SOLID WASTE MANAGEMENT ASSESSMENT WITHIN URBAN SETTINGS in KENYA and UGANDA Contents Introduction

SOLID WASTE MANAGEMENT ASSESSMENT WITHIN URBAN SETTINGS IN KENYA AND UGANDA Contents Introduction ...... 5 Methodology Description ...... 8 Section1: Towns in Kenya ...... 10 1A: ISEBANIA (KEHANCHA) ...... 11 1.0 Background ...... 11 2.0 Existing SWM system ...... 11 2.1 Legislative and Institutional provisions for SWM ...... 12 2.2 Organizational arrangement ...... 13 2.3 Infrastructure and Equipment for SWM ...... 18 2.4 Public Private partnerships ...... 20 3.0 Summary of Capacity Assessment ...... 21 4.0 Summary of Interventions...... 22 5.0 Action Plan for Isebania Town ...... 23 2A: KEROKA ...... 26 1.0 Background ...... 26 2.0 Existing SWM system ...... 26 2.1 Legislative and Institutional provisions for SWM ...... 26 2.2 Organizational arrangement ...... 27 2.3 Infrastructure and Equipment for SWM ...... 33 2.4 Public Private partnerships ...... 34 3.0 Summary of Capacity Assessment ...... 35 4.0 Summary interventions ...... 35 5.0 Action plan For Keroka Town Council ...... 37 3A: KERICHO ...... 39 1.0 Background ...... 39 2.0 Existing SWM system ...... 39 2.1 Legislative and Institutional provisions for SWM ...... 39 2.2 Organizational arrangement ...... 40 2.3 Equipment and Infrastructural Provision for SWM ...... 45 2.4 Public Private partnerships ...... 46 3.0 Summary of Capacity Assessment ...... 48 4.0 Summary interventions ...... 48

5.0 Action plan For Kericho Municipal Council ...... 49 Section2: Towns in Uganda ...... 52 1B: NTUNGAMO TOWN ...... 53 1.0 Background ...... 53 2.0 Existing SWM system ...... 54 2.1 Policy and Legislative Framework ...... 54 2.2 Organizational Arrangements ...... 55 2.3 Infrastructure and Equipment ...... 57 2.4 Separation/sorting, Re-use and Re-use ...... 59 2.5 Public Private Partnership ...... 59 3.0 Capacity Assessment Summary ...... 60 4.0 Summary Interventions ...... 61 5.0 Action Plan for Ntungamo Municipal Council ...... 62 2B: MAYUGE TOWN COUNCIL...... 65 1.0 Background ...... 65 2.0 Existing SWM system ...... 65 2.1 Policy and Legislative Framework ...... 65 2.2 Organizational Structure ...... 66 2.3 Infrastructure and Equipment ...... 68 2.4 Waste Separation/Sorting, Re-use and Recycling ...... 69 2.5 Public Private Partnership ...... 69 3.0 Capacity Assessment Summary ...... 70 4.0 Summary Interventions ...... 71 5.0 Action Plan for Mayuge Town Council ...... 72 3B: BUWAMA, KAYABWE And BUKAKATA- LAMBU ...... 75 3-1BUWAMA TOWN ...... 76 1.0 Background ...... 76 2.0 Existing SWM system ...... 76 2.1 Policy and Legislative Framework ...... 76 2.2 Organizational arrangement ...... 77 2.3 Infrastructure and Equipment ...... 78 2.4 Waste Separation/Sorting, Re-use and ...... 78 2.5 Public Private Partnership ...... 79

3-2 KAYABWE TOWN ...... 80 1.0 Background ...... 80 2.0 Existing SWM system ...... 80 2.1 Policy and Legislative Framework ...... 80 2.2 Organizational Arrangements ...... 81 2.3 Infrastructure and Equipment ...... 83 2.4 Waste Separation/Sorting, Re-use and Recycling ...... 83 2.4 Public Private Partnership ...... 84 3-3 BUKAKATA-LAMBU TOWN ...... 85 1.0 Background ...... 85 2.0 Existing SWM system ...... 85 2.1 Organizational Arrangement ...... 85 2.2 Infrastructure and Equipment ...... 87 2.3 Waste Separation/Sorting, Re-use/Recycling ...... 87 2.4 Public Private Partnership ...... 88 3.0 Capacity Assessment Summary For The Three Towns ...... 89 4.0 Summary Interventions ...... 90 5.0 Action Plan for Buwama, Kayabwe and Bukakata-Lambu Towns ...... 91 ANNEXES- SECTION 1 ...... 96 ANNEXES- SECTION 2 ...... 100

Introduction The rapid growth of many small towns bordering Lake Victoria is causing unprecedented deterioration in the ecosystem of Africa‟s greatest lake. It is also placing enormous pressure on the capacity of these towns to provide adequate water and sanitation services for their burgeoning populations.Lake Victoria Water and Sanitation (LVWATSAN) programme is an initiative that seeks to address some of these challenges of small towns. The objectives of LVWATSAN are to support pro-poor water and sanitation investments in the secondary urban centres in the Lake Victoria Region; and build institutional and human resource capacities at local and regional levels for the sustainability of improved water and sanitation services; And to upscale the benefits of water sector reforms to reach the local level in the participating urban centres; and reduce the environmental impact of urbanization in the Lake Victoria Basin. The initiative has a number of components including solid waste management (SWM) which seeks to minimize negative environmental and health impacts associated with poor solid waste management. The strategy is to provide sustainable solid waste management system/interventions for each focal town, capable of collecting, transporting, treating and safely disposewhat ultimately remains as waste. There is also the Capacity Building and Training component which seeks to ensure effective delivery of capital investment and long term sustainability of proposed interventions in all sectors. The strategy involves the establishment of institutions where they do not exist; provision of tools, equipment, offices, staff and training.

In a rapid assessment that was conducted in three towns in Kenya (Isebania, Keroka and Kericho) and three in Uganda (Ntungamo, Mayuge and Bukakata-Buwama-Kayabwe), they were found to be hardly having basic infrastructure for SWM services and if left without any intervention present potential pollution to the Lake Victoria. These small towns even though under the LVWATSAN programme have been categorized as having population ranging between 20,000 and 200, 000. In actual sense, their population range between 10, 000 and 200,000inhabitants but show rapid population growth rateswith Kenyan towns ranging between (2-4)% and Ugandan towns ranging between (4 -7)%. According to the Local Government Acts of the two countries, the six towns have different urban status, with some being municipalities, others town councils while the rest are town boards. The towns were picked for the interventions because they all lie in the Lake Victoria basin and the waste management activities in each of them is likely to contribute to the total pollution load entering the lake. The governance structures for service delivery including solid waste management in these towns showcertain similarities because the two countries (Kenya and Uganda) share a common colonial history having both been colonized by the British. At the national levels, there are the Public Health Acts, Local Government Acts, National Solid Waste Management Strategies and the National Environmental Management Authorities in both countries which provide the legal and institutional frameworks for SWM. Both countries have environmental management Acts and waste management regulations which emphasize the need for Integrated Solid Waste Management (ISWM). At the local level, these towns have refuse disposal and or

5 conservancy by-laws as well as local plans to regulate and manage SWM activities. Differences arise in their overall organizational structures and financial arrangements for service delivery. The organization and prioritization of SWM service provision in the two countries are different.While Ugandan government has responded more to the market demand by privatizing SWM services particularly collection and transportation of waste, Kenyan government particularly in the small towns is still delivering the SWM services in amore bureaucratic system with local authorities being the principal actors. In an effort to save the Lake Victoria from unprecedented pollution caused by waste management activities, the LVWATSAN programme aims to harmonize the disparities in capacities for service provision inthe towns by providing them with the basic infrastructure, capacity and training needs for SWM. This report which forms part of the wider LVWATSANIIprogramme presents the findings of an assessment of the existing SWM situation leading to the identification of capacity and training needsof individual towns and where possible a group of towns.

The sections that follow describe the methodology used for the assessment and present the cases for Kenyan towns followed by those for Ugandatowns. Also included are the proposals on critical needs for the towns.

Map showing Towns Covered Under the LVWATSAN PHASE II

Methodology Description This assessment was carried out in different towns but the method of data collection was standard for all the towns. This was because of the time available for this exercise as well as the background of the towns which did not present much variations in their socio-economic levels. This alsoreduces biasness in collecting data given that all the towns are grouped as „small‟ under the programme. Data collection method are varied since the information required to write this report is diverse in its nature as well as sources. Secondary data regarding institutional arrangements for waste, legal and policy provisions, plans for waste operations and budgets were obtainedfrom the Councils under study and othersfrom other government related offices. These helped in understanding Councils internal capacities and arrangements for SWM. Interviews with policy makers at different levels, Council chief officers, non-state actors (including households, business and private medical facilities) and other civil actor groups including Multi-stakeholder forumswere very helpful in getting first hand information concerning operations within the Councils and SWM status in the towns (See Sections 1 and 2- Annexes As). Strategic meetingswere held with key council stakeholders particularly the mayors (chairmen of town councils and Boards) and the town clerks. Such meetings provided avenues for discussion of the problems bedeviling the Councils on SWM and proposing possible way forwards.Observation of facilities and operations aided in giving a visual impression of the status on the ground. During observation, pictures were then taken to corroborate other findings. The data and information gathered were put together and grouped into thematic areas that reflect capacity needs of councils.

Plate1: Meeting with MSF members in KerokaPlate2: Meeting with Council policy makers in Kericho

Plate3: Interview with the Public Health officer in Isebania Plate4:Field observation in Bukakata-Lambu

Plate: Meeting with The Mayor of Ntungamo Plate:Meeting with Town Clerk of Mayuge

Plate: Meeting with Chief administrator t Nkozi (Kayabwe)

Section1: Towns in Kenya The urban centres selected for the implementation of the program intervention in Kenya are Isebania town,Keroka Town Council and Kericho Municipal Council.

1A: ISEBANIA (KEHANCHA)

1.0 Background Isebania town lies along the Kenya-Tanzania border on the North Eastern part of the expansive former Kuria district. Administratively the town sits in Kuria West district which was created in 2007 from Kuria district. It is located in Kehancha Division/municipality, Bukira West location, Nyamaharaga Sub-location. The development of the town starts 2km away from the town center and currently covers an area of 5km2. The town has got a well-developed linkage with large commercial centers such as Migori, Kehancha and Tarime in the neighboring Republic of Tanzania. The town has seen rapid growth over the last few decades. Its population (2009) is estimated to be 24,347 with a high growth rate. According to the initial assessment by UN- Habitat, the growth rate is stated as 2.6% with an average household size is 8 persons. Solid waste management in Isebania town is the responsibility of Kehancha Municipality. From LVWATSAN phase I, the per capita waste generation is about 0.4kg/person/day giving a total household generation of slightly over 9.7 tons per day which according to Table 1 A should be equivalent to about 86% of total waste generated. Using the same argument, the other sources contribute a total 1.7 tons giving a total waste generation of 11.4 tons per day for Isebania town. With a density of about 0.35ton/m3, then the waste collected per week (given that the 4 tonner trailer used makes 9 trips per week), is 12.6 tons per week. This gives a collection efficiency of 15.8%. However, according to the officer in charge, their collection efficiency stands at 80%, a position which contradicts the actual situation on the ground since a lot of waste was observed lying in the backyards. It is noted that 60% of the waste generated is organic in nature. Nonetheless, other institutional waste also comprise the total generation. Medical waste is a big challenge since there is no proper coordination between the District public health offices (the regulators of medical waste) and the municipal offices responsible for waste management activities.

Table1A: Waste Generation Percentage in Nairobi Generation Source Percent Generation Households 86 Restaurants and other eating 5 places Markets 5 Road sweeping 4 Source: Adopted from JICA 1998, 2010 studies

2.0 Existing SWM system This section presents an assessment of the solid waste management situation highlighting the legislative and institutional provisions for SWM, organizational arrangement, infrastructural provisions and public private partnerships.

2.1 Legislative and Institutional provisions for SWM In line with the Waste Management Regulation 2006 and the National Solid Waste Management Strategy of 2008 mentioned earlier, Kehancha municipality has formulated a policy in the form of a strategic management plan that captures solid waste management. It also has Conservancy By-laws to regulate solid waste management activities. The Council’s Strategic Plan (2010-2015)-The Council‟s vision is to have an empowered and self-reliant Kuria community with improved quality of life. In line with this vision, the mission is to facilitate an enabling environment for efficient and effective provision of utility and community development services to the communities within the municipal council. Some of the Strategic performance outcomes include enhancement of participatory management and stakeholder involvement in Council‟s affairs; contributing to a clean and healthy environment through regular collection of refuse within the municipality with improved collection practices and ensuring provision of effective infrastructure and public utilities.

While these performance outcomes present good starting ground for improved institutional governance and capacity building for the council and in particular for SWM services, their operationalization is not yet fully embraced by the Council. For example, the Council does not have a policy or a structured way of engagement with other stakeholders except for the Multi- Stakeholder Forum (MSF) that was formulated under the Lake Victoria Water and Sanitation programme. This implies that at the completion of this current programme, there may not be any other way of engagement with stakeholders particularly for monitoring and evaluations of the outcomes of the programme. Furthermore stakeholder participation in urban environmental services is embraced worldwide under the Millennium Develop Goal 8. If Isebania is to be counted as one of the local authorities spearheading stakeholder participation in improved urban environmental services, the Council needs to look into ways of institutionalizing the current MSF platform within its governance structures.

The Strategic planhighlights Public Health and Environment department as the institution responsible for SWM activities. Nonetheless emphasis within the department‟s mandate is on health matters. Looking at the specific objectives within the Strategy that seeks to contribute to a clean and healthy environment through regular collection of refuse,there are no specific SWM activities that will be carried out to attain these objectives.Even though enhanced collection of solid waste is good for public health and it also gives good public opinion, it does not ensure overall environmental sustainability of SWM services. Furthermore it does not fully corroborate with the National Solid Waste Management Strategy spelt out by the Ministry of Local Government.

The Conservancy By-Laws of 2002givesprovisionsfor management of solid waste. Specificallyit gives the responsibility to removal of the contents of all refuse receptacles to the Council. It further gives the responsibility of provision of receptacles to the occupier ofpremises.It spells out offences related to SWM activities and provides instructions for charging for waste removal.It also gives provision to serve notices where offences are perceived to have

12 occurred. The outlook of this By-laws more or less cover the broad framework of SWM however, the field assessment brings out a mismatch between what is contained in the By-laws and its implementation.

While the council commits to remove contents of refuse receptacles, the generators of waste referred to as occupiers of premises in the By-laws have not provided receptacles for waste removal. Most of the waste is dumped in the open and constructed drains (see plates1a and 2a).

Plate 1a: Waste dumped in open drain Plate 2a: waste dumped in constructed drains.

Furthermore the Council which is supposed to provide a standard receptacle has not done that. And therefore residents (particularly households) have made their on provisions for waste storage. This waste is mainly disposed in the open drains and collection points. While disposal in open drains is an offence under the By-laws, there is no indication of prosecution of such offences. This point to a lack of or weak enforcement of these By-laws. In addition the enforcement officers used are casuals. The provision for charging of waste removal is also not enforced as the Council has not developed any fee structure for charging.

Two persons have been recognized as being important in the implementation of this By-law, that is, the Town Clerk and the Medical Officer of Health. The town clerk has delegated the responsibility for SWM to the Public health officer. However, there is no proper coordination between the Medical Officer of Health who is employed by the central government and discharges his mandate at the district level and the public health officer.

2.2 Organizational arrangement a) Committees/ Departments Kehancha Municipal Council,within whichIsebaniatown is found, has instituted different committees to provide policy direction on issues regarding the council. The committees includeFinance, Staff and General purpose; Town Planning Works and Housing; Social Services and Education; Audit; and Public Health and Environment. Solid waste management is handled by a Public Health and Environment committee. This committee however, hardly meets. This hampers decision making regarding SWM interventions since it is a policy making organ. According to the Public health officer in charge of SWM, the transfer stations which were the

13 latestinterventionsunderSWM,wereprocuredafter deliberations by the procurement unit under Finance committee.This may compromise the appropriateness ofspecifications for such infrastructure or equipment sourced as such a committee may not have the technical know-how to determine such.

Day to day operations of the council is handled within departments. There is the Clerk‟s department; the Treasurer; Public Health and Environment; Markets; Civic; Engineering; and Social Services, Children, Education and Housing departments. Solid waste management is under the department of Public health. The department has just recently been created (2008/2009) and is headed by a public health officer. Prior to this, solid waste management services were handled by the District public health officer who was not directly answerable to the Council. The move to create the department and appoint a health officer to head it clearly demonstrates effort to embrace the environmental agenda for the town. However, the department handles both health and SWM issues bringing to question prioritization of waste management issues.

b) Organizational Structure and Staffing Kehancha municipality does not have a well-defined organizational structure that shows the linkages between the various committees and the departments mentioned above. This may jeopardize the implementation of policies passed at the committee level. Furthermore, it is not clear how the municipality particularly the department of Public health and Environment links with the Ministry of Local Government which sets the national agenda for SWM for local authorities. The department of Public Health and Environment hasone public health officer who oversees waste managementas well public health issues in the whole municipal jurisdiction comprising of ten centres with Isebania town being the most urbanized centre.The Officer is a public health diploma holder at a local government salary scale 10. The background of this officer is heavily inclined on health issues and this may create a bias in priority programmes that the department oversees on behalf of the council. In addition there are 10 staff members who act as supervisors for the ten centres. Of these10 supervisors, only 5 have attained secondary school level certificate and Isebania has been assigned one them who is at salary scale 18.These supervisors report bi-weekly to the head of the department.This reporting is however never documented making it difficult to know the issues reported on and how strategic they are to waste management needs of the town residents. Besides the supervisors, there are30 casuals whose responsibility is mainly collecting garbage and sweeping streets. Eight of these casuals work in Isebania. The casuals are hired on a three months contract arrangement. Also there are 5 enforcement officers responsible for Isebania town hired as casuals. Two of them have been assigned duties related to solid waste management activities and they areat salary scale 18. Their scope of enforcement however is not necessarily limited to this assignment since once in a while the Council may decide to allocate them other responsibilities.

This arrangement and staffing levels is not adequate for SWM activities since there is no documented systematic way of reporting SWM activities. There are physical barriers to effective SWM activities particularly in Isebania since the officer responsible for the overall planning and execution of these activities is based in Kehancha which is over 20km from Isebania town.

Furthermore, there are no arrangements through which the supervisor located in Isebania can communicate the day to day operation plans and seek guidance on areas of difficulties. The supervisor at Isebania does not have any secondary training on SWM activities and therefore his skills and capacity to plan and execute SWM related activities is limited. In spite of these inadequacies, one supervisor is not adequate to oversee all the SWM related activities in Isebania which include street sweeping, solid waste collection and transportation and disposal activities. Given that under normal circumstances a sweeper is expected to cover between 1km to 600metres depending on the Class of the road, the 8 casuals who do sweeping and garbage collection are not adequate. It is also not appropriate for the Council to rely on officers who are non-permanent to enforce its by-laws since this may compromise the effectiveness of the enforcement. In such a circumstance, the Council will always be at a loss as they cannot effect disciplinary actions on such officers in the event of misrepresentation.

c) Budget The Council obtains its revenue from local source (-including land rates, plot rents, single business permits, cess, markets and slaughter houses, water supply and sewerage royalties and conservancy fees and charges -on solid waste disposal-) and transfers from the Central government (Contribution in Lieu of Rates, Road Maintenance Levy Fund, Local Authorities Transfer Fund). From the Council‟s budget summaries, the total transfers from central governmentexceed those from local sources. For instance those of 2010/2011 were higher by about Kshs 17 million. From the local sources, Kehancha appear to collect revenues from conservancy fee and charges which are as high as Kshs 3 million (2010/2011). This is an indication that waste management services attracts some income which can directly go into budgeting for provision of its services. While it was not explained the mechanisms for collection of this charge, it may be true that such a charge can only be collected from an urbanized part of Kehancha which is mainly Isebania. In the earlier days before the national water reforms took place in Kenya, any charge levied for solid waste management activities was collected through water bill. This may be the case in Kehancha. However, table 2A shows a paltry allocation for solid waste management operations. This is an indication that while activities of waste management attract revenue which should directly go into planning and execution of its activities, the council has not accorded it the priority it deserves to the extent that much of the monies collected from SWM activities is used in planning and executing other activities. Though it was difficult to get complete information and data on budgets, operation budget of Public health and Environment in the FY 2011/2012 is1.19% with no expenditures on maintenance while in FY 2012/2013, it constitutes only 1.59% of the total Council‟s operational costs.

Table 2A: Comparison of Total Council Expenditures Vis a Vis Public Health and EnvironmentExpenditures Total Council 2010/2011 2011/2012 2012/2013 Expenditure Operations 19, 932, 106 25, 265 000 31, 497, 854 Maintenance - 13,870, 000 15, 260, 000 Capital Expenditures - 28,000,000 40, 540, 473 and Investments

Public Health and Environment Expenditures Operations 20, 000 300,000 500,000 Maintenance - - - Capital Expenditures - 3,500, 000 - and Investments

The expectations for solid waste management activities is that, its budgets has to include street sweeping tools and equipment, collection and transportation equipment with associated budgets of fuelling vehicles as well as the operation costs for activities at the disposal site.However the solid waste management in Kehancha municipality which is managed by Public Health and Environment department and there are no clear budget lines for the important aspects mentioned above. This is a lack of urgency on solid waste management activities which does not give it the visibility and priority it requires. For example, a clear scrutiny of the operations budget indicates that onlystaff training and allowances is budgeted for. In 2011/2012, Kehancha allocated 3.5 million for capital programmes which was utilized for construction of collection centres.

d) Operations and Operation Schedules In order to create accountability in service provision and confidence of consumers in the services provided, there is need to clearly outline areas of operation and further provide a schedule on activities to be carried out. It is also important that timings of such activities is communicated to the beneficiaries of such services. For the service provider, operational schedules are useful in future planning. In Isebania town, there is street sweeping, waste collection and disposal activities. However, the execution of these activities is not based on any documented plan. While the town area is expansive and requires proper zoning in order to execute the activities of street sweeping and waste collection, such an arrangement is not in place. There is no schedule for street sweeping,however, there is a schedule for waste collection. Collection and transportation in the town which is done using a tractor is conducted three times a week (Monday, Wednesday and Friday).On the other remaining two days, the tractor is used to provide such services in other towns within the municipality.Waste collection in Isebaniais done from the collection centers and certain hot spots. On each day, the tractor is able to make 3 trips.

According to the Public Health Officer, a total of 48 tons of waste is collected per week against an estimated generation of 60 tons.This gives a collection efficiency of 80% and therefore one would not expect to find heaps of uncollected garbage rampant in the town. Nonetheless, observations in the town, reveal that a lot of waste is still lying in the open both at the designated places of collection and other illegal points.In most cases such waste is usually burnt (see plate 3a).

Plate 3a: Burning waste in illegal dumpsite

Despite the Council‟s organization for waste collection, some households have organized their own programmes where waste is put in used plastic bags and in turn collected by private individuals who deliver such waste to the collection points at a fee of Kshs. 10 for every time they conduct such an activity.This is an indication of willingness to pay amongst waste generators and the practice also provides a potential ground to introduce private participation in waste collection and disposal. Furthermore, other waste generators including private medical facilities and hotels and restaurants have their own ways of managing waste. For example Getontira Medical clinic which provides both out and in-patient services with a bed capacity of 10, has dug a pit from where the medical waste is burnt (see plate 4a).While it is not appropriate to burn medical waste in open environment, this appears to be the common practice as the hospital administrator indicated that the pit is usually inspected by both the municipal health officer as well as health officers from the district. The administrator however, expressed willingness to make financial contribution to a common incinerator is such a facility can be constructed and there is transparency in its management.

Plate 4a: Pit covered with iron sheet

An examination of management of waste at Tembo lodge which is a lodging and hotelfurther reveals the diversity that exists in management of waste. The hotel has dug a pit within its premises where wastes otherthan plastics, boxes and other organic wastes are disposed. Plastic waste is given away to people who collect for re-use, carton boxes are used for lighting jikosand part of organic waste is given to people who use as animal feed.

At the disposal site, the only operator is the Council. The only activity at the site is crude dumping where tractor drivers who deliver the waste decides where to dispose according to their convenience. The siteis unmanned and in most cases waste is spread allover covering almost the whole area designated for disposal.

2.3 Infrastructure and Equipment for SWM Infrastructure and equipment provision are key elements for successful SWM services.In the development of Kehancha as a urban authority, a number of different tools and equipment have been accumulated over time. For street sweeping, the Council has assorted shovels, forkjembes, rakes, brooms and wheel barrows. For waste collection, in 2006 the municipality bought one tractor and a 4 tonertrailer.In order to boost its collection fleet, it also bought a refuse tipper (8 tons) in 2010. While most of these tools and equipment are used in Isebania town, the collection equipment are shared among the ten centres. Only the tractor is assigned use in Isebania and in most cases is stationed there. The tipper which mainly serves other centres is only used in Isebania when there is a backlog of waste. Besides these, the workers who are assigned duties of street sweeping and waste collection are provided with protective clothing.

Stores and yards are important infrastructural provisions for tools and equipment used in SWM activities. However, there is no clear evidence of these facilities for Isebania town. Furthermore, for the last three years, the municipal budget on Public Health and Environment does not show any allocation for maintenance activities.

For temporal storage of waste, the council has tried to provide bins. These bins are made of plastics with a capacity of 50 liters. However, these bins are mainly located in council premisesand facilities like markets(see plate 5a).Besides the bins which mainly contain light waste like litter, the Council has constructed 4 collection points in form of roofed cubicles (see plate 6a and 7a) and concrete cubicles. As can be seen from plate 7, these facilities are poorly located resulting in their poor usage. The fact that they are located just after wide open drains constrains their usage by children who are in most cases sent to dispose waste. The result is that waste is mainly collected from outside the cubicles. Access by tractor is also restricted given that there is no concrete platform to facilitate such over the drainage.

Plate5a: Litter bin in;Plate 6a:Collection cubicle in KehanchaPlate 7a: Collection cubicle in Isebania

The municipality has three dumpsites, one of which is located in Isebania. The dumpsite in Isebania is 2 acres in size and also serves another centre in Kehancha called Mabera. The dumpsite is 20 km from Kehancha town and 3km from the Central Business District(CBD) of Isebania town. The location, access and distance of the disposal site from Isebania town is convenient to facilitate efficient removal of waste. Nonetheless its operations cannot efficiently be monitored by the Public Health Officer in charge who operates from Kehancha town. Plate 8a and 9a show the dumpsite with a gate clearly indicating it is a property of Kehancha municipality.

Plate 8a: Disposal site in Isebania Plate 9a: Entrance to the disposal site

For medical waste, some private practitioners have constructed their own structures to serve as incinerators (see plate 4a) because the only incinerator in the municipality is found at the general hospital. While this is a noble effort, it is oblivious to the negative environmental impacts that

19 could result from the fumes emitted when the waste is burnt. There was evidence of medical waste at the main disposal site indicating that certain private clinics could be disposing off their waste together with the general waste at the collection centers. This presents enormous danger to the council workers who have to empty the collection centers and any potential officers assigned to manage the disposal site

2.4 Public Private partnerships Public private partnerships (PPP) have emerged as ways of bridging the service delivery gaps. While there is no formal arrangemnt for private participation is SWM in Isebania town, a number of individuals are involved in collection, sale and re-use of plastic waste, used batteries and scrap metal (see plates 10a and 11a). An interview with Harun Joash who is a dealer in plastic wasteand has been in this business for the past nine years, revealsa number of sources for plastic wastes. Plastic waste (in bottle forms) is sourced from homes, hotels and bars. These are then sold toindividuals who use them for storing of paraffin. A 1.5 litre bottle is bought at Kshs 4 and sold at Kshs 10, while a 500ml bottle is bought at Kshs 2 and sold at Kshs 5. Another plastic waste and scrap metal dealer (Mr. Keboi), who has done this business for the past 5 years, revealed that he buys used plastic bottles at Kshs 5 per kilo and sells at Kshs 10 per kilo to Premier- a plastic waste recycling company in Nairobi. Every week Keboi is able to gather about 2 tonnes of plastic waste which he in turn sells.As regards his business in scrap metal, he sources them from both Isebania and Tanzania. Aluminum is bought at Kshs 100 per kilo and sold at Kshs 120 per kilo to Dervick– a company based in Nairobi. Used batteries which are sourced locally in Isebania are bought at Kshs 40 per kilo and sold to other waste collectors from Nairobi at Kshs 50 per kilo.

Plate 10a:Plastic waste bottles Plate 11a: Scrap metal collection for re-use and recycling

Even though these private initiatives are conducted outside the main stream SWM, the extent to which they are conducted present potential for engagement in PPP. However, the drive to engage in buying and selling of these waste materials is largely economic and not environmental. It would therefore be crucial to build capacity in these individuals in order to inculcate environmental agenda in their initiatives.

Having presented the existing situation of solid waste management in Isebania town, the next section provides a summary of the capacity assessment that would later guide in the identification of possible interventions for capacity building programme and the development of a more reliable SWM plan.

3.0 Summary of Capacity Assessment The table below provides a score of the Council from scale 1 to 5 where a score of one signifies low capacity and a score of five shows high capacity.

Table 3A: Capacity Assessment Summary Area Detailed Evaluation Items 5 - Scale Score Low High 1 2 3 4 5 Legal, Policies -Existence of By-laws, Strategic plan, and Institutional performance contracts related to SWM and arrangementsfor Environmental Committees SWM at the -Operationalization of the existing legal and Council policy provisions related to SWM Individual -Level of knowledge and technologies on Capacity of SWM Staff on SWM -Level of awareness and responsibilities of Staff -Communication skills and channels -Overall management and governance level Organizational -Degree of clarification of administrative Capacity for responsibilitiesat the council level SWM -Organizational structure (coordination capacity, number and category of staff) -Operation and operation schedules -Financial resources (revenues and expenditures) -Financial resource allocation for capital programmes and maintenance -Availability of Equipment and Infrastructure Partnership with -Existenceof partnerships Public and -Presence of activities of private sector Private sector -Policy on Private sector involvement

4.0 Summary of Interventions Legal, Policies and Institutional arrangements for SWM at the Council are scored highly because there is existence of By-laws and documented strategic plans outlining the objectives for SWM, however there is no adequate human and physical capacity to ensure consistent enforcement as well as implementation of the plans. One urgent intervention would be to hire permanent officers and train them on the provisions of the existing By-laws. Given that provision of receptacles is made in the By-laws, the department responsible for SWM should ensure provision of a template of a standard container that would provide guidance on the implementation of this important aspect of waste management.

Individual capacity of staff on SWMis scored averagely becausethere is only one officer who is well versed with SWM issues. Furthermore the physical equipment that exist for SWM demonstrates the Council‟s knowledge on such needs. Given that part of this mission‟s assessment method of gathering information was through strategic meetings with officers of the Council, Kehancha demonstrated that there is a clear understanding of waste management issues beyond the department of Public Health and Environment. This demonstration was exhibited in way the Chief Administration Officer ably articulated issues on SWM and their needs. Therefore any additional equipment and infrastructure to further enhance the delivery of services within the municipality will be well planned for and utilized.On the other hand the level of awareness and responsibilities of staff as well as their communication skills and channels of communication are rated low. This is because there are no existing channels of communication from within the Council. This makes it even difficult for the Council to mobilize the consumers of their services incase they may require their participation. For example, environmental clean ups have in the recent past been internalized as rapid response strategies to waste management where communities and other stakeholders are expected to participate. If the Council does not have any communication system , it would be difficult for these stakeholders to participate in such events. In order for Isebania town to benefit more from the existing Clean ups which they have already internalized in their waste management system, it would be prudent to establish a communication unit for the council to facilitate mobilization of relevant stakeholder. Furthermore, if the residents of the town are sensitized on the benefits of a clean environment and the negative impacts of bad environmental management, they would be able to make conscience decisions as regards their use of the environment. And therefore, there is need to employ more technical staff to buttress the existing capacity of the one technical officer in order to realize a more encompassing and embracing SWM system.

Organizational Capacity forSWMinKehancha municipality and in turn Isebania town is notwell endowed for more responsive and reliable SWM services. A number of deficiencies exist. The department of Public health and Environment has been assigned SWM responsibilities. However, there is no approved organizational structure that has been adopted by the Council that outlines and clarifies responsibilities at different levels for different staff of the Council. There are wide gaps in vertical reporting structure where the next person after the Public Health

Officeris several levels at the bottom of the department. This still calls for additional staff to either initiate or supervise SWM activities. For example, there are no operational schedules at the moment and therefore other staff could initiate and develop such schedules. The financial allocations to the department of Public Health and Environment are not strategic to SWM activities neither are they adequate to provide those services. For example Isebania uses the tractor three times in a week to collect and dispose its waste however their budgets have no indication of monies for fueling and maintenance of the tractor. There is therefore need to define items for budgeting for SWM activities with clear allocations for operations, maintenance and capital investments if the Council has to show progress in its SWM activities.

Kehancha municipality has shown evidence of partnership with public and private sector. Their step to institutionalize the Multi-Stakeholder Forum(MSF) which was proposed by the Lake Victoria Water and Sanitation (LVWATSAN) programme, is a clear indication of their willingness to involve both the public and private sector in the governance of their services.None the less the Council needs to adopt a policy framework within which more focused and strategic partnerships can be developed. For example, individuals who are already diverting different waste streams to various commodity chains, would benefit and feel part and parcel of the SWM system if there was a policy framework that recognizes their activities as waste management innovations.

5.0 Action Plan for Isebania Town This programme seeks to enhance the capacity of small urban centres along the Lake Victoria region to respond to the current and emerging challenges of solid waste in the 21st Century. To achieve this, a number of critical issues and the relevant action steps are presented in the action plan below.

Table 4A: Action Plan for Isebania Town Critical Issues Action Steps 1. Organizational structure -Clarify responsibilities, duty allocations and lines of reporting -Allocate a separate section/unitspecifically for SWM activities 2. Improving staff capacity and morale -Employ more staff and train existing staff especially those who have attained secondary school level of educationand deploy them to the SWM unit/section -Operationalize performance contracting as a basis to reward best performance 3. Information sharing/dissemination -Create a section of Public relations within the Administration/Town Clerk‟s departmentto facilitate information sharing, dissemination and education. -Institutionalize Cleanup events as a

platform for creating publicity of the council activities and as a means of sharing information. -Develop a plan for Clean-ups and sensitization and conduct them periodically. 4. Increase collection coverage and improve -Develop a schedule for daily reporting on transportation efficiency areas of waste collection and amounts collected. -Provide additional collection points and designate them appropriately. -Increase collection facilities according to the designated points and improve on the fleet for transportation from the one tractor to about three. -Develop a programme of maintenance for internal fleet -Introduce waste collection and transportation fee 5. Improve on enforcement of Bye-laws to -Train and assign officers specifically to reduce on illegal activities on waste such enforce solid waste management related as haphazard and illegal dumping and Bye-laws and regulations burning of waste -Develop templates of notices relevant to different offences for SWM activities -Develop a register to record notices served and actions taken. 6. Managing disposal site -Secure fence for the existing site -Train and assign an officer to be in charge of operations at the site -Develop schedule to record allactivitiesat the site including daily waste deliveries (amounts) and their sources, type of machine and its operating hours at the site, and scavenging activities of different waste streams if any at the site -Introduce waste fee for charging of disposal by private sector. 7. Reducing waste through waste re-use and -Conduct an analysis on waste composition recycling -Create awareness on the need to sort/separate different waste streams -Formalize existing informal waste operators and identify optimal collection points for separated waste particularly plastics -Develop a manual to guide on re-use and recycling of different waste streams 8. Medical waste -Enhance collaborations between the

District Health officers and Health officers at the Council level through structured meetings. -Develop a register of all medical facilities within the municipality‟s jurisdiction including their existing waste management facilities. -Develop a schedule to monitor their practices -Coordinate with the District in issuance of licenses for medical facilities 9. Public Private Partnership (PPP) -Develop policy framework to introduce PPP - Institutionalize MSF as one of the PPP outfits - Pilot on PPP for waste collection from sources of generation to collection points 10. Improving solid waste data -Improve on the existing waste records and data collection systems 11. Budget and financial resource allocation -Clarify items for SWM budgeting and increase allocations particularly for operations and maintenance.

2A: KEROKA

1.0 Background Keroka town is situated in Masaba district, Nyamira County, approximately 25km east of Kisii Municipality.It was established as a Town Council in 1990 having been curved out of larger Gusii County Council. The Town Council boundaries correspond with the administrative boundaries of Keroka town. The physical size of the town is relatively small for a town in terms of local government categorisation of a town. Thus it has only six electoral wards.The Council is located in a region with high potential for agriculture with most areas fertile, densely populated and comprising of fairy small plots. Agriculture produce formsthe major commercial activity of the town. Apart from agriculture there is also trading and retailing in other goods, manufacturing and service; and micro and small enterprise operators. The initial assessment by UN-Habitat estimated population for the town to be 53,484 with a growth rate of2.91% and an average household size of 6 people. With this trend of population growth, the town is poised to be under pressure for basic services including those of solid waste management. In this respect, solid waste management is one of the services provided by the Town Council. From LVWATSAN phase I, the per capita waste generation is about 0.4kg/person/day giving a total household generation of slightly over21.4 tons per daywhich according to Table 1A should be equivalent to about 86% of total waste generated. Using the same argument, the other sources contribute a total 3.5 tons per day giving a total waste generation of 24.9 tons per day. According to the officer in charge, their 3 tonner trailer makes 3 trips per day. With a density of about 0.35ton/m3, then the waste collected perday is 3.15 tons giving a collection efficiency of 12.65%. Even though there are a number of private medical facilities generating medical waste, these waste are not part of the general waste stream pointing to a conclusion that there is proper coordination between the District Public Health offices and those of the town council in the management of medical waste.

2.1 Legislative and Institutional provisions for SWM Keroka has strategic plan (2009-2013) as one of its policy documents and Conservancy By- Laws of 2009 to provide regulations for SWM.

The Council’s Strategic Plan (2009-2013)- The Council‟s vision is to be a viable local authority in the provision of quality services through efficient utilization of resources in Kenya. In line with this vision, the mission is to provide quality services through optimal utilization of

26 resources; improve the living standards of the residents and facilitate socio-economic development in the area under the jurisdiction of the Council. Some of the Council‟s performance outcomes are to improve the delivery of services and to conserve and protect the environment within its jurisdiction. The plan seeks to among other things develop a policy on environment and promote participatory approach in efforts directed towards environmental conservation. These are plausible efforts towards providing quality services. While the formation of MSF is a good indicator of measures towards achieving participatory approach, the Council needs to take it a step further by institutionalizing MSF in its governance structures. The plan outlines the different departments within the council and their responsibilities. It however does not make explicit mention of SWM within the different departments. Specificactivities on SWM are not mentioned either. This could point to a lack of prioritization of waste management issues. SWM is one of the most visible services that shows the performance of local authorities. Therefore in order to achieve its mission of providing quality services and improving living standards of its residents, Keroka town council should recognize and clearly place SWM in a relevant department.

Conservancy By-law- In its Conservancy By-laws, the Council gives authority to a Medical officer of health whose opinion will dictate provisions for refuse collection and related offences as well as responsibilities of occupiers of premises to waste collection. These provisions are consistent with Local Government Act Cap 265 (Section 160 (a),which states that local authorities establish and maintain sanitary services for destruction of, or otherwise dealing with all kinds of refuse and effluent and where any such service is established, to compel the use of such service by persons to whom the service is available).However, enforcement of these provisions is problematic given the fact that the officer in charge of SWM services does not have a background in Public health or SWM and therefore his capacity to ensure effective enforcement is limited.

In addition, the By-law makes mention of waste related offences, it however does not give direction for charges for those offences, neither are there any specific operations for inspection and enforcement of the provisions. Enforcement provisions are key in maintaining order and deterring behavior that does not promote proper SWM activities.

2.2 Organizational arrangement a) Committees/ Departments The Council is headed by a political leader elected as the „Town Council Chairman‟ from amongst elected and nominated councilors. The Council is structured into three functional committeeseachheaded by a Chairman elected by the Council every year. The committees are; Finance, Staff and General purpose Committee; Town Planning, Works, Markets and Housing Committee and Health, Education and Social Services and Environment Committee. These committees make policies, approve budgets and ratifies Council decisions. Solid waste

27 management activities currently fall under the Town Planning, Works, Markets and Housing Committee. This is evidently a committee with a number of responsibilities yet SWM could very well fall under the Environment Committee to it more attention.

In terms of the day to day operations, the council is structured into departments which handle different activities. There is the Clerk‟s department in charge of administrative functions including law enforcement and coordination between policy makers, departmental heads, Ministries and the Council as a whole. The Treasurer‟s department which is the custodian of the Council financial resources. It does accounting, keeps financial records, mobilizes revenues for the council, ensures accountability and control expenditures of all council activities. The Education, Health and Social Services department is responsible for provision of social services including education, health and social amenities. The Works and planning department which is responsible for the general development and control of the town. It is charged with the responsibility of approval of building plans, inspection of works, initiation of works and roads, maintenance and other Council projects. Solid waste management falls under the Works and Planning Department however, it is not indicated as one of its key mandate.

b) Organizational structure and Staffing The Council does not have an organizational structure which clearly shows how the committees relate with departments executing different operations of the council. Furthermore, it is not clear how staff is recruited except for the Public Service Commission who are mainly technical and directly hired by the commission. In total the Council has a workforce of 62 employees majority of whom are casuals. The Works and Planning department under which solid waste management activities falls has 11 employees, 7 of whom are directly responsible for SWM activities. However, none of these has any technical training background on solid waste management or any certificate on environmental sciences training. According to the local authorities establishment, the seven workers fall under the lowest salary scale of between 15 to 18, yet the highest ranking officer with the responsibility of heading a department in such a local authority should be at salary scale 4. The officer heading the Works and Planning department is a civil engineering diploma graduate who has been working on contract for the last two years at an equivalent of salary scale 9. Apart from the head, there is one supervisor, two drivers and 4 cleaners. Apart from these workers being inadequate for the overall SWM services which includes planning and implementation of street sweeping activities, waste collection and transportation, treatment and disposal, there are no enforcement officers directly under the Works officer to deter any bad environmental practice or to compel waste generators to inculcate good environmental practice in their day to day encounter with solid waste. The fact that these officers hardly have any secondary education and technical training background, makes it impossible for them to initiate and implement a scheduled waste management programme that is timely and responsive to the needs of the waste generators.

Furthermore the small size of the town and the speedy growth of its population would require vast knowledge and skills on waste management programmes useful to the local context. However, the council has realized their need for more and relevant trained employees and are at the moment fast tracking employment of 10 new employees with the Ministry of Local Government.

c) Operations and Operation Schedules In spite of the glaring inadequacies within the organization structure and staffing for SWM, street sweeping and waste collection have been zoned into four units. However the absence of an elaborate tarmacking of streets confines street sweeping to the main street and the market areas. In addition, the limited number of cleaners cannot allow for scheduled street sweeping activities. The four units zoned for collection fall within the central business district and are along the main street. This renders the major parts of the towns (street backyards)where majority of the people live unserved. The collection within the four units is done on different days, unscheduled and not consistent. The resultant is a clean and orderly main street and other areas almost chocking in heaps of garbage. The collection points located within residential neighborhoods are not attended to on a regular basis resulting in their misuse. Waste is either burnt in the facility or disposed in the surrounding area including accesses (see plate 1b).

Plate 1b: Collection point within a neighborhood

While this collection system is believed to broadly cover all sources of waste generation, other departing systems which mainly involve waste separation for recycling and safe disposal are evident. For example, a supermarket (Shivling Supermarket) in Keroka is already diverting plastic packaging waste for re-use and recycling. The supermarket has further established an infrastructure for this separation (see plate 2b).

Plate 2b: Plastic packaging waste separation at Shivling Supermarket

Medical waste is not a major problem despite the fact that there are a number of private clinics within the town. An assessment of Gucha Hospital whose bed capacity is 28, revealed that the facility separates its wastes and puts in different containers. Sharps are put in the safety boxes (see plate 3b)supplied by the government and then burnt in the chimney facility shown in plate 4b. General waste is disposed off in a pit dug within the premises while the other waste is buried in a placenta pit.

Plate 3b: Safety box Plate 4b: Chimney facility for incineration

Apart from these evidence obtained from Gucha Hospital, the District Public Health officer (DPHO) and the Council have a good working relationship. A meeting with relevant stakeholders including the DPHO revealed this kind of a relationship. According to Mr. Mogaka who is the DPHO, whenever there is a crisis in the town involving waste management (operations at the disposal site), they have always come together including National Environmental Management Authority (NEMA) officials to resolve such.

Operations at the only designated disposal site is also unstructured in the sense that the decision of where to dispose is left to the tractor driver. There is no officer stationed at the site to create and guide on points of disposal. As a result, the access to the site is in most cases blocked by waste.

d) Budget Keroka Town Council mainly relies on local revenues and government transfer revenues to finance its budget. Even though, it was not possible to obtain the Council‟s budget for the last

three years in order to ascertain whether revenues from local sources and government transfers have been increasing in tandem with the Council‟s service delivery demands, the 2010/2011 and 2012/2013 budgets indicate that there has been an increase on allocation particularly of Local Authority Transfer Fund (LATF) from Kshs 15, 512, 553 to Kshs 26, 822, 667. In contrast, the local revenues have declined from Kshs 19, 299, 900 to Kshs 17, 996, 131. While local sources of revenue include revenues from permits, cess and user fees just to mention a few, SWM activities are not charged. This therefore implies that any SWM budget is wholly financed from other sources. Looking at the council expenditures (see table 1B) on operations and maintenance against those of the Works department (which is charged with solid waste management activities), the amount allocated to Works ranges between 13 and 16% of the total amount of operations and maintenance budget. This falls within what is typical expenditure of most African towns and cities, however, it is much less than what is expected if Keroka Town Council is to make progress in solid waste management services. A closer look at an itemized budget on operations and maintenance (see table 2B) for the Works department does not reveal specific items relevant to solid waste management activities. This implies that the budget is not oriented to waste management activities like refuse collection or street sweeping.

Table 1B:Comparison of Total Council Expenditures Vis a Vis Works Department Expenditures

EXPENDITURES 2010/2011 2011/2012 2012/2013 TOTAL FOR 30, 745, 419 28, 010, 432 40, 967, 463 COUNCIL

Operations 7, 669, 154 6, 872, 025 5, 966, 000 Maintenance 2, 278, 100 2, 362, 910 8, 510, 000 Capital Investment - - - 9, 947, 254 9, 234, 935 14, 476, 000 TOTALS WORK DEPARTMENT Operations 368, 500 335, 000 310, 000 Maintenance 1, 023, 000 930, 000 2, 020, 000 Capital Investment - - - 1, 391, 500 1, 265, 000 2, 330, 000 TOTALS

Table 2B:Itemized Budget for the Works Department

ITEM ACTUAL APPROVED PROBABLE ESTIMATED PROJECTED 2009/2010 2010/2011 2011/2012 2012/2013 2013/2014 KSHS KSHS KSHS KSHS KSHS PERSONNEL Salaries and 976,840 1,237,260 1,237,260 1,734,840 1,360,986 wages Prov./Super Fund 107,939 273,399 273,399 352,626 300,673 N.S.S.F - 22,176 - 19,200 22,176 House allowance 490,000 585,000 585,000 744,000 643,500 Acting/Special - - 41,731 104,090 408,000 Duty allowance Leave Allowance 45,079 49,490 1,408,000 96,000 54,439 Sub-Total 1,619,858 2,167,265 3,545,330 3,050,756 2,789,774 OPERATIONS Trav. & - - 45,000 40,000 49,500 Subsistence Training and 50,000 52,500 52,500 60,000 57,750 Seminars Uniforms - - 50,000 40,600 55,000 Petrol/Oil/Tyres 150,000 173,250 157,500 150,000 173,250 Vehicle Insurance - - 30,000 20,000 33,000 Renewal Account Sub-Total 200,000 225,750 335,000 310,600 368,500 MAINTENANCE Repairs and 300,000 315,000 315,000 445,000 346,500 Improvement Tools and 250,000 100,000 100,000 310,000 110,000 Materials Motor Vehicle 200,000 100,000 100,000 410,000 110,000 repair Purchase of 250,000 200,000 100,000 310,000 110,000 Culverts Maintenance of 300,000 346,500 315,000 545,000 346,500 Drainage

Sub-Total 1,300,000 1,061,500 930,000 2,020,000 1,023,000

Total 3,119,858 3,454,515 4,810,330 5,381,356 4,181,274 Expenditure

Net -3,119,858 -3,454,515 -4,810,330 -5,381,356 -4,181,274 Surplus/(Deficit)

2.3 Infrastructure and Equipment for SWM Infrastructure and equipment provision are key elements for successful SWM services. In the development of Keroka as an urban authority, a number of different tools and equipment have been accumulated over time. For waste collection the town council has one tractor with an average capacity of about 3 tons (see plate 5b). This is definitely inadequate given Keroka‟s growing population and the town expansion. The evidence of these is the accumulation of uncollected waste in the towns backyards. To handle this waste crisis, the council occasionally hires a lorry from neighboring councils. This is expensive and unsustainable for council. Stores and yards are important infrastructural provisions for tools and equipment used in SWM activities. However, the council has no maintenance yard for storage and maintenance of its infrastructure. Currently, their only one tractor is packed just in front of the council offices. This is likely to compromise the quality and safety of equipment that the council acquires for management of solid waste.

Plate 5b: Tractor for waste collection

For temporal storage of waste, there are seven collection points which are concrete bunkers. The bunkers are small in size and restricted to one access. They are also poorly sited (over open drains without platforms to facilitate proper access for disposal and collection-see plate 6b). In most cases waste is just thrown outside the facilities. In addition, there is no reliable system for waste collection. Residents complain of waste that lies uncollected for a long period as opposed to the situation before the construction of these collection points. These points therefore pose a health hazard especially to households nearby.

Plate 6b: Collection point over an open drain

For disposal, the council has a disposal site named Nyankoba which is about 3km from the Central Business District. It is located on a high point near the main highway and it is not fenced.Its location poses danger to the surrounding community since much of the waste is draining to the low points (see plate 7b) including the leachate. The fact that the location is at a high point also causes visual pollution on the busy Kisii - Sotik Highway

Plate 7b: Disposal site

2.4 Public Private partnerships This assessment revealed activities by individuals specifically collection and sale of used hard plastics. These plastics are sourced from within the town and areas beyond the town. The containers are bought and sold at different prices reflected in the table below:

3B: Buying and Selling Prices of Used Plastics Container size in Buying (Kshs) Selling (Kshs) liters 0.5 2 5 5 30 50 10 90 100 17 250 300

While these are strictly private activities with no particular link to the Council, they present potential avenues for public private partnerships as relates to reducing the amounts of waste going to the disposal site. On the other hand the Council could also benefit from these activities especially if they become part of their waste management system to the effect that they can provide collection points. Mainstreaming of these activities within the SWM plan would also introduce their environmental benefit bearing in addition to the economic benefits.

Having presented the existing situation of solid waste management in Keroka town, the next section provides a summary of the capacity assessment that would later guide in the

identification of possible interventions for capacity building programme and the development of a more reliable SWM plan.

3.0 Summary of Capacity Assessment The table below provides a score of the Council from scale 1 to 5 where a score of one signifies low capacity and a score of five shows high capacity.

Table 4B: Capacity AssessmentSummary Area Detailed Evaluation Items 5 - Grade Score Low High 1 2 3 4 5 Legal and Other - Existence of By-laws, Strategic plan, Institutional performance contracts related to SWM and Issues of Environmental Committees Departments -Operationalization of the existing legal and charged with policy provisions related to SWM SWM Individual -Level of knowledge and technologies on Capacity of SWM Staff on SWM -Level of Awareness and Responsibilities of Staff -Communication Skills and channels -Overall Management and Governance level Organizational -Degree of clarification of administrative Capacity of responsibilitiesat the council level Department -Organizational Structure (Coordination charged with capacity, number and category of staff) SWM -Operation and operation schedules -Financial resources(Revenues and Expenditures) --Financial resource allocation for capital programmes and maintenance -Availability of Equipment and Infrastructure Partnership with - Existenceof partnerships Private sector - Presence of activities of private sector - Policy on Private sector involvement

4.0 Summary interventions On the legal and institutional issues related to SWM, the town scores averagely because it has a Strategic plan which broadly provide for better environmental management and conservancy by-

35 laws to guide SWM activities. However theStrategicplan makes no specific mention of SWM objectives or activities. The policy and the legislation have not been fully operationalized pointing to the lack of urgency and capacity for implementation. The Council needs to prioritize issues on SWM management and build relevant capacity.

On individual capacity of staff on SWM, the Council hardly has any capacity and this explains why no records could be traced regarding their waste disposal activities despite having established some level of infrastructure for SWM. The Council should employ relevant staff and deploy them at appropriate levelsto motivate performance. The overall management and governance level scores better since the Council demonstrated good coordination both at the Council level where officers from different departments are able to articulate issues regarding SWM. In addition, there is a good working relationships between the Council and other government departments such as National Environment Management Authority (NEMA) and the District Public Health Office although the Council does not have a unit that coordinates such kind of interactions. It would be more beneficial to create a unit of Public Relations at the Council to facilitate these interactions and further communicate and sensitize the Public about the Council services and provisions.

The administrative responsibilities within the Council are clear right from the Town clerk to the officers in charge of different departments. There is however need to clarify responsibilities within respective departments. Furthermore, officers who have worked on contract for long periods should be confirmed and their salaries adjusted accordingly. In order to further clarify duties particularly on operations, the Council needs to systematically document its day to day activities. The Council relies substantially on transfers from central government with the budgets showing a decline on local sources over the past three financial years. Furthermore, SWM activities like cleaning, waste collection and disposal do not appear on the itemized budget of Works department under which SWM falls. With this trend, it would be prudent to institute waste service charges in order to build more reliable and assured source of revenue for SWM services. This way, the Council would be able to even invest in more appropriate and adequate infrastructure for SWM.

There are opportunities for the Council to partner with private actors in SWM activities. Currently, the Council is working in consultation with the Multi-stakeholder Forumwhich was proposed by the Lake Victoria Water and Sanitation (LVWATSAN) programme. The participation of MSF together with other non-state actors involved informally in waste collection and trading in plastic waste should be formalized. Developing a policy framework that recognizes the participation of these groups is a major step towards building public private partnerships.

5.0 Action plan For Keroka Town Council This programme seeks to enhance the capacity of small urban centres along the Lake Victoria region to respond to the current and emerging challenges of solid waste in the 21st Century. To achieve this, a number of critical issues and the relevant action steps are presented in the action plan below.

Table 5B: Action Plan for Keroka Town Critical Issues Action Steps 1. Organizational Structure -Clarify responsibilities and duty allocation within departments -Allocate a separate section/unit specifically for SWM activities 2. Improving staff capacity and morale -Employ and train appropriate staff on SWM activities -Confirm and keep the staff at commensurate salary scales -Operationalize performance contracting as a basis to reward best performance

3. Information sharing and dissemination -Create a unit in the Council to facilitate information exchange -Institutionalize Cleanup programmes as a strategy eradicate any possible accumulation of waste and further use cleanup forums to create publicity of the council activities and share information. -Develop a plan for Clean-ups and sensitization and conduct them periodically. 4. Increase collection coverage and Improve -Develop a schedule for daily reporting on transportation efficiency areas of waste collection and amounts collected. -Provide additional collection points and designate them appropriately. -Increase collection facilities according to the designated points and improve on the fleet for transportation from the one tractor to about three. -Develop a programme of maintenance for internal fleet -Introduce waste collection and transportation fee 5. Improve on enforcement of Bye-laws -Employ and train appropriate staff on SWM activities including enforcement -Institute penalties and fees on waste related offences

-Develop a monitoring schedule for reporting 6. Identify and manage disposal site -Identify an alternative appropriate site for waste disposal and secure it appropriately. -Train and assign an officer to be in charge of operations at the site -Develop schedule to record all activities at the site including daily waste deliveries (amounts) and their sources, type of machine and its operating hours at the site, and scavenging activities of different waste streams if any at the site -Introduce waste fee for charging of disposal by private sector. 7. Reduce waste through waste re-use and -Conduct an analysis on waste composition recycling -Create awareness on the need to sort/separate different waste streams -Formalize existing informal waste operators and identify optimal collection points for separated waste particularly plastics -Develop a manual to guide on re-use and recycling of different waste streams 8. Public Private Partnership (PPP) -Develop policy framework to introduce PPP -Institutionalize MSF as one of the PPP outfits - Pilot on PPP for waste collection from sources of generation to collection points 9. Improving on solid waste data -Conduct a solid waste study including composition analysis and institutionalize record keeping for SWM activities. 10. Budget and financial resource allocation -Clarify items for SWM budgeting and increase allocations particularly for operations and maintenance. -Develop capital investment plan for SWM equipment and infrastructure.

3A:KERICHO

1.0 Background Kericho town, approximately 85km south-east of Kisumu city, is located in the Rift Valley province. The Municipal Council of Kericho was established in 1960 as an Urban Council and then elevated to town Council and currently as Municipal Council. The Municipality covers approximately 111km2extending from Kericho. The current population in Kericho Municipality is estimated to be 132, 010 people with a growth rate of 2.4%.The average household size is 6 people. The main economic activity of the residents is agriculture with tea, coffee, maize, vegetables and sugarcane being the leading cash crops. Residents in the municipality especially those residing in Kericho town are also engaged in business activities ranging from retailing to small scale agro-based industrial processing ventures.

The municipal council is responsible for solid waste management and solid waste collections occur on a regular basis. From LVWATSAN phase I, the per capita waste generation is about 0.4kg/person/day giving a total household generation of slightly over 52.8 tons per day which according to Table 1A should be equivalent to about 86% of total waste generated. Using the same argument, the other sources contribute a total 8.6 tons giving a total waste generation of 61.4 tons per day for Kericho town. With a density of about 0.35ton/m3, then the waste collected per day (using two 7-tonner tippers which make two trips each), is 9.8 tons per day. This gives a collection efficiency of 18.6%. However, according to the officer in charge, collection efficiency is about 40% with service coverage of 70%. This contradiction calls for a waste study involving the officers in charge so that are able to gain technical skills that can improve on their statistics regarding waste quantities and their collection. Of the waste generated, about 60% is organic waste from markets and residential areas. SWM service is provided in the CBD, the municipal market on a daily basis and on a weekly basis in the following residential estates and markets;Moi estate, KIE, Majengo, Milimani, Kapkukerwet and Kapsuser markets. Swahili village, Baraka, Township, Government quarters do not receive the services mainly due to inaccessibility and inadequate and/or inappropriate transport.

2.1 Legislative and Institutional provisions for SWM Kericho just like the other two towns has a Strategic plan and By-laws touching on SWM. In addition there are Notices issued occasionally by the Council to landlords and tenants to direct that all garbage is disposed of appropriately. There also Guidelines for the involvement of the private sector in SWM.

Strategic plan 2009-2013-The Councils‟ vision is to be a leading Council in the provision of efficient and effective services for socio-economic development in Kenya. In line with this vision, the mission is to facilitate the delivery of quality services to all residents and ensure good governance for socio- economic development. To achieve these, the Council has a number of strategic objectives including to diversify, grow and sustain revenues of the council; to strengthen the Council‟s institutional capacity; to provide and maintain adequate Council infrastructure that supports the core function of the Council and to conserve and protect the environment within council boundaries. It seeks to develop a strategy on solid waste management and part of the activities are to assess the Council requirements as regards to solid waste management and build awareness on environmental conservation. The Council has even instituted a committee of Environment whose mandate among other things covers beatification and care in the municipality. Besides, it has formulated a service charter outlining the different services provided and the timing for Council response to these services (see Section 1- Annex B).These are plausible measures that if implemented will greatly improve solid waste management in Kericho municipality.

By-law-The council has Disposal of refuse By- Laws of 2009 which identifies the Council as the unit in charge of SWM. The By-laws make provisions for waste receptacles (their specifications and use), offences related to waste management, and penalties for the same. The General Nuisance By-Laws of 2009 also makes mention of offences related to illegal waste deposits. These are clear indicators of efforts towards SWM. Furthermore they stipulate that notices, orders or other documents be served to persons to ensure compliance of these provisions.

Notices- the Council has been issuing notices from time to time to landlords, tenants and other generators of waste (see Section 1-Annex C for a sample of this). These are to deter unsustainable practices of SWM like indiscriminate disposal of waste onto open grounds, drains and road reserves. Again these are plausible efforts by the council to involve the public in SWM and to enforce the refuse by-laws mentioned above. What remains to be seen is the actual effect of these in terms of a clean and healthy environment in the whole municipality as opposed to just the Central Business District.

2.2 Organizational arrangement a) Committees/ Departments. The policy arm of the council is structured into committees which make decisions that are ratified by the full Council upon consideration. The functional committees of the Council include: Finance, Staff and General Purposes committee which deals with Council finances, handles all staff matters and issues related to control of Council resources. The committee decides upon issues such as the amount of fees and charges and presentation of Council Budget; Town Planning and Works committee which deals with town planning matters such as control of all developments within the municipality and also provide guidelines on maintenance of Council

40 utilities, legal issues related to physical development and matters relating to housing development and maintenance within the municipality; Education, Social Services and Housing committee which deals with education and public social services in the municipality.; Public Health committee which oversees the running, operations and maintenance of health and sanitation facilities in the municipality; HIV/AIDS committee which deals with issues relating to prevention, mitigation and care of HIV/AIDS cases in the Council and Environment committee which deals with issues of environmental conservation, beautification and care in the municipality. Solid waste management is under the environment committee.

The administrative functions of the Council are discharged through departments. Administratively, the Council is divided into the following departments: Clerk‟s department; Treasurer‟s department; Town Planning and Works department; Education and Social Services department and Markets departments.Solid waste management is managed under the department of Environment as from 2003 which is however not fully fledged. The department has been divided into four sections namely:

1. Administration and planning 2. Refuse collection and disposal 3. Street cleaning 4. Parks and open spaces

b) Organizational structure and Staffing The council has a clear organizational structure showinghow the executive committees link with the different departments and the link between a department with the various sections in it. This was also clearly demonstrated during the field visit where the various officers in their different capacities participated in the assessment. The department of Environment has also developed a structure showing the four sections listed above and the Environment officer informed this study that the structure is awaiting approval.The Council has a staff size of approximately 182 out of which 42 employees are charged with solid waste management (see table 1C).There is the Environment officeras the head who is at salary scale 7 with his two supervisors heading the Parks and Cleansing sections who are at salary scale 15 and 16. These are low scales which do not compare with their title responsibilities.

Table 1C: Staff Capacity in The Department of Environment Existing Staff Capacity in the Department of Environment Area of Expertise Technical Support Staff Administration and Planning 1 2 Refuse collection and 1 20 Disposal and Street Cleaning Parks and open spaces 1 17 TOTAL 3 39

Included in the list of 42 are drivers but not confined to the department, they can be moved to other departments as need arises. There are also two enforcement officers attached to the department of environment who deal with matters like crude dumping. These officers are however casuals.Actually from the table above, more than 50% of the staff are cadre employees who are largely untrained and other casuals, an indication that only a small percent of the human resource capacity is available to enable the Council to deliver on its mandate. The council in its 2012 strategic plan acknowledges that these staff are inadequate in numbers and technical capacity and proposes to strengthen its institutional capacity by developing and implementing a human resource policy manual; Maintaining an optimal workforce and filling gaps in the establishment;and developing and implementing a human resource strategy that attracts and retains high skilled personnel.

c) Budget The Council relies substantially on central government support to finance its budget. The analysis of the information obtained from the Council‟s budgets over the last three years (2010/2011, 2011/2012 and 2012/2013) does not indicate the various sources of revenues for the council.However besides the traditional local revenues, Kericho is one of the municipalities which has instituted different user charges generally to cater for SWM activities (see Section 1- Annex D). Different user fees have been developed and approved by the Council. There are two different ways of netting revenues related to solid waste management activities. First, there is a fee for waste collection and disposal services charged on households per month. This fee is Kshs 100 and is billed to those connected to Kericho Water and Sanitation Company Limited (KEWASCO) water supply system (see Section 1- Annex E). According to information obtained from Lake Victoria South Water Services Board (LVSWSB), there are 12,303 water connections through which the municipality can easily get a whooping Kshs 1, 230, 300per month. However, this amount is not effectively collected, nor is it reflected in the Council‟s budgets. Secondly, residents who operate different businesses within the jurisdiction of the municipality pay commensurate fees through the single business permits. For example hotels pay different amounts depending on their sizes. Small hotels pay Kshs 400, medium hotels pay Kshs 600 and large hotels pay Kshs 1,500. Depending on the number of hotel businesses, revenues from this source have the potential to boost envisaged revenues from household sources. However, this source has also not been fully exploited as there is no evidence of an inventory of such businesses within Kericho. Nonetheless, these sources remain remote to the Council yet the demand and in turn expenditures for SWM activities keep on escalating. From the financial year 2010/2011 to 2012/2013, the total expenditures for the council have been increasing from Kshs 186, 738, 695 to Kshs 209,514, 657 (see the table 2C). However, variations are evident when it comes to operations and maintenance across the years. Out of six operational departments of the Council, Public Health and Environment department which is responsible for SWM activities ranks third in terms of expenditure priorities after Engineering and Urban Planning and Treasury

Departments. This shows the slow pace at which environmental services is getting infused into the overall council system. For the two years that information regarding revenues and expenditure was availed, there is variation and a glaring shortfall of the budget. In the financial year 2011/2012, the revenue and expenditures were Kshs 3,450,000 and Kshs 23,445,156 respectively reflecting a deficit of Kshs 19,995,156. In the financial year 2012/2013, the revenues and expenditures are Kshs 440,000 and Kshs 29,821,551 respectively reflecting a deficit of Kshs 29, 381,551. The revenues have declined by over 3 million while the expenditures have increased by over 6 million. Furthermore the deficit has also increased by about 10 million, indicating that the total revenues generated by this section are not adequate to sustain the environmental activities. In addition the revenue base of the council is also declining. This is problematic especially when the waste generation is on an upward trend with no proper systems for material recovery necessary to reduce on the waste amounts and further generate additional revenues to budget for SWM services.

Table 2C: Comparison of Total Council Expenditures Vis a Vis Environment Section Expenditures EXPENDITURES 2010/2011 2011/2012 2012/2013 TOTAL FOR COUNCIL 186,738,695 186, 885, 594 209, 514, 657

Operations 49, 722, 900 47, 229, 238 57, 295, 021 Maintenance 17, 504, 200 21, 118, 000 20, 560, 000 Capital Investment 39, 890, 350 28, 533, 609 39, 980, 364 TOTALS 107, 117, 450 96, 880, 847 117, 835, 385 ENVIRONMENTSECTION EXP. Operations 3, 855,000 4, 435, 000 5, 700, 000 Maintenance 4, 775, 630 7, 790, 000 9, 930, 000 Capital Investment 0 0 2, 350, 000 TOTALS 8, 630, 630 12, 234, 000 17, 980, 000

d) Operations and Operation Schedules Sweeping and collection of waste from the Central Business District is done daily using two tippers which make two trips each. Collection from residential areas is done twice a week covering different areas on either day,for instance Majengo Old Council houses receive the collection service on Sundays only. This is not adequate because it is even done using one tipper. Field visits revealed a number of collection points and illegal dumps where waste has not been removed for a while. An interview with a household in Mataba Site and Service scheme showed that the households have to manage the collection points themselves by burning the waste there or just pushing it further inside so that it does not spill to access road when the council delays to come and collect (see plate 1c).

Plate 1c: Burning of waste at collection point

The Council also collects from different institutions. Institutions like hotels which are within the CBD, receive waste collection services daily and incase of delays one particular hotel- Sunshine hotel- reported that they call the Council officers who respond accordingly. Private medical facilities also receive waste collection services and one particular case is Fig Tree Health options. Here the waste is separated into different streams. The general waste which is non- infectious is collected daily by the Council, sharps are stored in safety boxes and taken to an incinerator at the district hospital where they charge Kshs. 200 per box and infectious waste is also taken to the district hospital for incineration at a cost of Kshs. 200 per bucket. However, the assessment revealed medical waste at the disposal site (see plate 2c)pointing to poor practices by certain private medical facilities.

Plate 2c: Medical waste at the disposal site

The Council conducts clean up exercises at least once a month. These are done in collaboration with public health officers, NEMA and youth groups. These are good ventures that can also be used to sensitize the public and keep the environment clean if they can be institutionalizedwithin the Council programmes. Despite the poor status of the Council‟s disposal site, operationsatsite are some what monitored and activities recorded. These is an officer stationed at the site who makes daily reports (see Section 1- Annex F) of types of vehicles taking the waste to the site, their time schedules, their sources, types and estimates of volumes of waste carried to the site. This is a good practice which if properly conducted can enable the Council to even perform solid waste composition analysis and use the data to improve the overall performance of the SWM sector.

2.3 Equipment and Infrastructural Provision for SWM Infrastructure and equipment provision are key elements for successful SWM services.In the development of Kericho as an urban authority, a number of different tools and equipment have been accumulated over time. For collection, the council has three tippers (self-tipping), one compactor vehicle (under repair), one tractor with its trailer mainly used for parks and open spaces and a wheel loader which at the time of assessment was grounded but operates at the disposal site(see table 3C). Currently the council hires a dozer at Kshs 10, 000 per hour to be used at the disposal site. There is need for additional vehicles to manage the increasing amounts of waste that remain uncollected.

Table 3C: The existing refuse vehicles and their capacities No. Type and make Capacity Condition 1. Renault Compactor 7 ton Grounded (KAB 295Q) 2. Isuzu tipper (KAH001Y) 7 ton Good 3. Isuzu tipper (KWE 115) 7 ton Old 4. Isuzu tipper (KAB 192Q) 7 ton Good 5. O & K Wheel loader (KAH - Grounded 065Y) 6. Massey Fergusson Tractor (KLJ 4 ton Old 441)

For temporal storage, there are also 20 liters bins placed within the CBD. In addition, there are also collection points referred to as depots located in different places from where the council collects waste at least once a week particularly those in residential areas and takes to the disposal site. As earlier mentioned some of these collection points remain unattended to causing public nuisance to neighboring residential units (see plate 3c and 4c) Others have been poorly sited even connecting with drains making it difficult to access them.

Plate 3c: Un-attended to collection point Plate 4c: Collection point connecting with a drain

For disposal, there is a designated dumping site referred to as Kabingawhich is partially enclosed. The site is about 3 acres in size and has been in use for over 20 years . There was some planned improvement in the 90‟s by KFW to make it a sanitary landfill but this programme stalled.Currently the practice is burning of waste at the site (see plate 5c)since the machine used broke down.The site is considered inadequate and due to inadequate space and inaccessibility of the site during the rainy season, dumping of waste has spilled over onto the access road. The disposal site poses a threat to neighboring land uses especially the district hospital which is situated adjacent to it. The officer in-charge informed the study that a new site has been identified away from town.

Plate 5c: Burning of waste at the disposal site

In its strategic plan, the council proposes to prepare a master plan that would guide infrastructural development in the council. This if effected and implemented with consideration given to SWM too, would contribute greatly to improving the SWM infrastructure in the Council.

2.4 Public Private partnerships In its Strategic plan, the Council clearly presents its intentions to forge partnerships with the private sector, NGOs and CBOs especially in service delivery. The Council has gone further and drafted policy guidelines on private sector involvement in solid waste management. The guidelines recognize the role of private sector in handling general or special waste, provide operational regulations and stipulate the fee and permit requirements for such actors. These

46 should be operationalized even as a pilot exercise to assess effectiveness before full scale implementation. Currently, there are private groups that collect waste from residential areas but this is done informally and consistently. An example is Green Evolution which occasionally mobilizes communities living in Swahili Village (which is not served by the Council) to sort their waste and do clean-ups. This firm is made up of seven members. It has two tractors with trailers (3 tons) and 5 wheelbarrows. With these equipment, it can very well partner with the Council in waste collection and improve collection coverage. There are also individual persons involved informally in material recovery particularly plastics (see plates 6c and7c)and cartons. One such person is Jane Kebenei who collects polythene and plastics from surroundings and from James Finlay with whom she has a one year contract. She has employed a group of 15 youths (7 men and 8 women)who do the collection. They go around, collect and clean the polythene and can collect from 10-20 kgs per day. She pays Kshs 5 for a kilo of polythene and Kshs 2 for a kilo of plastic. From James Finlay she pays Kshs 12 for a kilo of polythene. These are sold to Kenafric Industry in Nairobi at Kshs 25 per kilo and she incurs a transport cost of Kshs 30, 000 per lorry which carries 14 tons. Such ventures though carried out privately, offer potential for public private partnership that can improve SWM. However the policy guidelines on private involvement emphasize waste collection and make no mention of waste recovery, re-use and or recycling.

Plate 6c: Used hard plastic salePlate 7c: Collection of flimsy plastic waste for sale

To be noted is that there are also scavengers at the disposal site who have formed a group of 30 persons with a chair person and are trading in waste material: 1kg of steel metal is sold at Kshs 30 while aluminum goes for Kshs 100 per kilo. I kg of paper is sold at Kshs 2, I kg of polythene plastic is sold at Kshs 5 and hard plastic at Kshs 10 per kilo. The Council can explore such opportunities by providing collection centres for these activities. This will reduce the amounts of waste getting to the disposal site while providing employment for such group of people.

Having presented the existing situation of solid waste management in Keroka town, the next section provides a summary of the capacity assessment that would later guide in the

identification of possible interventions for capacity building programme and the development of a more reliable SWM plan.

3.0 Summary of Capacity Assessment The table below provides a score of the Council from scale 1 to 5 where a score of one signifies low capacity and a score of five shows high capacity.

Table 4C: Summary of Capacity Assessment Area Detailed Evaluation Items 5 - Grade Score Low High 1 2 3 4 5 Legal and Other - Existence of By-laws, Strategic plan, Institutional performance contracts related to SWM and Issues of Environmental Committees Departments -Operationalization of the existing legal and charged with policy provisions related to SWM SWM Individual -Level of Knowledge and Technologies on Capacity of SWM (Operations and Maintenance etc.) Staff on SWM -Level of Awareness and Responsibilities of Staff -Communication Skills -Overall Management and Governance level Organizational -Degree of clarification of administrative Capacity of responsibilitiesat the council level Department -Organizational Structure (Coordination charged with capacity, number and category of staff) SWM -Operation and operation schedules -Financial resources(Revenues and Expenditures) -Financial resource allocation for capital programmes and maintenance -Availability of Equipment and Infrastructure Partnership with -Presence of activities of private sector Private sector -Policy on Private sector involvement -Partnership with private sector

4.0 Summary interventions On legal and institutional issues on SWM, the Council scores highly. Not only does it have the policies and legislations in place, there is also evidence of their implementation. Notices are served to effect the by-laws, waste receptacles have been provided within the CBD, fees for waste collected have been instituted among other. There also clear indication that the Council is

48 working to effect the objectives made in the Strategic plans, for example the development of guidelines for private sector involvement. The Council however needs to spread its operations to areas beyond the Central Business District and consider engaging officers who are not employed on casual basis as these cannot be held accountable for anything. The Council scores averagely on individual capacity of staff on SWM. The technical staff under SWM have some technical training background and they display some level of knowledge on operations and maintenance. They are aware of their responsibilities and also show their efforts to communicate the services they provide inform of service charters, however these are within the Council premises. They need to be communicated to the wider public and this will also help the Council in their sensitization programmes to the public. The Council also displayed good overall management and governance as different officers are fully aware of activities in other departments. The treasurer for instance, is fully aware and can give clear explanations of the activities under the department of Environment.

Administrative responsibilities have been clearly clarified right from the Town clerk to the officers in sections within departments. However, most officers are employed on casual basis and are at very low salary scales. This arrangement definitely impacts on their operations and general performance. There is need for an arrangement where the officers can feel part and parcel of the Council and be accountable for their actions. The revenues of the Council have been declining over the years. It is important that the Council takes serious notice of its revenues including those from SWM which are currently being tapped through the water bill and business permits. This way the Council can improve not only on its operations and maintenance but also on its capital investments under SWM.

The Council has done remarkably well in drafting guidelines for private sector involvement. This shows that it recognizes the presence of private sector activities within its jurisdiction and the potential for partnership to improve SWM services. The Council therefore needs to take it a step further and implement these guidelines. There is also need to make provisions for private activities in re-use and recycling of waste as these play a big role in reducing the amounts of waste that go to the disposal site.

5.0 Action plan For Kericho Municipal Council This programme seeks to enhance the capacity of small urban centres along the Lake Victoria region to respond to the current and emerging challenges of solid waste in the 21st Century. To achieve this, a number of critical issues and the relevant action steps are presented in the action plan below. 5C: Action Plan for Kericho Town Critical Issues Action Steps 1. Organizational structure -Approve the Departmental structure on SWM

2. Improving staff capacity and Morale -Revise terms of employment of staff -Keep the staff at commensurate salary scales -Operationalize performance contracting as a basis to reward best performance 3. Information Dissemination -Institutionalize Cleanup programmes as a strategy to eradicate any possible accumulation of waste and further use cleanup forums to create publicity of the council activities and share information. -Develop a plan for Clean-ups and sensitization and conduct them periodically. 4. Increase collection coverage and Improve -Develop a schedule for daily reporting transportation efficiency on areas of waste collection and amounts collected. -Provide additional collection points and designate them appropriately. -Increase collection facilities according to the designated points and improve on the fleet for transportation from the current three to five -Develop a programme of maintenance for internal fleet -Effect waste collection fee from all areas served 5 Improve on enforcement of By-laws -Employ and train appropriate staff on SWM activities including enforcement -Develop a monitoring schedule for reporting 6. Identify and manage disposal site -Identify an alternative appropriate site for waste disposal and secure it appropriately. -Train and assign an officer to be in charge of operations at the site -Develop an improved schedule to record all activities at the site including daily waste deliveries (amounts) and their sources, type of machine and its operating hours at the site, and scavenging activities of different waste streams at the site if there will be any -Introduce waste fee for charging of disposal by private sector.

7. Reduce waste through waste re-use and -Conduct an analysis on waste recycling composition -Create awareness on the need to sort/separate different waste streams -Formalize existing informal waste operators and identify optimal collection points for separated waste particularly plastics -Develop a manual to guide on re-use and recycling of different waste streams -Facilitate marketing of recyclables. 8. Medical Waste -Take inventory of all private medical facilities -Monitor their waste disposal system and enforce penalties for poor practice. 9. Public Private Partnership (PPP) -Institutionalize MSF as one of the PPP outfits - Pilot on PPP for waste collection from 10. Improving on solid waste data -Conduct a solid waste study including composition analysis and institutionalize record keeping for SWM activities. 11. Budget and financial resource allocation -Record and effect waste collection fee in all areas served -Develop capital investment plan for SWM equipment and infrastructure.

Section2: Towns in Uganda The towns selected for the implementation of the program intervention in Uganda are Ntungamo, Mayuge, Buwama, Kayabwe and Bukakata- Lambu

1B: NTUNGAMO TOWN

1.0 Background Ntungamo Municipal Council sprang up as a result of the settlement of Arabs who used it as a strategic point/stage to transact business with Ankole, Kegezi region, Zaire (now DRC), Rwanda and Burundi. Although the people of Ntungamo did not copy the business acumen of the Arabs at the beginning, they later became dynamic and took up business, which led to the Town‟s growth. It attained the status of a Town Board in 1983. It was later accorded the status of Town Council in 1994 and it is now a municipality. Ntungamo Municipal Council is found in Ruhaama County, Ntungamo District, in South Western Uganda. The Town center-CBD is located at the round junction of Mbarara-Kabale Road and Ishaka –Mirama Hill about 65Km from Mbarara Town. It borders with Ntungamo sub- county on all its sides and covers a total land area of 56km2. It is constituted of six Wards/Parishes as administrative units and 26 cells that is, villages. According to a rapid preliminary assessment, the population of the Council as of the year 2010, stood at 13, 342 people with a growth rate of 6.5% and a typical household size of 5 people per house. The annual urban growth rate is estimated at 4.6% and this is mainly attributed to regional migration from Rwanda and DRC Congo.Majority of households (70%) depend on subsistence farming for a livelihood.

SWM is the responsibility of Ntungamo Municipal Council. Types of wastes that are generated in the town include: house hold waste, daily market waste, medical waste and commercial waste. The Council outsources services for street sweeping, waste collection and transportation while it does supervision for these different activities. Using per capita generation of 0.7kg/person/day at household level (Environmental Resource Ltd, 1990 and Mpamize, 1998), then the total waste generated from households is about 9.3 tons which according to Table 1A should be equivalent to about 86% of total waste generated.Using the same argument, the other sources contribute a total of 1.4 tons per day. Therefore the total generation in Ntungamo comes to about 10.7 tons per day. Earlier studies of Ntungamo municipality estimate the collection efficiency at about 50% with a collection coverage of 60%. However, the current private waste operator makes a total of 8 trips per day with two 4 tonner trucks. Assuming that the density of the waste is about 0.25tons/m3, then the contractor collects about 8 tons which should give a collection efficiency of about 75%.

2.1 Policy and Legislative Framework The waste management laws that inform planning, financing and operations of the SWM system in the town include: the Public Health Act Cap 281; Town and Physical Planning Act; and the Local Government Act Cap 234. From this, the Council has a Development plan to guide implementation of its planned programmes as well as Bye-laws to regulate activities within the Council including SWM activities Development plan 2009-2012- In conformity with section 36, subsection 2 of The Local Government Act Cap 243, the Council prepared a Development Plan of 2009-2012 whose vision is to have an urbanized center with a highly literate, healthy, wealthy and greatly involved community by 2020. Its mission is to provide sustainable social services for social and economic development. Amongst its objectives is to ensure a coordinated service delivery system to foster socio economic development; to expand the revenue base and ensure sound financial management and timely accountability; and to safeguard the Environment from deterioration and improve on the beauty of the town. It also recognizes key outstanding development challenges in meeting these objectives which include Environmental degradation, inadequate revenue flow and understaffing. Specifically for the Environmental issues, the plan presents the medical waste and solid waste management as among some of the most pressing issues. The plan highlights the main priorities for the Council for the year 2009/2010. Amongst the proposed interventions on Environment are, enforcement of Bye-laws, sensitization of community on proper SWM and installation of refuse bunkers and dustbins for easy collection with priorities on purchase of a refuse skip and land for garbage disposal. It has put down a list of opportunities to build upon, one of which is selling of manure from garbage and cow dung to increase on revenue.These are truly plausible efforts particularly those on SWM if the Council can realize them. During the study, the assessment team observed a number of refuse bunkers and skips and learnt of a proposal of the Council to buy an alternative garbage disposal site.

Public Health, Water and Environment By-Laws 2009-in its Part 3 states that an occupier of any premise within the Council shall ensure the presence of appropriate dust bin facilities at all times. Every head of a household shall ensure that all the domestic refuse generated from his or her household is properly placed in the dustbins and that the dustbins are emptied all the time, at appropriate times, at the gazetted or other sites as may be authorized by the Council from time to time. And that the emptying is done by persons privately or otherwise authorized to collect the garbage. In its Part 7, it states that a person who fails to meet the minimum standard of public health, commits an offence and shall on conviction, pay a fine not exceeding two currency. This is a plausible effort by the Council. While the assessment revealed a number of collection points for waste and that the Council has engaged a private contractor to collect the waste from

54 these points, there appears generally to be a weak enforcement of the Bye-laws provisions. Further,there are no provisions for promoting waste minimization, (safe) reuse and recycling as there exists no enabling physical infrastructure in this regard. This would have been very helpful given the enormous amounts of organic waste generated.

2.2 Organizational Arrangements a) Committees and Departments Ntungamo municipality has several committees which link with the departments in the Council in terms of membership and also operations. the committees and how they link with the departments. The municipal council is the supreme policy making body consisting of 21 councilors. There is Executive Committee headed by the mayor and includes secretaries who represent different sectors/departments. The Social services and Works Committees discusses health and SWM issues.The Secretary for this committee initiates policy on health/SWM matters which are sent to the Council for approval. The health inspector who heads SWM issues sits in the Social Services and Works Committees as an ex-officio. The day to day operations of the Council are run within the departments/sectors which include; Management and support services; Finance; Gender and Community Based Services; Education and Sports; Health; Council (civil); Engineering and Audit. SWM falls under the Health sector under the direction of the health inspector.

b) Organizational structure and Staffing There is a clear organizational structure for Ntungamo showingthe different departments and the sections under each. The department of Health under which SWM falls also has it structure, however the officers recommended under the structure are not in the department. Of the 110 approved staff position in the Council, only 66 posts are filled but arrangements were being made to recruit the remaining staff. Out of the 66, the Department of Health and Environment has one health inspector at scale U5 and 3 health assistants at scale U7 charged with SWM. These are not adequate even for the supervision which they do, given the growing population of the town and the increasing amounts of waste.While the wage ceiling set by the Public service prevents the Council from employing additional staff particularly those that can work on SWM, the Council can justify the need for additional staff given the equipment to be provided by the LVWATSAN programme which needs to be operated and maintained appropriately. The additional staff may be seen as filling the already existing vacant post arising from the organizational staffing levels. If this is the case, then such officers need to undertake relevant training in SWM activities. It is noted that besides the few Council officers, there are other actors in SWM in the town including the private operator/contractor, Village health teams and the Local Councils. However it is not clear how these actors relate to the formal structures of the Council. This way, there commitment to service delivery is not guaranteed.

c) Budget The resource envelope of the Council comes from locally generated revenues and Central Government Transfers. The local revenues come from local service tax, local hotel tax, business licenses, property income from sale of plots, rent and rates, administrative fees and licenses (which includes taxi park fees, bus park fees, loading and offloading, property transfer fees, property inspection fees, advertisements, animal fees, registration fees, medical inspection fees, market charge fees and other fines and penalties). Out of a total budget of Ugshs 2,413,893,960 for the FY 2011/12 for instance, the Municipality funds approximately 30% of its budget from these local revenues with water sales contributingUgshs 120 Million in this regard. The remaining 70% comes as central government transfers where each sector/department is allocated its own budget. The health inspector informed the study that the budget allocated to SWM is small as most of the share to the department of health goes to health/medical related issues1. Furthermore, there are no charges for SWM services to boost revenues for SWM activities. Nonetheless there is a general willingness to pay for SWM amongst the generators interviewed. In fact the assessment revealed that certain waste generators actually make their own private arrangements for waste transfer to collection points and pay for it. An example is Sky-Blue Hotel and Restaurant which generates 3 (200 liters) containers of waste per day. This hotel engages two casuals to transfer these waste to collection points and pays each of the two, Ugshs 40, 000 per month. This may be attributed to the distances to the collection points however it is also an a indication that generators of waste can pay if the Council introduces a waste charge or have it paid as part of the existing taxes/fees like the trading licenses.

d) Operation and Operation schedules Operation schedules are important particularly in assessing performance. Street sweeping in Ntungamo is done by a private contractor but there are no indications of a developed schedule for this activity. Operations of waste collection have been organized alongside six zones. A different private contractor who does waste collection and transportation has developed a schedule of work for collection and transportation to disposal site from different zones. The work schedule shows the zone of work and the particular day in a week when waste is collected from that particular zone. Every last day of the week is used by the contractor to service the vehicles used. The schedule however does not show the number of trips made per zone or an approximation ofthe waste collected per zone even though the contractor informed the study that every truck makes four trips per day. There is no schedule for disposal activities at the disposal site. This makes it difficult to imagine how much waste collected ends upat the disposal site. Given that no officer is stationed at the disposal site makes it difficult to manage the site as it is left at the discretion of the drivers employed by the contractor.

1Nameta Moses, the Health Inspector informed the study of how out of Ugshs 1 million transferred from the Central government to the department of Health this year, only Ugshs 80,000 was allocated to SWM activities while the health related issues took up the rest.

2.3 Infrastructure and Equipment for SWM As mentioned above there is a contractor for maintenance (slashing, clearing drainage and street sweeping) and therefore the field visit did not observe any Council equipment in this regard. The Council has 8 skips and 4 constructed bunkers.Directorate Of Water Development (DWD) constructed the refuse bunkers (around the period of 1999 - 2000) whereas the Municipal Council funded purchase and sitting the skipsdescribed in table 2A. Its from these collection points and households that a private contractor collects waste.These bunkers are wrongly sited with some being on top of drains (see plate 1d).Observation during the assessment revealed bad practices for waste management. Waste is dumped just outside the skips andbunkers with some of the skips remaining un-serviced for long timesresulting in overflows of waste (see plate 2d). Even though Ntungamo is at the municipal level with high expectation for waste management, thereareno litter bins to contain litter from streets.

Table 2A: Distribution of SWM Transfer Stations by Division and Cell DIVISION SWM Facility Location O&M Details Taxi Park Eastern Refuse Bunkers Well constructed and in use Central-Eastern

Skips Cell 1 No longer in use Refuse Bunker Cell 7 Well construed but not in use Cell 8 Central No longer in use Cell 6 Skips Kabagenda - Kikoni Well constructed Central Market Well constructed and in use Western Cell 4 Skips Cell 5 Cell 9

Plate1d: Wrongly sited bunker on top of a drain. Plate 2d : Waste dumped outside a skip

The Council has one tractor (see plate 3d) which has stalled. Thereare no other Council vehicles for waste collection which could be explained by the fact that this service has been outsourced.

During the field visit however, the assessment team observed some heavy duty equipment that have been given to the Councils by the government for road works/construction which can also be used for waste related activities when need arises (see plate 4d).The private contractor proving waste collection service has two vehicles (tippers) of 4 tons each (see plate 5d for one of the Contractors vehicles).

Plate: Plate 3d: Council tractor which has stalled Plate 4d: Heavy equipment from government

Plate5d: Contractor waste collection vehicle

The Council has a disposal site about 2.5km from the centre of the town. It is an open ground near the Mbarara- Kabale Highway and it is not fenced. Its location is worrisome because it is adjacent to a water intake which could be affected by leachate pollution. Disposal of waste at the site is done haphazardly (see plate 6d) and these waste are at times burnt by employees of the contractor. There is need to consider an alternative site for waste disposal.

Plate 6d: Haphazard dumping of waste at the disposal site

2.4Separation/sorting, Re-use and Re-use It is evident that certain waste generators separate their waste into different waste streams. Sky- Blue Hotel for instance, separates its organic waste and gives to farmers for animal feed. Individual households also separate organic waste from the general waste and use it in their farms. The main municipal market is a potential source of organic waste as banana waste is separated from other wastes and put together. There was however no visible plastic waste collection though the study was informed that herbalists collect waste bottles for re-use. Institutions like private medical facilities also separate their waste. An interview with Ntungamo medical centre which has a bed capacity of seven, revealed that the facility has dug a pit in its backyard for disposal of waste. However, this pit is shallow, exposed and next to residential units which present a health danger to the people around (see plate 7d). The centre has improvised a safety box for storage of sharps which are later taken to Itoojo government hospital for incineration. The centre has no placenta pit and therefore patients carry their placenta waste home.

Plate 7d: Poorly disposed off medical waste in the backyard

2.5Public Private Partnership The Council has embraced privatization particularly for street sweeping, waste collection and transportation. The involvement of the private service provider is advertised and selective national bidding done. The assessment was able to obtain a contract agreement document between Ntungamo Municipal Council and Turwamu Construction Co. to look at its provision(see Section 2-Annex B for a contact agreement). The agreement states the amount to be paid which is Ugshs 32, 982, 400 for the period of August 2011 to June 2012. The agreement however does not specify the requirements that the Council expects the contractor to meet. For instance what amounts of garbage should be collected per day and from which zones in order to warrant payments. Below is a profile of the Contractors:

Profile of Turwamu Construction Company Ltd. Responsible for collecting garbage in Ntungamo. Has had the contract for 3 years from 2007- 2009 and 2012. The contractor collects garbage everyday from Monday to Saturday. The

company uses two vehicles (tippers) of 4 tons eachwhich make 4 trips each per day. Each tipper has four laborers who load waste onto the truck. Each tipper has one driver and a conductor. The driver is paid Ugshs 200,000 per month and given an allowance of Ugshs 5000 per day for lunch. The conductor is paid Ugshs 120,000 per month and given an allowance of Ugshs 3000 per day for lunch. The laborers are paid Ugshs 90,000 per month. The contractor himself does the supervision of the work and his employees.

The company employees were observed carrying out their duties without any protective gear. This is dangerous and therefore uniform and protective gear should be made part of requirements for contractors.The contractor complained of delayed payments which is likely to impact negatively on his performance. For privatization to be effective and the Council to realize vale for its money, such privatization should be accompanied by certain benchmarks/requirements that are to be fulfilled. Equally, there has to be timelines within which the Council has to honor invoices of the contractor. At the time of this assessment, the contractor was working on an extension for which he was not clear of when it could be stopped given that the Council is yet to receive the SWM equipment under LVWATSAN programme.

Apart from the private contractor, there is also the Multi Stakeholder Forum created under the LVWATSAN programme which could be very instrumental in creating awareness on SWM issues, promoting certain new ideas (like championing the introduction of waste charges) and working with the Council in effecting other SWM activities like clean-ups. However this forum has not been institutionalized yet within the Council framework.

Having presented the existing situation of solid waste management in Ntungamo town, the next section provides a summary of the capacity assessment that would later guide in the identification of possible interventions for capacity building programme and the development of a more reliable SWM plan.

3.0Capacity Assessment Summary The table below provides a score of the Council from scale 1 to 5 where a score of one signifies low capacity and a score of five shows high capacity.

Table 3A: Summary of Capacity Assessment Area Detailed Evaluation Items 5 - Grade Score Low High 1 2 3 4 5 Legal and Other - Existence of By-laws,Development plan, Institutional performance contracts related to SWM and Issues of Environmental Committees

Departments -Operationalization of the existing legal and charged with policy provisions related to SWM SWM Individual -Level of Knowledge and Technologies on Capacity of SWM (Operations and Maintenance etc.) Staff on SWM -Level of Awareness and Responsibilities of Staff -Communication Skills -Overall Management and Governance level Organizational -Degree of clarification of administrative Capacity of responsibilitiesat the council level Department -Organizational Structure (Coordination charged with capacity, number and category of staff) SWM -Operation and operation schedules -Financial resources(Revenues and Expenditures) -Financial resource allocation for capital programmes and maintenance -Availability of Equipment and Infrastructure Waste -Facilitating separate collection, separation, re- composting, recycling and re-use with use/recycling necessary equipment -Policy on re-use/recycling Partnership with -Presence of activities of private sector Private sector -Policy on Private sector involvement -Partnership with private sector

4.0 Summary Interventions On legal and institutional issues on SWM, the Council scores averagely because it has a development plan and By-laws to regulate activities including SWM. However enforcement of these provisions appear weak. The Council needs to operationalize these provisions by not only employing the relevant enforcement officers but also providing the physical infrastructure and equipment that will allow the waste generators to effect the provisions in these laws. The Council scores averagely on individual capacity of staff on SWM. The Council has a health inspector who is well versed with his responsibilities and operation on SWM. He is assisted by 3 health assistants, while their work is strictly supervision, the Council needs to employ staff at appropriate scales and train them to handle enforcement issues and the actual SWM operations like drivers, a disposal site officer and more technical officers to supervise and the day to day operations on SWM.In addition the Council can benefit from communication and reporting skills which should ultimately help the Council in their sensitization programmes to the public. The Council also displayed good overall management and governance as different officers are fully

61 aware of activities in other departments. The Administrative officer in the Town Clerks office in particular, is fully aware and can give clear explanations of the activities under the department of Health

Administrative responsibilities have clearly clarified right from the committees, to departments and sections within departments. However the Council is inadequately presented on staff under SWM. While this could have been the case because the services are outsourced, the Council needs to consider hiring and training more staff on SWM issues. These staff should then be able to develop operational schedules that would guide activities implementation and assessment of overall performance of SWM. The Council has shown that it has allocated resources to SWM both in terms of payments to the contractors but also in providing infrastructure and equipment (Bunkers and skips). The Council can however sustain the financial revenues by introducing a waste charge and acquiring more infrastructure and equipment on SWM including a disposal site.

There are activities by waste generators on waste separation and sorting with the largest percentage being organic waste. However, there is no equipment or infrastructure to facilitate these waste separation. Further the Council has no policy to promote such activities by waste generators. The Council could formulate a policy to encourage waste generators to separate waste which can be traded in. This could be augmented by providing equipment to allow waste separation at collection points. The presence of private actors was evident particularly in street sweeping, collection and transportation. The Council has outsourced these SWM service. It is important however that the Council clearly spells out its requirements which should be met by the contractors. Without such minimum requirements, then the course for privatization would not yield the expected outcome of improved service provision. Institutionalizing the MSF would also allow this outfit to assist the Council in effecting new programmes and sensitizing the Public on matters of SWM.

5.0Action Plan for Ntungamo Municipal Council This programme seeks to enhance the capacity of small urban centres along the Lake Victoria region to respond to the current and emerging challenges of solid waste in the 21st Century. To achieve this, a number of critical issues and the relevant action steps are presented in the action plan below. 4A: Action Plan for Ntungamo Town Critical Issues Action Steps 1. Organizational structure -Create a section/unit that would look specifically into SWM issues 2. Improving staff capacity -Employ and train more staff on SWM -Operationalize performance contracting as a basis to reward best performance 3. Information Dissemination -Create a unit in the Council to

facilitate information exchange -Use MSF as a change agent to implement new programmes -Institutionalize Cleanup programmes as a strategy to eradicate any possible accumulation of waste and further use cleanup forums to create publicity of the council activities and share information. -Develop a plan for Clean-ups and sensitization and conduct them periodically. 4. Increase collection coverage and Improve -Develop a schedule for daily reporting transportation efficiency on areas of waste collection and amounts collected. -Provide additional collection points and designate them appropriately. -Increase collection facilities according to the designated points and improve on the fleet for transportation from the current two to four -Develop a programme of maintenance for internal fleet -Effect waste collection fee from all areas served 5 Improve on enforcement of By-laws -Employ and train appropriate staff on SWM activities including enforcement -Develop a monitoring schedule for reporting 6. Identify and manage disposal site -Identify an alternative appropriate site for waste disposal and secure it appropriately. -Train and assign an officer to be in charge of operations at the site -Develop an improved schedule to record all activities at the site including daily waste deliveries (amounts) and their sources, type of machine and its operating hours at the site, and scavenging activities of different waste streams at the site if there will be any -Introduce waste fee for charging of disposal by private sector. 7. Reduce waste through waste sorting/separation, -Conduct an analysis on waste re-use and recycling composition -Create awareness on the need to

sort/separate different waste streams - Identify optimal collection points for separated waste particularly organic -Provide equipment for waste separation -Develop a manual to guide on re-use and recycling of different waste streams -Facilitate marketing of recyclables. 8. Medical Waste -Take inventory of all private medical facilities -Monitor their waste disposal system and enforce penalties for poor practice. 9. Public Private Partnership (PPP) -Institutionalize MSF as one of the PPP outfits -Clearly develop criteria for engagement with private sector and requirements to be met by the private actors 10. Improving on solid waste data -Conduct a solid waste study including composition analysis and institutionalize record keeping for SWM activities. 11. Budget and financial resource allocation -Record and effect waste collection fee in all areas served -Develop capital investment plan for SWM equipment and infrastructure.

2B:MAYUGE TOWN COUNCIL

1.0 Background Mayuge Town Council is found in Bunya County, Mayuge District. It is located 120Km South- East of Kampala, 40 km south east of Jinja and 16km off Kampala- Tororo Highway. Bordering the town are the sub-counties of Imanyiro, Kityerera and Buwaya. The Town covers an estimated area of 31.91Km2 and serves as the communication, political and administrative centre for Mayuge District as a whole. The Town Council was created in 2000. It is constituted of four wards which are administrative units and 18 cells/ villages. According to the 2002 Population and Housing Census, the population of Mayuge stood at 8, 715. With an estimated annual population growth rate of 4%, the projections for 2010 are slightly over 11, 028 inhabitants. There is an influx of people from rural areas in search of employment and non-farm business opportunities into the town council being the only urban area in the district. The town is rapidly expanding in Maina and Nangabo parishes to the east and north respectively and internallywithin the town in the wards of Ikulwe, Kavule and Kasugu. The Town Council is responsible for solid waste management (SWM). Types of waste generated include household wastes, commercial wastes, medical wastes and market wastes. Since the year 2007, the Council outsources services for waste collection and transportation while it does supervision of the activities.From per capita waste generation of 0.7Kg/person/day, the waste generated from households is about 7.7 tons per day. Using the same argument from Table 1A, other sources contribute another 1.16 tons giving a total of 8.86 tons per day. The contractor makes 4 trips on Monday and 1-2 trips for the rest of the days. On average 9 trips are made per weekusing a 7 tonner truck.This gives an average collection of 15.75 tons per week indicating a collection efficiency of about 25%.

2.1Policy and Legislative Framework The Council has a Development plan that guides the implementation of planned programmes. It also has Bye-laws which regulate activities in the Council including SWM. Mayuge Development Plan 2009/2010- 2011-2012 The vision of the Council is a to be a very strong and vibrant Council with a population which is literate, prosperous, well fed and healthy by the year 2015. Mission is to improve the standard of living of the people of Mayuge Town Council using available resources effectively and efficiently. Amongst its broad objectives, the Council seeks to increase the level of sanitation through regular cleaning of the town and provision of public sanitation facilities. This it intends

65 to achieve by carrying out a household sanitation baseline survey, conducting regular sanitation inspections and contracting sanitation service providers. Part of the Councils medium term development activities are to rent a garbage site with some monies set aside for garbage management. Looking critically at the plan, the Council is yet to institute routine clean-up exercises and at the time of this assessment it was still renting a dumpsite. The Council needs to instead plan to buy its own piece for final disposal of waste.

Mayuge Town Council By-laws 2007 These Bye-laws are intended to regulate and enforce discipline, promote harmony, provide for revenue collection, regulate the erection of structures, provide for minimum health standards and other related matters. In its Section 11, the Bye-laws provide that no person is allowed to throw refuse or garbage anyhow or from higher floors and windows of storiedbuildings. All refuse or garbage shall be heaped only in places designated by Council for the purpose which shall be known to LCI. Council will be responsible for the disposal of refuse in Mayuge Town Council for which it shall charge a fee to cover the expenses incurred in disposing of garbage/refuse. No person shall mix human waste with garbage. All saloons in the Council shall have incinerators where they dispose of their cut hair. No cut hair shall be allowed to be thrown on garbage or refuse heaps. Any person who contravenes these provisions commits an offence and shall on conviction be liable to pay a fine not exceeding 3 currency points or imprisonment of 3 months or both. In Section 13,all garbage or litter must be heaped in designated places only. Contraventions will attract a fine of not less than 50, 000. Given that there are no defined waste collection centres or other equipment like waste bins, enforcement of these bye-laws becomes difficult.

2.2Organizational Structure a) Committees and Departments There are Council committees that act as a link between the Council political leaders and the management support staff under the different departments. The Council has 6 different departments/sections involved in the day to day operations of the and they include: Administration, Finance and planning, Works and Technical services, Health and environment, Gender and Community Development, Production and marketing and Internal Audit. Health and sanitation department which is responsible for among other things solid waste management in the town also has its own structure covering curative, public health, mortality child, health/family and planning. What is glaring though is the lack of specific attention to SWM amongst these issues covered under the Health and sanitation department.

b) Organizational structure and Staffing Mayuge has a clear organizational structure right from the Mayor (chairperson LCIII) who is the civic leader through to the town clerk who is the principal township officer to the officers under

each department. However a look table IB on the recommended and existing staff in the Council depicts inadequacy.

Table 1B: Recommended and existing Staff establishment in the Council

Approved Filled Vacant Education Levels

Degree Diploma Certificate Others Mayuge T.C 55 23 32 10 7 5 1

Department 5 2 3 of Health

In the whole council, of the 55 approved staff positions, 23 are filled. Arrangements are underway to recruit a Physical Planner and a Personnel Officer. Looking further at the existing and recommended staff establishment, the department of Health which also handles SWM only has two health assistants at scale U7 as opposed to the five recommended. While these officers are engaged in only supervision as far SWM is concerned (because the SWM services are outsourced), they are still not adequate to cover the whole town. This is also taking cognizance that these same officers are also engaged in health/medical related responsibilities. The Town clerk informed the study that the Council can write to the District Public Service Commission to make an internal advertisement for a driver and even loaders who would be needed once the Council acquires equipment and infrastructure for SWM under the LVWATSAN programme.

c) Budget The Council gets its revenues from local sources including property tax, user fees/charges, urban authority permits, local service tax, local hotel tax amongst others and transfers from central government which include unconditional grant, PAF ( road maintenance), LGMSD, G/Tax compensation, National Agricultural Advisory Services(NAADS) most of which are mainly conditional grants. The transfers from the central government (combined conditional and unconditional) make the biggest percentage being over 80% of total revenue obtained across the three financial years assessed, that is, 2010/2011 to 2012/2013. This shows that the Councils are overly dependent on the Central government for implementation of its programmes.

Table 2B: Summary of Total Council Expenditure Compared to those of Department of Health

Item 2010/2011 2011/2012 2012/2013 Total Council 296.0M 407.5M 416.5M Expenditure

Expenditure of 13.0M 18.2M 13.0M Department of Health % Expenditure 4.4% 4.5% 3.1%

The percentage allocation in the FY 2010/2011 and 2011/2012to the sector/department of health is a paltry 4.4% and 4.5% respectively (see table 2B).This puts it fifth on a list of 8 sectors in terms of expenditure allocation. In the FY 2012/2013 it dropped further to be the sixth position in a list of eight at 3.1%.In 2010/2011 and 2011/2012however, the department gives emphasis and allocates considerable amounts of its financial share to garbage management covering ferrying of garbage, payment of garbage collections and purchase of garbage collection equipment (brooms, gloves, gumboots, spades, wheelbarrows and rakes). It is important that the council considers introduction of a waste charge as waste generators expressed willingness to pay for waste services. This will add to the revenue and may compel the Council to increase allocation of resources for SWM activities.

d) Operations and Operation Schedule The Council has no operational work plan. This could not be obtained from the contractor either. Yet in light of the equipment and infrastructure that the Council will receive under LVWATSAN programme, it needs to develop operational schedules for collection, transportation and disposal activities. This will enable the Council to assess performance and allocate appropriate resources to SWM activities

2.3Infrastructure and Equipment The Council has tendered out waste collection so it has no specific equipment for waste collection. Waste is haphazardly thrown along streets (see plate 1e). The contractor uses his own vehicle. The Council however, received a truck from the District as apart of the government initiative to support the councils with heavy equipment. Though the truck is to be used for Works/ Engineering related activities, at the time of the assessment, it was being used to ferry waste from points of collection to the disposal site. This truck does not have number plates yet and the Council was awaiting direction from the ministry, meaning it has no mandate to decide on the use of the truck in the long run The Council has no permanent disposal site of its own. It has been renting land and so the dumpsite has been changed severally over the years. It pays a rent of 0.6 million per year. It is however in the process of purchasing land where the final disposal site will be located. The proposed site is about 2kms from the centre of town and is surrounded by fertile agricultural land (see plate 2e). It is important for the Council to also as a matter of urgency acquire a yard for storage of its equipment or fence off its compound which can also provide space for vehicle storage. Currently the Council parks at the police station.

Plate 1e: Waste dumped along the street Plate2e: Disposal site next to a fertile farming area

2.4Waste Separation/Sorting, Re-use and Recycling The Town clerk informed the assessment team that there is potential for waste separation and re- use. There are individuals who collect used plastics from the dumpsite. There are also individuals who sort waste at the collection points particularly those near market areas for organic waste which is used as animal feed. Others collect organic waste from the disposal site. Currently the waste is mixed but if it separated, the Clerk says it would be possible to isolate organic waste which makes the biggest percentage and even do composting. Medical institutions also separate their waste. An example is J.K. Pancrass Medical Centre whose bed capacity is 8. It has safety boxes for needles and sharps (see plate 3e) and has constructed a pit in its backyard for general waste. The pit is shallow and is shared with nearby residents posing a health hazard to the surroundings. The study was informed that the LC III Mayuge Health Centre has no incinerator so it was concluded that all the waste is eventually burnt by the individual operators themselves. This presents a need to put up an incinerator that can be used in the Council.

Plate 3e: Safety box for sharps and needles

2.5Public Private Partnership Since the year 2007, the Council involves a private operator in collection and transportation of waste. This was informed by a national requirement which states that any council service whose expenditures are beyond Ugshs one million as a single transaction should be tendered out.

However, the study was informed that the Council has not set out any requirements to be met by the contractor other than just collecting the garbage with a monthly pay of Ugshs 1.5 million. This does not serve to improve the performance of SWM activities neither does it bring out the importance of privatization as an option for service delivery. The contractor has in fact complained of low payments and as a result the response to the last advertisement for contractors for garbage collection was very low (sees profile of contactor below). To be noted also is that public procurement system is controlled at the district level where the finance officer represent the Council at the district. This just shows how limited the Council is in making certain key decisions that would affect SWM.

Profile of Private contractor on Garbage Collection in Mayuge in 2012/2013 The contract involves sweeping, garbage collection and transportation. The contactor is paid quarterly but the fee is Ugshs 1.5 million per month. The Contractor uses a truck which is about 7 tons and has a workforce of 12 workers. Seven of these do sweeping and gather together the waste at collection points. Four of them do the loading of waste to the truck and one is a driver.

There is also an active Multi-stakeholder forum (MSF) constituted under the LVWASTSAN programme that is made up of 15 people, 5 of whom are women.The forum can be very instrumental in sensitizing the community on issues related to SWM. The Town clerk informed the assessment team that it is just the old people who are engaged in waste collection as the youth do not want to take part. There is thus need to sensitize the whole community on individuals role in waste collection and proper disposal. Further such a forum can be used to introduce routine cleanups which are currently missing in the Council. The MSF however needs to be institutionalized so that it remains relevant long after the LVWATSAN programme ends.

Having presented the existing situation of solid waste management in Mayuge town, the next section provides a summary of the capacity assessment that would later guide in the identification of possible interventions for capacity building programme and the development of a more reliable SWM plan.

3.0Capacity Assessment Summary The table below provides a score of the Council from scale 1 to 5 where a score of one signifies low capacity and a score of five shows high capacity.

Table 3B: Summary of Capacity Assessment Area Detailed Evaluation Items 5 - Grade Score Low High 1 2 3 4 5 Legal and Other - Existence of By-laws,Development plan, Institutional performance contracts related to SWM and

Issues of Environmental Committees Departments -Operationalization of the existing legal and charged with policy provisions related to SWM SWM Individual -Level of Knowledge and Technologies on Capacity of SWM (Operations and Maintenance etc.) Staff on SWM -Level of Awareness and Responsibilities of Staff -Communication Skills -Overall Management and Governance level Organizational -Degree of clarification of administrative Capacity of responsibilitiesat the council level Department -Organizational Structure (Coordination charged with capacity, number and category of staff) SWM -Operation and operation schedules -Financial resources(Revenues and Expenditures) -Financial resource allocation for capital programmes and maintenance -Availability of Equipment and Infrastructure Waste -Facilitating separate collection, separation, re- composting, recycling, and re-use) with use/recycling necessary equipment -Policy on re-use/recycling Partnership with -Presence of activities of private sector Private sector -Policy on Private sector involvement -Partnership with private sector

4.0Summary Interventions On legal and institutional issues, the Council scores averagely because; it has a development plan and a bye-law that guides SWM activities. However the operationalization of the provisions particularly in the Bye-law is lacking. The Council needs to buy instead of renting a place for final disposal. It is important that the Council also acquires the other infrastructure and equipment necessary for SWM instead of banking on those of the private contractors. With equipment in place, it would be possible to enforce the law.

The Council would benefit greatly from additional training on knowledge and technologies in operation and maintenance works under SWM. Currently, there is no evidence of this on the ground. While the work on SWM has been outsourced, good knowledge on the same by Council officers would facilitate proper performance of the contractor too. Nevertheless the staff are aware of their responsibilities and have shown good overall management and governance. This

71 was evident especially during the strategic meetings with the Council stakeholders where the offices know the activities of other departments and could respond to answers on the same. The Council however needs to the develop a section/unit that will communicate the Council‟s activities to the public. This the Council can also do by engaging the MSFs as change agents when introducing or implementing new programmes.

The administrative responsibilities have been clearly clarified from the town clerk to the very junior officer. However the Council needs to employ and train more staff particularly on SWM issues. This is in light of the intervention from LVWATSAN to the Council. Such staff would be key in defining operations on SWM and developing operation schedules to guide implementation and assessment of performance of SWM activities. It is clear that the Council has set aside financial resources for SWM as there is the contractor‟s payment. There is however need for the Council to allocate resources for SWM equipment and infrastructure for instance a disposal site. This is to permit proper service provision by the Council who institution that is legally responsible for SWM. Furthermore the Council can introduce a waste charge to boost its revenue kitty and put SWM high on the priority list of services provided by the Council.

There are a lot of activities pointing to waste separation and sorting which includes waste generators selling organic waste to farmers as animal feed and individuals collecting organic waste from the existing dumpsite. The council needs to formulate a policy to promote such activities that lead to reuse-recycling of waste both for economic and environmental benefits to the communities. This can be augmented by providing equipment to facilitate waste separation particularly at collection points.

There is the presence of private sector particularly in waste collection and transportation to the dumpsite. One reason for this situation being the requirement by the government to tender any single service whose expenditure exceeds Ugshs one million. For this to be effective however the Council needs to stipulate clearly the requirements/benchmarks that are to be met by the contractors and the council. This way it is possible to assess whether performance of SWM is on upward trend or the whether the opposite is true. This will also ease payment process which now appears to laden with delays. The Council should also recognize the contribution that MSF can make as change agents under the LWATSAN and to make their efforts last long after the programmes is over, the Council needs to institutionalize the MSF with its local Council structure.

5.0Action Plan for Mayuge Town Council This programme seeks to enhance the capacity of small urban centres along the Lake Victoria region to respond to the current and emerging challenges of solid waste in the 21st Century. To

72 achieve this, a number of critical issues and the relevant action steps are presented in the action plan below. 4B: Action Plan for Mayuge Town Critical Issues Action Steps 1. Organizational structure -Create a section/unit that would look specifically into SWM issues 2. Improving staff capacity -Employ and train more staff on SWM -Operationalize performance contracting as a basis to reward best performance 3. Information Dissemination -Create a unit in the Council to facilitate information exchange -Use MSF as a change agent to implement new programmes -Institutionalize Cleanup programmes as a strategy to eradicate any possible accumulation of waste and further use cleanup forums to create publicity of the council activities and share information. -Develop a plan for Clean-ups and sensitization and conduct them periodically. 4. Increase collection coverage and Improve -Develop a schedule for daily reporting transportation efficiency on areas of waste collection and amounts collected. -Provide collection points and designate them appropriately. -Increase collection facilities according to the designated points and improve on the fleet for transportation from the current one to three -Develop a programme of maintenance for internal fleet -Effect waste collection fee from all areas served 5 Improve on enforcement of By-laws -Employ and train appropriate staff on SWM activities including enforcement -Develop a monitoring schedule for reporting 6. Identify and manage disposal site -Identify and acquire an alternative appropriate site for waste disposal and secure it appropriately. -Train and assign an officer to be in charge of operations at the site -Develop an improved schedule to

record all activities at the site including daily waste deliveries (amounts) and their sources, type of machine and its operating hours at the site, and scavenging activities of different waste streams at the site if there will be any -Introduce waste fee for charging of disposal by private sector. 7. Reduce waste through waste sorting/separation, -Conduct an analysis on waste re-use and recycling composition -Create awareness on the need to sort/separate different waste streams - Identify optimal collection points for separated waste particularly organic -Provide equipment for waste separation -Develop a manual to guide on re-use and recycling of different waste streams -Facilitate marketing of recyclables. 8. Medical Waste -Take inventory of all private medical facilities -Monitor their waste disposal system and enforce penalties for poor practice. 9. Public Private Partnership (PPP) -Institutionalize MSF as one of the PPP outfits -Clearly develop criteria for engagement with private sector and spell out requirements to be met by the private actors 10. Improving on solid waste data -Conduct a solid waste study including composition analysis and institutionalize record keeping for SWM activities. 11. Budget and financial resource allocation -Record and effect waste collection fee in all areas served -Develop capital investment plan for SWM equipment and infrastructure.

3B:BUWAMA, KAYABWE and BUKAKATA- LAMBU These three towns areconsidered as town boards which according to Section 45(b) of the Local Government Act, CAP 243 are urban administrative unit councils. Their management however is dominated by district leadership. Apart from the assistant Town Clerk, the Town Agents and Secretaries, currently most if not all town boards, have no councils and are administered by the Town Board Committees that comprises of the Chief Administrative officers as chairpersons, the District Engineer, District Director of Health Services, District Planner and District Police Commander. The members of the Town Boards Committees are based at the district however decisions made trickle down through local representatives. Nevertheless the LCs are not at liberty to make their own policies even though they have local representations. Consequently, it can be said that the towns are constrained to make decisions on solid waste management (SWM) services. The total population for the three towns as of 2010 comes to 19, 687 people. The assessment exercise was carried out in each of the three towns and therefore the next sections present the cases of each town as each has its own staffing and budget arrangement as well as infrastructure and equipment where present. This section ends with an overall summary of capacity assessment, summary intervention and action plan.

3-1BUWAMA TOWN

1.0 Background Buwama town is found in Buwama Sub County, Mawokota (South) County and Mpigi District. It covers an estimated area of 4km2. Administratively, it is ranked as a Town Board meaning it is not a corporate body neither is it self-accounting. It has no budgetary autonomy. The town has six cells/villages (Buwama-A&B, Mitala Maria A& B, Mbizzinya and Maggale). The estimated population for 2010 stood at 8300 people. The core CBD of the town is surrounded by Mbizzinya Parish; and the rate of urbanization, that is, the annual urban growth rate is estimated at 4.6% owing to its accessibility both for marketing and other utilities. Majority of the people in Buwama are subsistence farmers growing mainly coffee as main cash crop. Solid waste Management is the responsibility of the Council, but with no equipment and the necessary infrastructure, households manage their own waste. While there were no estimates of waste generated, using a capita production of 0.7 kgs/person/day, the estimated waste generation from households can be slightly over 5.8 tons per day. Using Table 1A, the waste generated from other sources comes to 0.86 tons per day giving a total generation of 6.66 tons per day.

2.1Policy and Legislative Framework Buwama Sub-Country has a Development plan to provide a framework of operation for its different planned programmes. However the Sub-County has not developed its own Bye-laws to regulate activities including SWM. Development Plan 2010/11-2014/15 The Sub- County‟s vision is to have a social and economic sustainable development through literacy improvement and a gender participatory approach. In line with the vision is a mission which seeks to ensure social and economic transformation of the community through coordinated delivery of social service. Among its strategic objectives is to improve on health standards by increasing on sanitation and water coverage. In the 2011/2012 work plan the council seeks to protect the environment from indiscriminate disposal of solid waste by: Purchasing 20 refuse bins- 5 bins each year over a span of 5 years , Construction of 4 refuse bankers for storage –One bunker each year beginning 2011/2012 Purchase of land for final disposal- 1 hectare land in the financial year 2012/2013. From the assessment, the sub county has not met the targets of the refuse bins and refuses bunkers, as these were not observed during the field visit. But the County is working on purchasing a disposal site to be used jointly with Kayabwe.

2.2Organizational arrangement a) Committees and Departments Buwama Sub County has not yet been gazetted as an independent unit so it is still under the District Local Government. The Sub-County Council consists of a speaker and a deputy speaker, a number of committees (Executive committee; Finance and Planning Committee; Works, Production and Marketing Committee; Health and education Committee and Production committee). These committees convene regularly to handle sector work plans and evaluation reports. Then there is a Sub-County Chief under whom there is management support team which includes the different sector/department services. This support team comprises of parish chief, Sub county Accountant, Agricultural officer, Assistant Veterinary officer, Health assistant and clinical officer and community development officer. These officers head the different sectors/departments and from the assessment, SWM technically falls under the Health assistants docket.

b) Organizational Structure and Staffing Buwama displays a clear organizational structure within the Sub-County Council. There is however no organizational structure for SWM activities. Furthermore, there is only one officer within the health department who answers to SWM issues in addition to the health concerns within the Sub-county. This is obviously not adequate given the spread of the sub-county, the increasing population and amounts of waste generated. While there is currently no equipment and infrastructure to warrant additional staff, the intervention by LVWATSAN also calls for additional staff to operate and maintain the equipment and infrastructure. There is however Village Health Teams that comprise of volunteers who occasionally assist the Health Assistant particularly on events like the sanitation week which are held every month.

c) Budgets This town relies on its own local revenue and government grants (both conditional and unconditional). Looking at the 2012/2013 budget proposals, the unconditional grant makes the biggest percent contribution at 83% to the revenue kitty, followed by local revenue at 10% and conditional grant at 7%. This shows how the Sub-County is overly dependent on the Central government and the likelihood of this affecting decision made at the local level. The local revenues include those from tendered markets, plan fees, trading licenses, tax stage, forest collection, court fees, community centre, fish permit, development fund, parking fees, local service tax and cattle permits. While these sources look numerous, and the budget reports indicate an increase in local revenues, the requirement to co-fund, a condition for accessing grants still stands as a challenge. Looking at the different sources of local revenue, there is no charge for SWM services. From the study however, there is general willingness amongst waste generators to pay for waste collection, with a household interviewed mentioning Ugshs 1500 per month. This should be explored further by the council to contribute to the local revenue kitty and in turn prioritize SWM activities. On their expenditure lists for the different departments, the department of Health and sanitations has no items on SWM, instead the items listed are

77 medical/or heath related in nature. In the department handling natural resources, there are expenditure figures on World Environment Day, on environment sensitization and on school environment education. The department of Health has received the least allocation at Ugshs 400,000 in the FY 2012/2013 compared to the department of production at Ugshs 330,002,853 which has the highest allocation. But that there is a budget for the department of health, points to the possibility of allocation of resources to SWM issues when these are made part of the budget. The LC III Chairperson actually informed the study that it is possible to do a supplementary budget when need arises.

d) Operation and Operation Schedules Operation schedules are important particularly for assessing performance of the different SWM activities. The Sub-County has no operation schedules except for the monthly sanitation week. With the interventions from LVWATSAN, the Sub-county needs to develop schedules of operation to cover waste collection, transportation and disposal. This way, the Sub-County will be in a position to monitor its SWM activities and know how much resources to allocate to SWM .

2.3Infrastructure and Equipment The Sub-County has no particular equipment and infrastructure for SWM activities. Residents dispose off waste at places of convenience therefore heaps of wastes in the backyard were common sites. The County is however in a process of acquiring a plot for a final disposal site. This has even been included in the budget. SWM activities cannot be undertaken without the necessary equipment and infrastructure. While the Sub-county will benefit from equipment and infrastructure under the LVWATSAN programme, it is important that it gives priority to SWM and seek to obtain additional equipment and infrastructure. It should also budget for the operation and maintenance of the equipment and acquire as a matter of urgency, a yard for the storage of the equipment.

2.4Waste Separation/Sorting, Re-use andRecycling There is evidence of waste separation at individual levels particularly organic waste. This organic waste is also traded in and used for animal feed. Banana leaves are re-used as covers when cooking and these are also sold at the markets. There was no recycling practice observed but the study was informed that there are individuals who collect used mineral water bottles and take to Kampala. Institutions like private medical facilities also separate their waste. One example is Edwaliro Med-Life Health Services with a bed capacity of five. It has a placenta pit for placenta waste. It also has improvised safety container for sharps (see plate 1f)which are taken to a bigger health unit for incineration. There is a pit dug in the backyard for general waste, however this pit is shallow and adjacent to residential units thereby posing immense danger as the waste is left exposed for some days before it is burnt (see plate 2f).

Plate 1f: Safety container for sharps Plate 2f: Shallow pit with medical waste

2.5Public Private Partnership The Sub-County has an active Multi-Stakeholder forum constituted under the LVWATSAN programme. It is made up of 25 members, 6 of whom are female. The chairperson of MSF works with a local radio station within the Sub-County. This already offers a good avenue for information. The MSF can be useful in mobilizing the community on SWM related issues including paying for waste management services and advising the Sub-County on strategic collection points. Such a forum however, needs to be institutionalized within the Council framework for its impacts to last long after the LVWATSAN programme is over.

3-2 KAYABWE TOWN

1.0 Background Kayabwe town is found in Nkozi Sub County, Mawokota County, Mpigi District. Geographical Location: It covers an estimated area of 4km2. Administratively, it is ranked as a Town Board meaning it is not a corporate body neither is it self-accounting. It has no budgetary autonomy. The town has eight cells (Kayabwe, Kasuubo [A, B & C], Kalagala-Kikutuzi, Jandira [A & B] and Lukonge) with it population in 2010 estimated at 4800 people. The core CBD of the town is surrounded by Kayabwe Parish; and the rate of urbanization, that is, the annual urban growth rate according to a rapid preliminary assessment is estimated at 4.6%. The Equator a main tourist attraction is located in the eastern fringes of Kayabwe Parish. Solid waste Management (SWM) in Kayabwe town is the responsibility of Nkozi Sub-County within which Kayabwe falls and an earlier assessment record that the types of solid waste in Kayabwe include: organics, 50%; inorganics, 45%; and debris ash, 5%. There is no waste disposal/ management system in place and a very rudimentary system manned by LC 1 committees collect between 10 to 20% of the waste generated per week but have no demarcated dumping site in the town. Using a capita production of 0.7 kgs/person/day, the estimated waste generation from households can be slightly over 3.4 tons per day. From Table 1A, waste generated from other sources comes to about 0.56 tons per day giving a total generation of 3.96 tons per day.

2.1Policy and Legislative Framework There is a development plan to guide implementation of programmes of the Nkozi Sub County as a whole but there is no Bye-law to regulate activities including those of SWM. Development Plan 2010/2011-2012/2013-The Sub-County‟s mission is to mobilize resources and provide services to empower people to fight poverty, ignorance and diseases. Among the strategic objectives are to: ensure coordinated planning and implementation of development programmes and projects; improve public health by increasing sanitation and water coverage; and mobilize all members of the community to work together to improve the quality of life. These objectives if implemented would contribute greatly to the improvement of solid waste management. There is already evidence of community involvement in clean up exercises but that is the only notable evidence as relates to SWM. Community mobilization is done by the Village Health Teams who carryout home visits during immunization and home improvement campaigns.

2.2Organizational Arrangements a) Committees and Departments Nkozi Sub-County under which Kayabwe parish falls has a political wing and two sectoral committees which are the Finance and Production committee and the general purpose committee. It is the general purpose committee that could discuss issues of SWM. Membership in the committees also includes the technical persons like the Health assistant who is answerable for SWM issues. There is the technical wing headed by the Senior Assistant secretary who oversees the different departments/sectors that carry the day to day activities of the Sub-county.

b) Organizational structure and Staffing Nkozi Sub-county has a clear organizational structure from the top officers including senior assistant secretary to the officers within sections. However there is no organizational structure that captures SWM issues. There is one health inspector for Nkozi Sub-county whose scope covers Kayabwe town. The Inspector has a background knowledge in Health science and is a masters degree holder. This presents a good opportunity to effect training. One Heath inspector however is not adequate given the intervention of equipment and infrastructure that Kayabwe is going to receive under the LVWATSAN programme. There is need for the Sub-County to consider employing more staff including drivers, supervisors and disposal site attendant. Currently the inspector is assisted by parish chiefs who also look into SWM within their different parishes. Prisoners are also used to transport waste to identified areas for dumping.

c) Budget Nkozi Sub-County under which Kayabwe falls gets its revenue from Central government as well as local sources. The local sources include trading licenses, tendered markets, bid documents, fisheries permits, bill boards, development tax and building plans fees, local service tax, Taxi park. Estimates for FY 2010/2011 indicate that a big percentage is from the central government transfers at 63% while that from local sources makes up the remaining 37%. An assessment of three financial years from 2010/2011 to 2012/2013 shows that the total revenue has been increasing over the years. Expenditures have also increased over the years. A look at the total expenditures of the Council against those of the Health and Environment department charged with SWM issues, shows that the percentage expenditure allocation is just 1.11% over the years (see Table 1C).

Table 1C: Total Council Expenditures against Those of Department of Health and Environment Expenditures 2010/2011 2011/2012 2012/2013 Total for the Council 225,887,574 237,223,952 248, 754,775 For Department of 2,510,000 2,635,500 2,767,275 Health and Environment

% expenditure 1.11% 1.11% 1.11%

Of the eight departments/sectors, the department of Health and Environment receives the least allocation after the department of Gender and Community services. Further a look at an itemized expenditure budget of the department of Health and Environment shows the following (see Table 2C):

Table 2C: Itemized Budget for Department of Health and Environment Particulars 2010/2011 2011/2012 2012/2013 HIV activities 300,000 315,000 330,750 Training on 300,000 315,000 330,750 environment Garbage collection 1, 200,000 1, 260,000 1, 323, 000 Health Assistance 360,000 378,000 396,900 allowance Training on Hygiene 300,000 315,000 330, 750 Fuel 50,000 52,500 55, 125 Total 2, 510,000 2,635,000 2, 767, 275

It is clear, that if the budgets estimated was or is actualized, then garbage collection takes the biggest share of the allocation to the department. However the assessment did not observe any infrastructure or equipment on SWM. The only notable activity were clean ups which are conducted periodically. From the list of local sources of revenue mentioned earlier, it is clear that the Council does not charge for waste collection; however it has developed an inventory of business operators within each parish including the amounts of money that each business operator pays as license. This could offer a good avenue for the Council to consider introduction of a waste charge as part of these licenses. It would also be very helpful if the Council can build and maintain budgets for operations for different parishes within its jurisdiction. This will help to set aside funds for operation and maintenance of equipment which are specifically for Kayabwe town.

d) Operation and Operation Schedules There are no operation schedules apart from the Sanitation weeks which are held annually on a rotational basis. During the sanitation week, clean-ups are done including slashing, sweeping, checking sanitary accommodation, hand washing and sharing information. There are also general clean-ups which are held on a weekly basis (Thursdays or Saturdays). In light of the equipment and infrastructure from LVWATSAN, there is need for Kayabwe to develop operational schedules for street sweeping, for waste collection and transportation and for disposal activities. This will help to assess performance and allocate resources accordingly.

2.3Infrastructure and Equipment The Sub-county of Nkozi has no specific equipment or infrastructure on SWM activities except for two bunkers. Individual like shopkeepers and eating houses have their own dustbins which are emptied at certain collection points. The collection points are actually areas of convenience used over time by the residents (see plate 1g).

Plate 1g: Collection point

The Sub-County is in the process of acquiring a disposal site and this has been included in the budget. The study revealed plans to purchase a site which will be used jointly with Buwama Sub- County. While the LVWATSAN programme will give certain equipment and infrastructure to Kayabwe, the Sub-County needs to consider purchasing additional equipment for SWM activities and acquiring a yard for storage of those equipment. This will also call for setting aside resources for the operation and maintenance of the equipment and infrastructure.

2.4Waste Separation/Sorting, Re-use and Recycling There is evidence of some rudimentary waste sorting and separation particularly for organic waste which is estimated to constitute 70% of all the waste generated. The study was informed of individuals picking organic waste from collection points.Organic waste is collected and composted (see plate 2g) showing economic viability of composting at a higher level like neighborhood level. An interview with a market vendor trading in Irish potatoes and bananas revealed that she sells the banana peels at Ugshs 1000 per sack to people who have cattle as it is used for cattle feed. This was also recorded at Nourish Restaurant where organic waste is given to an individual who comes to collect for animal feed.There was evidence of used hard plastic collection near one of the unofficial dumpsites. Nourish restaurant informed the study that used plastic water bottles are given to an individual who uses to repackage juice that she makes and sells locally. The same restaurant sells used serviettes and other paper waste at a cost of Ugshs 500-1000 per sack to a particular individual who comes to collect.

Plate 2g: Composting organic waste

Institutions like private medical facilities in the town also separate their medical waste. A case in point is KisaKyamuka Medical Clinic whose bed capacity is 3. General waste is taken to one of the unofficial dumpsites. Sharps are put into a safety box (see plate 3g) and then transferred to a hospital where they are incinerated. However the facility has no placenta pit and patients carry the placenta waste home.

Plate 3g: Safety box for sharps in KisaKyamuka Medical clinic

2.4 Public Private Partnership There is a Multi-Stakeholder Forum constituted under the LVWATSAN programme which is made up of seven people- 3ladies and 4 men. This forum can be very instrumental in assisting the town to implement SWM activities. Such a forum can be used as change agents to mobilize the communities even on matters of introducing waste charges. They however need to be institutionalized for their relevance to extend even beyond the LVWATSAN programme. There is also a market committee for the main market in Kayabwe which conducts general cleaning within the market area. The committee has a chairman and a secretary and can be instrumental in instituting some of the programmes on SWM like encouraging traders to separate/sort their waste.

3-3 BUKAKATA-LAMBU TOWN

1.0 Background Bukakata- Lambu town is found in Bukakata Sub County, Bukoto East County, and Masaka District.It covers an estimated area of 0.40Km 2. Administratively, it is ranked as a Town Board meaning it is not a corporate body neither is it self-accounting. It has no budgetary autonomy. The town has 4 cells/ villages (Lambu, Kikonoka, Bukibonga and Bukakata). In 2010, the population of the town was estimated at 6587 people with Lambu village having 3700. This population has great commercial and economic influence on the town, and places tremendous pressures on the infrastructure of the town. It is reported that the population in these villages increases when the fishing catch increases. During the peak fishing season (that is, January to March) the day time population doubles; whereas during other time it increases by an estimated 20%. According to a rapid preliminary assessment, the fishing villages and landing sites have become the nexus of urbanization, which is currently estimated at 6.5% in this part of the Lake basin. Solid waste management is the responsibility of the Sub-County; however residents have been managing their own waste. Given the high rate of urbanization, solid waste generation, especially in Lambu, is at critical point and as the populations increase and commercial activities are diversified the capacities of the communities to manage this “municipal operation” will be over- whelmed resulting in a deteriorating environmental situation. Using a per capita generation of 0.7 kg/person/day then the estimated waste generated from households is slightly over 4.6 tons. From Table 1A, waste generated from other sources comes to 0.86 tons per day giving a total waste generation of 5.46 tons per day.

2.0 Existing SWM system This section presents an assessment of the solid waste management situation highlighting the organizational arrangement, infrastructural provisions and public private partnerships.

2.1Organizational Arrangement a) Committees and Departments There is the political wing headed by the LCIII chairperson and members in this political wing include the Councilors. The Council sits for meetings every two months. There is a Town Board Committee whose members include the Senior Assistant Secretary (SAS), Sub-County accountant, District Environment Officer, District Engineer, District physical Urban Planner, Senior Accountant Assistant and Town Agent (Parish Chief). There are Sections/Departments of Works and Technical, Health, Education, Gender and Community and Production. Poor staffing at the district means that the Sub-county does not have a designated Environmental Officer; but rather, the Assistant Community Development Officer (ACDO) is the Environmental Focal Point Officer. Issues of SWM are tackled by a Health assistant who reports monthly in writing to the Sub-County Chief.

b) Organizational Structure and Staff There is one health assistant (HA) who looks into issues of SWM in the whole sub-county. This Health Assistant is a certificate holder in Health issues implying he can be trained further on SWM related issues. The Sub-County is made of 25 villages and therefore the one HA is not adequate to supervise SWM issues given that his scope of work also covers health/medical related issues in the Sub-County. There are no other employed staff under the HA. Instead the HA is assisted from time to time by the Village Health Teams (VHT) who work as volunteers but mostly on health related issues. In Lambu, there is a private company (Mpongo Ltd.) managing a lease arrangement of the beach landing site since 1994. It collects rents from the residents of Lambu. The company is also involved in managing sanitation and SWM which it has done for more than 4 years now. There are public toilets from which the company collects fees. The company has also engaged two of its employees to assist the community on SWM. These two are paid by the company as casual laborers and the manager pointed out that even these two are not adequate. Therefore for Lambu, the HA works with this private company, the Beach Management Committees which has 10 members, VHTs which are six and executives of LC 1. Overall though the individuals in the sub-county manage their own wasteat the individual household level, with the organic matter being used in gardens as manure and mulching material.

c) Budgets The Sub-county relies on central government transfers as well as local sources of revenue which include revenue from landing sites, fish movement permits, annual business licenses and market food handlers certificates. From its total revenues, 35% goes to the district while 25% goes to lower council, meaning the Sub-County is left with 40% to budget for its activities. The HA informed the study that there is no specific budget for SWM. There is no waste charges meted on waste generators though interviews with these generators revealed willingness to pay for SWM services. The LCI chairperson in Lambu informed the study that introduction of waste charges would just require several meetings with stakeholders to come to an agreement. The study takes note of Mpongo Ltd. in Lambu which is already collecting revenue on behalf of the Council and which could be engaged in collecting waste charge as part of rent. Previously Mpongo collected a waste charge of Ugshs 1000 per household per month but this was stopped two years ago due to non-payments and residents were left to manage their own waste.

d) Operation and Operation Schedules There are no operational schedules for the different activities on SWM. However, the LC1 chairperson in Lambu, has organized and set aside Thursdays in every week to be days for clean –up exercises. And just for Lambu alone, 3-4 containers of 3-4 m3 are generated per day. The Mpongo employees who assist the community on SWM, gather the waste in certain collection points and burn the waste at those very points.

2.2Infrastructure and Equipment Thereis no equipment or infrastructure for SWM. As earlier mentioned, residents are managing their own waste using their own arrangements (see plate 1h).Waste is dumped on open grounds of convenience which serve as collection points (see plate 2h). However in Lambu, the LC has two wheel barrows which are no longer being used because of non-payments. There are rudimentary collection points which were decided upon by the LC and the management of Mpongo Ltd. where people are currently disposing off their waste. There is also a beach management group –Kimeza- who has organized their own collection using metal buckets (see plate 3h) that are strategically placed within their premises. Though the Sub-County will receive equipment and infrastructure from LVWATSAN programme, it is important that it acquires additional equipment including a yard for their storage.The sub-county is in the process of acquiring land for disposal from Buganda Land Board who own most of the land in the Sub- County.

Plate 1h: Residents collecting waste using their own means

Plate 2h: Collection point in Lambu Plate 3h : Collection container by Kimeza

2.3Waste Separation/Sorting, Re-use/Recycling Activities of waste collection and re-use were observed particularly in Lambu. An interview with a fish trader/dryer informed the study that he separates the fish scales and intestines which are given to relatives who rear pigs. These are used as food for pigs. The study also observed hard plastic waste collection by the LC1 chairperson in Lambu (see plate 4h) He engages youth occasionally who collect from the surrounding and take it to a certain point. These plastic

87 wasteshowever are just lying there with no further action. The Chairperson informed the study that he is still searching for market for the waste.

Plate 4h: Collection of hard plastic waste in Lambu

Institutions like private medical facilities separate their waste as this type of waste was not observed at the collection points. An interview with one private clinicwhose bed capacity is five revealed that they separate their waste. They have a bin for general waste which they give to a private person to take and empty at the collection points at a fee of 1000. They have a placenta pit for placenta waste and they have safety boxes for needles and syringes which they take to Health Centre IV for incineration once a month. This is plausible as the village is very close to the lake and such waste would negatively impact the usage of the lake waters.

2.4Public Private Partnership Bukakata-Lambu has positively embraced the non-state actors. There is the Mpongo Ltd. which is a private company and which collects revenue on behalf of the Council in Lambu. This is a good example and a potential avenue to formally engage such an actor in waste collection services and charges for the same. There is also a Beach organization called Kimeza in Lambu which has constituted itself with a chairman. The chairman informed the study that they do general cleaning and have 4 collection containers strategically placed in their area of operation. These are taken and emptied at the collection points designated in the village. Such efforts should be encouraged as they complement those of the Council which currently has no equipment for SWM activities. Bukakata has also passed a Council resolution at the District level that recognizes the Multi- Stakeholder forum which was constituted under the LVWATSAN programme. This is a good step as such a forum can remain relevant even after the LVWATSAN programme ends. This forum can play a very important role in sensitizing the community on SWM issues and assisting the Council for instance in siting appropriate collection points

Having presented the existing situation of solid waste management in Buwama, Kayabwe and Bukakata–Lambu towns, the next section provides a summary of the capacity assessment that would later guide in the identification of possible interventions for capacity building programme and the development of a more reliable SWM plan.

3.0 Capacity Assessment Summary for the Three Towns The table below provides a score of the towns from scale 1 to 5 where a score of one signifies low capacity and a score of five shows high capacity.

Table 3C: Summary of Capacity Assessment Area Detailed Evaluation Items 5 - Grade Score Low High 1 2 3 4 5 Legal and Other - Existence of By-laws,Development plan, Institutional performance contracts related to SWM and Issues of Environmental Committees Departments -Operationalization of the existing legal and charged with policy provisions related to SWM SWM Individual -Level of Knowledge and Technologies on Capacity of SWM (Operations and Maintenance etc.) Staff on SWM -Level of Awareness and Responsibilities of Staff -Communication Skills -Overall Management and Governance level Organizational -Degree of clarification of administrative Capacity of responsibilitiesat the council level Department -Organizational Structure (Coordination charged with capacity, number and category of staff) SWM -Operation and operation schedules -Financial resources(Revenues and Expenditures) -Financial resource allocation for capital programmes and maintenance -Availability of Equipment and Infrastructure Waste -Facilitating private activities (composting, separation, re- recycling, re-use) with necessary equipment use/recycling -Policy on re-use/recycling Partnership with -Presence of activities of private sector Private sector -Policy on Private sector involvement -Partnership with private sector

4.0Summary Interventions All the three towns have development plans but have no By-laws to guide activities including those on SWM. In their development plans, for instance that of Buwama, the Sub-county planned to acquire equipment and infrastructure on SWM but these could not be seen during the field visit. Kayabwe has only operationalized the bit on community involvement and this just on Sanitation week where even the village health teams are involved in clean-up exercises. Therefore operationalization of programmes or activities in the development plan is lacking. The Councils need to develop bye-laws that would guide SWM activities and have the same enforced.

On individual capacity of staff on SWM, it was observed that the officers charged with SWM particularly the one in Kayabwe has some level of knowledge and technologies on operation and maintenance of SWM facilities. They have all gone beyond secondary school level in education and therefore could easily be trained to improve their understanding on SWM issues. They are all aware of their responsibilities but could benefit from additional training on communication to enable them communicate their activities particularly to the public. The three towns display some good overall management and governance level, except that they may not make critical decisions in SWM on their own without consulting the district offices.

The three towns except for Kayabwe have no organization capacity for SWM. The emphasis is more on health/medical related matters. They each have one health inspectors who cover a very big scope. Though these inspectors are assisted by village health teams, there is need for the towns to request for empl0yment of additional staff who should be trained on SWM issues. These trained staff will then develop operational schedules to guide implementation of SWM activities and eventual monitoring of performance in SWM. Currently none of the three towns has an operational schedule for SWM except for events like sanitation weeks. Buwama has a budget for the department charged with SWM but the department receives very low priority and even then allocations are for health/medical related issues. Kayabwe even has an itemized budget that shows expenditures on garbage collection but this activity was not evident on the ground except for reports on periodic clean-ups. Bukakata-Lambu has no specific budget that captures SWM issues. The towns need to set aside finances for SWM expenditures and can benefit greatly from progressively introducing a waste charge as part of other existing taxes/fees. The towns need to invest in equipment and infrastructure on SWM as they are first growing towns whose SWM issues are likely to get complex with time. SWM needs to be prioritized with the understanding that it is a visible service whose provision or lack of it greatly shows a town‟s performance.

Waste separation specifically that which is organic in nature was evident in all the three towns. The towns should consider sensitizing the residents on sorting at household level and composting even at a neighborhood level where they can benefit from economy of scales. The towns can also

90 provide collection centres for the recovered waste as part of encouraging reduction of waste that goes to the dumpsite as well as improving the economic status of its residents. This the towns can also do by engaging the MSFs as change agents who can fast- track implementation of such new ventures. A policy that encourages waste re-use and recycling will instill confidence amongst waste generators who wish to practice these.

Private actor involvement was recorded in Bukakata-Lambu. It serves as good example of private sector participation in service provision and this can be formalized and extended to SWM service provision. All the three towns have very active MSFs and Bukakata-Lambu has gone further to have its MSF recognized and passed by a resolution of the Council. This way, the MSFs can remain relevant long after the LVWATSAN programmes lapses.

5.0Action Plan for Buwama, Kayabwe and Bukakata-Lambu Towns This programme seeks to enhance the capacity of small urban centres along the Lake Victoria region to respond to the current and emerging challenges of solid waste in the 21st Century. To achieve this, a number of critical issues and the relevant action steps are presented in the action plan below.

4C: Action Plan for Buwama, Kayabwe and Bukakata-Lambu Towns Critical Issues Action Steps 1. Organizational structure -Create a section/unit that would look specifically into SWM issues 2. Improving staff capacity -Employ and train more staff on SWM -Operationalize performance contracting as a basis to reward best performance 3. Information Dissemination -Use MSF as a change agent to implement new programmes -Institutionalize Cleanup programmes as a strategy to eradicate any possible accumulation of waste and further use cleanup forums to create publicity of the council activities and share information. -Develop a plan for Clean-ups and sensitization and conduct them periodically. 4. Increase collection coverage and Improve -Develop a schedule for daily reporting transportation efficiency on areas of waste collection and amounts collected. -Provide collection points and designate them appropriately. -Acquire collection facilities according to the designated points and vehiclesfor

transportation -Develop a programme of maintenance of the facilities -Introduce a waste collection fee progressively 5 Formulate and enforce Bye-laws -Formulate Bye-laws on SWM activities -Employ and train appropriate staff on SWM activities including enforcement -Develop a monitoring schedule for reporting 6. Identify and manage disposal site -Identify and acquire appropriate site for waste disposal and secure it appropriately. -Train and assign an officer to be in charge of operations at the site -Develop an improved schedule to record all activities at the site including daily waste deliveries (amounts) and their sources, type of machine and its operating hours at the site, and scavenging activities of different waste streams at the site if there will be any -Introduce waste fee for charging of disposal by private sector. 7. Reduce waste through waste sorting/separation, -Conduct an analysis on waste re-use and recycling composition -Create awareness on the need to sort/separate different waste streams - Identify optimal collection points for separated waste particularly organic -Provide equipment for waste separation -Develop a manual to guide on re-use and recycling of different waste streams -Facilitate marketing of recyclables. 8. Medical Waste -Take inventory of all private medical facilities -Monitor their waste disposal system and enforce penalties for poor practice. 9. Public Private Partnership (PPP) -Institutionalize MSF as one of the PPP outfits -Where possible involve private actors in collection and transportation 10. Improving on solid waste data -Conduct a solid waste study including composition analysis and

institutionalize record keeping for SWM activities. 11. Budget and financial resource allocation -Prioritize and budget for SWM activities -Develop capital investment plan for SWM equipment and infrastructure.

OVERALL CONCLUSIONS It is generally concluded that the six towns are in dire need of solid waste management improvement in terms of a number of issues. While the national legislations on SWM appear comprehensive to the extent that they build in the integrative approach to solving SWM problems, these efforts are not in tandem with the practices at the local level. Furthermore the local By-laws exhibit many limitations. They mainly focus on prohibition of generators to illegally dispose of waste and on general provisions for generators to store and prepare wastes for collection. The responsibility to pay for SWM services is not emphasized and enforcement of the By-laws is either lacking or weak. The structuring for SWM services is inadequate and insensitive to the needs of their citizens. The SWM organizational capacities are characterized by inadequate staff most of who do not have the technical knowhow, handle a variety of responsibilities in addition to SWM and in some cases they occupy very low cadres. The SWM services are chronically underfunded, with too few vehicles, poor equipment, and inadequate maintenance. The operations on waste management services are also uncertain, inadequate and lack a redress system. In the absence of a structured collection, transportation and disposal system, where citizens know when these services are to be offered, it results in haphazard and sporadic dumping of waste. Furthermore, these towns lack a public relations offices necessary in communicating and informing of the authorities expectations. It is also difficult for the authorities to assess their performance levels, a situation which would empower them in developing responsive strategies to the existing and future situations in waste management. The operations on collection, transportation and disposal are ad hoc in most cases and based on individuals decisions. This does not create institutional accountability as far SWM services are concerned. There are hardly any containment systems for waste before transportation and the disposal sites of these towns are unsecured, unmanned and in some cases non-existent. There is a significant amount of private sector involvement in SWM activities. It is however overly informal and even in cases where urban authorities have privatized waste collection and transportation, such engagements are not backed by solid legal provisions and even the conditions that would be used in assessing performance of such private actors are not clearly spelt. Engagements with other civil society groups who could be instrumental in among other things, sensitization and awareness creation on SWM are missing. In cases where civil society and other groups are involved with these urban authorities like the Village Health Teams in Uganda, they are not formalized by any policy pronouncement. Activities of waste separation for re-use and recycling are evident in the different towns, signaling the need for these urban authorities to adopt an integrated framework that encourages waste separation for different purposes. Even though medical waste does not directly fall under management of municipal solid waste, there is need for proper coordination in its management since small and private clinics do not have the capacity to establish appropriate treatment facilities for the same. This results in inappropriate disposal (it is burnt in the open, buried or illegally dumped at the disposal site).

There is therefore urgent need to build capacity and conduct trainings in different areas of SWM targeting different actor groups in order to re-orient waste management operations of these towns towards sustainability.

ANNEXES- SECTION 1 Annex A: Lists of Participants in the Assessment

1. ISEBANNIA 1.1 SWM Assessment In Isebania At Kehancha Municipal Hall - 21/08/2012

ITEM NAME ORGANIZATION TELEPHONE 1. Leah Oyake Ombis UN-Habitat 0714-040631 Consultant 2. Laban Onongno CTA-K UN-Habitat 0722722929 3. Rosemary Ochieno LVSWB 0717981362 4. George Agengó LVWSB 0722589782 5. Joseph Gikonyo Un-Habitat 0721218736 6. MosetiSanawaMoseti Municipal Council of 0751509039 Kehancha 7. Liza Kiambi Municipal Council of 0710909386 Kehancha 8. Christine Majale Consultancy Team 0722429999

1.2 SWM Assessment- Debriefing At Border Point Hotel -22/08/2009

ITEM NAME ORGANIZATION TELEPHONE 1. James Oguk Ministry of Public 0726705927 Health 2. MosetiSenawaMoseti Municipal Council of 0751509039 Kehancha-ADM.O 3. Peter Keitany (Town Clerk) Municipal Council of 0721621261 Kehancha 4. Rosemary Ochieno LVSWB-PMU 0717981362 5. Leah Oyake UN-Habitat- 0714040631 Consultant 6. Christine Majale Consultancy Team 0722429999 7. Liza Kiambi Municipal Council of 0710909386 Kehancha-PHO 8. Joseph Gikonyo UN-Habitat 0721218736 9. Tobias Range (Mayor) Municipal Council of 0722263884 Kehancha 10. Laban Onongno CTA-K UN-Habitat 0722722929

2. KEROKA 2.1 SWM Assessment- At Council Hall - 23/08/2012

ITEM NAME/TITLE ORGANIZATION TELEPHONE 1. Cllr Osoro Public Officer- Town 0721324565 Council Keroka 2. JemimahAbuga Internal Audit- Town 0727643850 Council Keroka 3. Joseph Gikonyo UN-Habitat 0721218736 4. ObureCollonelius Works Officer- Town 0728903100 Council Keroka 5. Leah Oyake UN-Habitat Consultant 0714040631 6. Christine Majale Consultancy Team 0722429999 7. Isaac Osano Accountant- Town Council 0733840434 Keroka 8. George Agengo LVWSB 0722589782 9. Rosemary Ochieno LVWSB 0717981363

2.2 SWM Assessment –Keroka Town Hall- Chief Officers Debriefing -24/08/2012

ITEM NAME ORGANIZATION TELEPHONE 1. Richard Rotich Town Clerk- Town Council 0724-922669 Keroka 2. ObureCollonelius Works Officer- Town 0728903100 Council Keroka 3. Isaac Osano Accountant- Town Council 0733840434 Keroka 4. Joseph Gikonyo UN-Habitat 0721218736 5. Christine Majale Consultancy Team 0722429999 6. George Agengo LVWSB 0722589782 7. Laban Onongno CTA-K UN-Habitat 0722722929 8. Cllr. Osoro Public Officer- Town 0721324565 Council Keroka 9. Leah Oyake Un-Habitat Consultant 0714040631

2.3 SWM Assessment- Keroka Town Hall-MSF leaders And MOPHS -24/08/2012

ITEM NAME ORGANIZATION TELEPHONE 1. Vincent Ratemo MSF- Secretary 0726866791 2. Wilfred G.Ngeresa MSF Chairman-Infrastructure 0720295830 3. Joash O. Mogaka D/DPHO Masaba North 0720806505 4. George Agengo LVWSB 0722589782

5. Christine Majale Consultancy Team 0722429999 6. HepsibaMagata MSF-Chairperson Capacity 0710871780 Building 7. Kennedy N. Nyagaka Chief Town-MSF 0713921853 8. Joseph Gikonyo UN-Habitat 0721218736 9. ObureCollonelius Works officer –Keroka Town 0728903100 Council 10. Leah Oyake UN-Habitat Consultant 0714040631

3 KERICHO 3.3 SWM Assessment Meeting At Kericho Municipal Hall - 27/08/2012

ITEM NAME ORGANIZATION TELEPHONE 1. Leah Oyake UN-Habitat 0714040631 Consultant 2. Laban Onongno CTA-K UN- Habitat 0722722929 3. Joseph Gikonyo UN-Habitat 0721218736 4. Christine Majale Consultancy Team 0722429999 5. David Kitur Keicho Municipal Council 6. Charles Terer Kericho Municipal 0724500463 Council 7.

3.2 List Of People Present During A Meeting With MSF -28/08/2012

ITEM NAME ORGANIZATION TELEPHONE 1. Leah Oyake UN-Habitat Consultant 0714040631 2. Laban Onongno CTA-K UN- Habitat 0722722929 3. George Agengo LVSWB-PMU 0722589782 4. Joseph Gikonyo UN-Habitat 0721218736 5. Christine Majale Consultancy Team 0722429999 6. IrineChepngenoSelim Sec. MSF 0728759448 7. Stephen Langat MSF-Chairman 0715812395 Infrastructure 8. Cllr. Philip Kemu MSF- Infrastructure Sec. 0722822202 9. Jonathan K. Maritim Kericho Municipal 071629530 Council

3.3 SWM Assessment –Debriefing At Mayors Palour-28/08/2012

ITEM NAME ORGANIZATION TELEPHONE 1. Cllr KimutaiBett Paul Kericho Municipal Council 0722145408 2. Cllr Kimutai Moses Mayor- Kericho Municipal 0722490644 Council 3. Richard Mutai Kericho Municipal Council 0722633616 4. IrineChepngenoSelim MSF Sec. 0728759448 5. Leah Oyake UN-Habitat Consultant 0717040631 6. Laban Onongno CTA-K UN-Habitat 0722722929 7. Charles Terer Kericho Municipal Council 0724500463 8. DaudiKitur Kericho Municipal Council 0722405364 9. Jonathan K. Maritim Kericho Municipal Council 0716235309 10. George Agengo LVWSB-PMU 0722589782 11. Smith Rop Kericho Municipal Council 0725491342 12. Cllr. Philip K. Kemei Kericho Municipal Council 07228222202 13. Christine Majale Consultancy Team 0722429999 14. Joseph Gikonyo UN-Habitat 0721218736 15. Richard K, Sang KMC- Treasurer 0722118822

Annex B: Service Delivery Charter

100

Annex C: Notice on Indiscriminate Disposal of refuse

101

Annex D: Waste Charges

102

Annex E: Water Bill Showing Waste Charge

103

Annex F: Work Schedule for Disposal Activities

104

ANNEXES- SECTION 2 Annex A: Lists of Participants in the Assessment

1. KAMPALA CITY: Meeting Between UN-Habitat Assessment Team and Project Management Unit Name Title TuryatungaEmmex Senior Engineer Niwamanya Christine Social Scientist Kyomugisha S. Trinah EHS Eng. Nuwamanya Herbert PC LVWATSAN Catherine A Anguee Engineer Leah Oyake UN-Habitat Consultant Laban Onongno CTA-Kenya Kenneth Omara Un-Habitat –National Office

2. BUKAKATA –LAMBU TOWN: Meeting with the Town Stakeholders Name Department Title Phone Contact Leah Oyake UN-Habitat Consultant 254-714040631 Kanyando Isa Bukakata Lambu Sub-County Chief 0782238085 Christine Majale Consultant Team Consultant 254-722429999 Laban Onongno UN-Habitat CTA-Kenya 254-722722929 Kenneth Omara UN-Habitat National Office 0772541378 Ssemwogerere. I MSF Chairman 0776532495 Akbar A. Babu Mpongo Ltd. Area Manager 0752420557 Ntensibie Charles Chairman LC1- Chairman 0776816939 Lambu E. Michael Mpango Office 0782577089 Morato Johnson Health H/W 0752423030 Kwesiga Robert VHT Chairperson 0783102231 Ssimbwa Robert Chairperson LCIII Chairperson 0753193284

3. BUWAMA TOWN : Meeting with the Town Stakeholders Name Department Title Phone Contact Ssemwogere Robert MSF Chairperson 0774307556 Kasonga William LVWATSAN Volunteer 0774890887 Volunteer Leah Oyake UN-Habitat Consultant 254-714040631 Christine Majale Consultancy Team Consultant 254-722429999 Kenneth Omara UN-Habitat National Office 0772541378 Laban Onongno UN-Habitat CTA-Kenya 254-722722929

105

SsendegePonsiano Parish Chief SAS Representative 0758925052 Kasula Frank LCIII-Buwama Chairman 0772960419

4. KAYABWE TOWN: Meeting with Town Stakeholders Name Department Title Phone Contact Kenneth Omara UN-Habitat National Office 0772541378 Laban Onongno UN-Habitat CTA-Kenya 254-722722929 Christine Majale Consultancy Team Consultant 254-722429999 Leah Oyake UN-Habitat Consultant 254-714040631 KyomugishaTrinah DWD/MWE EHS 0782853020 Mwanga N S Nkozi Sub County EHI 0772486667 KawooyaJuma Nkozi Sub County Parish chief 0705577403 Mutaawe Raymond SAS-Nkozi SAS-Nkozi 0702604030 Muzaale Richard Nkozi Sub-County Parish Chief 0775869618 Mbabaali James L. UN-Habitat CTA-Uganda 0782454450 MirembeNoeline LCIII Nkozi Chairperson 0773706500 NasuunaYudaya C/P MSF Councillor 0774965160 Nampeera Harriet Nkozi Sub-County CDO 0772832926 N. Christine Nkozi Sub County SAA 0772936353 Namubiru Rose Parish Chief Parish Chief 0782670514 Administration NakakaRobinah Parish Chief/Admin Parish Chief 0772887012

5. MAYUGE TOWN COUNCIL : Strategic Meeting with Council Stakeholders Name Department Title Tel. Nos. Mukakanya Godfrey Production and Commercial Officer 0782682180 marketing Odoi Patrick Administration Town Agent 0787-616124 Leah Oyake UN-Habitat Consultant 254174040631 Laban Onongno UN-Habitat CTA-Kenya 254722722929 Christine Majale Consultancy Team Consultant 254722429999 James Lumbuye UN-Habitat CTA-Uganda 0782454450 TrinahKyomugisha DWD-MWE EHS 0782853020 Kasala Daniel Mayuge Council Town Clerk 0772446986 Mwisani Fred MSF Chairperson 0782492218 SafinahAddasi Administration 0773812563 LubandiJesca Administration 0782531931 Karazarwe Fred Mayuge Town Council Head of Finance 0772422914 IkobaBasru Mayuge Town Council Chair man 3 0772463631

106

6. NTUNGAMO MUNICIPAL COUNCIL: Meeting with Council Stakeholders Name Department Title Phone Contact Semuguti Shem Ntungamo M.C. Focal Point Office 0702530354 Bunebeziswa E. Uganda Red Cross MSF Chairperson 0772592028 Laban Onongno UN-Habitat CTA-Kenya 254722722929 Christine Majale Consultancy Team Consultant 254722429999 Leah Oyake UN-Habitat Consultant 254174040631 Nameta Moses Ntungamo M.C MH Inspector 0704447742 Elliot Kabangira Radio Ankole Chairman Publicity 0772556634 Mugisha Moses Turwamu Tender Garbage 0701585090/0751- Construction Co. Ltd Collection 585090 Kenneth Omara UN-Habitat National Office 0772541378 Cathy K. Musiime Kyamate Child Project Director 0782413518 Development Centre Kayureeka Jacob Ntungamo M.C. Mayor 0772554950 Denis Egwel Ntungamo M.C Town Clerk 0772358732 Sande H. Ntungamo M.C Procurement Officer 0788707263

107

Annex B: Contact Agreement

108

109

110

Robert Goodwin Unit Leader, Water and Sanitation Urban Basic Services Branch UN-HABITAT PO Box 30030, Nairobi 00100, Kenya Tel: (+254)-207624910 E-mail: [email protected]