STAFF TRAINING FOR CORRECTIONAL LEADERSHIP
Pamela Monyenche Masese＊

Probation and Aftercare Service has 753 Probation Officers and 390 non-technical officers employed on
Permanent basis. The Department also depends on 312 Volunteer Probation Officers and 3,600 Community
Service Supervisors from the Community to achieve its objectives. These objectives include provision ofsocial enquiry reports to courts and penal institutions, rehabilitation, reintegration and supervision, of
offenders placed under non- custodial sanctions.
Kenya public service training and recruitment policy (2005) says that training is crucial for all government agencies as it ensures that the government departments have adequate skills and knowledge toenable each of them to implement relevant mandates as well as meet the strategic objectives of their respective organizations. The policy defines training as a process through which one acquires skills andknowledge essential for a profession or a job while capacity building is the process of developing andstrengthening skills, attitude abilities, processes and resources which an organization requires to adapt andthrive in an ever changing environment.

I. ADMINISTRATION OF ORGANIZATION IN RELATION TO TRAINING
The Department of Probation and Aftercare service has a training division that is charged with the responsibility of conducting training needs assessment surveys for 753 probation officers, 390 non-technicalstaff, Community Service Supervisors and Volunteer Probation Officers. The Civil Service Training Procedures of 2007 strengthened the role of the Departmental Training Committee (DTC) which deliberates,
gives approval on the distribution of the training funds; skill needs assessment reports, projections andtraining requests. It is the role of the DTC to recommend and advise the Cabinet Secretary on technicalissues as regards to training of correctional personnel. The internal courses are conducted at Shanzu
Training Centre and Nakuru Hostel.

II. CONTENT AND METHODS OF TRAINING IN PROBATION KENYA
In 2006 the Performance Appraisal System (PAS) was introduced in the department of Probation andAftercare service to enhance assessment, rehabilitation and reintegration of offenders. PAS is a performance management tool which integrates the work of an individual staff with the strategic objectives ofthe organization. It is a process of setting targets, work planning, provision of feedback and evaluation on
work performance and professional conduct. It enables leaders of correctional agencies to identify gaps inwork performance which can be filled through training and capacity building.
Training has also been geared towards succession planning, The Scheme of Service for Probation
Officers (2004) stipulates which training is required for each designation, the skills and knowledge eachprobation officer is required have for career progression. Training Projections, which are done each year,
are also meant to implement the scheme and address challenges of succession management. In 2014 a
Mentoring Scheme was formulated which is geared towards ensuring the experienced officers “leave theirskills behind” upon exit from the service. However this Scheme is yet to be implemented.
The Public Service Integrity Program (PSIP) was introduced in the department so as to prevent
corrupt practices and inappropriate treatment of offenders. 123 Probation officers from each station havebeen trained as Integrity Officers so as not to only train others but be champions of the programme. It has
also been found necessary to mainstream the integrity programme in all training and capacity building
Chief Probation Officer, Probation and Aftercare Service, Kenya.

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programmes.
Training has also been geared towards enhancing community participation, and currently the department has partnered with Youth Change Initiative, a Non-Governmental Organization to conduct an on–the-job training for Volunteer Probation Officers (VPO) from Machakos Probation Office.
The newly recruited officers are sensitized on the Civil Service Code of Regulations so as to prevent
misconduct and enhance professionalism. Each probation officer is encouraged to be a member of the
Kenya National Association of Probation Officers (KNAPO). The Association has a code of conduct thatbinds the member. In the major training forums the association is given a slot in the programme so as tosensitize members on the same.
Probation Kenya has enhanced collaboration and partnerships through training and seminars. This has
been done through initiating various proposals. In March 2015, twenty probation officers undertook a
training of trainers’ workshop on the Rules for the Treatment of Women Prisoners and Non-Custodial
Measures for Women Offenders (Bangkok Rules). Penal Reform International (PRI) sponsored thisworkshop. The officers are expected to train other officers on the implementation of the rules.).
Probation Service has also entered into a partnership with PRI in an Excellence in Training and Rehabilitation Program in Africa (EXTRA Project) in undertaking several activities in capacity building which
are geared towards enhancement of non-custodial measures by the courts. Similarly in 2013 there was collaboration with the Danish Intelligence Service, and 44 probation officers were trained in prevention ofradicalization and violent extremism.
In the past Probation Kenya has also partnered with the Japan International Cooperation Agency(JICA) in capacity building in Child Care Protection officers Training and the Volunteer Probation Officers
Program. JICA has also played an important role each year by training Probation Officers in the areas ofassessment, rehabilitation of offenders and on the international best practices in correctional services.
The work of a Probation Officer involves conducting social enquires, interviewing offenders and working
to create harmony between the victim, the offender and the community. This work can be emotionallydraining. Stress management sessions are conducted by the Kenya National Association of Probation
Officers to debrief the officers. The most recent sessions were organized in Nyanza Province.
The content and methods of training are geared towards addressing the current crime trends and thediversity of offenders. According to 2014 departmental statistics on the status of offenders the number ofdrug use and substance offenders has increased by 20%; assault, creating disturbance and sexual offences,by 11% while stealing has decreased by 6%.
The Kenya National Crime and Research Centre’s Report (2014) indicates that radicalization andviolent extremism that results in terror attacks is a major threat to national security. Crime among theyouth is on the rise and over 50% of convicted persons are aged between 18 to 20 years. According to thereport there are 46 major criminal gangs in the country with the majority engaging in illicit drug trafficking and extortion of money.
Domestic violence, sexual offences, drug and substance abuse are also indicated in the report as the
major crimes in the country. All Chief Probation Officers have undertaken courses in crime prevention
because this is also a requirement in the Scheme of Service for Probation Officers, which is currently
under review. Probation Kenya has a challenge in drawing appropriate training programmes for Probation
Officers to address the emerging crime trends.
The 2013 a training survey conducted by Egerton University on behalf of Probation and Aftercare
Service indicated that upon recruitment probation officers require more training besides the initial fivedays’ induction. This is because the officers have diverse academic backgrounds and there is no direct link
between what is taught in the universities and probation work. The results of this survey led to the development of the curriculum for a Post Graduate Diploma in Probation Practice and Correctional Studies.
When implemented the curriculum will to equip officers with appropriate technical orientation and compe79

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tencies so as to respond to crime prevention, the needs and challenges in correctional services. It is also
expected that the implementation of the syllabus will harmonize the diverse skills, standardize, probation
work and increase the capacity of officers to adapt to new technology.

III. EFFECTIVE TRAINING METHODS
Probation Kenya utilizes a wide variety of training methods to cater for a broad diversity of participants whose personalities differ from each other. The training methods that have been used include:
A. Brainstorming
The method is widely used in training. It requires that participants have some background information
related to the topic. It is used during training to establish ground rules and to bring out the expectationsof the participants at the beginning of the training sessions. A written record of the information is enteredin the flip charts.
B. Lecture Method
This involves the trainer presenting facts, ideas continuously without the trainees’ involvement.
However, trainers in the department have enhanced their lecture methods through the use of appropriate
training/learning aids and illustrations. This is meant to make participants more active during the training
sessions.
C. Group Discussion
In this method four to five participants meet and discuss a topic under the direction of a group leader;
it is usually combined with the lecture method. Participants are prepared prior to the discussion, and asummary of each groups’ discussion is presented to the whole class to facilitate learning of the subject
matter. However, this method has been difficult to utilize when participants are many.
D. Role Playing
In this training method a person imitates or acts out (dramatizes) a situation. The trainer sets the tone
and provides direction, and the participants choose characters and the actors are asked to assume parts ofreal or imaginary situations. Feedback and comments are given later. It is interactive and participant
centered. It has been used to impact leadership skills among correctional officers.
E. Case Study
All the senior correctional officers are expected to attend strategic leadership courses and the major
method used is case studies where workplace assignments are given to each of them. They undertake casestudies of challenging leadership situations at the workplace and provide possible solutions.

IV. UNDERSTANDING AND RESPECTING
INTERNATIONAL STANDARDS AND NORMS
The Kenyan criminal justice system has been undergoing several reforms as a result of the promulgation of the Constitution of Kenya (2010). Correctional agencies are now encouraged to develop treatment
programmes that focus on crime prevention, individual assessment and therapeutic interventions topromote effective rehabilitation.
This is also in line with standards and norms on the treatment of offenders such as the United Nations
Minimum Rules for Non-Custodial Measures (Tokyo Rules). Rule 13(3) emphasizes the need for correctional
agencies to focus on programmes that take into account the personality traits of the offender, aptitude andcircumstances leading to the offence. In this regard Probation Kenya is domesticating these rules throughtraining officers in effective assessment and treatment of offenders. The social enquiry reports to courts
are used to provide background information on the circumstances of the offence(s) and offenders’ attitude
towards the crime committed and recommendation on possible sentencing alternatives. This has been able
to give the judiciary a wide range of non-custodial options at its disposition in the dispensation of justice.
In rehabilitation, corrective interventions need to have a holistic approach. In developing the Bangkok
Rules in 2010, the United Nations urged countries to develop individualized gender sensitive, trauma
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informed and comprehensive mental health programmes. Kenya Constitution (2010) article 51(3) takes into
account the relevant international instruments in the treatment of offenders.
The Department is domesticating these rules. Twenty probation officers undertook a Trainer ofTrainers’ course by PRI. More officers have been encouraged to undertake an online course.
The Departmental Youth Justice Strategy developed and validated in 2013 provides a blue print for use
by Probation Officers. It is making progress in ensuring quality, consistency and uniformity in all youth
justice programmes. The strategy lays a lot of emphasis on the Standard Minimum Rules for Administration of Juvenile Justice (Beijing Rules).
In addition, the department collaborated with other correctional agencies and JICA to develop ThroughCare Guidelines, which are meant to facilitate the implementation of the Beijing Rules and the United
Nations Guidelines for Administration of Juvenile Delinquency (Riyadh Guidelines).
Probation Kenya is a member of the Regional East African Community Correctional Services and will
be instrumental in the implementation of the Peace and Security Protocol, which is not only going to assist
in exchange of information related to security and correctional services but to also facilitate an exchange
of offenders within the member states.

V. CHALLENGES
⿟⿟ There is lack of consistency and uniformity in implementing training programmes. Despite thefact that the trainers may agree in broad areas to be delivered in any training programme, what
is finally delivered will depend on each individual trainer.
⿟⿟ A lot attention has been laid on the offender and not much has been done for the Probation Officer
who works in a stressful environment. This has made some officers turn to inappropriate stressmanagement interventions like alcohol and drug abuse.
⿟⿟ The Department has concentrated on classroom training approaches that are not only expensive
but also time consuming.
⿟⿟ The objectives of training and capacity building are hindered by inappropriate recruitment andselection of correctional officers. Some of the correctional officers who are recruited lack appropriate personality traits required for the job.
⿟⿟ There is a problem of low budgetary allocation leading to inadequate training resources and facilities at the Training Centre because training allocation is minimal.
⿟⿟ It has not been possible to document the long term impact training and capacity building programmes in the department
⿟⿟ The Department has a number of old, experienced officers whose knowledge has not been reaped
for the benefit of the department.
⿟⿟ Most officers come from diverse academic backgrounds because no university in Kenya teaches
probation work, and upon recruitment only a five days’ induction training is given. There is needfor a long, comprehensive course for the officers to effectively deliver services.
⿟⿟ Despite the fact that KNAPO organizes stress management sessions for the officers, not all theofficers have gone through the programme and some officers have often engaged in inappropriate
stress management interventions like alcohol use.

VI. POSSIBLE SOLUTIONS
A. Ministerial Level
⿟⿟ The possible solution for standardizing training is to develop training manuals to enhance thequality of learning.
⿟⿟ It would be ideal if E-learning programmes can be developed to facilitate correctional officers’ acquisition of knowledge and skills so as to enhance service delivery. This is cheaper than classroom
learning.
⿟⿟ The Ministry needs to train officers in the use of psychometric tests during recruitment. This
will ensure that there is effective recruitment of the officers
⿟⿟ The Ministry needs to set money aside to equip the Centre with appropriate training equipment
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and materials.
B. The Department Level
⿟⿟ In order to have adequate qualified trainers to facilitate training and capacity building programmes so as to enhance staff training in correctional leadership programmes. It would be ideal
for the department to enhance partnerships with local and international organizations to train apool of qualified trainers.
⿟⿟ The Department needs to implement the Mentoring Scheme to facilitate on-the-job training andtransfer of skills from more experienced officers to newly recruited personnel.
⿟⿟ Harmonize skills by actualizing the Curriculum for Post Graduate Diploma in Probation Practiceand Correctional Studies.
⿟⿟ Develop a detailed monitoring and evaluation framework so as to assess the long term impact of
the training programmes on Correctional services.
C. The Officer Level
⿟⿟ Each officer needs to take responsibility and be proactive in acquiring knowledge and skills
related to his/her profession through reading books and registering for on-line courses.
⿟⿟ Identify and develop appropriate stress management techniques.
⿟⿟ Old officers need to take the initiative of passing their knowledge and skills to newly recruited
officers

VII. CONCLUSION
It is apparent that the department has challenges in training and capacity building to enhance succession management in correctional leadership. Training is also required to address challenges in emerging
crimes trends, meet the demands of the expanded mandates and implement international best practices.
Hence there is need to equip trainers with relevant skills in curriculum development, effective training
methodologies to enable them to offer appropriate training interventions.

Appendix A
References
Chelule. F. ((2009), Modern Facilitation and Training Methodology, Kijabe Printing Press, Kijabe,Kenya.
Government of Kenya, (2007). The Civil Service Training Procedures. Government printer, Nairobi. Kenya.
Government of Kenya, (2010). The Constitution of Kenya. Government printer, Nairobi. Kenya.
Government of Kenya, (2015). The Economic Survey. Government printer, Nairobi. Kenya.
Government of Kenya, (2005). The Recruitment and Training Policy Government printer, Nairobi, Kenya.
Government of Kenya, (2004). The Scheme of Service for Probation Officers Government printer, Nairobi,
Kenya.
Kenya National Crime and Research Centre’s Report (2014) Government printer, Nairobi, Kenya.
United Nations Standard Minimum Rules for Non-custodial Measures (1990). 45/110. Retrieved on 10th
February 2014 from <www.un.org/documents/ga/res/45/r110>.
United Nation Rules for Treatment of Women Prisoners, (2010). Retrieved on 20th February 2014 from<www.ohchr.org/documents/ga.res/811>.

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