infrastructure) when the situation called for such arrangements. Thus the arrows in Figure 15 illustrate a theoretically equal relationship.

Figure 15: Secucenter's relationship with other crime prevention role players

The links with the NCCI askaris (police) is almost non existent, as the firm does not interact directly with the City Council in the security environment. In its view, Secucenter offers the same services as the police. Secucenter guards high-risk areas, which the police may patrol from time to time. There are problems with site calls, as the police often face mobility problems. In cases of a breach of security, it is the police who do the investigation.

1.1.2. Structure and functions

Secucenter has a relatively small organisation and hence the simple organogram (Figure 16). The proprietors have overall control of the company. A manager oversees the day-to-day operations of the firm. Under the manager is a tier of operational management. Field operations, patrols and guards are controlled by a supervisor who is under the manager.

Figure 16: Secucenter Ltd organisational structure

1.1.3. Basis of crime prevention

Secucenter indicated that the official government mandate falls under the Register of Companies Act, as already noted above. The firm's other basis of crime prevention is acting on behalf of its clients.

1.1.4. Area of jurisdiction

Although Secucenter is a relatively small indigenous company, it has branches in Nakuru, Garissa, Thika and Nairobi. Within Nairobi it has coverage at middle-income estates such as Golf Course, Ngumo, Kahawa Shukari, and Buruburu, and in commercial areas such as the Industrial Area and Wilson Airport. The fact that Secucenter has clients in these residential and commercial areas does not in any way imply that there is no competition in the same zones from other private companies. Nevertheless one of its prestigious clients is the Kenya Revenue Authority.

1.1.5. Image

Secucenter is of the opinion that its image improves when its services are good and when there are few or no complaints from its clients. The company believes that if it is efficient, then the question of an unfavourable image does not arise. Efficiency is ascertained through periodic performance evaluations.

The public image of Secucentre, according to its own estimate, is that its workers, especially guards, are considered as low-income employees and are not accorded any respect by the public at large; despite the risks they take as security personnel on behalf of the clients' property and the general public indirectly.

A minority in the population, described as 'thugs', harbour very negative attitudes towards the firm and implicitly any organisation in the security environment. Such criminals perceive security services to be interfering with their operations.

1.1.6. Other role players

Secucenter Ltd felt that the following were the principal role players in Nairobi's crime prevention scene: (i) the Kenya Police Force; (ii) private security firms; (iii) the Nairobi City Council Inspectorate; and (iv) the public. With regard to the public, Secucenter noted that the public were especially galvanised into crime prevention when there was theft in the community.

1.2. Crime prevention mandate

Secucenter Ltd stated that its crime prevention mandate and its legal basis arise from the Registrar of Companies Act and the contracts it enters into with its clients.

1.2.1. Link between national and local crime fighting

The primary premise of Secucenter is that it serves its clients. It is not conscious of a purposeful link in crime prevention between the different levels of society and government. It felt that this was not of direct concern to Secucenter as the firm's focus is successful service delivery to its clients.

1.3. Partnership

Figure 15 depicts the main partnerships of Secucenter. As can be observed, the company is in partnership with other private security firms as well as with the Kenya Police Force. Secucenter indicated that it had a poor, if not non-existent, partnership with the Nairobi City Council.

1.3.1. Partnership relationships

The three partnerships are as follows:

The partnership between Secucenter and other security firms arises from working in the same security environment with the same commercial objectives, and thus they pool their security or intelligence and other resources together. Sentry duties at night may be joint actions, as when they need to scare away robbers with crude weapons. Different levels of cooperation are normally entered into as a matter of industry practice. There is often reciprocity, as one firm may provide the guards and recommend another to provide alarms.
The partnership with the police becomes very useful because the police carry arms, and when private companies are attacked by sophisticated gun-wielding criminals, the police assist with fire power. Investigations of criminal offences, by the law of the land, are conducted by the Kenya Police and thus this is a binding partnership. The Kenya Police Force also undertakes patrols in high-risk areas, thus indirectly assisting its private security counterparts.
The partnership with the NCCI comes into play when private security firms are involved in the protection of NCC property or when they provide guard duties for the latter's officers. Secucenter has not involved itself in this kind of NCC-related operation.

1.3.2. Workings of partnership

There is a general feeling that the established partnerships are working. However, although there is a working partnership with the Kenya Police, it is felt that the latter have a superiority complex and consequently look down upon private-sector companies, especially their security guards.

1.3.3. Elements holding the partnerships together

The key elements that cement Secucenter Ltd's partnerships are as follows.

With other private sector firms, there is a sharing of similar industry problems; they can learn from each other on ways to circumvent problems specific to the sector. It is Secucenter's belief that to improve services to the public, there is the need to gauge how others are performing in service delivery.
The key element in the partnership with the Kenya Police is that the police reinforce the security firm's objectives. However, there is an underlying suspicion by the firm that the Kenya Police does not need Secucenter Ltd or the services of other private security firms.
The partnership with the City Inspectorate again lies in the fact that that both organisations are carrying out the same trade, especially in the realm of sentry work. The two generally assist each other, but Secucenter Ltd feels that the NCCI has to be pushed in order to assist it.

1.3.4. Frequency of meetings

The frequency of meetings varies with the different partners.

Meetings within the organisation are on a daily basis. Meetings with other private security firms are both formal and informal in structure and are normally weekly in frequency.
Meetings with the Kenya Police are very rare. If meetings do take place it is once a month or when reporting criminal incidents to the police.
As is the case with the police, meetings with the NCCI are occasional. They seem to take place only when particular incidents need explaining to the opposite party. A meeting approximately every three months is the norm.

2. Crime prevention approach

2.1. Crime prevention initiatives

Crime prevention initiatives are the typical range found in the private sector. Secucenter Ltd has undertaken three main initiatives.

The training of guards, both foot and dog patrols, in matters pertaining to security such as briefing and debriefing, fighting skills as in karate, some knowledge of the law and weekly parades. There is also a monthly refresher course for the same security guards.
Advice to clients on their security environment. Before they decide on the type of fencing, electrification, CCTV and so on that the clients feel they require, they are advised as to the most effective precautions to take given their particular circumstances.

2.1.1. Citywide crime prevention initiatives

All Secucenter's crime prevention initiatives have no geographical bounds. Their operations are spread throughout the city.

2.2. Philosophy on crime and crime prevention

Secucenter's philosophy is that first and foremost one satisfies the client's security requirements. All the company's work focuses on attaining this objective.

2.3. Secucenter's crime prevention approach

The firm's approach emphasises presence and visibility, rapid response through the application of modern technology, mobility, and the apprehension of the offenders. In other words it is the improvement of the situational context of the company's clients that matters most.

The following are the four main Secucenter approaches to crime prevention:

Private investigations, i.e. the gathering of security and other intelligence for a client
The provision of guards for sentry duties at residential and commercial premises
Alarm systems as an audio deterrent as well as a quick link with the operations office
Patrols, both foot and vehicular, to move about the clients' area at regular frequencies.

2.3.1. The adoption of crime prevention approaches

The firm's approaches to crime prevention accord with industry practice. The belief appears to be that this is a situation of not needing to reinvent the wheel.

2.3.2. Local ownership

Although Secucenter's approaches are industry practice, the company has had to adapt them to the local Nairobi context.

2.3.3. Jurisdiction

The City of Nairobi is basically the territorial coverage of Secucenter's operations. Furthermore, it is Secucenter's policy to offer its services anywhere within the city where it does not have clients.

2.4. Process

2.4.1. Origins of the crime prevention approaches

Secucenter Ltd's crime prevention originated as a policy of (i) simply investigating what other security companies were doing; (ii) copying and improving on their crime prevention strategies; and (iii) modifying the practices to suit their 'new' context.

2.4.2. Role players in the process

The role players within Secucenter were drawn into the process by continuous recruitment of people with the required skills and motivation. One of the firm's partners is a high-ranking police officer, with whom the idea of the company originated. He recruited a management expert partner to jointly operate the firm. When more clients were found, they needed more manpower. This, in the prevailing situation in Nairobi, was not a difficult problem, as there are plenty of trained but unemployed security people at most levels. Ex-policemen and policewomen were also recruited into the enlarging organisation.

2.4.3. The catalyst

The catalysts for the growth of the company were as follows. (i) Once Secucenter had been formed, there was the necessity for generating revenues in order to sustain it. (ii) There was little chance that the levels of criminal activity in Nairobi would abate in the short term, and this 'gut' feeling justified this kind of security outlet. (iii) There were many skilled, out-of-work people for Secucenter to employ.

2.4.4. Role players in the conceptualisation of the crime prevention approaches

Initially the conceptualisation of crime prevention ideas was solely undertaken by the two proprietors. This practice continues today.

2.4.5. Mediation of priorities

Secucenter noted that security people and institutions tend to prefer to work in relatively secure environments.¹ In the case of Secucenter, priorities were decided on the basis of the financial costs involved in offering a service. The private investigation service was offered earlier on because one of the proprietors was an investigative police officer with the Criminal Investigation Department. This was thus familiar investigative territory.

2.4.6. Start of initiatives

Secucenter started with what can be considered basic services in the commercial security sector. Thus property guards were in place by 1994. Investigations were offered by 1996, and alarm systems by 2000.

2.4.7. Origins of initiatives

The idea of deploying guards arose out of the security background and experience of one of the proprietors. There was a strong feeling that his training in security and his experience qualified the individual to be in a position to easily manage a security firm. Private investigations were simply the core activity of the same proprietor. Alarms as an initiative were chosen because they effectively and quickly alerted the firm to intrusions or problems within the firm's client territory.

2.5. Strategy design and development

2.5.1. Development of strategy

The strategic development of the idea of guards rose from the experience of working for the Kenya Police and the feeling that there were potential clients 'out there'. This, together with the 'unused' resource of trained but unemployed guards, made this strategy a reality. Private investigations were at first voluntary but this approach did not work very well and now it has become a full-time undertaking. The alarm system was developed after the realisation that patrols could not be continuous and the inclusion of alarms on the premises of the firm's clients helped pinpoint the problem areas. This also gave an added sense of security to their clients.

2.5.2. Local models that informed the strategy development

Secucenter Ltd scrutinised local models, especially those of Riley Security Ltd, a large Nairobi based company. Secucenter felt they did not wish to be left behind in terms of local practice, especially in the 'department' of customer satisfaction. Other security companies studied included Wells Fargo and Securex, all of which operate in Nairobi.

2.5.3. The role of the city in this process

The Nairobi City Council did not play any role in helping to mould Secucenter as a security organisation

2.6. Description of strategy

2.6.1. Crime prevention strategies

Secucenter deals exclusively with the situational type of crime prevention strategy at its client's base, covering the internal and external surroundings of premises.

2.6.2. Main components of the strategy

Secucenter applies the following four major crime prevention strategies: (i) private investigations; (ii) guarding premises; (iii) foot and vehicle patrols; and (iv) alarms on clients' premises.

The objective of private investigations is to carry out confidential intelligence gathering on behalf of a client or clients. A satisfied client is the desired outcome.
The objective of posting guards is to ensure the safety of the guarded residents and property from criminals. The outcome that the company looks forward to is satisfied clients and a steady stream of revenue sources.
The objectives of employing patrols are to keep an eye on clients' properties and keep Secucenter's employees on the alert by checking on them from time to time. The desired outcome is for the employees to be on the watch for any changes in the security environment at all times as well as to reduce the risks to their clients.
The objective of the alarm systems is to inform the office when there are intrusions and act as a means to alert the larger public. The desired outcome is also to reduce risks all round.

2.6.3. Implementation of strategies

Crime prevention strategies are implemented in a variety of ways. Word of mouth as well as marketing in the newspapers is the chief means by which the prospective client gets to be aware of Secucenter's services.

Private investigations are implemented after a client approaches the company and the desired course of investigation is followed.
Company guards are often given specific territorial placements after a successful tender or as desired by a new client.
Implementation of patrols depends on security high-risk areas; the more risky the environment the higher the frequency of visitation by the patrols.
The installation of alarms depends entirely on the desires of the client.

2.6.4. Strategy emphasis

The most strongly emphasised strategy is the provision of guards at residences and in business premises.

2.6.5. Overall emphasis across the strategy

The emphasis is that guards are appropriately trained. Thus in their recruitment, they undergo a two months' training course, and have weekly lectures and parades. This has been found to be a successful formula for training guards.

3. Implementation

3.1. Monitoring of strategies

The following are the methods in place for monitoring the crime prevention strategies in place.

Guards are checked through a shift system day and night via the use of patrol cars.
Patrols record entries as they check out their guards on site. In this way the whereabouts of any guard at any given time can be traced through the company's records.
Alarms, radio calls and panic buttons are monitored from the office premises.

3.2. Responsibility for monitoring

Please refer to Figure 16. Monitoring is divided between the different senior officials. Guards and the patrol fall under a supervisor, whilst alarms fall under the manager. One of the proprietors oversees private investigations.

3.3. Resource sharing

Private sector security firms share manpower, in that it is possible to recruit trained guards or even ex-police officers in the marketplace without expending one's own resources on their training. Furthermore some of the larger companies routinely train guards at no cost to the industry.² Finances are sourced from clients' fees, shareholders and from financial institutions. Sound finances are a basic requirement in the industry.

3.4. Budget

Secucenter's annual budget approximates to KShs 6 million, of which approximately 80% goes on salaries.

3.5. Extent of the implementation

All the crime prevention approaches mentioned in the preceding pages are ongoing and continuous.

3.6. Organisation outlines in their documentation and actual implementation

There was not the opportunity to look into the company's books, but Secucenter has 'annual reports' which have to be submitted to the Register of Societies, in order to validate its annual certificates.

3.7. Efficiency of operations

Secucenter feels that guard duties and patrols are working out efficiently. Alarms, on the other hand, are not readily accepted by all clients because of the additional costs. A house alarm typically costs KShs 7,000 and a system that would suit a factory costs KShs 15,000. The private investigations branch of the business is also suffering because the chief investigator is not full-time with the company.

3.8. Work of intra-agency and inter-agency crime prevention

The prevailing views have been expressed above under the section on existing partnerships.

4. Best practice and lessons learnt

4.1. Lessons learnt: major disappointments or shortcomings of the approaches

Some of the lessons learnt so far by this young firm are as follows.

Before a private company commits itself to a client, there must be a survey of the potential client's environment from a security viewpoint.
The potential clients for private security lie in Nairobi's middle- and high-income groups.
A company as an outfit should have adequate resources for the work it is committing itself to do. Such items include appropriate transport vehicles, information communication technology equipment, trained and skilled manpower and the finances to back up one's plans.

The other major lesson Secucenter has learnt is how to relate to the Kenya Police Force. Secucenter argues that since the two are essentially providing the same service: (i) They should work together to prevent crime and reduce crime rates. (ii) If security firms spread out within Nairobi, this could plug into some of the security voids that currently exist. (iii) In a situation of conflicts of interest, the police and the private sector security firms should meet and iron out the problem areas.³

Other specific lessons learnt are that:

When a company offers an investigation arm in crime prevention, this must be a full-time undertaking by a trained expert in gathering intelligence for their clients. There is need for informed contacts with the police to facilitate investigations. The company must also have its own reliable informers.
Guards need constant supervision or they lapse into indiscipline. Guards need to be neat, smart, disciplined and intelligent. Most guards should have at least 12 years of education.
Patrols, both foot and vehicular, must be supervised. If this is not the case they can be abused by employees for purposes such as ferrying dubious friends and even stolen goods.
Alarms, wherever they are located, need constant maintenance. The client also needs to be taught not to misuse alarms.

4.2. Planning considerations

4.2.1. Crime prevention strategy within Nairobi's development strategy

Secucenter believes that there is no clear relationship between crime prevention initiatives in the city. Furthermore, the Nairobi City Council, a major role-player, undertakes its own strategies without serious consideration of what others are doing.

4.2.2. The planning department and existing metropolitan crime prevention strategies

Secucenter believes that such a relationship does not exist because stakeholders are more or less following their own strategies.

4.2.3. Lessons for planning departments for improved crime prevention at a metropolitan level

The following were the suggestions from Secucenter Ltd.

There is a need for all crime prevention stakeholders to work together by sharing ideas and respecting one another's contributions in order to reduce crime in Nairobi.
The police should carry out checks on patrol cars, because these could be the subject of misuse by corrupt officials.

4.2.4. Crime prevention and planning departments

Secucenter did not feel that crime prevention fitted in with the Nairobi City Council's planning department. As far as Secucenter was concerned, crime prevention was definitely the work of the police and security firms.

4.3. Benefits for local government

Secucenter Ltd felt that this study could highlight the strengths and weaknesses of the current crime prevention set-up. The firm believed that also within this sort of study would be suggestions on how best to improve the systems of crime prevention in Nairobi.

4.3.1. Local government benefits from this study

Secucenter Ltd was of the opinion that since the Nairobi City Council was in charge of managing the city of Nairobi, with most of the city's problems blamed on its poor delivery and the resulting urban jungle, the improvement of the current situation by the NCC should result in a more secure and safer city.

4.3.2. Local authority benefits from this study

The study could point to ways and means of crime prevention. Secucenter also felt there should be controls on population growth, and expansion of employment opportunities as 'idle minds turn to crime'.

Notes

This may seem a baffling statement at first, but if one were to map the client territorial coverage of the formal sector private security firm; it is most unlikely that they will be found in the poor 'no-go' and dangerous environments of the unplanned settlements in Nairobi.
Continuous training makes sense in a growing industry. Another reason for this training is to maintain certain standards as well as a way of taking care of the attrition and mobility within the industry.
Secucenter notes that this 'ironing out' of issues occasionally takes place, but only at the insistence of the private company.

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