COLLECTION,TRANSPORTATION AND DISPOSAL IN NAIROBI 73
Over the years, the capacity of the Dandora dumpsite to receive waste was severely
diminished by non-compaction of waste. Only one old and ill-maintained bulldozer is
available for waste compression. The Dandora dumpsite neighbours a densely inhab-
ited low-income residential area, indicating poor economic, social, and physical plan-
ning. The risk of contamination, spread of diseases, and water/air pollution is high
especially because toxic and hazardous materials get into the waste stream. Open
waste burning at the dumpsite increases the risk, as do rodents.
Due to secondary pollution, residents of the surrounding area recently (February 2001)
demonstrated against continued use of the dumpsite. Although environmental conse-
quences of the dump have been evident for a long time, nothing was done because
little or no attention is paid to environmental aspects of sustainable development in the
city. On March 7, 2001 it was reported that the dumpsite is being relocated to a site
recommended by the JICA (1998) study. The site, Ruai, is about 30 km from the CBD.
The decision to relocate was not motivated by these complaints alone, however, as the
land on which the dump stands was acquired by a private developer (JICA, 1998).
Explaining dismal NCC performance
NCC’s solid waste collection services are poor because of lack of adequate financial
resources due to slow down in economic growth^4 , indebtedness, and corruption^5.
Proper management is frustrated by the failure of the Government to play the crucial
oversight role, under-financing of the NCC in addition to poor revenue collection,
insufficiently educated and trained policy makers (councillors), and lack of clear and
differentiated duties between the NCC and the Central Government. Politics plays a
dubious role in all of this. Many dignitaries (including Cabinet Ministers and officials
of the Office of the President) ‘play ball’ by accepting favours (plots and employment
quota allocations, and supply tenders) from NCC officials and, consequently, lose the
moral authority to guide and provide oversight to NCC (NCC, 2000). Indeed, NCC’s
governance and management problems are microcosmic copies of national problems.
Public resources designated for the provision of basic goods and services are openly
appropriated for personal use. Wrangling over and irregular disposal of Council assets
and property are the order of the day, as is nepotism in employment.
The rapid rate of urbanisation and the resultant increase in waste generation have also
contributed to deterioration of service. The 1999 national census puts Nairobi’s popu-
- This is shown by annual average GDP growth rates: 6.6 percent over 1964-1973, 5.9 percent over
1974-1978, 4.4 percent over 1979-1983, 4.2 percent over 1984-1988, 2.9 percent over 1989-1993, and
3.0 percent over 1995-1999 (Republic of Kenya, Economic Survey Various Issues). - The NCC Extraordinary Inspection Report presents a detailed account of these problems, citing spe-
cific cases and the culprits. These include business people, NCC employees, councillors, senior Gov-
ernment officials including Cabinet Ministers, and professionals (lawyers, engineers, architects, etc.).