This culture is unsustainable. It is also, as a recent internal literature review by PBI Kenya on HRD protection in Kenya argues, systematically engineered by a system stuck in “crisis-management” mode. Protection mechanisms are reactive; swinging into action after an arrest, a threat, or an eviction. Psychosocial support, if it exists, often consists of a trauma counsellor being called in after the damage is done. This approach fundamentally fails because it treats the defender’s wellbeing as a problem to be remedied rather than as a capacity to be continuously supported.
The literature is clear: a “best practice” intervention must be proactive and holistic, integrating mental health resilience into the daily fabric of our organizations. It must shift from asking, “How do we patch you up after a crisis?” to “How do we build you and your community to withstand the chronic pressures of this work?”
A necessary starting point is recognizing that chronic stress and trauma are common risks in this field, just as legal and physical threats are. We must foster environments where leaders and team members can speak openly about needing rest or support. Feedback from defenders confirms a strong desire for this cultural shift, to make wellbeing a normal part of the conversation.
We also need to expand the concept of care beyond individual “self-care.” For many defenders in Kenya, resilience is rooted in community. Security measures, such as relocation, can sometimes isolate a person from their vital support networks. True protection strengthens these connections through peer support groups, involving families in safety planning, and honouring culturally meaningful ways of resting together.
Finally, sustaining a culture of care requires moving beyond provisional efforts toward structured institutional practice. This means formally integrating wellness into organizational planning—for example, by allocating resources for regular rest periods and making psychosocial check-ins as standard as security reviews. Crucially, these practices should be shaped by the defenders themselves, especially those from marginalized fronts, ensuring that support is relevant and grounded in lived experience. Such a shift is not merely compassionate; it is strategic, building a more resilient, sustainable, and effective movement for the long term.
Land and environmental defenders’ strength in the face of loss and injustice is deeply collective. The role of allies extends beyond legal advocacy to helping fortify that communal resilience with practical, structured support. Our aim should be to build organizations that not only pursue justice but also sustain the wellbeing of those working to achieve it.