Trapped between?? Struggle for the urban poor to better housing The case of Mathare, Kenya.

There has been an uprising crisis of housing in most parts of the world especially in the developing countries. This is due to the salient increase in the demand of houses particularly in urban cities versus the unmatched slow response in the supply of houses which has ultimately culminated in the deterio-ration of housing conditions. This paper seeks to examine the existence of underlying ‘structural ’and ‘societal’ forces that seem to enhance the subsisting nature of housing shortages; subsequently leading to the suppression of the urban poor’s efforts to secure better housing. First, the study attempts to un-derstand the contested spaces between market and state and how their actions counter their efforts to provide affordable and decent houses for the urban poor. The study used a mixed method approach which allowed the researcher to capture a snapshot of the complex realities of housing in the Kenyan context specifically Mathare slums. Data was analyzed through the asset vulnerability framework. The most appropriate data analysis tool that could comprehensively investigate the different assets owned by Mathare residents, how they are applied to respond to the current Kenyan housing market and how these affect their pursuit of better housing; highlighting both obstacles and opportunities in the short and long run. The findings indicate that a lack of ‘decent’ and ‘affordable’ housing heightens vulnerability of the urban poor. However, the degree of vulnerability varies according to status, ties and context. Likewise, the study looks at current housing policies and programs and how they undermine the lives of slum dwellers and their efforts to bargain for their housing rights; thus, trapping them at the bottom of the housing ladder. In conclusion, greater attention needs to be given towards finding a multi-dimensional solution that also fosters a more complimentary relationship between the market, state and other housing stakeholders.