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Volume-3 Issue-1

ASSESSING PRACTICES OF GOOD

GOVERNANCE IN THE SECURITY SECTOR:
THE CASE OF ADIGRAT CITY SECURITY AND
ADMINISTRATION OFFICE, EASTERN ZONE
OF TIGRAY, ETHIOPIA.
Mebrahtu Kiros Hagos *

ABSTRACT

The objective of this research article was to assess the practices of good Citation: Mebrahtu Kiros
governance in the security sector particularly in Adigrat City Security and Hagos (2021). ASSESSING
PRACTICES OF GOOD
Administration Office. The study used both qualitative and quantitative research GOVERNANCE IN THE
methods. Primary and secondary sources of data were also used. Primary data SECURITY SECTOR: THE
CASE OF ADIGRAT CITY
was gathered through semi -structured interview and focus group discussions and SECURITY AND
secondary data was gathered through document analysis. Respondents were ADMINISTRATION OFFICE,
EASTERN ZONE OF
selected using probability and non- probability sampling methods. Among the TIGRAY, ETHIOPIA. Daagu
probability sampling methods, simple random sampling technique was International Journal of Basic &
Applied Research-DIJBAR.
employed, and non- probability sampling method (Convenience sampling Volume3, Issue-1, pp (62-
technique) was used. The qualitative data was collected from 10 respondents and 81)
the quantitative data was gathered from 122 respondents. The qualitative data Corresponding Author:
Mebrahtu Kiros Hagos
was analyzed through narrative analysis and discussion and the quantitative data
Email:
was analyzed through descriptive analysis techniques such as, frequency and [email protected]
percentage. Received: 11/04/2021

Keywords: Adigrat City, Good Governance, Principles of Good Governance, Security Accepted: 07/06/2021
Sector and Administration.
Published: 28/06/2021

* Department of Civics and Ethical Studies, College of Social Sciences and Humanities
Raya University, Ethiopia

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1. INTRODUCTION
Over the past 60 years, there have been efforts to ensure international peace and
security by the United Nations. Despite tremendous efforts, conflict and instability still
remains unsolved. The members of the UN therefore continued the efforts of promoting
peace and security by providing two integrated perspectives. These perspectives are,
first: security, human rights, and development are complementary and go hand in hand
for ensuring everlasting peace. Second, ensuring rule of law and good governance are
recognized as the main factors for safety, human right promoting and ensuring
economic development(UN, 2010).
There is also argument within the members of the UN and other actors of the
international system on the constraints of socio-economic and political progress
because of insecurity and conflict. This has dramatically changed the point of
discussion and expanded the scope of security from security of the state towards safety
and security of people and communities. That’s why states and governments have
started to modify their institutions in such a way to promote security. This is because
states that don’t promote safety and wellbeing to their citizens are considered as having
ineffective security sector thereby cannot realize visible development and protection of
human rights (Fallis, 2013). As a result, good governance in the security sector as a
policy concept was emerged with the aim of institutionalizing a professional security
sector that is effective, responsive, efficient, legitimate, apolitical and accountable to
the citizens (Ball et al., 2003).
Africa is also experiencing a daunting challenge to promote rule of law, good
governance and security. The continent has experienced tremendous conflicts, human
right violations and political upheavals. This problem attracted the need for strong
security sector institutions among African countries through regional integration and
cooperation (African Union,2013). Thought African governments tried to rearrange
their security sector much has remained to be done. The security sector institutions are
filled with unprofessional human resources in addition to weak management and follow
up mechanisms (Cawthra, 2009).
In response to challenges of good governance in the security sector, the Ethiopian
government has introduced ‘the security sector reform’ in 2002 under the authority of
Ministry of Capacity building. The security sector reform was latter named as the
Comprehensive Justice Sector Reform Program(JSRP) in 2005 (Henok ,2014). The
goal of the JSRP was to ensure rule of law and good governance thereby creating fertile
condition for the promotion and protection of basic human rights and freedoms of
citizens. However, the security sector governance program failed to participate
relevant stakeholders and gave little attention to democracy as it has been dominated
by security forces like police and military forces (Wallelign, 2018).
As part of fighting the challenges of security sector governance, the Tigray regional
state justice sector reform bureau also involved in solving insecurity and violence. But,

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political interference, inadequate human and material resources and incompetent

leadership have been the most serious problems (Tigray Bureau of Plan and Finance,
2015).
1.1 JUSTIFICATION
After the end of Cold War new perspectives emerged insisting that security and
development are inseparable and indivisible. Besides, The World Bank’s voices of the
poor studied over 60,000 poor women and men from 60 countries and indicated that
insecurity is the main challenge to reduce poverty (Caparini, 2006). The security
sectors in many developing and transition countries are inefficient and ineffective. Due
to lack of professionalism in the security sector and irresponsible security bodies and
justice systems insecurity and violence are rampant. This overall mess happens due to
weak governance in the security sector (EU, 2007).
According to Geneva Center for Democratic Control of Armed Forces (DCAF), (2015)
poor security sector governance stems from neglecting the principles of good
governance within a state’s security sector office. Poor security sector governance
affects the overall socio-political system and dynamism of a state (OECD, 2008). Ball.
Bouta, Tsjeard van de Goor, and Luc, (2003) also argued that poor security sector
governance leads to mess within the security sector institutions. Ineffective follow ups,
lack of transparency and accountability in the security sector also create a suitable
condition for corruption and mischiefs. In general, poor security threatens political,
economic and social stability of a given polity (Kayhan & Hartog, 2013).
Taking a lesson from the international actors, the security sector reform or the justice
sector reform program in Ethiopia was launched and the security sector institutions are
reformed based on the hope that they would deliver efficient and effective services as
per the country’s law by inviting relevant stakeholders to take part in crime prevention
,creating professional ,accountable and transparent police officers via establishing
police colleges at federal and regional governments (Henok, 2014).
However, little achievement was registered and the security threat in the state increased
from time to time in both federal and regional governments. For example, in recent
years (2018-2020) insecurity and violence in Tigray region have been increased.
Specifically, as the home of more than 800,000 populations, the eastern zone of Tigray
region has suffered from lack of good governance in the security sector administration
office which resulted in instability and violence. Hence, a significant number of people
are dying, losing their physical body, being confiscated their property like money,
mobile phones and different materials because of high level of insecurity(Tigray
Bureau of Plan and Finance, 2015) .
Pertaining to the studies little has been done on security sector governance in Ethiopia
in general and in Tigray region in particular. For example, (Wallelign, 2018) studied
“The security sector reform in Ethiopia particularly in Amhara National Regional State
police force” and argued that the challenges of security sector reform program are

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political interference, lack of adequate budget and incentives, and lack of human and
material resource. His studies are limited to assess the implementation of the security
sector reform program, and challenges of security sector reform program in the police
force. Wallelign failed to examine the importance of stakeholders’ participation in the
security and administration, the role of government to control and oversight in activities
of security and administration, and overall the importance of applying good governance
principles in the security sector in enhancing security environment. The fact that no
research regarding good governance in the security and administration office is
conducted in the study area and the resulting rampant crime, loss of life and property
makes the topic relevant and timely, which inspired the researcher to engage in such
research activity.
1.2 Objectives of the project
The general objective of the study was to assess the practices of good governance in
the security sector taking case study of Adigrat City’s Security and Administration
Office, Eastern zone of Tigray region, Ethiopia.
The Specific Objectives of the study are:
i. To assess the capacity of the Security and Administration Office in promoting
good governance.
ii. To examine the mechanisms of interaction in the Security and Administration
Office.
iii. To examine the extent of stakeholders participation in preventing security
challenges in collaboration with the security and administration office.
iv. To identify the major challenges hindering good governance in the Security and
Administration Office.
Research Questions
i. What looks like the capacity of Security and Administration office to function
effectively and efficiently in promoting good governance?
ii. Are there sound mechanisms of interaction in the Security and Administration
Office?
iii. To what extent do the stakeholders participate in preventing security problems
in collaboration with the security and administration office?
iv. What are the challenges hindering good governance in the Security and
Administration Office?

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1.3 Conceptual framework

Democratic and good governance

of the security sector

Mechanisms of
Instituional interactoion
capacity of the among security
security officials
sector(Structure, (Accountablity
personal and Transparecy
equipment ,follow up and
,resources) oversight Active stackholders participation
Efficeny and instituions in promoting security
effectiveness in including state (Governmnetal non governmental
the security and non-state organaisations,and Community )
sector. actors)

Source: Adopted from Ball, (2004).

Figure.1. Conceptual framework

2. METHODS AND MATERIALS

2.1 Description of the study area
The study was conducted in Adigrat town located in the Eastern zone of Tigray region,
Ethiopia. The town is the Center of Eastern zone of Tigray. It is situated between
14°15′N Latitude and 39° 27′ E Longitude with an elevation of 2,457 metres (8,061 ft)
above sea level. It has 6 administrative kebelles. The total population of the town is
97,125 of whom 46,113 are men and 51,012 women (Adigrat town Labour and Social
affairs office, 2020).

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2.2 Map of the study area

Source: (Grmay , 2018).

Figure.2. Map of the study area
2.3 Research Strategy and Design
2.3.1 Research Strategy
There are two common research strategies. These are Qualitative and Quantitative. The
study used both qualitative and quantitative research strategies. This is because mixed
research strategies substantiates the strengths and weakness of both methods and
improves the analytic power of the study (Creswell, 2007).
2.3.2 Research Design
Research design is a blue print of the methods to be employed for collecting data and
the techniques to be used in analyzing data considering the research objectives and
resources (Kothari, 2004). The design helps to minimize bias and maximizes reliability.
It also helps to address the research questions. Thus, cross-sectional survey design was
used because it is affordable in terms of money and consumes less time.
In terms of the depth of investigation, case study research design was employed
because the researcher has intensely described the practice of good governance
principles in the study area, that is- Adigrat security and administration office.
Creswell, (2007) noted that case study design is detailed analysis of attributes rested
on selected study areas.
2.4 Sampling Methods and Techniques
This study employed both non-probability and probability sampling methods. One of
the types of non-probability sampling methods, known as convenience sampling was
used. That means the researcher selected interviewees, FGD discussants and kebelles
purposively because of the fact that the respondents were supposed to be better source
of information about the security issues in the district. In addition, Maurer & Michelleti,
(2012) argued that if respondents are selected based on better source of information
and the close relationship they have with certain sector, there are chances that the

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results obtained will be highly accurate with a minimum margin of error. Accordingly,
from the Eastern zone of Tigray region, Adigrat town was purposively selected because
of its high level of crime and insecurity (Eastern zone security and administration
office, 2020). As mentioned earlier Adigrat town has 6 kebelles. Then out of Six
kebelles, three kebeles i.e Kebelle 3,Kebelle 4 and kebelle 6 were selected still
purposively based on the level of crime and insecurity they have(Ibid). Questionnaires
were distributed to the respondents based on preliminary interview made by the
researcher because of the fact that there is no documented list of clients per day or per
week in the security and administration office of the town. The estimated numbers of
clients per day are gained from the security and administration office selected as key
informants. Therefore convenience sampling was employed to get the average clients
per day.
TABLE 1: Sampling Technique.
Selected Selected Institution Average Clients per week Sample
Town/District
50*5=250 112

Adigrat Security and

Administration Office
Source: Survey result, 2020.
N.B -50 indicates average clients per day in the security and administration office.
-One week has 5 working days.
The sample size is determined by using Yamane’s formula(1967) as cited by Israel,
(1992). The formula is given by:
n = ______N_________
1 + N (e) 2
n = ______250_________ = 112
1 + 250 (0.07) 2
Where, n= Sample size, N=population size, e = the level of precision (93%) and
sampling error which is 0.07% 1=the probability of even occurring.
There are also 10 workers in the Security and Administration Office; therefore 122
questionnaires will be distributed to the respondents, i.e 112+10=122.
2.5 Sources and Methods of Data Collection
The study used both primary and secondary data sources. Primary data sources
including key informant interviews, and Focus Group Discussions (FGDs) were used.
The secondary data was gathered from both published and unpublished materials.
Qualitative and quantitative methods of data collection were used to collect reliable
data. To collect data by qualitative methods, the study utilized key informant interview,
and Focus Group Discussions while survey technique was utilized for quantitative
method. To express in detail:
2.6 Key informant interview (KII): In this study Key Informant Interview
particularly-Semi-Structured interview was used because the researcher wants to know

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the specific information which can be compared and contrasted with information
gained in other interviews. The researcher also wants the interviewee to remain flexible
so that important information can be obtained (Dawson, 2013).
Therefore, key informants who have background information on security and
administration issues were purposively selected and interviewed. From the security and
administration office one security and administration’s unit leader, and two security
and administration officers were approached. Totally, three key informants were
interviewed. The researcher also made interview with one eastern zone administrative
and security affairs office officer to strengthen his data. Hence, there were totally four
key informants in this study. Checklist was prepared for conducting the interview.
Focus Group Discussions (FGDs): Taking age, religion, education and sex in to
account the researcher carried out two Focus Group Discussion. Each FGD was
composed of six participants. For this purpose, checklist was prepared and each
discussion was facilitated by the researcher.
Survey: a survey is a method of obtaining large amounts of data, usually in a statistical
form, from a large number of people in a relatively short period of time (Kothari,
2004).Both close ended and open ended questionnaires were used in this study. Close
ended questionnaire was used because categorized data were required and the
informant chooses the answer from a set of provided alternatives. Whereas open ended
questionnaire were used because the researcher needs new facts to be searched out by
giving to the respondent to freely express their views and ideas. Questionnaires were
distributed to 122 respondents. The questionnaires were prepared in Tigrigna language
which is the medium of communication for the community in the study areas. Survey
was used to supplement and triangulate the qualitative data gathered through key
informant interview and FGD.
Document analysis: secondary materials were reviewed to supplement the primary
sources of data. The research utilized secondary information such as the Tigray region
security and administration bureau annual plans and performance reports, the Adigrat
town security and administration office annual plans and performance reports,
magazines, newspapers, articles, research reports, published and unpublished books
dealing with the nature and practice of good governance in the security sector.
2.7 Method of Data Analysis
The quantitative data collected by household survey (Close- ended questionnaire) was
analyzed using descriptive statistics like frequency, percentage. Statistical Package for
Social Sciences (SPSS) software version 20 was employed for analyzing descriptive
statistics. The qualitative data obtained through Open-ended questionnaire, Key
Informant Interview, and Focus Group Discussions was analyzed through narrative
analysis and discussion.

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3. RESULTS AND DISCUSSIONS

In this section, the findings of the study will be presented. Firstly, the institutional
capacity of the security and administration office will be discussed. This indicates the
assessment of inputs vital for the efficient and effective performance of the security
and administration office of the case study. Secondly, the mechanisms of interaction
employed in the security and administration of the town will be presented. Thirdly, the
extent of stakeholders participation in preventing security problems will be discussed,
lastly, the challenges of good governance in the security and administration office of
the town will be presented.
3.1 Sex Composition of Respondents
As shown in the table below, out of the total sample respondents 74.6 %( 91) were male
and 25.4 %( 31) were female. This indicates that majority of the respondents were male.
TABLE 2. Sex of sample respondents

Sex Frequency Percent

Male 91 74.6

Female 31 25.4

Total 122 100.0

Source: Survey result, 2020.

3.2 Educational Status of Sample Respondents

As depicted in table 3, out of the total sample respondents, 45.1 % ( 55) were Diploma
holders, 34.4 % ( 42) were 9-12 grade, 15.6% (19) were Degree and above, and 4.9 %
( 6) were 5-8 grade. This shows that most of the respondents who filled the
questionnaires were diploma holders and 9-12 grades.
TABLE.3.Educational Status of Sample Respondents

Education status Frequency Percent

5-8 grade 6 4.9

9-12 grade 42 34.4

Diploma 55 45.1

Degree and above 19 15.6

Total 122 100.0

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Source: Survey result, 2020.

3.3 Adequacy of Inputs

Supportive materials are one of the indicators of institutional capacity of the security
sector. This is to mean that the security sector has to be filled with adequate materials
and professional security personnel to functions its duties efficiently and effectively.
Security governance Scholars like N.Van .D .walle, Nicole Ball,& V.Ramachandran
(2013) also noted that adequate provision of goods and services to the security
providers in the security sector promotes good governance.
Accordingly, out of the total sample respondents, 43.4 %(53) disagree with the
provision of necessary inputs important for promoting good governance in the security
sector and 33.6% (41) strongly disagree with the availability of supportive materials in
the security and administration office. And, 9.8% (12) of them were neutral on the
availability of supportive materials while 7.4 %(9) strongly agree , and 5.7% (7) agree.
In addition, a police officer with the rank of “Unit Leader” in the security and
administration office of the town explained that:
“The security bodies in our institution don’t receive adequate resources (financial,
training, material) to execute their roles as professionals. They don’t also receive
enough professional training while they are working in their institution thus lack the
necessary expertise to fulfill their functions efficiently and effectively. The police
officers always ask the necessary materials needed to promote peace and security in
the town. But, the security and administration office don’t provide them. There is also
lack of financial support, for example there is no allowance/incentive to the police
officers in the security and administration office. The police officers legally have the
right to get 200 birr per month for house allowance, but, peculiar to other
Weredas/Districts of eastern zone of Tigray, the Adigrat security and administration
office don’t provide house allowance to its workers. So, mostly the workers feel
discouraged of their profession which has its own negative impact on peace and
security of the town (Interview, Unit Leader , Adigrat, 2020).”
TABLE 4. Sample respondents on Adequacy of Inputs

Response Frequency Percent

Strongly Agree 9 7.4

Agree 7 5.7

Neutral 12 9.8
Disagree 53 43.4
Strongly Disagree 41 33.6
Total 122 100.0
Source: Survey result, 2020.

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3.4 Accountability
A sound mechanism of interaction among workers in the security sector enhances good
governance in the security institutions. These mechanisms of interaction are
accountability, transparency, responsiveness, oversight and checks and balances.
Specifically, accountability in security sector refers to the existence of clear
expectations for security provision, independent authorities be it governmental or non-
governmental oversee whether these expectations are met and impose sanctions if they
are not met (DCAF, 2015).
The survey result on the status of accountability in the security and administration
office indicates that, out of total sample respondents 48.4 % (59) of them disagree and
31.1(38) of them strongly disagree . In addition, 10.7 %( 13) of them agree, and 5.7 %
(7) of them were neutral and 4.1% (5) of them strongly agree.
As per the interview conducted with a security and administration officer and with
some clients, the status of accountability was not satisfactorily. One police officer
interviewee explained that:
“Of course authorities like the peoples’ representatives of the town oversee the actions
and decisions of the security and administration office but it’s not adequate. Some
security officials coordinate with criminals and engage themselves in crime activity.
Seeing this, they are not accountable to any concerned body and the people’s
representatives don’t impose sanctions on these criminals particularly police officers.
In addition, the community, the media and other non- government officials don’t
adequately oversight and follow up the actions and decisions of the security officials
in the security and administration of the town’. (Interview, Police Officer Adigrat town,
2020).”
TABLE 5. Accountability of sample respondents

Response Frequency Percent

Strongly Agree 5 4.1
Agree 13 10.7
Neutral 7 5.7
Disagree 59 48.4
Strongly Disagree 38 31.1
Total 122 100.0
Source: Survey result, 2020.

3.5 Transparency
In the contemporary world, transparency or openness in governance is significant in
the process of development. Its meaning is linked with information freely available and
accessible to those who will be affected by decisions and their implementation (DCAF,
2015).
The summary result presented in table 6 indicates that 40.2 % (49) of the respondents
replied disagree with the existence of transparency, 31.1% (38) replied strongly

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disagree, 18 % (22) of them replied agree and 10.7 % (13) of them remain neutral.
Additionally, as per to the researchers Focus Group Discussion on transparency in the
security and administration office the discussants noted that that:
“In the security and administration office of Adigrat town, there is no transparency
about almost all decision makings as well as about implementations of laws and
programs. Most information is not accessible to the media and ordinary citizens. That’s
why the community and Medias don’t know about the activities of the security and
administration office the town. Because of lack of transparency, the security and
administration of the town cannot be easily monitored and understood by the entire
society. The communication between the community and the security and
administration office is too weak. They don’t work cooperatively. This is the result of
weak community policing in the town (FGD, Adigrat town 2020).”
TABLE 6. Transparency and response of sample respondents

Response Frequency Percent

Agree 22 18.0
Neutral 13 10.7
Disagree 49 40.2
Strongly Disagree 38 31.1
Total 122 100.0
Source: Survey result, 2020.

3.6 Responsiveness
As shown in the table below, most of sample respondents, i.e. 49.2 % (60) of them
replied disagree with responsiveness in the security and administration office, 9.8%
(12) of them strongly disagree, and 30.3 % (37) of them agree. Furthermore, 5.7% (7)
of them were neutral and 4.9 % (6) of them strongly agree with fast service delivery to
clients in the security and administration office. To supplement the study with
qualitative data the researcher also conducted an interview with security and
administration worker. Accordingly, the interviewee said that:
“The security and administration office of Adigrat town is not sensitive to the different
security needs of all parts of the population and they don’t perform their missions in
the spirit of a culture of service. The service delivery to clients in the institution is very
poor. This might happen because of lack of adequate provision of material resource,
motivations, impartiality, and respect for human rights (Interview, Security and
administration worker Adigrat, 2020).”
TABLE 7. Responsiveness of sample respondents

Response Frequency Percent

Strongly Agree 6 4.9

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Agree 37 30.3
Neutral 7 5.7
Disagree 60 49.2
Strongly 12 9.8
Disagree

Total 122 100.0

Source: Survey result, 2020.

3.7 Rule of Law

Ensuring rule of law in the security sector entails impartial treatment of all citizens,
equality of all citizens irrespective of their differences based on different backgrounds
,respect for human and democratic rights enshrined in the international bill of human
right (Fallis, 2013). Hence, out of total sample respondents, 44.3 % ( 54) responded
disagree with the existence of rule of law in the security and administration office of
the town, 34.4% (42) of them replied strongly disagree, and 5.7 %( 7) of them replied
agree. Furthermore, 10.7 % (13) of them remained neutral and 4.9 % ( 6) of them
replied strongly agree. As per the FGD conducted with clients, the essence of rule of
law is more of theoretical than practical in the case study’s security and administration
office. The FGD discussants explained that:
“Rule of law is the most abused issue in the security and administration office of
Adigrat town. All citizens are not seen equal in the security and administration office
especially in police stations. The workers especially police officers are not subject to
laws and regulations. The police officers are not impartial. They practice preferential
treatment to clients who need service from the office. The police officers are not
consistent with the international and national human right norms and standards. There
is violation of human rights like the right to equality in the security and administration
office (FGD, Adigrat town, 2020).”
TABLE 8. Rule of Law and response of Sample Respondents
Response Frequency Percent

Strongly Agree 6 4.9

Agree 7 5.7
Neutral 13 10.7
Disagree 54 44.3
Strongly Disagree 42 34.4
Total 122 100.0
Source: Survey result, 2020.

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3.8 Oversight and follow-up mechanisms

According to Wanandi, (1998) security management and oversight bodies, such as
parliament, justice sector and civil society, the community and the media are
responsible to make oversight and follow up actions in different public sector
institutions. Laying on this perspective, the oversight and follow-up mechanisms in the
security and administration office of Adigrat town was assessed. Thus, the summary
result presented in table 9 indicates that, 43.4 %( 53) of respondents disagree with
oversight and follow up mechanisms in the security and administration office of the
town, 22.1% (27) of them strongly disagree, and 18.9 %( 23) of them agree. But, the
rest 15.6 %( 19) remained neutral. According tom the interview conducted with a client
in the security and administration office about the oversight and follow up mechanism.
The interviewee explained that:
“Actors’ oversight and follow up practice in the institution is very poor. The people’s
representatives of the town rarely follow up the security and administration office of
the town. The relation between the people’s representatives and the security bodies is
weak. This opens a door for security bodies to coordinate themselves with criminals
and engage in criminal activities. But some measurements were made by the people’s
representatives in coordination with the community because of the alarming level of
insecurity in the town. For example, last year in 2019, a significant number of police
officers were caught coordinating with criminals and become responsible and sanctions
were imposed on them (Interview, Client, Adigrat town, 2020).”
TABLE 9. Oversight and follow up mechanism and response of sample respondents

Response Frequency Percent

Agree 23 18.9

Neutral 19 15.6
Disagree 53 43.4
Strongly 27 22.1

Disagree

Total 122 100.0

Source: Survey result, 2020.
3.9 Stakeholders Participation
Active stakeholders’ participation is the key to ensure good governance not only in
security sector but also in other public sectors. The engagement of civil society and
the media in security affairs enables the perspectives of ordinary people and important
sub-sections of the population (such as women and minority groups) to be incorporated
into policymaking and oversight processes (Berhe et al., 2015). Having this in mind,
the respondents were asked about the level of stakeholders’ participation. Thus , the

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survey result in table 10 shows that 52.5 % ( 64) of respondents replied Low
stakeholders participation, 31.1% (38) of them replied Very Low stakeholders
participation, and 16.4 %( 20) of them replied Medium stakeholders participation. The
interviewee serving as a security and administration unit leader also elaborates that:
“Stakeholders like the community, governmental and non-governmental organizations
have less opportunity to participate in decision-making. They community residing in
the town has also less interest to participate in security provisions(Interview ,Unit
Leader , Adigrat Town,2020) .This is similar with Ball's et al (2003) argument that
low stakeholders’ participation in decision making process in the security and
administration office leads to low oversight and follow up mechanisms.”
TABLE 10. Response on Stakeholders participation

Response Frequency Percent

Medium 20 16.4

Low 64 52.5
Very Low 38 31.1

Total 122 100.0

Source: Survey result, 2020.
3.10 Challenges Hindering Good Governance in Adigrat Security and
Administration Office
The survey result depicted in figure 2 indicates, out of total sample respondents, 54.9
%( 67) of them replied agree that lack of accountability is the main challenge hindering
good governance. 19.7% (24) of them replied strongly agree, and 14.8 %( 18) of them
strongly disagree. Besides, 5.7 % (7) of them responded disagree and 4.9 %(6) of them
were neutral about the constraint of accountability in the security and administration
office of the town.

Figure.2. Lack of accountability

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Source: Survey result, 2020.

3.11 Lack of Inputs

Good governance can’t be achieved without adequate material support (inputs) in every
public sector. The summary result in figure 3 shows that out of the total sample
respondents, 50 %( 61) of them replied agree, 29.5% (36) of them responded strongly
agree, 10.7 %( 13) of them responded disagree, 4.9 % (6) of them replied strongly
disagree, and 4.9 %( 6) of them were neutral.
The survey result shows most of respondents agree lack of material support is the main
factor hindering good governance in the security and administration office of the town.
Other also strongly agrees that there is shortage of material support important for
ensuring good governance in the security administration office of the town.

Source: Survey result, 2020.

Figure.3. Lack of supportive material
3.12 Lack of Transparency

As it is depicted in the figure below, out of the total sample respondents, 50 %( 61) of
them replied agree, 24.6% (30) of them strongly agree, and 10.7 %( 13) of them replied
disagree. Besides, 4.9 % (6) of them responded strongly disagree, and 9.8 %( 12) of
them remained neutral. The survey result is depicted figuratively as follows:

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Source: Survey result, 2020.

Figure.4. Lack of transparency

3.13 Absence of Rule of Law

The respondents were asked to mention the challenges hindering good governance in
the security and administration office .Accordingly, out of the total sample
respondents, 45.1 %( 55) of them responded agree, and 29.5% (36) of them replied
strongly agree. In addition, 10.7 %( 13) of them replied disagree, 4.9% (6) of them
responded strongly disagree, and 9.8 %( 12) of them replied Neutral.

Source: Survey result, 2020.

Figure 5. Absence of rule of law
3.14 Low Stakeholders Participation
The other factor assessed in hindering good governance in the security and
administration office is lack of stakeholders’ participation. Accordingly, out of the total
sample respondents, 60.7 %( 74) of them responded agree, 19.7% (24) of them
responded strongly agree, 4.9 %( 6) of them replied disagree, 4.9% (6) of them replied
strongly disagree, and 9.8% (12) of them replied Neutral.

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Source: Survey result, 2020.

Figure.6. Lack of stakeholders’ participation
4. CONCLUSION AND RECOMMENDATION
4.1 Conclusion
The findings of the study reveals that the practices of good governance in the security
and administration office do not brought promising results. The institutional capacity
of the security and administration office is not strong. That means the institution
doesn’t have adequate inputs, the workers particularity police officers don’t have
motivation like allowances/incentives. There is high shortage of necessary materials
important for security provision. The security workers feel discouraged because of the
overall lack of attention given to them.
Mechanism of interaction in the security ad administration office is also weak. That
means the workers in the security and administration office are not accountable,
transparent and responsive. Absence of rule of law is also highly prevailed in the
institution. There is also low level of legislative, media and community follow up and
oversight mechanisms which negatively affects check and balances.
In addition, the stakeholders’ participation to promote good governance in the
institution is low. In general, Institutional capacity, strong mechanisms of interaction
and community participation in the security sector are not satisfactorily. These
components are intertwined and thus highly reinforce to each other. If these
components of security sector are not implemented efficiently and effectively, good
governance in the security and administration office will not be achieved.
The Likert scale result of the study revealed that, lack of adequate inputs, low level of
accountability and transparency, absence of rule of law, and low level of stakeholders’
participation are the major challenges hindering good governance in the security and
administration office.
4.2 Recommendation
In order to ensure good governance in the security and administration office of Adigrat
town, the following recommendations are forwarded.

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The institutional capacity of the security and administration office of the town should
be strengthened. That means, adequate inputs like material support, financial support
(budget), and frequent training for workers to enhance their knowledge, skills, and
attitude should be provided.
The mechanisms of interaction within the security and administration office of the town
should be enhanced. For instance, Rule of Law should be ensured, accountability and
transparency should be prevailed, oversight and follow up mechanisms from all
stakeholders like the legislative of the town, the community and the media should be
strengthened.
For enhancing the oversight mechanisms, the security and administration office should
engage stakeholders in decision making process, and awareness rising campaign or
training should be made so that the stakeholders especially the community could
actively participate in decision making process.
The major challenges of good governance in the security and administration office,
such as inadequate inputs, lack of accountability, low level transparency, absence of
rule of law, and low level of stakeholders’ participation should be solved as soon as
possible before they brought serous insecurity and violation of human wellbeing.
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