This archive report was first published on 7 July 2020.
Nairobi, the capital city of Kenya, has undergone significant transformation over the past 110 years, evolving from a humble railway stopover to a thriving metropolis.
According to the 2019 City Momentum Index, Nairobi was ranked the 10th most dynamic city in the world, with its emergence as a regional tech and business hub contributing to its global profile.
However, beneath the city's impressive growth lies a complex web of cartels involved in land grabbing, garbage collection, and other illicit activities, which have become a significant obstacle to service delivery and social equity.
These cartels have been accused of extorting high 'service fees' from residents of informal settlements, exacerbating social inequalities. A 2017 study by the International Development Research Center (IDRC) revealed that Nairobi county loses Ksh 7 billion each year to cartels, a staggering amount that could be used to improve service delivery and address social inequalities.
The creation of the Nairobi Metropolitan Services (NMS) under the Executive Office of the President, headed by Major General Mohammed Badi, has been hailed as a timely move aimed at instilling discipline and order in the chaotic capital.
Within 100 days, NMS has achieved significant improvements in waste management, road rehabilitation, and provision of water and sanitation services, among other areas. However, the agency still faces significant challenges in dismantling cartels that have been sabotaging service delivery in the city.
It is essential that NMS, working with other government agencies, intensifies its efforts to uproot cartels and ensure equitable access to essential services like water, sanitation, electricity, roads, and health facilities throughout Nairobi.
As Maj. Gen. Badi and his team strive to improve service delivery, it is also crucial to foster buy-in from residents through public engagement and address the root causes of social inequalities.
Published on July 7, 2020, at 13:33:02.
