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Death of an Investigator: The Suicide of Stephen Mumbo

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On Friday, 12 October 2018, Stephen Mumbo jumped from the 17th floor of the PwC office building in Westlands, Nairobi. Piecing his last moments alive reveals a trail of work-related stress and a man who was broken long before he fell to his death.

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DEATH OF AN INVESTIGATOR: The Suicide of Stephen Mumbo
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Dark Friday

As he was leaving for work, Stephen Mumbo closed the door to his apartment. It was still dark outside, but he had to be at work early enough to finish a report and prepare for a meeting. In one hand he carried the lunchbox his wife, Roselyne, packed for him every night. In the other, he held his car keys.

A quiet, shy bespectacled man with a balding head and a nerdy aura, he was always polite to a fault. He was also a workaholic, rarely seen anywhere else but at his office desk. But this morning, as he left the apartment, got to the parking lot, and into his maroon Mitsubishi Lancer, registration plate KAS 843M, something else was on his mind.

He was tired, but that fatigue would have to wait. He had barely seen Roselyne and their infant daughter in the preceding two months as he had been busy undoing one of the biggest corporate messes in Kenyan history. It was his brief, but for most of the previous decade and a half, such assignments had been his life.

To anyone watching, nothing was outwardly unusual about Mumbo that cold Friday morning.

From his apartment building, the 9-storey Pangani Palace Apartments off Muthaiga roundabout, he joined the early morning rush hour traffic. Although Nairobi wakes up early to beat the city’s infamous traffic jams, it took him less than 30 minutes to reach his office in Westlands. The sun rose on the horizon and with it, the city. It would be the last time he would take that route.

As he took a gentle left turn off Waiyaki Way to the paved driveway of the twin Delta Towers, the headquarters of his employer, Stephen Mumbo was already a man on edge. But his permanent calm demeanor, which had only failed him on rare occasions, hid the turmoil beneath.

Mumbo waved at the guards as they let him through the barrier. He drove to his parking slot, reverse-parked into it, and walked to the lift. Once in, he pressed the 12 button and waited. When the doors opened, he got off and walked to his office.

Mumbo used his access card to enter the office a few seconds before 6:15 a.m. Even that early on a Friday morning, he was not the first person at the Pricewaterhouse Coopers (PwC) Kenya office. At least four of his colleagues were already at their desks, typing up reports, trying to meet deadlines and preparing for meetings.

Mumbo removed his suit jacket and draped it over his seat. On any other day, he would only wear it again if he had a meeting or if it got cold. He sat at his desk, which was a neatly arranged table with no personal items. It was where he spent days and nights working on assignments, and where, this fateful morning, he would sit one last time. On his mind was a report he had been toiling on for the previous two weeks that was due that morning. But there were many other things troubling him.

Mumbo used his access card to enter the office a few seconds before 6:15a.m. Even that early on a Friday morning, he was not the first person at the Pricewaterhouse Coopers (PwC) Kenya office. At least four of his colleagues were already at their desks, typing up reports, trying to meet deadlines and preparing for meetings.

Six weeks before that morning, UBA Bank had placed ARM Cement, a listed manufacturing company, under PwC’s management over massive debt. The company had been suspended from the Nairobi Stock Exchange (NSE) as its shareholders reeled in disclosures of hidden debts and other forms of corporate malfeasance. While for outsiders it was a story of yet another typical Kenyan company, for Stephen Mumbo it was a direct challenge.

As the Assistant Manager of Executory and Forensic Investigations, the complexities of understanding the company’s true position, and then figuring out ways to solve the mess, fell directly on his desk – and he was just the man for the job. He was not only reliable, he was also driven. In a profession that demands brilliance, he could be considered a proper nerd. Besides, he had worked for PwC for nearly a decade and a half and had proven his skills countless times. If there was a complexity you couldn’t untangle, on just about any project, Stephen Mumbo was the man to ask.

He’d spent 18-hour work days working on the ARM proposal, which was not unusual for him or anyone who worked at PwC. What was specifically different was that Mumbo was a perfectionist par excellence. Grammar was important to him; a comma out of place would unnerve him, and more than once he had chosen to file reports late rather than table them with errors. He approached his work, as one colleague put it, like the civil engineer he had been trained to be. One centimetre off, and the whole structure risks collapse. That perfectionism meant he spent hours and days labouring on not just getting the right proposals on paper, but also on making sure that the language in the reports was clear and concise. It made him irreplaceable, but at the same time, it meant that he could not be promoted.

Sometime between 7:30am and 7:40am, Mumbo asked a colleague whether there was any free meeting room on the 17th floor. There wasn’t, she told him. Despite having this information, he still went upstairs, hoping that the administrator there could find him one. He needed it for a meeting, which was scheduled for 9am, but he also had other things on his mind.

The only thing that might have caught anyone’s attention was that he wasn’t wearing his spectacles, which was rare. His eyes were red, but for a man in his profession, that was considered just another day at the office. It was also not unusual for him to go upstairs hours before a meeting. Since he had left his jacket draped on his chair, everyone assumed he was coming back.

On the 17th floor, Mumbo tried several rooms. He found someone talking on her phone in one of them. She asked him if he had booked the room. He said no, and closed the door. That woman was probably the last person to see him alive.

When he got to Kilimanjaro 2 meeting room, he found it empty. He closed the door behind him. He was physically alone, but no one will ever truly know what kind of torment he was going through.  He walked across the room’s polished floors, passing the black and yellow chairs, probably tapping his fingers on the grey top mahogany table. Then he placed his Lenovo laptop on the table, walked to the window, and climbed outside. From there, he could see the Westlands rush hour traffic below him. He could see Waiyaki Way, and even the stretch he had turned into two hours earlier to get into his office, as well as the Westlands matatu stage on the other side of the road. There was the luxury car dealership at the end of the complex, and the parking lot between it and his building. But maybe he didn’t notice any of this as he steadied himself on the ledge.

Then he jumped.

To anyone watching from outside, the fall lasted the blink of an eye. One second Stephen Mumbo was standing on the ledge of the window, and the next he was on the balcony of the 2nd floor, fifteen floors down. It must have looked macabre, the sight of a man falling to his death against the backdrop of Delta Towers’ imposing façade. To the employees at SBM Bank, on whose second-floor window ledge Mumbo died, it sounded like a sudden thud.

Many things drove his choice of the 17th floor, including the fact that it was mostly empty at that time of day, and that from that high up, he was unlikely to survive the fall. Later images from witnesses in the buildings across show four first responders around his lifeless body dressed in a light blue shirt and black suit pants. There wasn’t much anyone could do at that point, and he was pronounced dead immediately after he was taken to the hospital.

Inside PwC Kenya, the immediate members of his team were told to go home or wait if they needed to see a counsellor. Someone retrieved Mumbo’s Lenovo laptop from the meeting room, and from it the report he had spent his last two months alive working on. Everyone else was ordered back to their assignments, even while Mumbo’s body still lay on a ledge below.

***

As the news of Stephen Mumbo’s fall broke in the capital city, people speculated on whether he had jumped or he had been pushed. On Twitter, people wondered whether there had been foul play; some connected the dots from Mumbo’s sensitive work as a forensic investigator to his fall. There are no cameras in the corridors outside the boardroom, only on the staircases.  That blind spot would make it hard for investigators to determine if anyone had joined him in the room.

Others focused on the suicide angle; many wondered why a 41-year-old man with a well-paying job would choose to end his life. Some suggested domestic issues had driven Mumbo to his death; one strangely detailed tweet suggested infidelity. But the public speculation ignored the probability that only Stephen Mumbo knew what Stephen Mumbo was going through. In the absence of a suicide note in any form – none has been found – piecing back the last few years of his life is probably the only way to understand why he killed himself.

As the news of Stephen Mumbo’s fall broke in the capital city, people speculated on whether he had jumped or he had been pushed. On Twitter, people wondered whether there had been foul play; some connected the dots from Mumbo’s sensitive work as a forensic investigator to his fall.

By the time he died, Stephen Mumbo was one of only three employees who had been at PwC Kenya for more than 13 years. He’d only had one job outside PwC (as a design engineer between March 2003 and April 2004) before joining the accounting firm. The only other company he had worked for was a small Malawian smallholder farmer’s company where he had done a brief consultancy in 2016. PwC was, by all accounts, more home to him than his apartment was. The job fit his personality as it required a meticulous, borderline obsessive mind.

Mumbo was, by many accounts, a good boss and an effective team leader who avoided office politics. In a profession where kindness is rare, he was overly compassionate and helpful. Sometimes, according to several people who worked with him over the years, he would volunteer to help on a project and eventually take a leadership role. But he was the kind of colleague who took on team projects and then credited everyone else. According to at least one insider, the kind of work Stephen Mumbo was handling on ARM Cement was probably work that should have been handled by a team of six.

Mumbo’s perfectionism and thoroughness also made him irreplaceable. Most of the people who eventually became his bosses owed some of their success to him. He trained them, as he did many other people, but they passed him in rank because he was not assertive. In a meeting room, he would point out flaws in plans in a heartbeat, but recoil when asked how to change them. Instead, he would draft his thoughts and offer them to someone else to present.

But he enjoyed the work itself. The constant mental challenge must have been a thrill at the beginning of his career, but it slowly chipped away at his mental health.

By October 2018, he couldn’t take it anymore. “They [PwC] plied him with so much work, and he wasn’t the type to say no, so he did it anyway. He was always very well groomed, but always tired,” said a relative.

The firm

By the time Pricewaterhouse Coopers bought part of Delta Towers in late 2012 for Sh4.4 billion in a joint deal with the University of Nairobi, it was already one of the biggest auditing firms in the world. The company was founded in 1998 through a merger between Coopers & Lybrand and Price Waterhouse, and rebranded to PwC in September 2010. By then, it was present in 158 countries and 743 locations, battling it out with three other audit firms, Deloitte, EY, and KPMG. PwC had over 236,000 people in its ranks, among them a quiet Kenyan nerd called Stephen Mumbo.

The PwC Tower, one of the two towers that make up Delta Towers, became PwC’s new home from early 2013. It was a remarkable investment by a company partially owned by Indian billionaire Mukesh Ambani. PwC Kenya settled for Wing B of the 20-storey twin towers, occupying half and renting out the other half. Upper Hill, its former home, was losing its lustre as new buildings came up without the infrastructure to support them. Now, in the newest building on the corner of Waiyaki Way and Ring Road Westlands, its employees were spoilt for choice on where to live. Location was important because many of them would work long hours, driving to and from work while the city slept.

As an employer, PwC Kenya consistently ranks as one of the best places to work in Nairobi. Entry-level graduate trainees earn an average monthly salary of Sh120,000, and its partners, according to Kenya Revenue Authority (KRA), are some high-net-worth individuals with gross annual incomes of between Sh350 million and Sh1 billion.

For the ARM job, PwC charged Sh65.6 million for the first three months, in addition to Sh7.9 million for preparatory work. While the PwC partners appointed to do the job were Muniu Thoithi and George Weru, the actual legwork went to a quiet nerd on the 12th floor called Stephen Mumbo. Thoithi and Weru would earn Sh43,000 per hour, while associate directors would earn Sh37,800, senior managers Sh30,000, and project managers Sh25,000 per hour. As a manager, Mumbo’s pay most likely fell in the two lower ranks. But to earn his keep, he would have to spend hours on end poring through reports, preparing his own recommendations, and presenting them to his bosses and the client.

By the time Mumbo got to his desk at 6:15am on Friday, 12th October, he had had less than three hours of sleep. He had gone home at 1am the previous night. He fell asleep fast, but he was clearly distressed, according to several close family members. He kept tossing and turning and woke up before daylight to get back on the grind.

Multiple conversations with past and current employees of PwC Kenya paint the picture of a firm with little space for work-life balance. Long hours and mind-breaking work are the norm, and most employees, like Stephen Mumbo, tend to live close to Delta Towers to ease the commute to work. The employee turnover rate is understandably high, as the work environment becomes more unbearable as one ages and begins seeking a better work-life balance.

Describing his experience at PwC, one employee said, “Deadlines have to be met and bonuses have to be earned. Your health is your problem. If you can’t handle the pressure, quit.” Another termed PwC’s work culture as “ruthless”, adding that even “having a baby is frowned upon.” Lunch breaks, several employees said, are not exactly an option: “Nobody goes for a long leisurely lunch at PwC. Many people eat at their desks.” The average work day, said several employees, is 14 hours. If you are on a project, it’s not unusual to work 18-hour days.

Under Kenyan law, normal working hours are between 45 hours and 52 hours a week for day employees and 60 hours for night employees. The law also provides for at least one rest day a week. At 14-18 hours a day, Stephen Mumbo and his colleagues were clocking between 84 hours to 126 hours a week, twice the legal limit. While the law also provides for overtime, the overriding element is that it be properly compensated, and not result in overworking, which impairs sleep patterns and increases the risk of stress, depression, and lower immunity. Overwork has been associated with heart problems, and among low-income workers, with an increased risk of type 2 diabetes. People who overwork tend to lead unhealthy lifestyles, having less time to exercise, eat. They also tend to smoke or drink more.

Describing his experience at PwC, one employee said, “Deadlines have to be met and bonuses have to be earned. Your health is your problem. If you can’t handle the pressure, quit.” Another termed PwC’s work culture as “ruthless”, adding that even “having a baby is frowned upon.”

Stephen Mumbo seemed to have navigated many of the physical challenges of overworking for almost a decade and a half. He was in good health, didn’t smoke, and barely drank alcohol. But the mental strain was showing.

All the interviewees for this story did not want to be named for fear of retribution for breaking company policy. In more than one case, there were also descriptions of the kind of retribution they might face, down to being put on track to be fired. More often than not, the interviewees still within PwC Tower outlined their basic exit plans and described Mumbo’s death as the latest in a series of wake-up calls.

For those who choose to stay, like Stephen Mumbo, the back-breaking work eventually leads to burnout. There was at least one other breakdown at the office in 2017, and several employees whispered about people self-harming or using drugs to cope with the pressure. For Stephen Mumbo, years of such pressure had finally taken their toll.

***

Mumbo’s distress on that last night was not the only time he had shown signs of work-related stress and depression. In the years before his death, he had had at least three visible episodes of burnout and mental distress at work. In 2015, he had a breakdown in the office and walked out on his boss. He was away from the office for a month. Meanwhile, work was still piling up; Shah Karuturi, the Kenyan subsidiary of the world’s biggest producer of cut roses, was placed under administration sometime during his break. This project was on his desk when he got back.

Then, in mid-2017, a colleague recalls, Mumbo fell asleep in the middle of a presentation with a client. “He was totally burned out, but his bosses simply told him to go to another boardroom and sleep for 45 minutes and then get back to work,” remembered the colleague. Such was life for him, going from one burnout to the next.

The third instance was perhaps the most significant in piecing together Stephen Mumbo’s last years alive. It happened years before he finally took his life, and linked back to the pillars in his adult life.

Run to the finish

Mumbo’s village in Kisumu, Nyamasaria, is a hot, dry, humid area. The land is infertile because its black cotton soil sucks the life out of any cash crop. Only weeds, euphorbia, and coarse grass are stubborn enough to grow on the land.

It was in this unforgiving terrain that Stephen Henry Mumbo was born to Arthur Waore Mumbo, an administrator at KEMRI, and Abigael Waore, a teacher at Nyamasaria Primary School in 1977. Mumbo was the last-born in a family of five.

Arthur Waore died in 1992, the year before Stephen joined St. Paul’s Amukura. The young teen moved to Alupe, Busia, to live under the care of his uncle, Mzee Obura, a doctor who still works for KEMRI. All accounts of Stephen Mumbo then match the man he would become: quiet, studious, and driven. According to his cousin, Fred Obura, Mumbo was more than just a brother. They were best friends and even went to the same high school.

Then, in mid-2017, a colleague recalls, Mumbo fell asleep in the middle of a presentation with a client. “He was totally burned out, but his bosses simply told him to go to another board room and sleep for 45 minutes and then get back to work,” remembered the colleague. Such was life for him, going from one burnout to the next.

In the 1990s, St. Paul’s Amukura, founded by Catholic priest Father Louis Okidoi in 1962, was an academic giant in what is now Busia County. The school motto, Cursum Consumavi, is Latin for “Run to the Finish.” When Stephen Mumbo was a student there, between 1993 and 1996, he lived in Nehru dormitory, named after the charismatic Indian leader.

In his teens, Stephen Mumbo walked awkwardly and avoided conversation. Several fellow alumni of St. Paul’s describe Mumbo’s shyness with fascination. Mumbo was, one says, the guy who wanted the key to the library when everyone else was chasing girls and dates. Odeo Sirari, a KTN news editor, was in Form One when Mumbo was in his final year. “As a new student, it was easy for me to notice Mumbo because he looked so serious, a total book worm,” recalls Sirari.

Another schoolmate, Caleb Etyang, who was a year ahead of Mumbo, says Mumbo would never be found on the school Isuzu bus, christened Kisisiata 3, which served the school between 1990 and 1999, and was driven by a gentle old man the boys fondly called Boyo. “He wasn’t a guy to go for sports or drama outings, he was much more at home in the school and in the library.” In his first two years at the school, he was the class prefect. In his last two years, he was the library prefect.

Mumbo topped the class of 1996 at the school, his only disappointment being that he hadn’t beaten the record of Adiema Aura, a renowned educationist who attended the school in the 80s. He’d only failed to overthrow Aura because he didn’t do well in Kiswahili; he scored an A-minus in the subject.

From St. Paul’s, he made his way to JKUAT, where he would spend the next few years training to become a civil engineer. Engineering offered the challenges a nerd like him yearned for, with its tenets of approaching problems and challenges with a tenacity that combined knowledge, skills and experience. After graduating, he did an accounting course and then took a brief engineering gig. Then he joined PwC Kenya, where he would spend the rest of his life, save for two unpaid sabbaticals.

Throughout this life, Mumbo relied mostly on his mother, Abigael, for emotional support. He had his siblings as well, as well as his adopted ones who were in fact, his cousins. But it was Abigael who represented the most profound influence on her shy young son’s life before and after school.

Then, on 3rd June 2008, Abigael Waore died.

Figure 1: Kenya Gazette notice of 31 October 2008

 

Multiple accounts point to a marked change in Mumbo’s life, work, and demeanor after his mum died. He simply couldn’t work anymore; he took a one-year unpaid sabbatical before going back to work. At some point, either then or after, Mumbo also mounted a massive portrait of his mother in his bedroom. Her face was the last thing he saw before he slept and the first thing he saw when he woke up.

 

Colleagues say that whenever he was not shy, he would talk about his mum a lot. After she died, he mostly talked about his wife Roselyne. They had been married for seven years but had spent a considerable time apart as Roselyne focused on a project in Kisumu and Mumbo toiled at PwC Tower. On days when they were together, his lunch box was the source of envy, as colleagues listened to him go on and on about his wife’s cooking. On any day, even when out of the country on assignment, he would speak to her on the phone for at least an hour.

In the three months before his tragic fall, he also talked about his daughter. The couple had tried to have a baby for several years before finally settling on adoption to grow their family. The toddler was a new addition, and a happy one at that. Mumbo often talked about his daughter, but also said how he didn’t get enough time to be with her.

The patterns

Mumbo’s suicide was not the first time a PwC employee had died after jumping from a floor in a PwC office. In April 2016, a 23-year-old employee of the PwC headquarters in London had jumped to his death from PwC’s ten-storey office building. His decision was attributed to a secret gambling habit, which he had begged his parents not to inform PwC about. He died on a walkway outside the office.

In another case, in May 2012, a 46-year old man jumped off the eighth floor of the PwC building in Largo, the third largest city in Pinellas County, Florida. In 2015, a director at PwC in the UAE, Jumana, was found dead in an apparent suicide pact with her sister, Soraya Saiti, at the base of a building under construction in Amman, Jordan. Then in August 2017, a PwC director named Werner Haupfleisch died by suicide in his home in Royldene, South Africa.

While none of these deaths were directly linked to PwC’s organisational culture, there have been other related deaths. In 2011, for example, Angela Pan, an auditor at the Shanghai PwC office, died ten days after first showing flu-like symptoms. Although her death was attributed to viral encephalitis, social media users of Sina Weibo speculated that she had been “worked to death”, Sometime before her death, Pan sent an update on Sina Weibo that said, “I can accept overtime. I can also accept out-of-town business trips. But on learning a young worker died from fatigue at KP (KPMG), I feel something has broken my bottom line to endure.” She had only worked for the company for six months, after graduating from Shanghai Jiao Tong University.

Faith Atsango, a psychologist, says that work-related stress should be classified as a safety hazard. “People in high pressure jobs are prone to have mental breakdowns,” she adds, “and such incidents should be treated as physical health and safety issues at work.” Atsango says that similar to how factories provide safety gear, stressful work environments should find ways to help employees cope, and ease burnout. Many of these are included in the Occupational Safety and Health Act, which also safeguards employees from “mental strain”.

Faith Atsango, a psychologist, says that work-related stress should be classified as a safety hazard. “People in high pressure jobs are prone to have mental breakdowns,” she adds, “and such incidents should be treated as physical health and safety issues at work.”

Despite these safeguards, high unemployment and weak enforcement of labour laws mean that work-related stress is not properly addressed. Mental health is still largely a taboo topic, despite an increasing number of deaths directly connected to it.

Part of the stigma attached to mental health is gender-related; statistics show that more than 70 per cent of the suicide-related deaths in 2017 were of males.  Two days after Mumbo’s death, another man jumped into a borehole in Matisi Estate, Kitale. Five months before that, another man had jumped off the 8th floor of the 15-storey NSSF building in Mombasa.

There are numerous reasons for the gender disparity, most of them revolving around the social silence on depression and other mental health issues among men. Even worse, the stresses of living and working in a fast-paced urban centre pile up.  The stresses include underemployment, overwork, length of the commute to work, and stagnant pay levels in a struggling economy.

A 1982 study on the subject showed that while the population in Nairobi grew by 7.5 per cent between 1975 and 1979, the rate of suicides grew by 300 per cent. The study also found a pattern in the months with the highest suicide rates; suicides tend to occur in the months of January to March, April to June, and October to December. There have been other studies focusing on at-risk groups, such as university students, but there is barely any substantive research on work-related stress and depression.

Then there’s the law. Instead of the law taking a pragmatic approach to the reasons why people take their own lives, it treats suicide as a crime. Attempted suicide is a misdemeanour punishable by two years’ imprisonment or fines, or both. This means that if Stephen Mumbo had survived his fall, which was unlikely, he would have promptly been arrested and thrown before a judge. That legal perspective and the social stigma also mean that suicide goes largely unacknowledged as the social issue it is.

Despite the legal and social hurdles, there have been some attempts to provide psychological wellness for several at-risk groups. In October, the same month Stephen Mumbo died, the National Police Service created a new department to assess the psychological wellness of officers. There had been at least five reported suicides of police officers in the preceding months. A few months later, the education ministry raised the alarm on an increasing number of death by suicide among university students.

In corporate workplaces such as PwC Kenya, the inclusion of psychological wellness has been at best abstract. PwC Global has made several public commitments to facilitate mental health awareness within its ranks. PwC UK, for example, has a “Green Light to Talk Day” and hired Beth Taylor as its new mental health leader in January 2016. PwC Malaysia has a “FitPwC” programme that combines physical and mental wellbeing. PwC Kenya does not have any such programme, and several employees described recent events, such as a meeting where management sought ideas on how to improve the work environment, as window-dressing.

As a consulting firm, PwC has published several reports on workplace stress. In 2017, PwC UK published a report on tackling workplace stress with technology. Three years before that, PwC Australia published a report titled “Creating a mentally healthy workplace.” The irony of such reports, according to a former long-term employee of PwC, is that they were most likely prepared by people who were themselves working in a mentally unhealthy environment. 

The aftermath

A few hours after Mumbo’s death, Peter Ngahu, PwC’s regional and country senior partner, held a press conference where he said, “It’s difficult to keep track of what each and every person is doing.” He refused to answer the question about whether Mumbo had been alone in the meeting room before he fell to his death. His response was: “He may have had a meeting, but he’s not here to answer the question.”

After that, Ngahu and Mumbo’s bosses, Muniu Thoithi and George Weru, declined any more media interviews into the death. Both Ngahu and Thoithi didn’t pick calls or answer text messages about the company’s work culture and measures they would institute to help employees deal with work-related stress. Reached for comment, George Weru declined, saying “No, no, no, I would not wish to say anything about this issue. The boss, Ngahu, issued a press statement and held a press conference on the matter last Friday.”

 

PwC Press Release

PwC Press Release

At PwC Tower, life continued almost as if nothing significant had happened there on October 12th. If Mumbo’s death had been “a big blow” to PwC Kenya, as Ngahu termed it in his press release, then it didn’t show. There was counselling for a few of the staff members in Mumbo’s team, but then everyone went back to work even before his body was removed from the scene.

The ARM project, his last, continued unabated, as did the entire firm. Eleven days after he stepped off the ledge of the 17th floor meeting room, ARM’s creditors approved an extension of PwC’s mandate to September 2019. It will be going on to this next phase without one of its ablest minds. In a meeting on October 22nd, the creditors also gave PwC permission to implement several options to revive the company. These, most likely sourced from Mumbo’s work, include getting a strategic investor and selling off some of the company’s key assets. It is unclear whether he had been the one who discovered that for years, ARM Cement had been treating a loan to its Tanzanian subsidiary as a performing loan while Maweni had been defaulting for years.

At PwC Tower, life continued almost as if nothing significant had happened there on October 12th. If Mumbo’s death had been “a big blow” to PwC Kenya, as Ngahu termed it in his press release, then it didn’t show. There was counselling for a few of the staff members in Mumbo’s team, but then everyone went back to work even before his body was removed from the scene.

***

Even before the shock of his sudden death waned, Mumbo’s friends and family organised meetings and fundraisers. At Tumaini Meeting Chambers behind Kencom House, they planned a farewell to a man who had seemed like he had it all. Many of his colleagues could not make it to the meetings because they were working. Instead, they sent cash donations and condolences.

On Friday, 26th October 2018, exactly two weeks after Mumbo had ended his life, they left in a convoy from Montezuma Funeral Home and drove to Mumbo’s home in Nyamasaria. The next day, at 9 am, they sat as the priest prayed, and then watched in grief as the casket bearing Mumbo’s body was slowly lowered into the grave. It was heartbreaking, a tragedy by any measure. A man who, after living off his brilliance, had ended up back in the unforgiving soil where he had first seen the world. For Roselyne and their daughter, it was the beginning of a life without Mumbo, who was at the time the sole breadwinner in the household.

On the 2nd floor ledge at Delta Towers, where Mumbo breathed his last, the dent his body left is still prominent, a stark reminder of his tragic end. In the parking lot, his Mitsubishi Lancer sat untouched for months, parked in the same spot where he left it.

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David Odongo (@DavidOdongo) is a journalist and writer while Maurice Kiruga (@MorrisKiruga) is a blogger and writer, both based in Nairobi, Kenya.

Politics

Dadaab: Playing Politics With the Lives of Somali Refugees in Kenya

Somali refugees in Kenya should not be held hostage by political disagreements between Mogadishu and Nairobi but must continue to enjoy Kenya’s protection as provided for under international law.

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Dadaab: Playing Politics With the Lives of Somali Refugees in Kenya
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For several years now, Kenya has been demanding that the UNHCR, the UN Refugee Agency, close the expansive Dadaab refugee complex in north-eastern Kenya, citing “national security threats”. Kenya has argued, without providing sufficient proof, that Dadaab, currently home to a population of 218,000 registered refugees who are mostly from Somalia, provides a “safe haven” and a recruitment ground for al-Shabaab, the al-Qaeda affiliate in Somalia that constantly carries out attacks inside Kenya. Threats to shut down have escalated each time the group has carried out attacks inside Kenya, such as following the Westgate Mall attack in 2013 and the Garissa University attack in 2015.

However, unlike previous calls, the latest call to close Dadaab that came in March 2021, was not triggered by any major security lapse but, rather, was politically motivated. It came at a time of strained relations between Kenya and Somalia. Kakuma refugee camp in Turkana County in north-western Kenya, is mostly home to South Sudanese refugees but also hosts a significant number of Somali refugees. Kakuma has not been included in previous calls for closure but now finds itself targeted for political expediency—to show that the process of closing the camps is above board and targets all refugees in Kenya and not only those from Somalia.

That the call is politically motivated can be deduced from the agreement reached between the UNHCR and the Kenyan government last April where alternative arrangements are foreseen that will enable refugees from the East African Community (EAC) to stay. This means that the South Sudanese will be able to remain while the Somali must leave.

Security threat

Accusing refugees of being a security threat and Dadaab the operational base from which the al-Shabaab launches its attacks inside Kenya is not based on any evidence. Or if there is any concrete evidence, the Kenyan government has not provided it.

Some observers accuse Kenyan leaders of scapegoating refugees even though it is the Kenyan government that has failed to come up with an effective and workable national security system. The government has also over the years failed to win over and build trust with its Muslim communities. Its counterterrorism campaign has been abusive, indiscriminately targeting and persecuting the Muslim population. Al-Shabab has used the anti-Muslim sentiment to whip up support inside Kenya.

Moreover, if indeed Dadaab is the problem, it is Kenya as the host nation, and not the UNHCR, that oversees security in the three camps that make up the Dadaab complex. The camps fall fully under the jurisdiction and laws of Kenya and, therefore, if the camps are insecure, it is because the Kenyan security apparatus has failed in its mission to securitise them.

The terrorist threat that Kenya faces is not a refugee problem — it is homegrown. Attacks inside Kenya have been carried out by Kenyan nationals, who make up the largest foreign group among al-Shabaab fighters. The Mpeketoni attacks of 2014 in Lamu County and the Dusit D2 attack of 2019 are a testament to the involvement of Kenyan nationals. In the Mpeketoni massacre, al-Shabaab exploited local politics and grievances to deploy both Somali and Kenyan fighters, the latter being recruited primarily from coastal communities. The terrorist cell that conducted the assault on Dusit D2 comprised Kenyan nationals recruited from across Kenya.

Jubaland and the maritime border dispute 

This latest demand by the Kenyan government to close Dadaab by June 2022 is politically motivated. Strained relations between Kenya and Somalia over the years have significantly deteriorated in the past year.

Mogadishu cut diplomatic ties with Nairobi in December 2020, accusing Kenya of interfering in Somalia’s internal affairs. The contention is over Kenya’s unwavering support for the Federal Member State of Jubaland — one of Somalia’s five semi-autonomous states — and its leader Ahmed “Madobe” Mohamed Islam. The Jubaland leadership is at loggerheads with the centre in Mogadishu, in particular over the control of the Gedo region of Somalia.

Kenya has supported Jubaland in this dispute, allegedly hosting Jubaland militias inside its territory in Mandera County that which have been carrying out attacks on federal government of Somalia troop positions in the Gedo town of Beled Hawa on the Kenya-Somalia border. Dozens of people including many civilians have been killed in clashes between Jubaland-backed forces and the federal government troops.

Relations between the two countries have been worsened by the bitter maritime boundary dispute that has played out at the International Court of Justice (ICJ).

The latest call to close Dadaab is believed to have been largely triggered by the case at the Hague-based court, whose judgement was delivered on 12 October.  The court ruled largely in favour of Somalia, awarding it most of the disputed territory. In a statement, Kenya’s President Uhuru Kenyatta said, “At the outset, Kenya wishes to indicate that it rejects in totality and does not recognize the findings in the decision.” The dispute stems from a disagreement over the trajectory to be taken in the delimitation of the two countries’ maritime border in the Indian Ocean. Somalia filed the case at the Hague in 2014.  However, Kenya has from the beginning preferred and actively pushed for the matter to be settled out of court, either through bilateral negotiations with Somalia or through third-party mediation such as the African Union.

Kenya views Somalia as an ungrateful neighbour given all the support it has received in the many years the country has been in turmoil. Kenya has hosted hundreds of thousands of Somali refugees for three decades, played a leading role in numerous efforts to bring peace in Somalia by hosting peace talks to reconcile Somalis, and the Kenyan military, as part of the African Union Mission in Somalia, AMISOM, has sacrificed a lot and helped liberate towns and cities. Kenya feels all these efforts have not been appreciated by Somalia, which in the spirit of good neighbourliness should have given negotiation more time instead of going to court. In March, on the day of the hearing, when both sides were due to present their arguments, Kenya boycotted the court proceedings at the 11th hour. The court ruled that in determining the case, it would use prior submissions and written evidence provided by Kenya. Thus, the Kenyan government’s latest demand to close Dadaab is seen as retaliation against Somalia for insisting on pursuing the case at the International Court of Justice (ICJ).

Nowhere safe to return to

Closing Dadaab by June 2022 as Kenya has insisted to the UNHCR, is not practical and will not allow the dignified return of refugees. Three decades after the total collapse of the state in Somalia, conditions have not changed much, war is still raging, the country is still in turmoil and many parts of Somalia are still unsafe. Much of the south of the country, where most of the refugees in Dadaab come from, remains chronically insecure and is largely under the control of al-Shabaab. Furthermore, the risk of some of the returning youth being recruited into al-Shabaab is real.

A programme of assisted voluntary repatriation has been underway in Dadaab since 2014, after the governments of Kenya and Somalia signed a tripartite agreement together with the UNHCR in 2013. By June 2021, around 85,000 refugees had returned to Somalia under the programme, mainly to major cities in southern Somalia such as Kismayo, Mogadishu and Baidoa. However, the programme has turned out to be complicated; human rights groups have termed it as far from voluntary, saying that return is fuelled by fear and misinformation. 

Many refugees living in Dadaab who were interviewed by Human Rights Watch said that they had agreed to return because they feared Kenya would force them out if they stayed. Most of those who were repatriated returned in 2016 at a time when pressure from the Kenyan government was at its highest, with uncertainty surrounding the future of Dadaab after Kenya disbanded its Department of Refugee Affairs (DRA) and halted the registration of new refugees.

Many of the repatriated ended up in camps for internally displaced persons (IDPs) within Somalia, with access to fewer resources and a more dangerous security situation. Somalia has a large population of 2.9 million IDPs  scattered across hundreds of camps in major towns and cities who have been displaced by conflict, violence and natural disasters. The IDPs are not well catered for. They live in precarious conditions, crowded in slums in temporary or sub-standard housing with very limited or no access to basic services such as education, basic healthcare, clean water and sanitation. Thousands of those who were assisted to return through the voluntary repatriation programme have since returned to Dadaab after they found conditions in Somalia unbearable. They have ended up undocumented in Dadaab after losing their refugee status in Kenya.  

Many refugees living in Dadaab who were interviewed by Human Rights Watch said that they had agreed to return because they feared Kenya would force them out if they stayed.

Camps cannot be a permanent settlement for refugees. Dadaab was opened 30 years ago as a temporary solution for those fleeing the war in Somalia. Unfortunately, the situation in Somalia is not changing. It is time the Kenyan government, in partnership with members of the international community, finds a sustainable, long-term solution for Somali refugees in Kenya, including considering pathways towards integrating the refugees into Kenyan society.  Dadaab could then be shut down and the refugees would be able to lead dignified lives, to work and to enjoy freedom of movement unlike today where their lives are in limbo, living in prison-like conditions inside the camps.

The proposal to allow refugees from the East African Community to remain after the closure of the camps — which will mainly affect the 130,000 South Sudanese refugees in Kakuma —  is a good gesture and a major opportunity for refugees to become self-reliant and contribute to the local economy.

Announcing the scheme, Kenya said that refugees from the EAC who are willing to stay on would be issued with work permits for free. Unfortunately, this option was not made available to refugees from Somalia even though close to 60 per cent of the residents of Dadaab are under the age of 18, have lived in Kenya their entire lives and have little connection with a country their parents escaped from three decades ago.

Many in Dadaab are also third generation refugees, the grandchildren of the first wave of refugees. Many have also integrated fully into Kenyan society, intermarried, learnt to speak fluent Swahili and identify more with Kenya than with their country of origin.

The numbers that need to be integrated are not huge. There are around 269,000 Somali refugees in Dadaab and Kakuma. When you subtract the estimated 40,000 Kenyan nationals included in refugee data, the figure comes down to around 230,000 people. This is not a large population that would alter Kenya’s demography in any signific ant way, if indeed this isis the fear in some quarters. If politics were to be left out of the question, integration would be a viable option.

Many in Dadaab are also third generation refugees, the grandchildren of the first wave of refugees.

For decades, Kenya has shown immense generosity by hosting hundreds of thousands of refugees, and it is important that the country continues to show this solidarity. Whatever the circumstances and the diplomatic difficulties with its neighbour Somalia, Kenya should respect its legal obligations under international law to provide protection to those seeking sanctuary inside its borders. Refugees should only return to their country when the conditions are conducive, and Somalia is ready to receive them. To forcibly truck people to the border, as Kenya has threatened in the past, is not a solution. If the process of returning refugees to Somalia is not well thought out, a hasty decision will have devastating consequences for their security and well-being.

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The Assassination of President Jovenel Moïse and the Haitian Imbroglio

As CARICOM countries call for more profound changes that would empower the Haitian population, Western powers offer plans for “consensual and inclusive” government that will continue to exclude the majority of the citizens of Haiti from participating in the running of their country.

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The Assassination of President Jovenel Moïse and the Haitian Imbroglio
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On Wednesday 7 July 2021, the President of Haiti, Jovenel Moïse, was assassinated in his home. His wife was injured in the attack. That the president’s assassins were able to access his home posing as agents of the Drug Enforcement Agency of the United States (DEA) brought to the fore the intricate relationship between drugs, money laundering and mercenary activities in Haiti. Two days later, the government of Haiti reported that the attack had been carried out by a team of assailants, 26 of whom were Colombian. This information that ex-soldiers from Colombia were involved brought to the spotlight the ways in which Haiti society has been enmeshed in the world of the international mercenary market and instability since the overthrow of President Jean-Bertrand Aristide and the Lavalas movement in 2004.

When the French Newspaper Le Monde recently stated that Haiti was one of the four drug hubs of the Caribbean region, the paper neglected to add the reality that as a drug hub, Haiti had become an important base for US imperial activities, including imperial money laundering, intelligence, and criminal networks. No institution in Haiti can escape this web and Haitian society is currently reeling from this ecosystem of exploitation, repression, and manipulation. Under President Donald Trump, the US heightened its opposition to the governments of Venezuela and Cuba. The mercenary market in Florida became interwoven with the US Drug Enforcement Agency (DEA) and the financial institutions that profited from crime syndicates that thrive on anti-communist and anti-Cuba ideas.

But even as Haitian society is reeling from intensified destabilization, the so-called Core Group (comprising of the Organization of American States (OAS), the European Union, the United States, France, Spain, Canada, Germany, and Brazil) offers plans for “consensual and inclusive” government that will continue to exclude the majority of the citizens of Haiti from participating in the running of their country. Elsewhere in the Caribbean, CARICOM countries are calling for more profound changes that would empower the population while mobilizing international resources to neutralize the social power of the money launderers and oligarchs in Haitian society.

Haiti since the Duvaliers

For the past thirty-five years, the people of Haiti have yearned for a new mode of politics to transcend the dictatorship of the Duvaliers (Papa Doc and Baby Doc). The Haitian independence struggles at the start of the 19th century had registered one of the most fundamental blows to the institutions of chattel slavery and colonial domination. Since that revolution, France and the US have cooperated to punish Haiti for daring to resist white supremacy. An onerous payment of reparations to France was compounded by US military occupation after 1915.

Under President Woodrow Wilson, the racist ideals of the US imperial interests were reinforced in Haiti in a nineteen-year military occupation that was promoted by American business interests in the country. Genocidal violence from the Dominican Republic in 1937 strengthened the bonds between militarism and extreme violence in the society. Martial law, forced labour, racism and extreme repression were cemented in the society. Duvalierism in the form of the medical doctor François Duvalier mobilized a variant of Negritude in the 50s to cement a regime of thuggery, aligned with the Cold War goals of the United States in the Caribbean. The record of the Duvalier regime was reprehensible in every form, but this kind of government received military and intelligence assistance from the United States in a region where the Cuban revolution offered an alternative. Francois Duvalier died in 1971 and was succeeded by his son, Jean-Claude Duvalier, who continued the tradition of rule by violence (the notorious Tonton Macoute) until this system was overthrown by popular uprisings in 1986.

The Haitian independence struggles at the start of the 19th century had registered one of the most fundamental blows to the institutions of chattel slavery and colonial domination.

On 16 December 1990, Jean-Bertrand Aristide won the presidency by a landslide in what were widely reported to be the first free elections in Haiti’s history. Legislative elections in January 1991 gave Aristide supporters a plurality in Haiti’s parliament. The Lavalas movement of the Aristide leadership was the first major antidote to the historical culture of repression and violence. The United States and France opposed this new opening of popular expression such that military intervention, supported by external forces in North America and the Organization of American States, brought militarists and drug dealers under General Joseph Raoul Cédras to the forefront of the society. The working peoples of Haiti were crushed by an alliance of local militarists, external military peacekeepers and drug dealers. The noted Haitian writer, Edwidge Danticat, has written extensively on the consequences of repeated military interventions, genocide and occupation in the society while the population sought avenues to escape these repressive orders. After the removal of the Aristide government in 2004, it was the expressed plan of the local elites and the external forces that the majority of the Haitian population should be excluded from genuine forms of participatory democracy, including elections.

Repression, imperial NGOs and humanitarian domination

The devastating earthquake of January 2010 further deepened the tragic socio-economic situation in Haiti. An estimated 230,000 Haitians lost their lives, 300,000 were injured, and more than 1.5 million were displaced as a result of collapsed buildings and infrastructure. External military interventions by the United Nations, humanitarian workers and international foundations joined in the corruption to strengthen the anti-democratic forces in Haitian society. The Clinton Foundation of the United States was complicit in imposing the disastrous presidency of Michel Martelly on Haitian society after the earthquake. The book by Jonathan Katz, The Big Truck That Went By: How the World Came to Save Haiti and Left Behind a Disaster, provides a gripping account of the corruption in Haiti. So involved were the Clintons in the rot in Haiti that Politico Magazine dubbed Bill and Hilary, The King and Queen of Haiti.

In 2015, Jovenel Moïse was elected president in a very flawed process, but was only able to take office in 2017. From the moment he entered the presidency, his administration became immersed in the anti-people traditions that had kept the ruling elites together with the more than 10,000 international NGOs that excluded Haitians from participating in the projects for their own recovery. President Moïse carved out political space in Haiti with the support of armed groups who were deployed as death squads with the mission of terrorizing popular spaces and repressing supporters of the Haitian social movement. In a society where the head of state did not have a monopoly over armed gangs, kidnappings, murder (including the killing of schoolchildren) and assassinations got out of control. Under Moïse, Haiti had become an imbroglio where the government and allied gangs organized a series of massacres in poor neighbourhoods known to host anti-government organizing, killing dozens at a time.

Moïse and the extension of repression in Haiti

Moïse remained president with the connivance of diplomats and foundations from Canada, France and the United States. These countries and their leaders ignored the reality that the Haitian elections of 2017 were so deeply flawed and violent that almost 80 per cent of Haitian voters did not, or could not, vote. Moïse, with the support of one section of the Haitian power brokers, avoided having any more elections, and so parliament became inoperative in January 2020, when the terms of most legislators expired. When mayors’ terms expired in July 2020, Moïse personally appointed their replacements. This accumulation of power by the president deepened the divisions within the capitalist classes in Haiti. Long-simmering tensions between the mulatto and black capitalists were exacerbated under Moïse who mobilized his own faction on the fact that he was seeking to empower and enrich the black majority. Thugs and armed gangs were integrated into the drug hub and money laundering architecture that came to dominate Haiti after 2004.

After the Trump administration intensified its opposition to the Venezuelan government, the political and commercial leadership in Haiti became suborned to the international mercenary and drug systems that were being mobilized in conjunction with the military intelligence elements in Florida and Colombia. President Jovenel Moïse’s term, fed by spectacular and intense struggles between factions of the looters, was scheduled to come to a legal end in February 2021. Moïse sought to remain in power, notwithstanding the Haitian constitution, the electoral law, or the will of the Haitian people.

So involved were the Clintons in the rot in Haiti that Politico Magazine dubbed Bill and Hilary, The King and Queen of Haiti.

Since the removal of Aristide and the marginalization of the Lavalas forces from the political arena in Haiti, the US has been more focused on strengthening the linkages between the Haitian drug lords and the money launderers in Colombia, Florida, Dominican Republic, and Venezuelan exiles. It was therefore not surprising that the mercenary industry, with its linkages to financial forces in Florida, has been implicated in the assassination of President Moïse. The Core Group of Canada, France and the US has not once sought to deploy the resources of the international Financial Action Task Force (FATF) to penetrate the interconnections between politicians in Haiti and the international money laundering and mercenary market.

Working for democratic transition in Haiti

The usual handlers of Haitian repression created the Core Group within one month of Moïse’s assassination. Canada, France and the United States had historically been implicated in the mismanaging of Haiti along with the United Nations. Now, the three countries have mobilized the OAS (with its checkered history), Brazil and the European Union to add their weight to a new transition that will continue to exclude the majority of the people of Haiti. It has been clear that under the current system of destabilization and violence, social peace will be necessary before elections can take place in Haiti.

Moïse sought to remain in power, notwithstanding the Haitian constitution, the electoral law, or the will of the Haitian people.

The continuous infighting among the Haitian ruling elements after the assassination was temporarily resolved at the end of July when Ariel Henry was confirmed by the US and France as Prime Minister. Henry had been designated as prime minister by Moïse days before his assassination. The popular groups in Haiti that had opposed Moïse considered the confirmation of Ariel Henry as a slap in the face because they had been demonstrating for the past four years for a more robust change to the political landscape. These organizations mobilized in what they called the Commission, (a gathering of civil society groups and political parties with more than 150 members), and had been holding marathon meetings to publicly work out what kind of transitional government they would want to see. According to the New York Times, rather than a consensus, the Core Group of international actors imposed a “unilateral proposal” on the people of Haiti.

Haiti is a member of CARICOM. The Caribbean community has proposed a longer transition period overseen by CARICOM for the return of Haiti to democracy. With the experience of the UN in Haiti, the Caribbean community has, through its representative on the UN Security Council, proposed the mobilization of the peacekeeping resources and capabilities of the UN to be deployed to CARICOM in order to organize a credible transition to democracy in Haiti. The nature and manner of the assassination of President Moïse has made more urgent the need for genuine reconstruction and support for democratic transition in Haiti.

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How Dadaab Has Changed the Fortunes of North-Eastern Kenya

Despite the hostile rhetoric and threats of closure, the presence of refugees in the camps in northern-eastern Kenyan has benefited the host communities.

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In the 1960s, Kenya had a progressive refugee policy that allowed refugees to settle anywhere in the country and to access education. This approach created in Kenya a cadre of skilled and professional refugees. However, the policy changed in the 1990s due to an overwhelming influx of refugees and asylum seekers escaping conflict in Somalia, Ethiopia and South Sudan. Kenya switched to an encampment policy for refugees, who were mainly confined to camps.

Although there are refugees living in urban and peri-urban areas elsewhere in the country, for over two decades, northern Kenya has hosted a disproportionate number of the refugees living in Kenya. The region has been home to one of the world’s largest refugee camps, with generations of lineage having an impact on the economic, social, cultural, and ecological situation of the region because of the support provided by the government and by non-governmental organisations (NGOs) in education, health and security services.

Mandera and Marsabit counties, both of which boarder with Ethiopia, Wajir County which borders with both Ethiopia and Somalia and, Garissa County which borders with Somalia, have hosted refugees and migrants displaced from their countries of origin for various reasons. In 2018, the town of Moyale, which is on the Ethiopian boarder in Marsabit County, temporarily hosted over 10,000 Ethiopians escaping military operations in Ethiopia’s Moyale District.    

Elwak town in Wajir County occasionally hosts pastoralist communities from Somalia who cross into Kenya seeking pasture for their livestock. While the movement of refugees into Marsabit and Wajir counties has been of a temporary nature, Garissa County has hosted refugees for decades.

Located 70 kilometres from the border with Somalia, the Dadaab refugee complex was established in the 1990s and has three main camps: Dagahaley, Ifo, and Hagadera. Due to an increase in refugee numbers around 2011, the Kambioos refugee camp in Fafi sub-county was established to host new arrivals from Somalia and to ease pressure on the overcrowded Hagadera refugee camp. The Kambioos camp was closed in 2019 as the refugee population fell.

According to the UN Refugee Agency, UNHCR, and the Refugee Affairs Secretariat (RAS), the Dadaab refugee complex currently hosts over 226, 689 refugees, 98 per cent of whom are from Somalia. In 2015, the refugee population in the Dadaab refugee complex was over 300,000, larger than that of the host community. In 2012, the camp held over 400,000 refugees leading to overstretched and insufficient resources for the growing population.

Under international refugee and human rights law, the government has the sole responsibility of hosting and caring for refugees. However, there is little information regarding the investments made by the Kenyan government in the refugee sector in the north-eastern region over time. Moreover, the government’s investment in the sector is debatable since there was no proper legal framework to guide refugee operations in the early 1990s. It was only in 2006 that the government enacted the Refugee Act that formally set up the Refugee Affairs Secretariat mandated to guide and manage the refugee process in Kenya.

While the Refugee Act of 2006 places the management of refugee affairs in the hands of the national government, devolved county governments play a significant role in refugee operations. With the 2010 constitution, the devolution of social functions such as health and education has extended into refugee-hosting regions and into refugee camps. While devolution in this new and more inclusive system of governance has benefited the previously highly marginalised north-eastern region through a fairer distribution of economic and political resources, there is however little literature on how the refugees benefit directly from the county government resource allocations.

The three north-eastern counties are ranked among the leading recipients of devolved funds: Mandera County alone received US$88 million in the 2015/2016 financial year, the highest allocation of funds after Nairobi and Turkana, leading to developmental improvements.

However, it can be argued that the allocation of funds from the national government to the northern frontier counties by the Kenya Commission on Revenue Allocation—which is always based on the Revenue Allocation table that prioritizes population, poverty index, land area, basic equal share and fiscal responsibility—may not have been taking the refugee population into account. According to the 2019 census, the population of Dadaab sub-county is 185,252, a figure that is well below the actual refugee population. The increase in population in the north-eastern region that is due to an increase in the refugee population calls for an increase in the allocation of devolved funds.

The three north-eastern counties are ranked among the leading recipients of devolved funds.

Dadaab refugee camp has been in the news for the wrong reasons. Security agencies blame the refugees for the increased Al Shabaab activity in Kenya, and even though these claims are disputed, the government has made moves to close down the camp. In 2016, plans to close Dadaab were blocked by the High Court which declared the proposed closure unconstitutional. In 2021, Kenya was at it again when Ministry of Interior Cabinet Secretary Fred Matiang’I tweeted that he had given the UNHCR 14 days to draw up a plan for the closure of the camp. The UNHCR and the government issued a joint statement agreeing to close the camp in June 2022.

The security rhetoric is not new. There has been a sustained campaign by Kenya to portray Dadaab as a security risk on national, regional and international platforms. During the 554th meeting of the African Union Peace and Security Forum held in November 2015, it was concluded that the humanitarian character of the Dadaab refugee camp had been compromised. The AU statements, which may have been drafted by Kenya, claimed that the attacks on Westgate Mall and Garissa University were planned and launched from within the refugee camps. These security incidents are an indication of the challenges Kenya has been facing in managing security. For example, between 2010 and 2011, there were several IED (Improvised Explosive Devices) incidents targeting police vehicles in and around Dadaab where a dozen officers were injured or killed. In October 2012, two people working for the medical charity Médicins Sans Frontières (MSF) were kidnapped in Dadaab. Local television network NTV has described the camp as “a womb of terror” and “a home for al-Shabaab operations”.

There has been a sustained campaign by Kenya to portray Dadaab as a security risk on national, regional and international platforms.

Security restrictions and violent incidents have created a challenging operational environment for NGOs, leading to the relocation of several non-local NGO staff as well as contributing to a shrinking humanitarian space. Some teachers and health workers from outside the region have refused to return to the area following terrorist attacks by Al-Shabaab, leaving behind large gaps in the health, education, and nutrition sectors.

However, despite the challenging situation, the refugee camps have also brought many benefits, not only to Kenya as a country but also to the county governments and the local host communities.

Education

According to the Intergovernmental Authority on Development (IGAD) half the refugee population in the IGAD member states are children of school-going age, between 4 and 18 years.

In Garissa, the education sector is one of the areas that has benefited from the hosting of refugees in the county because the host community has access to schools in the refugee camps. Windle Trust, an organisation that offers scholarships to students in secondary schools and in vocational training institutes, has been offering scholarships to both the refugees and the host communities. In July 2021, over 70 students benefited from a project run by International Labour Organisations (ILO) in partnership with Garissa county governments, the East African Institute of Welding (EAIW) and the Kenya Association of Manufacturers (KAM) to give industrial welding skills to refugees and host communities.

However, despite the measures taken by the Kenyan government to enrol refugees in Kenyan schools, there is a notable gap that widens as students go through the different levels of education. Statistics show that of the school-going refugee population, only a third get access to secondary education of which a sixth get to join tertiary institutions. This is well below the government’s Sustainable Development Goal (SDG) 4 target that seeks to ensure that all girls and boys complete free, equitable and quality primary and secondary education. This also reflects the situation of the host community’s education uptake. Other investments in the education sector that have targeted the host communities include recruitment and deployment of early childhood education teachers to schools in the host community by UNHCR and other non-governmental organizations (NGOs).

Non-governmental/intergovernmental support 

The presence of refugees has led to NGOs setting up and running projects in the camps. According to Garissa County’s Integrated Development Plan, there are over 70 non-governmental organisations present, with the majority operating around the Dadaab refugee complex and within the host communities. The UNHCR estimates that it will require about US$149.6 million to run its operations in Dadaab Camp this year. However, as of May 2021, only US$45.6 million—31 per cent of the total amount required—had been received.

The decrease in humanitarian funding has had an impact on the livelihoods of refugees and host communities in north-eastern Kenya.  According to the World Bank, 73 per cent of the population of Garissa County live below the poverty line. In the absence of social safety nets, locals have benefited from the humanitarian operations in and around the camp. The UNHCR reports that about 40,000 Kenyan nationals within a 50km radius of the Dadaab refugee camp ended up enrolling as refugees in order to access food and other basic services in the camps.

In 2014, the UNHCR reported that it had supported the Kenyan community residing in the wider Daadab region in establishing over US$5 million worth of community assets since 2011. The presence of refugees has also increased remittances from the diaspora, and there are over 50 remittance outlets operating in the Dadaab camp, increasing economic opportunities and improving services. Using 2010 as the reference year, researchers have found that the economic benefits of the Dadaab camp to the host community amount to approximately US$14 million annually.

The UNHCR reported that it had supported the Kenyan community residing in the wider Daadab region in establishing over US$5 million of community assets since 2011 since 2011.

To reduce overdependence on aid and humanitarian funding in running refugee operations, the County Government of Garissa developed a Garissa Integrated Socio-Economic Development Plan (GISEDP) in 2019 that provided ways of integrating refugees into the socio-economic life of the community to enhance their self-reliance. The European Union announced a Euro 5 million funding programme to support the socio-economic development plan, thus opening up opportunities for development initiatives including income generating activities such as the flourishing businesses at Hagadera market. The recent announcement of the planned closure of the camp has put these plans at risk.

A voice

The host community is increasingly involved in issues that affect both the locals living around the Dadaab refugee complex and the refugees themselves, with the voice of the community gaining prominence in decision-making regarding the county budget and sometimes even regarding NGO operations. NGOs periodically conduct needs assessments in and around the camp to guide the budgeting and planning process for subsequent years and the host community is always consulted.

Interest in governance issues has also increased. For example, between 2010 and 2015 the host community successfully lobbied for increased employment opportunities for locals in the UNHCR operations. With experience in the humanitarian field, some from within the host communities have secured positions as expatriates in international organizations across the globe, adding to increased international remittances to Garissa County.

Health

Research reveals that, compared to other pastoralist areas, health services for host communities have improved because of the presence of aid agencies in Dadaab. Hospitals managed by Médicins Sans Frontières and the International Red Cross in Dagahaley and Hagadera respectively are said to be offering better services than the sub-county hospital in Dadaab town. The two hospitals are Ministry of Health-approved vaccination centres in the fight against the COVID-19 pandemic.

Despite the massive investments made in the health sector by humanitarian organisations in and around Dadaab, both UNICEF and the World Health Organisation have identified the camp as an entry point for infectious diseases like polio and measles into Kenya. There was a confirmed case of WPV1 (wild poliovirus) in a 4-month-old girl from the Dadaab refugee camp in May 2013. This is a clear indication of the health risks associated with the situation.

Researchers have found that the economic benefits of the Dadaab camp to the host community amount to approximately US$14 million annually.

Other problems associated with the presence of the camps include encroachment of the refugee population on local land, leading to crime and hostility between the two communities. These conflicts are aggravated by the scramble for the little arable land available in this semi-arid region that makes it difficult to grow food and rear farm animals, leading to food shortages.

While it is important to acknowledge that progress has been made in integrating refugees into the north-eastern region, and that some development has taken place in the region, more needs to be done to realise the full potential of the region and its communities.  Kenya’s security sector should ensure that proper measures are put in place to enhance security right from the border entry point in order to weed out criminals who take advantage of Kenya’s acceptance of refugees. The country should not expel those who have crossed borders in search of refuge but should tap fully into the benefits that come with hosting refugees.

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