Charles Owino: Police reforms go beyond uniforms

The change in the National police Service uniform has generated considerable public debate. Critics argue that changing uniforms is cosmetic and that the government should be addressing deeper police reforms. However, Government Spokesperson Charles Owino says the uniform is just one component of a larger programme.

Why was the police uniform changed?

First, it is important to clarify that we are not talking about a complete change of the National Police Service uniform. The change concerns the general-duty Kenya Police officers, the officers commonly seen at police stations and on patrol. The Administration Police Service uniform has not been changed, and neither has the General Service Unit uniform. The change was based on recommendations concerning the appearance, functionality and working conditions of officers. The previous blue uniform had practical problems. It became dirty quickly, faded and, after some time, did not maintain the appearance that a police uniform should have.

But why should uniforms be a priority when police officers still face concerns about housing, healthcare, working conditions and welfare?

Police reform is not one issue. It involves many different areas, and they are being addressed through different processes. It would therefore be incorrect to suggest that because a uniform has been changed, nothing else is happening. Police officers perform extremely demanding duties. Some serve along the borders, some work in difficult operational environments, and others are constantly exposed to security risks. Their welfare is important, and reforms concerning welfare, remuneration, housing, training and oversight have to continue. The uniform is simply one visible component of a much broader reform programme.

What about female police officers? One of the issues raised in this programme is the introduction of maternity wear. What do you have to say?

Providing appropriate maternity wear is certainly relevant to the welfare of female officers. A pregnant police officer should be able to perform her duties in clothing that is appropriate and comfortable. At the same time, if the design is found not to be satisfactory, it can be reviewed. Public participation and feedback are important. A uniform is not something that can never be changed again. If officers have practical concerns about the design, those concerns should be considered.

Critics say the government has chosen the most visible reform, the uniform, while less visible reforms remain ignored. Is the criticism fair?

People are entitled to question government priorities. But I would caution against assuming that the most visible change is the only change taking place.

A uniform is visible because everyone can see it. You cannot necessarily see a policy discussion, a legislative process, a training programme or an administrative reform taking place. The police service is a large institution. Changes happen at different levels and at different speeds.

Is the new uniform cosmetic or transformative?

I would say it should be viewed as one component of transformation rather than transformation itself. A uniform can improve appearance, practicality and identification. But genuine police reform goes much further. It involves welfare, housing, healthcare, remuneration, training, accountability, oversight, technology, working conditions and respect for human rights. So the real test should not simply be whether Kenyans like the new shade of blue. The real question is whether the broader reforms are improving the police service and its relationship with the public.

There were also concerns over maternity leave and facilities for breastfeeding officers. Is a maternity uniform meaningful if those wider needs are not addressed?

The uniform should not be viewed in isolation. Female officers have broader welfare needs, including appropriate maternity arrangements and working environments. A comprehensive approach would consider leave, healthcare, suitable facilities and working conditions alongside uniforms. These are separate but connected aspects of supporting female officers.

There was a proposal to remove pockets from traffic police uniforms to make it harder for officers to take bribes. Do you think the move would be an ideal remedial measure?

Removing pockets is not, by itself, going to eliminate corruption. I have worked as a criminal investigator, and I know that people who want to conceal money can find many ways of doing so. There have been cases where money was not placed in pockets. People can hide money elsewhere or pass it through other individuals. So, if someone believes that removing pockets will solve police corruption, I would disagree. The fight against corruption requires stronger systems.

Critics point to the recommendations of the Maraga Task Force and wonder why some of the deeper reforms have taken so long.

The Maraga Task Force report contained recommendations. It was not itself a court order that could automatically implement every recommendation. Those recommendations have to be considered, translated into policy and, where legislation is required, taken through the appropriate legislative process. The Interior Ministry established a steering committee to develop a framework for implementing the recommendations. Several pieces of legislation have been proposed or are being processed, including legislation dealing with public order management and strengthening the oversight role of the Independent Policing Oversight Authority (IPOA). So, the fact that a particular recommendation has not yet become law does not mean that it has been ignored.

One of the strongest criticisms raised revolved around police welfare. Housing, healthcare and mental health remain contentious. Are these issues being addressed with sufficient urgency?

Police welfare is absolutely important. As someone who has served in the police service, I understand the challenges officers face. We cannot expect officers to provide security effectively while ignoring their own welfare. There have been efforts concerning housing and remuneration, and there are ongoing discussions around other aspects of welfare. But these matters involve government resources, policy decisions and implementation over time. We should also recognise that police officers are not simply uniforms. They are people undertaking difficult work. Their welfare must therefore remain part of the reform agenda.

What systems would you consider more effective?

Technology can play an important role. Body-worn cameras, proper surveillance systems, transparent procedures and effective supervision can help create evidence of interactions between officers and members of the public. Accountability is also important. If an officer takes a bribe, that officer should face the appropriate disciplinary or legal process. At the same time, corruption should not be treated as a problem that exists only within the police service.

You have also spoken about reforms that police officers themselves proposed years ago. What were some of those proposals?

Before some of the major police reforms we know today, police officers had already been discussing institutional changes. Among the issues raised were the establishment of a police service commission, civilian oversight and greater institutional integration. Those discussions eventually contributed to reforms that produced institutions such as IPOA and the current police oversight framework. The point is that police reform did not begin yesterday. It has been a long process.

If the reforms have been a continuous process, then why do Kenyans still see recurring problems involving police accountability and use of force?

Institutional reform takes time, and implementation is not always uniform. Laws and institutions can establish frameworks, but those frameworks must then be implemented through training, supervision, resources and accountability. Where an officer violates the law, that officer should be held accountable. At the same time, we should avoid treating the actions of individual officers as automatically representing every member of the service.