OP-ED:Kenyan Counties Can Use Diaspora Resources

Saturday, July 27, 2013 · - The Star

Now we know how President Uhuru Kenyatta and his Jubilee administration view Diaspora Kenyans. A couple of weeks ago, he appointed blogger Dennis Itumbi as Director Digital, New Media and Diaspora. Many Kenyans living abroad are as curious as ever to find out what, if anything, this position would entail. Only time will tell. Despite the heavy rhetoric, such action speaks volumes. Be that as it may be, devolved units have an opportunity to meaningfully engage Kenyans in the Diaspora. Rather than appointments with obscure titles apparently hurriedly cobbled together, counties can take advantage of central government’s omission. This opportunity may not only be fleeting but is also visible only to the discerning.

The significance of Diaspora Kenyans is often oversimplified into remittances only. The fact is that all 47 counties (even those without significant populations in the Diaspora) have a unique opening to strategically utilize this underutilized resource. At a minimum, they can reorganize the remittances to have the greatest impact, both in investment and strategic use.
Kenya’s counties can choose to take a different approach – with huge potential returns. Here are some examples of ready-to-go opportunities that counties can take advantage of relatively inexpensively:
Provide incentives to potential investors. Counties should establish programs to compete for targeted investment shillings from the Diaspora. As an added sweetener, counties that make doing business as efficient and pain-free as possible are likely to be the destination. Bloated and corrupt bureaucracies are sure-fire business drivers- away from the county. Contrary to popular opinion, Diasporans are no more inclined to invest in their home counties than elsewhere if the climate is right. Such considerations as infrastructure, security and tax breaks will go a long way to attracting investment into a county. For years now, remittances from the Diaspora have surpassed direct foreign investment in Kenya.
Creatively utilize human resources. Counties should coordinate visits by Diasporans with the needs of the counties of origin. Many Kenyans in the Diaspora would relish an opportunity to give back to their communities at home while on vacation. Medical practitioners can help with basic health checks such as blood pressure, diabetes screening and fitness training. Professors and educators could give invaluable lessons to colleges and universities in their areas of specialization. Business analysts will readily share their knowledge with budding entrepreneurs; techies would not mind helping teachers and pupils in laptop induction courses for laptop use. The list goes on. All county leadership needs is the will to take the risk of asking and coordinating.
Take full advantage of technological advances. With a near-universal access to cell-phones and Internet even in rural settings, the time difference is a great asset. For instance, while Kisii County residents are asleep, her sons and daughters in Dallas, TX may be hard at work building critical systems and networks. And vice versa. Strategic collaboration with Kenyans at various locations abroad will assure realization of the fabled 24-hour economies that politicians often talked about. For lack of a better term, one may view this as “reverse outsourcing.”
Create and nurture institutions to leverage relationships. Unlike the past when the only avenue for interaction seemed to be the embassy or High Commission, counties can now build relationships directly with Diasporans and friends of the county abroad. County-specific or regional organizations are potential game-changers in the Diaspora power dynamic. Examples are Dr. Shem Ochuodho’s Nyanza Development Forum; the “sister city” programs between cities of Minneapolis and Eldoret, Brooklyn Park and Monrovia. Additionally, tremendous potential abounds for collaboration between institutions like colleges and universities, health facilities, tech companies and other entities. A county can leverage by investing in office/personnel with instructions to build and maintain these linkages.
Learn and adopt best practices in public service delivery. A good number of Kenyans work for federal, state and local governments in their adopted countries. They are invaluable employees as immigration/revenue officers, court personnel, child support staff, license bureau attendants and others sectors where interaction with the public is the order of the day. Borrowing from their experiences, counties can create people-centered operations that focus on delivering high-quality, professional service to the residents.
As relative newcomer into the devolved government structure, Kenyans must be ready and willing to learn from jurisdictions that have near-perfected it. Counties leveraging the knowledge and experience of their own citizens (rather than high-priced consultants) will be definite victors. For instance, a county does not need a 500-page, blue-ribbon recommendation from an international consulting house to serve its residents efficiently. Just entice Diaspora professionals to lend a hand while on vacation in the Jamhuri and the results may surprise.
In sum, the potential returns to counties from the Diaspora will depend on the level of political will, sincerity of engagement and an appreciation that Diasporans are more than ATMs. Smart collaboration with local residents may well be the key to faster development. Over to you, county governors and senators. In the meantime, we await with bated breath Mr. Itumbi’s first act as President Kenyatta’s Diaspora Director.
*The author is an attorney and counselor at law in the States of Minnesota and New York in the United States. He is also an advocate of the High Court of Kenya.