Faculty of Management and Commerce

FACULTY OF MANAGEMENT AND COMMERCE

Department of Development Studies

The role of community participation in municipal solid waste management: The case of Likasi municipality in the Democratic Republic of Congo BY

Joelle Mujinga Kabwiza

(Student N⁰: 201614302)

A Dissertation submitted in partial fulfillment of the requirements for the Degree of Master of Commerce in Development Studies

Supervisor: Prof P.B Monyai

Republic of South Africa

CONTENTS

CONTENTS ...... i ABSTRACT ...... iii DECLARATION ...... iv DEDICATION ...... v ACKNOWLEDGEMENT ...... 6 CHAPTER 1: INTRODUCTION ...... 7 1.1 Introduction ...... 7 1.2 Problem Statement ...... 10 1.3 Research questions ...... 12 1.4 Objectives of the Study ...... 12 1.5 Significance of the Study ...... 13 1.6 Delimitation of the Study ...... 14 CHAPTER 2: LITERATURE REVIEW ...... 16 2.1 Introduction ...... 16 2.2 Concepts used in the study ...... 16 2.2.1 Waste ...... 16 2.2.2 Municipal waste ...... 17 2.2.3 Solid waste ...... 18 2.2.4 Solid waste management ...... 18 2.2.5 Community participation ...... 20 2.2.5.1 Community and community participation ...... 20 2.2.5.2 The role of community ...... 21 2.2.5.3 Types of community participation ...... 21 2.3. Conceptual framework ...... 23 2.3.1 Participatory development theory ...... 23 2.4 Environmental education theory ...... 29 CHAPTER 3: METHODOLOGY ...... 32

3.1 Study Area ...... 32 3.1.1 City physiognomy ...... 32 3.1.2 Economic situation of the city of Likasi ...... 33 3.1.3 Some specificities and problems of the city ...... 34 3.1.4 Legal framework that informs waste management in the DRC in general and Likasi in particular ...... 35 3.2 Main services offered by the Likasi municipality ...... 37 3.2.1 Administrative plan ...... 37 3.2.2 Organic structure and functioning of the city of Likasi ...... 38 3.3 Research Methodology ...... 41 3.3.1 Population and sample ...... 42 3.3.2 Data collection ...... 43 3.3.3 Data analysis ...... 44 3.3.4 Ethical considerations ...... 44 3.3.5 Biographical and occupational information of correspondents ...... 45 CHAPTER 4: RESEARCH FINDINGS ...... 50 4.1 Introduction ...... 50 4.2 Interpretation of results...... 50 CHAPTER 5: ANALYSIS ...... 74 5.1 Introduction ...... 74 5.2 Analysis ...... 74 5.3 Recommendations ...... 92 5.4 Conclusion ...... 93 REFERENCES ...... 96 APPENDIX 1: ETHICS CLEARANCE CERTIFICATE ...... 112

ABSTRACT

The way in which the local government delivers services is frequently not in line with the people's expectations as a result of changes caused by technological advancement, resources availability and emerging challenges—arising either internally or externally. The purpose of local administration and governance is to guarantee efficient and effective delivery of service according to the constitution and norms to the people at the grassroots. The government at the local level is very close to the needs of the people. This study is interested in "the role of community participation in solid waste management in Likasi municipality in Katanga DRC ". Likasi seems to have a problem with solid waste management, particularly the collection of waste from households, with the main concern being the lack of community participation in solid waste management. The major objective of this research was to assess the role of community participation in solid waste and the challenges of solid waste management of Likasi municipality. The major challenges that the municipality faces in terms of providing solid waste management is, insufficient resources; including personnel (workers), finances and materials. The community’s attitude to the problem is also a challenge. This study used a critical paradigm which adopted qualitative and quantitative methods to design the research and the data collection which used different survey methods. The collected data was analysed using a statistical software package for social sciences, and a total of 68 households, 2 leading municipal officials and 2 leaders of NGOs were randomly selected for the study. The secondary sources for this study were books and journals. The researcher tried to clarify, in the chapters and sections that make up the framework of this study, whether community participation is key to solid waste management for sustainable development and environmental goals, and if the community of the municipality of Likasi participates in solid waste management. This study is also intended to help the public to understand why their participation in service delivery is necessary for the development of their locality, and to help the community to discover their roles and rights and know how to claim them. Finally, the study recommends community participation in the framework for solid waste management SWM, collaboration between solid waste workers and the community for good collaboration between them in affiliation with Likasi municipality to improve service delivery in waste management. KEY WORDS: PARTICIPATORY DEVELOPMENT, SOLID WASTE MANAGEMENT, DEVELOPMENT DURABLE FOR ENVIRONM

iii

DECLARATION

This dissertation is a presentation of my original research work toward the award of the degree of Masters in Development studies. It contains neither material previously published by another person nor material which had been accepted for the award of any other degree of the university. Wherever contributions of others are involved, every effort is made to indicate this clearly, with due reference to the literature, and acknowledgement of collaborative research and discussions. The work was done under the guidance of Professor Prescilia Monyai at the University of Fort Hare.

Mrs Joell Mujinga Kabwiza 21/04/2020

Candidate (201614302) Signature Date

Certified by:

Professor P.B Monyai ------

Supervisor Signature Date

DEDICATION

This dissertation is dedicated to my lovely husband Dr. Ruffin Mpiana Mutambayi, who has been constant source of support and encouragement during the challenges of graduate school and life. I am truly thankful for having you in my life.

This work is also dedicated to:

 My daughters Gift Nseya Mpiana and Samuely Mwamba Mpiana and their their

understanding of me being busy working when they need me the most.

 My parents, Pastor Samuel Mwamba (late) and Marie Auguistine Nkulu Mwamba

for who have always loved me unconditionally and whose good examples have

taught me to work hard for the things that I aspire to achieve.

 My parents in law, Papa Shambuyi Jean and Mama Mwambuyi Nseya may your

souls rest in eternal peace!

ACKNOWLEDGEMENT

My first thanks go to the Almighty God, without whose provisions and guidance, my participation in this program of stauwould have been futile.

I would like to express my heartfelt gratitude to my supervisor Professor Monyai who read, criticized and provided necessary support and encouragement to accomplish this research.

My special thanks also go out to my family, my in-laws and my friends for their unspeakable support and prayers.

I would like to express the deepest gratitude to my parents, Pastor Samuel Mwamba

(late) and Marie Auguistine Nkulu Mwamba and my family in law especially Papa

Shambuyi Jean (late) and Mama Perpetue Mwambuyi Nseya (late). I would not be who I am today without you all.

I would like to thank my lovely husband, Dr. Ruffin Mpiana Mutambayi, my daughters

Gift Nseya Mpiana and Samuely Mwamba Mpiana. You have been continually supportive of my graduation education.

Finally, my thanks go to my extended family, for the support, prayer, contributions and bearing with me throughout this program of my study.

Last but not least, I am here to say thank you to the faculty of Management and

Commerce, the University of Fort Hare and the Govan Mbeki Research Institute at

UFH for funding my studies.

CHAPTER 1: INTRODUCTION

1.1 Introduction

According to Kimmo (2010: 2), one of the functions of a local government is to effect the improvement of lives and human development of the local people in the community as well as to support their efforts in improving the local conditions. As stated by Amarasinghe (2001: 4), the way in which the local government delivers services is frequently not in line with the people’s expectations with regard to variations in the technology advancement, scientific invention, resource availability and emerging challenges therein either internally or externally. The most important purpose of local administration and governance is to guarantee efficient and effective delivery of service according to the constitution and norms to the people at the grassroots. The government at local level is very close to the needs of the people.

The efficiency with which local government performs its responsibilities depends exclusively on the ability, education and knowledge of the existing institutional structures and organisation (Agunya, 2015: 3). Furthermore, Agunya states that there are relationships that exist between staff enhancement, capacity building and the efficiency of service delivery. Ashley (2017: 1) defines government at the local level as an administration of public properties such as government structures in metropoles or cities in any country. Everett (2015: 24) is of the view that the function of local government is to provide infrastructure to the immediate community according to the potentials that are found in the community. Without a good partnership and community involvement, the local government might find it difficult to address problems of service delivery. Therefore, this study is interested in the municipal solid waste management (MSW) which is described mostly as the non- harmful solid waste from the community that involves routine collection and

conveyance to a processing or disposal site (Puja, 2016: 1). Puja indicates that the

MSW sources include household waste, commercial and institutional corporation waste, as well as waste from industries. Effective waste management requires the participation of the local community as a stakeholder. Manira (2012: 8-9) states that the participation of the community is a vital aspect of managing solid waste because it is a continuous maintenance system; this makes community participation even more important in the management of solid waste disposal. Manira (2012: 9) further explains that the role of community participation in managing solid waste is for the community members to take responsibility for their own health and welfare— individually or as families— so that the people can use their ability to improve the development of the community. Moreover, community participation helps the people to know more about their community conditions and inspires them to solve their own problems. This makes them an agent of their own development instead of being receiving beneficiaries of development aid (Manira, 2012: 9).

The co-operation of residents in solid waste management is important at two levels, namely: the individual level and group level (Sonwabo, 2009: 1). At the individual level, community participation in the management of waste is usually characterised by depositing refuse in appropriate plastic bags or bins and separating the recyclables from non-biodegradable materials in the household. It is also a way of picking up waste around the house and taking it to waste points; it is the smallest recognised activity waste picking or scavenging. At the group level, community participation can be in the form of organised meetings, creating awareness, campaigns, and strategies on waste management improvement; consultation with local authorities for better decision-making as well as involvement in waste projects and drain cleaning (Sonwabo, 2009: 1).

The study will make use of two participations. The thirst one is the interactive participation that explains, people participate in joint analysis, development of action, or strengthening of local institution institutions. The second is the self-mobilisation in wich people participate by making independent initiatives to change systems. They develop contacts with external institutions for resources and the technical advice they need, but retain control over how resources are used (admin 2018: 2). The researchers chose these two forms of participation because they are relevant to the study.

Eschool (2015: 1) states that since the industrial revolution, waste has been a major environmental concern in the world. Solid waste, mostly, is any form of garbage or rubbish within the house and community such as old car tyres, newspapers, broken furniture, and food waste such as a non-liquid food waste. Eschool further states that all around the world communities have different ways of handling their waste; some common approaches to managing the waste include scrapyards, landfills and recycling. Some communities engage in waste reduction, prevention and control which aim at decreasing waste production at first instance. Some other communities also participate in hazardous waste disposal programs such as waste-to-energy plants (Eschool, 2015: 1).

Longondjo (2010: 266) observes that the challenges in managing solid waste in the

DRC are not only about the extent of population growth but also about the weaknesses and inadequacies in the government institutions in the entire country.

Therefore, this study is an attempt to explore local government’s capacity in service delivery particularly in managing solid waste in the DRC, and the contribution that the community can make to solid waste management in partnership with municipal activities. This study identifies the community of Likasi situated in Haut-Katanga

province, in the south-east of the Democratic Republic of Congo, to assess the effectiveness of local government and the contribution that community participation can make to service delivery. Likasi was chosen for its apparent failure to manage solid waste disposal.

1.2 Problem Statement

Likasi municipality in the DRC seems to have a problem with solid waste management, particulalrly the collection of waste from households. Mpind, Abass, and Bazirake (2016: 1) stress that more than fifty years after independence, cities in the DRC still battle with issues relating to high levels of environmental degradation and institutional dysfunctionalities reflected in the inability of municipalities to analyse and improve their waste management performance. Nzalalemba, Dillip and Danny

(2016: 5) explain that the municipal solid waste management system in the cities of the DRC was regulated by the country’s health code over the past few decades; this code was later supported by an interdepartmental decree, which set the standards of protection for urban sanitation in cities of DRC. These policies were intended to contain the spread of endemic diseases and other communicable diseases. The cities of DRC have experienced accelerated environmental deterioration, particularly since 1990s, due to several factors—including civil wars, armed conflicts, and more importantly, the 1991 and 1993 looting that disrupted social, political and economic functioning of the country (Nzalalemba, Dillip, Danny 2016: 9). According to Kongolo

(2015: 1), the environmental problem is a daunting issue in Likasi municipality and is a major concern for the whole population without distinction. Kongolo further argues that solid waste collection remains an ongoing concern that is difficult to handle in

Likasi. The population living in the town of Likasi produces all kinds of waste (i.e. biodegradable and degradable) on a daily basis, the waste collection service is 10

ineffective and inoperative and leads to the accumulation of waste—making the environment unhealthy as a result of the persistence of certain diseases such as malaria and cholera. Unhealthy conditions are among the problems facing Likasi.

On one hand, the population living in the town of Likasi in general produces daily— and massively—all kinds of garbage, while on the other hand the hygiene and environmental services are ineffective and inoperative in the field which leads to the accumulation of waste; making the environment unsuitable while also contributing to the persistence of certain diseases (Nkongolo, 2015: 1). It is also important to note that the solid waste problem in Likasi municipality has increased because of population growth every year from 343,348 thousand people in the year 2008 to an estimated 640,805 thousand people in 2015 (Carte postale de la ville de Likasi,

2015: 10). Waste collection becomes a problem when it is not well managed and it affects drainage channels and gutters; blocks the flow of the sewerage, affects soil drainage—which hinders the growing of crops, and creates an ugly environment.

This may be an important reason for underdevelopment in the society surrounding that area (Jane, 2017: 1). The problem of the poor waste collection is aggravated by the fact that waste collection is seen solely as a municipal problem, with no participation from households in the local community. There is therefore need for knowledge regarding solid waste collection and recycling for the health and wellbeing of the community. It is for the reasons above that Likasi municipality has been selected as a case study in order to identify the solid waste that the community can make.

1.3 Research questions

The research seeks to answer the following questions:

 What is the awareness level regarding community participation in solid waste

management in DRC; particularly in Likasi municipality?

 What are the specific capacity challenges of Likasi municipality regarding

waste management?

 What can be done to build a partnership between the municipality and the

local community in Likasi in solid waste management and refuse removal in

particular?

1.4 Objectives of the Study

The major objective of this research is to assess the role of community participation in solid waste management and the challenges concerning solid waste management facing Likasi municipality.

Specific objectives are to:

 Assess the approaches and strategies of Likasi municipality regarding solid

waste management, and particularly solid waste collection.

 Identify the role of community participation in solid waste management in

partnership with the municipality

 To determine the degree to which community participation contributes to

effective solid waste management.

 Provide recommendations for community participation in affiliation with Likasi

municipality to improve waste management service delivery.

1.5 Significance of the Study

Many studies have been conducted on local government and solid waste management in the DRC in general, but few have focused on the role of community participation in local government waste management in Likasi municipality. For example, (Nkongolo, 2015: 49) worked on the inapplicability of Congolese public policy and its impact on the management of waste in the city of Likasi. In his work, the author argues that lack of waste collection is one of the problems that face Likasi municipality because the environmental policy is not respected, and because of the incapacity of local authorities, and the lack of community participation as a result of lack of understanding of the importance of the relationship between local government and the local community in waste management. Therefore, the study focused mainly on analyzing the policy environment of local government of Likasi municipality. The difference between Nkongolo’s and this study is that while he analysed the environmental policy, this study will describe, analyze and give an understanding of the extent to which the Likasi municipality waste management action, plans, implementation plans, strategies and policies impact the role of community participation in municipal solid waste management in Likasi municipality.

It will contribute towards reaching an understanding of the link between solid waste management and environmental sustainability, and how it may lead to sustainable development. Kumar (2017: 1) defines sustainable development as ‘development that meets the needs of the present without compromising the ability of future generations to meet their own needs’. Therefore, the municipality needs to know that waste management can help community participation to change its focus from

‘efficient removal’ to waste avoidance, minimization and recycling options by prioritizing the objective of sustainable development This study will also give

suggestions and conclusions for decision-making bodies to understand different problems related to solid waste management of Likasi municipality. The study will help the public to understand why their participation in service delivery is necessary for the development of their locality, and it will help the community members to discover their roles and rights and know how to claim them.

1.6 Delimitation of the Study

It is necessary for any scientific work to limit the study field to avoid any equivocation, and it is true that every problem occurs in a given time and space. The field of investigation is Likasi municipality, situated at the Eastern side of Katanga in the DRC. Likasi is a small and very poor municipality. Likasi is a forgotten town, which is rarely visited by the provincial and central authorities because of the size of the country. Likasi faces huge problems with waste because of the inefficiency of service delivery, particularly in waste collection that causes a lack of environmental sustainability. This study covers the period between 2008 and 2016 because it was in the year 2008 that the organic law was promulgated and gave permission for the functioning of local government in DRC. This study focuses only on waste collection management and community participation. The lack of sufficient documentation related to the theme that deals with the same research site; another difficulty was the resistance and reluctance shown by the people because most of the heads of households were working and there was no fix time to reach all of them at the same time and some of them did not want to talk about politics through lack of trust in the researcher that the reasons the questionnaire as used for the households nevertheless, 68 questions was given to 68 households, 63 responses was collected and 5 questionnaires were spoiled. Some respondents did not answer all the questions, researcher give the householders a choice of time concerning the 14

collection of questionnaire and answers. The research findings were reported honestly and there was no manipulation of data in the findings of this study.

Conclusion

This first chapter provides an introduction which gives a general overview of the

Local government’s capacity in service delivery—particularly in managing solid waste, and the importance of community participation in solid waste management. It provides statement of the problem that shows the reasons why Likasi municipality was selected as the case study for this research. One of the major objectives of the study is to assess the role of community participation in solid waste management.

The significance of the study is that it shows the difference between this research and previous research, and finally the delimitation of the study gives a geographical and time context to the study. The next chapter focuses on the literature review performed for the study.

CHAPTER 2: LITERATURE REVIEW

2.1 Introduction

This chapter provides a review of literature consulted in the study. The review consists of information from different studies on solid waste management systems, the role of community participation in waste management in general (and in solid waste in particular), and the theoretical framework in order to give clarity and focus to the research problems. The literature review focuses on the role of community participation in municipal solid waste management— globally, in sub-Saharan Africa, and in the DRC. The key issue here is to examine the role of community participation in municipal solid waste management.

2.2 Concepts used in the study

2.2.1 Waste

Waste is a substance or an object that the person who produced it wants to get rid of. Often waste is only seen in the trash can, and it does not make the community worry, but waste is a serious problem for the planet for many reasons. In nature, the concept of waste does not exist because in biological cycles whatever one organism discards becomes a resource for other living beings so that nothing is wasted and everything is transformed. Dead organisms, animal faeces, or plant remains are defined as organic waste and are used as decomposers that transform the waste products of other living beings into precious resources and are therefore very important (Eni, 2013: 1). ENI goes on to say that until the ‘lazy century’, man behaved very much like nature and followed biological cycles. This was particularly clear in farming societies, where due to the lack of resources, everything was used and nothing was thrown away as long as it was useful. In contrast, the current social

and productive models produce a great deal of waste in producing consumer goods.

Energy is consumed and useful material is withdrawn from the environment to produce these goods, much is discarded and creates waste. Waste in our society is not only organic, as in the pre-industrial social society, but is also inorganic (as in the case of plastic) and waste often remains in the environment for a long period of time as it is not a source of food for any organism. Communities generate waste during daily activities, and since there are no cleaners that re-use a large part of waste, it therefore accumulates in large quantities. Human beings are trying to find some solutions to this problem (Eni, 2013: 1). Waste can be categorised based according to the material it is made from, such as plastic, paper, glass, metal and organic waste. Categorisation may also be based on its hazard potential which includes: radioactive, flammable, infectious, toxic, or non-toxic substances. Categorisation may also pertain to the origin of waste; such as industrial, domestic, commercial, industrial, domestic, commercial institutional or construction and demolition (Rick,

2017: 2).

2.2.2 Municipal waste

Municipal waste is defined as waste collected and treated by, or for, municipalities. It covers, waste from households, including bulky waste, similar waste from commerce and trade, office buildings, institutions and small business, as well as yard and garden waste, street sweepings, the contents of litter containers, and market cleansing waste (if managed as household waste). This definition excludes waste from municipal sewage networks and treatment, and demolition activities (OECD

2015: 1).

2.2.3 Solid waste

Solid waste refers to the range of garbage arising from animal and human activities that are discarded as unwanted material from industrial, residential and commercial activities in a given area, and may be handled in a variety of ways. As such, landfills are typically classified as sanitary, municipal, construction and demolition, or industrial waste sites. Regardless of the origin, content, or hazard potential, solid waste must be managed systematically to ensure environmental best practices.

(Rick, 2017: 1). Municipal solid waste is trash or garbage—consisting of everyday items people use and throw away, such as grass clippings, furniture, clothing, bottles, food scraps, news-papers, paint, and batteries that come from homes, hospitals and businesses (Epa 2016: 1).

2.2.4 Solid waste management

Solid waste management is the collecting, treating, and disposing of solid material that is discarded because it has served its purpose or is no longer useful. Improper disposal of municipal solid waste can create unsanitary conditions, and these conditions in turn can lead to pollution of the environment and to outbreaks of vector- borne disease— that is, diseases spread by rodents and insects. The task of solid- waste management presents complex technical challenges. They also pose a wide variety of administrative, economic and social problems that must be managed and solved (Jerry, 2018: 1). Some of the objectives and the necessity for policies to manage solid waste include: the need to ensure the protection of the environment through effective waste management measures; to protect the health and wellbeing of people by providing an affordable waste collection service; to grow the contribution that the waste sector makes to the GDP; and to increase the number of jobs within the waste services, recycling and recovery sectors (national waste 18

management strategy, 2010: 1). Additional priorities are to provide safe recycling and disposal options for special wastes that may pose harm to the environment and/ or to public health and safety, conduct household hazardous waste collection activities for residents; to foster the participation and involvement of the general public in solid waste management planning and implementation; to establish an emergency solid waste management plan for disasters; to conduct household hazardous waste collection activities for residents; and to provide recycling opportunities to the public for special wastes including scrap metal, appliances, tires, electronics and other wastes that require special handling (Gary, 2011: 17-19). Solid waste management is a challenge for city authorities in developing countries— mainly due to the increasing generation of waste, the burden posed on the municipal budget as a result of the high costs associated with its management, and the lack of understanding of a diversity of factors that affect the different stages of waste management and linkages necessary to enable the entire handling system to function. (Lilliana & William, 2013: 220).

Solid waste management (SWM) is a major problem for many urban local bodies

(ULBs) in the world; effective SWM is a major challenge in cities with high population density, and achieving sustainable development within a country experiencing rapid population growth and improvements in standards is made more difficult in countries like India and the developing world. Major environmental challenges are associated with inadequate waste collection, transport, treatment and disposal—for example, the current systems in Indian cannot cope with the volumes of waste generated by an increasing urban population, and this impacts on the environment and public health. Although the challenges and barriers are significant, so too are the opportunities (Sunil at al. 2017: 1-3).

2.2.5 Community participation

2.2.5.1 Community and community participation

A community is familiar thread used to bring people together to advocate and support each other in the fight to overcome those threats. Human beings, need a sense of belonging, and that sense of belonging is what connects us to the many relationships they develop (Ideka 2005).

A community is a place where people live together in the form of social organisation and cohesion. Members of a community share various degrees of political, economic, social and cultural interest (Marina, 2012: 8).

Participation is getting involved in, or taking part in, an activity by individuals and groups at all levels (Kamla 2012: 249).

The term ‘community participation’ can be understood as the involvement of people in the process of decision-making. General community participation seeks and facilitates the involvement of those potentially affected by or interested in a decision or in action. The principle of public participation holds that those who are affected by a decision have a right to be involved in the decision-making process and the action.

Public participation implies that the public’s contribution will influence the decision

(Admin, 2018: 1).

Community participation is a way in which individuals or families are responsible for their own health care and well-being in the community. There is a need for them to acquire the capacity for community development because they know more about the problems in the community and how to address them. This gives them the opportunity to become agents of community development instead of just beneficiaries of development aid (Manira 2012: 8-9).

The understanding of the participation in this study follows is that, the study has adopted the participation of Admin that explain the principle of public participation hold that, those who are affected by decision have right to be involved in the decision making process and action in the sometime (Admin 2018: 1). With the title of this work, the community participation in Likasi municipality must be adopted as a main strategy, in which all stakeholders have the opportunity to participate in decision making, that is (i) communication in which communication and ideas are exchanged between local government and community of stakeholders and (ii) community awareness programmes communicate SWM issues and initiatives and communications.

2.2.5.2 The role of community

The role of community is its involvement in the process of decision making; here decisions are those related to planning, political and administrative or any other decisions that are related to the people directly or indirectly (admin: 1). In a democratic region, community plays a vital role for people’s empowerment. The role of community is a part of “people centric” principles, and it is also advanced by the humanist movements and in the context of post-modernism. In this case, it is argued that the community’s first approach can sustain productive and durable change

(Admin, 2018: 3)

2.2.5.3 Types of community participation

Participation can be viewed from different perspectives and there are several types of participation, these include:

 Passive participation: people participate by being told what is going to happen

or has already happened through unilateral announcement by the

administration.

 Participation in information giving: people participate by answering questions

posted by extractive researchers using questionnaire surveys or similar

approaches but do not have the opportunity to influence proceedings.

 Participation by consultation: people participate by being consulted, and

external people listen to views and may modify these in the light of people’s

responses but do not involve the people in the actual decision making.

 Participation for material incentives: people participate by providing resources,

for example labour, in return for other material incentives, yet people have no

stake in prolonging activities when the incentives end.

 Functional participation: people participate by forming groups to meet

predetermined objectives related to the project after major decisions have

been made.

 Interactive participation: people participate in joint analysis, development of

action, or strengthening of local institutions.

 Self-mobilization: people participate by taking independent initiatives to

change systems. They develop contacts with external institutions to change

systems. They develop contacts with external institutions for resources and

the technical advice they need, but retain control over how resources are

used (Admin, 2018: 2).

As explained in the introduction, the study will focus on the interactive participation and self-mobilization.

2.3. Conceptual framework

2.3.1 Participatory development theory Participatory development is a theory that has been used in research and in literature, examples include: Nelson, Nici and Wright, Susan. 1995. Power and

Participatory Development: Theory and Practice. ITDG Publishing. ISBN 978-

1853392412 [Book; Laura A. Linnan, Glorian Sorensen, Graham Colditz, Neil Klar and Karen M. Emmons. 2001. Using Theory to Understand the Multiple

Determinants of Low Participation in Worksite Health Promotion; David Wilcox.2001.

Community participation and empowerment: putting theory into practice.UK.

In this study participatory development theory can be understood as role participation by a community in a project of municipal solid waste management to attain sustainable environment conducive to sustainable development. The success of waste development has been heralded as the tool that is capable of bringing development to the most marginalized of people. Theorists including Robert

Chambers, Mohan Giles, Kristian Stokke, Paulo Freire and Amartya Sen have argued extensively on the importance of including people in the decision that affects their livelihood. This tool of participation has been employed as a means of accomplishing projects that appeal to a large group of people (Akor, 2016: 1).

Aurick (2017: 2) contends that in contemporary development practice, there is a general feeling that the process of development through the implementation of projects and programs will only acquire full meaning if the local population participates fully in their planning and implementation. The concept of community’s participation is not new and cannot be traced to one source. Literature documenting lack of people’s participation in development projects began appearing in the 1970s and represented a reflection of a gradual evolution in the paradigm of development.

Before the paradigm shift, at a macro-level, government and other development agencies had the same attitude towards their population. Development strategies were built around the conception of a preconceived model where the state or any other development agency defined the orientations and the most appropriate actions as well as the way these actions should be led. The paradigm shift resulted from the failure of “top-down” or growth models of development, which did not live up to their expectations, and program interventions. Mulu (2011: 14) states that over the past few decades, participatory community development (PCD) has become one of the important elements in mainstream development thinking. Pioneered by Freire (1973) and Chambers (1983), participation in development was popularized in the 1990s by the United Nations. Today donor organizations such as the Word Bank and the

Australian government’s overseas aid program (AusAID) have embraced participatory development as part of their response to the criticisms of top-down development in developing countries. Most multilateral organizations such as the

United Nations Development program (UNDP), bi-lateral organizations such as the

German Agency for Technical Co-operation (GTZ), non-governmental organizations

(NGOs), and community-based organizations (CBOs) advocate for participatory approaches to development. Finally, Mulu (2011:15) argues that the rationale behind the emergence of participatory-development is the fact that the participation of beneficiary groups does not only take concrete action to identify their needs, but also to strengthen their ability to take concrete action to address them. Having replaced top-down versions of community development, participatory development is currently being applied at multiple levels in diverse sectors of some countries in Africa such as

South Africa. These levels include education and training, healthcare, agriculture, small-business development, and the environment, in both urban and rural

community because it is a process for empowering communities and individuals leads to self-transformation and self-reliance within individuals as well as communities (Mulu, 2011: 15). Joshua (2017: 13-14) contends that participation has become the dominant approach in all development initiatives and is recognized by the World Bank, by acknowledging that a meaningful social change in any development initiative cannot be achieved only by external experts involved in the development processes, irrespective of whether development is taking place in developed or developing countries. This allows development initiative to be able to incorporate local communities as part of the development process without being dominated upon. Joshua (2017: 13-14) continued that the approach is also significant today because it allows people and communities to define and become subjects of their own development rather than becoming objects of technological processes involved in development. However, Joshua (2017: 13-14) explains that the ambitious direction in which the participatory approach strengthens community and citizen participation in development processes is problematic. The approach still faces operational challenges; for example, ‘a potential pitfall of joint decision–making in a group of stakeholders representing diverse social positions, and technical backgrounds is that the power imbalance among actors threatens the integrity of a participatory strategy’ (Joshua, 2017: 13-14).

Participation is operationalised differently depending on the context and field in which it is studied and applied (Aurick, 2017: 6); it has become a popular concern among academics. Participation can be viewed as an end in itself. When focusing on participation as a means to an end, its importance to the goals of projects may be higher in projects that rely much on the dedication and involvement of the locals,

than in those projects in which important but scarce resources are in the hands of few grassroots actors at the local level (Aurick, 2017: 6).

Participation can increase project effectiveness and success by providing local people with the opportunity to think and develop solutions for themselves (Aurick,

2017: 7).

Participation can enhance the goal of sustainability which is an important factor in ensuring long-term development. Sustainability is enhanced through developing local people’s capabilities. It allows local people to dominate the process of agenda setting, information gathering, organizing, analysing and planning of interventions; in this way, participation generates diversity and creativity and allows local people to own and share information, sustaining both the project or program and the participatory process itself (Aurick, 2017: 7). Participation helps to break the mentality of dependency which characterizes much development work and as a result promotes self-awareness and confidence and causes rural people to examine their problems and to think positively about solutions (Aurick, 2017: 7).

Participatory government also poses some disadvantages for the community and for government. For the community, participation may be time consuming (even dull); pointless if the decision is ignored and it is worse still if policy decision is heavily influenced by opposing interest groups (Tim, 2017: 1). For the government the respective process may be time consuming, costly, and may backfire, creating more hostility towards government, a loss of decision-making control, making potentially bad decisions that are politically impossible to ignore, and may result in less budget for implementation of actual projects (Tim, 2015: 1). Tim argued that the proof for the group interest in natural administration is hard to find due to, to some extent, the inborn issues in measuring the accomplishment of ecological strategies that may

take decades to decidedly influence the earth. Considerably more troublesome, maybe, is the possibility of measuring incremental changes in the prosperity of people in general as they turn out to be more occupied with the strategy procedure

(Tim, 2016: 2).

Participation has become the dominant approach in all development initiatives, and is recognized by the World Bank, by acknowledging that a meaningful social change in any development initiative cannot be achieved only by external experts involving in development process. Irrespective of whether development is taking place in developed or developing countries. This approach allows development initiatives to be able to incorporate local communities as part of the development process without being dominated upon. The approach is also significant today because it allows people and communities to define and become subjects of their own development rather than becoming objects of technological process involved in development

(Joshua, 2017: 13-14). Despite the ambitious intention to strengthen community and citizen participation in developmental processes, the approach still faces operational challenges— for example a potential pitfall of joint decision-making in a group of stakeholders representing diverse social positions and technical backgrounds is the power imbalance among actors that threatens the integrity of a participatory strategy

(Joshua, 2017: 14). Joshua, in his study, finds that participants who took part in his research shared in many ways their experiences and understandings of how their municipalities interact with communities. Their different experiences and perspectives of participatory development repeatedly showed the complexity and challenges involved in applying a participatory development approach in a context where there is no clear definition of the concept of participatory development. Joshua asserts that some participants pointed out their anxieties in respect of their

endeavours in engaging with communities that are disenfranchised or are overshadowed by government authority, decision makers, or politicians who, in many cases, decide on what kind of projects they should apply a participatory approach to and to which ones they should not. Joshua continues that while all participants agree that their municipalities employ some participatory strategies to enhance community participation in decision-making, they also recognise that participatory development is still at a rudimentary stage in their municipalities, and that a lot is being done by the municipal administration to fully incorporate participatory approach in all their development initiatives. In addition, the department acknowledged the urgency for their municipalities to create a non-conflictual participatory development approach that could enable collaboration and avoid fragmentation in the way participatory development is coordinated. Joshua explains that the community’s perspectives on participatory development could have a positive bearing on how local government engages with communities because they are the ones constantly faced with issues of development, and also, local knowledge could be vital in complementing theorical knowledge (Joshua, 2017: 38-39).

Participation is important for a healthy representative democracy. Involving citizens in decisions that affect them locally is one way to renew public trust and return credibility and legitimacy to all levels of government. While participation has long been part of the tradition of planning, we continuously need to find new ways to actively engage citizens in decision-making, and part of this process is helping citizens understand the role they can play in deciding their own futures. In other words, citizens come to understand that they have a contribution to make, and therefore become full participants in the process, rather than waiting to see what programs and services they will receive for their tax payments. A carefully

constructed participation program encourages an open exchange of information and ideas (Admin, 2018: 3). The author continues by stating that this requires that planners consider alternate opinions, especially those of under-served or under- represented minority, low income, elderly, and disabled populations. Together the participants establish a collective vision for problems as well as their solutions.

Collaborative problem solving generally can be accomplished with less confrontation and fewer hurdles, since participants understand what opportunities are available and also whatever resources or other constraints must be considered. Involving citizens also assures that the solutions (and possibly some very creative or unconventional solutions) are added to local needs. State planning enabling legislation often provides for public input regarding land use and other decisions

(Admin, 2018: 3). Participation involves the direct involvement—or indirect involvement through representatives— of concerned stakeholders in decision – making about policies, plans or programs in which they have an interest.

Stakeholders are persons, groups or organisations that may influence or otherwise be affected by policy decisions, or who may place a claim on an organization’s or other entity’s attention, resources or outputs. Through community participation, stakeholders may interact with government agencies, political leaders, non-profit organizations, and business organizations that create or implement public policies and programs (Kathryn and John, 2016: 12).

2.4 Environmental education theory

Environmental education is a benefit that is enjoyed by all, irrespective of skin colour and socio-economic standing (Sonwabo 2009: 6). Environmental education aims at orienting citizens and helping the community in developing perceptions and positive

actions towards environmental conservation and protection that facilitates the understanding of the community regarding solid waste management.

In the 1970s, environmental education was defined as a process in which a community is prepared to prevent and solve environmental problems. The need for environmental education as a strategy for an effective environment management has, over the years, been the major discourse in several global and regional conferences on the environment. For instance, the United Nations Conference on the Human Environment (1972), United Nations Environmental Programme

Conference (1977), the Rio-de Janeiro Conference (1992) and the Millennium

Development Goals stressed the need for environmental education. The United

Nations intergovernmental education (1977) identified the following as the objectives of environment education programmes:

 Awareness: to have knowledge of and sensitivity to the environmental

problems and its associated factors;

 Knowledge: to have general possession of information and basic

information about the environment and environmental problems;

 Attitudes: to have an opinion or general feelings about the environment

and the drive to effectively participate in ecological improvement and

security;

 To gain skills to recognize environmental problems and methods of

solving them;

 Participation: to encourage the community to be effectively involved at all

levels in working towards determination of ecological issues (Kamla,

2012: 249).

The ecological training program for environmental education encourages people to play dynamic parts in decreasing, re-utilising and reusing for a solid tomorrow

(SIMCOE, 2014: 2). The strength of the environmental educational framework is that it prepares the community to have knowledge on the importance of collection of solid waste and how to solve environmental problems.

For the purpose of this study, the participatory development theory is used to weigh the benefits and challenges of community participation in urban development planning; and in the environmental policy in Likasi municipality because in communities where participation is encouraged there is a high production of, and sharing of experiences and ideas for better development. Participation gives communities chances to make decisions affecting their development activities.

CHAPTER 3: METHODOLOGY

3.1 Study Area

3.1.1 City physiognomy

The city of Likasi is situated in the Haut-Katanga district, the part of Katanga

Province established when the country’s new constitution was implemented in

February 2009. Likasi is located 120 km from the city of Lubumbashi, capital of the of

Haut-Katanga Province, and about 200 km from Kolwezi, capital of Lualaba District,

150 km from Kipushi, capital of the District of Upper Katanga, about 1,000 km from

Kalemie, capital of the Tanganika District and about 500 km from Kamina, Kamina

District Headquarters. Likasi is one of the cities of the province of Katanga and one of the cities that count as the Democratic Republic of Congo. From 1957 to 1967, the city of Likasi was composed of only two municipalities; since July 1968 the city comprises 4 municipalities:

 Municipality of Likasi where the shopping centre is located;

 Municipality of Kikula situated at 3 km from the shopping centre;

 Municipality of Panda located at 4 km from the mall;

 Municipality of Shituru situated at 3 km from the shopping centre

(Geographical data of the city Likasi, Hall annual report, 2015: 8).

The area of Likasi is 245 km, with the latitude of 111°00’00 '' and the longitude of

26°50'17 "in the end the altitude is limited between 1400 and 1435 meters. The population for the year 2015 is about 640,805 including 2 115 foreigners so the total is 638 690 Congolese living in the town of Likasi. The number of houses in the city is

80 100 houses. The temperature varies from 27 to 29°c during the rainy season and is 32° c during the months of September and October to mid-November of each year and the rainy season is +/- 122 cm rainfall per year. The nature of the soil is sandy- 32

grained, the relief of the soil is accentuated by the mountains and hills with a subsoil rich in mineral substances including cobalt ores (Heterogenite, Carrelette) and copper ores (malachite, cuprite, chrysocolla, chalcopyrite) of gold, semi-precious stones and others (LIKASI Geographic Data, Hall annual report, 2015: 3-5).

3.1.2 Economic situation of the city of Likasi

The city of Likasi’s major economic activity comprises 880 economic operators. Most of the economic operators are involved in mining, commercial, agricultural

(livestock), commercial, craft and hospitality sectors. Other economic operators include the economic activities of state services, financial institutions and several other commercial and small to medium enterprises. It should be noted that the economic situation of the town of Likasi has remained almost calm for a long time.

The closure of some enterprises, and the poor purchasing power resulted in a lack of circulation of money (Archive book of the Town Hall, 2018: 6). Unlike the capital of

Katanga province, Likasi has very few importers among the economic operators; however, there are a number of general retail shops. It should be noted that the city of Likasi has a large number of kindergarten, primary and secondary schools, as well as higher, private and public universities which enable initiators to generate income and the employed population to meet the material and social needs. The health centres, clinics, and polyclinics also in addition to serving the population’s healthcare needs, play a significant role in the economy of the city.

The population confronted by survival difficulties is engaged in agriculture on the outskirts of the city, but it must be noted that food is imported from Zambia by economic operators because the production is insufficient or almost non-existent

(Archive Town Hall book, 2015: 22).

3.1.3 Some specificities and problems of the city

1. Some specificities

The city of Likasi has the following specifities:

 The creation of the commission for waste;

 The city centre amusement park;

 The terminal, central bus stop;

 The Panda museum of minerals; and

 Mount Kalabi named as ill of "Copper Eaters". (Likasi's Hall annual

report, 2015: 11).

2. Some problems

The following are encountered as problems:

 The unemployment of the majority of the population, related to the

bankruptcy of the great societies, as in the case of the Gecamines, SNCC,

Swanepoel, and Saer;

 The closure of the Brassimba and other Mining conglomerates the fall of the

copper price;

 Migratory flow and tribalism that have socioeconomic, and even security

consequences;

 Insufficiency in waste management (logistics, financial and technological);

 Environmental pollution;

 Lack of drinking water (at the base of the recrudescence of hydrofecal

diseases); and

 Higher institutions and universities have several needs (notably in the

library, laboratory, and in terms of north-south inter-university cooperation

(Likasi's Hall annual report 2018, 8).

Table 3.1: Demography of the population of Likasi 2012 Municipalities Number of habitants Likasi 169 165 Kikula 274 004 Panda 36 898 Shituru 26 043 Total 506 110

Source: Likasi Geographical Data (Hall annual report, 2015: 8)

3.1.4 Legal framework that informs waste management in the DRC in general and Likasi in particular

It is noted that the total number of 506 110 inhabitants includes 1 556 foreigners.

Regarding waste management in the city of Likasi, the organic law of 2008 relates

that the organisation of waste management in the city of Likasi is based on the

validity of its practices in the fundamental principles of sustainable development. Of

all the fundamental principles of sustainability, we have retained and apply those

which concern:

 Integral management that is comprehensive and takes into account all the

relationships and interactions between the systems. It is reflected in the

adoption of a transversal (rather than sectoral), multi-stakeholder and

interdisciplinary approach;

 Governance that involves rational approaches to decision making, based on

indicators and evaluations;

 The responsibility is a global and universal commitment which refers to the

individual and local responsibility. It leads to the principle of polluter-pays

which states that the person or entity responsible for pollution and harm are

those who bear the costs;

 Solidarity— which is the notion of recognition of common interests between

person, commune, state, etc., implying for some the moral obligation to serve

others and to assist them (Adolph 2014: 8).

The author further explains that the city of Likasi has a legal aspect concerning the collection of waste, and the implementation of its own legal arsenal on the sanitation of the environment of which some include:

1. Urban Decrees No 210/012 / BM / LKS / 2004 of October 26th, supplementing

the Urban Decree No. 210/011/2004 of October 2004 appointment of the

members of the Urban Commission for the Control of Environmental Pollution.

2. Decision No. 211/001/2005 of 23 September 2005 decreeing the operation

"common proper morning" every Tuesday of the week from 7.30am to 10am

on the whole extent of the community of Likasi. This decision stipulates that

the maintenance concerns all the residential, commercial and other parties, as

well as public servitudes;

3. Urban Decree No. 210/005 / BM / LKS / 2007 of 3 July 2007 on Environmental

Health Measures and the Establishment of the Monitoring Committee. This

Order establishes a general assembly composed of all the active forces of the

city. It establishes the financial contribution of each category of waste and

pollutant collection, and establishes a series of applicable and prohibited

measures for the disposal of waste management.

4. Urban Decree No. 210/012 / BM / LKS / 2008 of 04 July 2008 on the

establishment of an urban sanitation brigade and communal community

health brigades in the town of Likasi (Adolph, 2014: 9-10).

Finally the author gave the types of domestic waste found in the city of Likasi, there are all sorts of waste: solid waste, liquid, gaseous, and organic which are grouped into three major categories:

 Mining waste that consist of slag, dust, washing water washing ores, effluents,

etc.

 Industrial waste consists of scrap iron, metal debris, wood debris from

sawmills and joinery shops, smokes, etc.

 Domestic waste is that which includes food scraps, wash water , old clothes,

buttons, metal, plastics, wood, canes, etc. (Adolph, 2014: 12). The diseases

that cause more mortality in this city are: malaria and acute respiratory

infections (ARI), which are due to the climate that is favourable to the

development of pathogens. Diarrheal diseases, hypertension arterial (HTA),

tuberculosis and HIV are also found (Hall annual report, 2018: 11).

The focus of this research is the role of community participation in municipal solid waste management.

3.2 Main services offered by the Likasi municipality

3.2.1 Administrative plan

The city of Likasi is a decentralised community, which means that it has been given some autonomy to regulate matters of local interest.

But its administrative functions, and its geographical situation differentiate it from other Congolese cities which are all the chief towns of their province and Kinshasa— which is the capital of the country.

The territorial decentralisation of our country is characterised by two systems of central administration that directly manage certain local services; and local authorities that are empowered by the law of autonomy that allows them to fulfil local 37

tasks and to do what the central administration does not provide in terms of certain services.

Likasi, on the other hand, falls under the so-called system of associations. In these systems, most public services at the local level are managed by the local, multipurpose authorities. This system is characterised by a substantial diversity of views between de-concentrated and decentralised organs located at the local level.

Local authorities perform certain tasks autonomously by virtue of the powers devolved upon them by their technical control. This system makes it possible to use the local administrative offices and the offices of the decentralised local administration, as the case may be.

3.2.2 Organic structure and functioning of the city of Likasi

According to the 2015 annual report of the Likasi City Hotel in DR Congo, the administrative structure looks like this: the provinces are divided into districts, the districts are divided into territories, the cities into communes, territories into chieftaincies, chiefdoms into collectivities, communes into blocks, and blocks into avenues. At the end of decree-law No. 081 on territorial organisation and administration of the Congo, and in accordance with article 56, the city includes two organs within it. This is the Town Hall and the urban advisory council.

a. The Mayor is appointed by decree of the President of the Republic for the position of the Minister of Internal Affairs

He is assisted by a Deputy Mayor appointed under the same conditions. The Mayor is placed under the heraldic authority of the governor of the province.

He is both a representative of the governor and local authority. As such, the mayor assumes responsibility for the proper functioning of public service of the State in the city, and the smooth running of the administration of its jurisdiction.

The mayor decides by way of judgment in the share of the decisions.

b. The consultative council of the city

This council is the consultative body of the city that is placed under the Mayor and meets before any decision, notices and suggestions that impact on all managerial matters of local interest before implementation. In addition to the mayors, the urban advisory council is composed of delegates appointed to act as members of the urban advisory council.

Their number may not be less than:

 District and Mayor Commissioners;

 A delegate of the Congolese Business Federation (FEC);

 Delegates from each authorised syndicate;

 Basic Council Delegates; and

 Delegates from civil society—in particular: women's associations (3

delegates), national associations of parents of students and students of the

Congo (ANAPECO), and religious denominations recognised by the central

government.

The structure and function of the city of Likasi can be described as follows: the city is the administrative subdivision of the territory or a moral personality of the public right and the City Council has an organic structure as follows:

1. The Mayor

2. The Deputy Mayor

3. The Mayor's Consultants

4. The Head of Urban Division (CDU)

5. Secretariat

6. The Heads of the first office (receiver) and deal with the cells of the

different services; and

7. The head of the second office which deals with the cells charged with the

different services

Mayor

Deputy Mayor

Urbane Division

Secretariat

1st Office 2nd Office

Unit responsible Accounting for identifying unit

Unit responsible for Unit in charge joint guardianship of staff

Unit responsible Unit in charge of for stewardship Census

Unit responsible for cemetery management

Unit in charge of pensions

Source: Organization and operation of the Town Hall (2015: 2-5)

3.3 Research Methodology

The researcher used the critical paradigm which adopts qualitative and quantitative methods to design the research study in order to examine the realities from a cultural, historical and political stance (Sayed 2013: 260). The critical paradigm tries to emancipate people by changing their social and political situations strings (Sayed

2013: 259). Even critical paradigms have a disadvantage of deliberate political agenda where a researcher might place himself as an ideologue when he should remain objective, dispassionate and disinterested; and this may lead the researcher to introduce political changes with ulterior motives. The use of mixed methods finds its roots in triangulation, which aims to enhance and strengthen research validity and credibility through complementarity, convergence, and dissonance in the findings.

The benefits include increasing confidence in research data, creating innovative ways of understanding a phenomenon, revealing unique findings, challenging or integrating theories, and providing a clear understanding of the problem (Sayed

2013: 261). The mixed method technique that has been chosen for this study is a method that includes gathering, investigation, and incorporation of quantitative (e.g., tests, reviews) and qualitative (e.g., centre gatherings, interviews) (John and Vicki,

2016: 212). By combining both quantitative and qualitative methodologies, the researcher gains better demonstration and validation through the advantage of using the combined strengths of qualitative and quantitative approaches—while making up for the weaknesses of both approaches. It is possible to blend an element of one approach into another to engage in research that represents the best of both world views (Kamel 2017:22). The advantage is the use of several means (methods, data sources, and researchers) to investigate the same event; nevertheless it provides a more complete and comprehensive understanding of the research problem than

either the quantitative or qualitative approach in isolation (Frisk, 2016: 1). 68 questions were given to 68 households, 63 responses were collected and 5 were spoilt. Open interviews were held for the 2 municipalities officials and the 2 NGOs leaders.

3.3.1 Population and sample

In the year 2015, the statistics of standard of living indicated that the study area comprised 238 km area of land with a population of 609 380 people comprising 115

617 men, 130 833 women; 17 1438 boys, and 191 432 girls (Carte postal de la ville de Likasi, 2015: 9). The sample population in this study consisted of household heads in the area, as they are part of the beneficiaries of the waste management that make them a community, and they had full knowledge of all the information required for the study, and they gave reasonable answers.

Stratified random sampling was applied in the selection of respondents. The process of reaching the individual respondents to make up the sample for this study was based on stratified random sampling. Siegel and Fraser (2015: 3) explain the stratified random sampling as a method of sampling that involves breaking down of a population into clusters known as strata. In the sample, each stratum identifies members’ shared attributes or characteristics. Likasi municipality is divided into 22 wards. Comune Kikula has eight wards, comune Likasi has five wards, comune

Panda has five wards, and comune Shituru has four wards. A strategy was developed whereby one ward was chosen from each municipality to make four wards—from which 17 households were selected to make a total of 68 households.

Two officials were included in the target population — one mayor who is the

President of the Urban sanitation Commission, and one official who is the head of the Urban Safety Brigade and responsible for waste management in the municipality; 42

as well as two leaders from Non-Governmental Organisations (NGOs). Each household was given a questionnaire to provide 68 respondents from the selected households. The target population in this research consisted of households who are beneficiaries of waste collection. Semi-structured interviews were used for two municipality officials responsible for delivering the service of waste collection. One councillor is a member of local government council and the head of waste management department. Two NGO leaders were part of the sample to represent views from this sector.

3.3.2 Data collection

The research made use of primary and secondary sources of information. A structured questionnaire survey was used on 17 households selected in each ward of the four wards selected in the Likasi municipality that make 68 households. The survey method was used to capture the perceptions of the respondents in their own words. This gave the researcher the opportunity to gain rich evidence from the heads of the selected households about their involvement in solid waste management.

Questionnaires are defined as a set of questions dealing with some topic used to collect information from individuals (Opre, 2016: 1). It is also a preferred instrument because the respondents will be free to respond sincerely. Semi-structured interviews were used for the two officials from the municipality. 68 questionnaires were given to 68 households; 5 questions were spoilt. The response rate was 90%.

The study made use of published books, journals, research reports, newspaper articles, and the internet and published papers as secondary sources.

3.3.3 Data analysis

The data was collected from different sources by means of surveys, and it was analysed using the Statistical Package for Social Sciences (SPSS). Braun and

Clarke (2006: 79) define data collection as a method of identifying, analysing and reporting patterns with data John & Vicki (2016: 212) state that data analysis is a foundational method of analysis that needs definition and description to solidify qualitative research. Quantitative analysis of data was used in this study because it has closed ended information to measure some aspects of the data such as attitudes, behaviours and performance. The analysis of this data was done statistically using the questionnaire as a data collection instrument. Quantitative data analysis is a systematic approach to investigate numerical data collected and/or to transform raw data that has been collected or observed into numerical data.

Quantitative data analysis enables the researcher to make sense of data collected by organising, summarising, analysing and communicating the interpretation to others by presenting data in the form of tables, graphical displays, and summary statistics (Bryman, 2008: 97-113). Therefore, a set of analytical software assisted with the analysis of quantitative data to turn raw numbers into meaningful data through the application of rational and critical thinking (Dudovskiy, 2011: 1).

Qualitative data was analysed with regard to the literature review and data from documents reviewed.

3.3.4 Ethical considerations

University of Fort Hare is an educational institution that produces a lot of graduates and postgraduates. For postgraduate studies students are required to conduct research projects and dissertations; therefore the university has set up rules, policies and codes of conduct that are related to the research field. All the researchers, 44

students, are to follow the research ethics if the university. As a researcher, I should not breach such rules which include integrity, confidentiality, honesty, competence, legality and respect of the intellectual property. Procedures, methods, results and the collected data for this study will be presented with honesty without any alteration.

The study first sought formal ethical clearance from Govan Mbeki Research and

Development Centre (GMRDC) at The University of Fort Hare, before undertaking data collection on the local authorities. The researcher also sought permission from the manager of Likasi Municipality. A copy of the questionnaire with permission letter was sent to the municipal manager to make it easier for them to understand what information would be required from the municipality and respondents.

3.3.5 Biographical and occupational information of correspondents

This section provides biographical and occupational information of the respondents which entails their age, gender and marital and employment status.

3.3.5.1 Age of the respondents

The age of the respondents is one of the most important characteristics to be considered in understanding their views about the particular problems. A higher age indicates the maturity level of individuals and in that sense age becomes more important when examining the respondent.

The ages of the people interviewed are between 40 and 60 years old. These prove that municipal officials and non-governmental organisations have maturity as a result of their age, and that they find strategies to motivate the community to participate in solid waste management—whatever the problems that may arise in the land at the population level.

3.3.5.2 Gender distribution

The high percentage of 75 observed in the table below is male adults. They are responsible for 25% of the members of NGOs and 25% are women members of

NGOs. In some cities of the country women have no power to rule men.

Table 3.2: Gender distribution

Gender Number Percentage Male 3 75% Female 1 25% Total 4 100%

3.3.5.3 Marital status and education level

With respect to marital status and educational level, the distribution of interviewees is as follows:

1. Marital status The table below is constituted of a single category of living standard. It should be noted that the investigating authorities are made up of married people whose rate is

100%. This percentage is explained by the fact that marriage is also among the requirements to be responsible in any company.

Table 3.3: Marital status distribution

Marital status Number Percentage Single 0 0% Married 4 100% Widow 0 0% Total 4 100%

2. Educational level As noted in the table below, no one is without at least secondary or higher education level. We note here that the highest number is 75% comprised of respondents with a university education, and respondents with a secondary education make up 25%.

This high turnout can be explained by the fact that the whole of the study area is also currently focused on understanding the law in the country, to better meet the needs of the population and to fulfil its task well.

Table 3.4: Educational level distribution

Educational level Number Percentage Primary 0 0% Secondary 1 25% Higher-Education 3 75% Total 4 100%

From the households of Likasi municipality the following distributions will be represented in this study.

1. Age-groups and gender

a. Age of households From this table it is that the highest percentage are young people, 47% of whom are mature enough to be able to fight for their rights of protection and that of their generation to fight against the premature death that ravages the countries of Sub-

Saharan Africa. The distribution between 20-30 years of age gives the average percentage in relation to the young people in the society of responsibility, the next two lines 41-50 and 51-60 have almost the same percentage. In the final13%, the 9 subjects range in age between 61 and 70 years. Percentages were calculated bearing these factors in mind.

Table 3.5: Age-group distribution

Age Number Percentage From 20 to 30 years 10 15% From 31 to 40 years 32 47% From 41 to 50 years 3 %12% From 51 to 60 years 9 13% From 61 to 70years 9 13% 71 years and above 0 0% Total 68 100%

b. Gender of households It is clear from the table below that among the houses surveyed, 37 men and 31 women were all responsible for the houses. This is normal because the cleanliness of the city is a concern for everyone.

Table 3.6: Gender of households’ distribution

Gender Number Percentage Male 37 54% Female 31 46% Total 68 100%

2. Marital status and education level

a. Marital status of households As observed in table below, the investigator will interview households using the percentages displayed below.

Table 3.7: Households’ marital status distribution Marital status Number Percentage Single 11 16% Married 45 66% Widowed 12 18% Total 68 100%

b. Educational level of households In this survey, the composition of 20 high-school homes and 48 higher education households were taken into account. The education levels were taken into account regarding comprehension of questions and answers in the survey's population. The answers suggest that people understand and want to control the development of the environment.

Table 3.8: Households’ educational level distribution Educational level Number Percentage Primary 0 0% Secondary 20 29% Higher education 48 71% Total 68 100%

Conclusion

The purpose of this chapter was to give an overview of the methodology used in data collection. The study used questionnaires to different respondents. Structured surveys in the form of questionnaires were given to the 68 households selected (17 in each of the 4 wards) because they are beneficiaries of the waste collection services, and members of the community. Semi structured interviews were used for the 2 municipal officials as well as the 2 leaders of non-governmental organisations responsible for waste management in Likasi municipality. The research observed all professional principles of conduct by acting to enhance respondents’ well-being, respecting the rights of respondents, and taking responsibility to ensure that applicants could feel free to respond to the questions in the way that they wanted.

As discussed in the earlier-mentioned significance of the study, this research will provide a much needed basis for future research, especially concerning the improvement of the community participation in solid waste management.

CHAPTER 4: RESEARCH FINDINGS

4.1 Introduction

This chapter deals with the analysis and interpretation of the data collected from fieldwork. Interviews and questionnaires were used in order to collect data. In order to collect the information from the surveys, a questionnaire was developed with two types of questions or closed ended questions to 68 households, interview or open ended questions for 2 officials from the municipality and 2 leaders from NGOs, gave the respondent the opportunity to answer freely and the closed questions required yes or no answers. Below are the questions that were addressed to people who were considered in this study as well as their respective answers.

4.2 Interpretation of results

4.2.1 Opinion questions 1.1 For the responsible (Mayor of Likasi municipality, the council member and the 2 officials from NGOs

Q. 1. What are your responsibilities in municipal waste management?

R.1 Interviews with the 2 municipal officials on their responsibilities.

One official, the Mayor is the head of the city of Likasi, is the head of the Sub-

Commission of Urban Sanitation (SCUS), which is the technical body of the

Commission of Urban Sanitation (CUS) whose role is to develop practical strategies for the implementation of decisions of the (CUS); to follow up on the execution of decisions by the Urban Safety Brigade (USB); and to follow the financial prescriptions of the Urban Finance Service; to follow up the implementation of awareness programs implemented by bodies of civil society; and finally, to report to

the CUS on the functioning of the waste management system put in place, and to have proposals endorsed by the USC for its improvement.

One other official is the head of The Urban Safety Brigade (USB) and has the task of managing the city's rubbish dumps. It is divided into two sections: the ‘tengeneza’ mums (street sweepers) and the cantoners (the cleaners of gutters, and collectors of waste accumulated in front of households).

The brigade draws up and implements its plans for the city's waste management activities in strict compliance with the principles and priorities decided by the General

Assembly of the USC, and ultimately manages, on a day to day basis, the material, financial and human resources made available to it by the USC.

Q. 2 Do you have any laws regarding collection, waste management and community participation in solid waste management? If yes which one?

R. 2. According to the Mayor the organisation of waste management in the city of

Likasi is based on and / or finds the validity of its practices in the fundamental principles of sustainable development, complying with the laws hitherto in their possession elaborated by the Democratic Republic of Congo (DRC) in matters of environmental management.

In all the fundamental principles of sustainable development, the researcher retained and applied those concerning:

1. Judicial aspects:

 On a national level The DRC is a signatory of the Rio charter on sustainable development. As a result, many of the legal texts elaborated after the top of the earth Rio take into account the universal preoccupations in this matter on the environment. Some are:

a. The Constitution of 18 February 2006 made a number of environmental

protection provisions in Articles 48, 53, 54, 55 and 123 (paragraphs 3, 13,

15);

b. Law No. 11/009 of 9 July 2011 on the fundamental principles relating to

the protection of the environment (the so-called framework law on the

environment) came in response to the commitments made by the DRC to

Rio in 1992. It serves as a basis for specific laws governing the different

sectors of the environment or having impacts on it;

c. In a sectoral way, the law No. 011/2002 on the forest code will lead to

important environmental reforms in the activities of the farm, so that it does

not harm the environment;

d. Ordinance Law No. 13/001 of 23 February 2013 on the nomenclature of

rights for locals.

 At local level:

The city of Likasi has implemented its own legal arsenal on the sanitation of the environment. These are the following decisions:

a. Urban Decree No 210/012 / BM / LKS / 2004 of 26 October 2004

supplementing Urban Decree No 210/011/2004 of 19 October 2004

appointing the members of the Urban Pollution Control Commission of the

air and soil;

b. Decision n 211/001/2005 of 23 September 2005 decreeing the operation

every Tuesday of the week from 07.30 to

10.00 on the whole of the city of Likasi. This decision stipulates that the

maintenance concerns all the residential, commercial, industrial and other

plots, as well as the public servitude, 52

c. Urban Decree No210 / 005 / BM / LKS / 2007 of 3 July 2007 on

environmental health measures and creation of the Monitoring Committee.

This decree institutes a General Assembly composed of all the active

forces of the city. It lays down a series of applicable prohibition measures

with respect to the disposal of wastes.

d. Urban Decree No. 210/012 / BM / LKS / 2008 of 4 June 2008 establishing

a sanitation brigade and communal brigades of environmental health in

the Likasi municipality.

2. The City's Third Generation Action Plan (PA) developed with the financial

and human support (training) of USAID, in which the third priority of the city is

that of strengthening the system of rubbish management in the urban territory

of Likasi. Q. 3 Institutional aspects with the example of the DRC which had set

up institutions to take charge of the implementation of the various laws on the

environment especially the Committee of Interministerial Coordination, the

management of sustainable development, the city of Likasi, by local

legislation aforesaid, the following Institutions are set up:

 Urban Sanitation Commission (USC). It presides over the mayor of

the city, second PA The president of the FEC (First vice president

responsible for finances) and the urban coordinator of the

Environment (Second vice president responsible for technical matters

of Urban Brigade of Sanitation (UBS)). Taking into account the

fundamental principles of sustainable development referred to above,

the General Assembly of the USC consists of all the vital forces of the

city— namely: the leaders of all the districts of the city, the economic

operators, mining, State and private societies, state services revenue

generators and technical ones, the School of Military engineering,

non-governmental organizations (NGOs), the banks, civil society, etc.

 The Urban Technical Sub-Commission of Salubrity (UTS) is the

data sheet body of USC and has as its role:

 To develop practical strategies for the intelligent

implementation of the decisions of the USC;

 To monitor the execution of the decisions of the USC by

the urban Brigade of Sanitation (UBS);

 Tengeneza Moms (street sweepers) and Cantoniers. This brigade is under the intelligence of the UTS to which it makes monthly account. It has the task of everyday management of waste in the city of Likasi.

Q. 3 Do you have sufficient resources (human, material and financial) that facilitate garbage collection in all houses in the city?

Table 4.1: Sufficient resources (human, material and financial) for waste management?

Responses Number Percentage Yes 0 0% No 2 100% Total 2 100%

The interview with the Mayor shows that there was insufficiency of resources for waste management. Human societies create spaces according to norms, intentions and possibilities. These spaces are the focus of the city’s campaigns. Indeed, urban waste poses a very serious environmental problem for developing countries.

It is necessary to put health and social welfare at the heart of the process of sustainable development, and the management of waste in general in the city of

Likasi must be the primary concern of all the population without distinction. Everyone

is aware that domestic garbage removal is perceived as the most "municipal" of urban services and that a part of any local leader’s credibility is based on the results he gets in this area. However, with rapid urban growth, the organisation and financing of rubbish management are increasingly difficult to solve for the municipality.

The sanitary commission of the city has some resources that allow it to carry out waste management at least in some parts of the municipality of Likasi. The infrastructure is composed of three types, namely: human, material and financial resources.

Q. 5 Human resources

The city of Likasi currently has an urban safety squad of 122 officers comprising of

45 road menders, 65 Moms Tengeneza and 12 drivers. The gardeners take care of all the actions concerning the cleaning of the gutters, the maintenance of the parks, including going with the tracks for collection operation of waste accumulated in the transit depot.

‘Mums Tengeneza’ take care of the cleaning (sweeping) of the urban road (road, verge and servitude) of the town centre of Likasi. Given the amount of work to be done, and the area to be covered (the area of the city of Likasi), the current operational workforce is insufficient. The ideal would be to add a workforce of 60 road menders to leave 30 men on the communes of Kikula because of the large area, 17 men on Panda, 13 men in Shituru and the remaining 45 in Likasi in general.

This addition would bring the total number of staff to 182.

Q. 6 Material resources

The city of Likasi has the following operational equipment that it puts at the disposal of the USC for the management of domestic waste of the city:

Table 4.2 Material resources

Material resources Number Likely consumption Backhoe 1 20 litres per hour machine Loader 1 25 litres per hour machine Tata Tipper van 4 25 litres per 100 km Garbage truck 2 14 litres per 60 km Dump truck 2 20 litres per hour machine Waste bikes 4 2 litres per day

Source: waste management report in the city of Likasi (2015:15)

Under the leadership of his Excellency the Government of Katanga, Tata trucks with a load capacity of 20 tons each were purchased and made available to the Likasi

City Council in 2013 by the mining companies working in Likasi; the bouncer trucks and the other machines listed above were granted to the Town Hall by the provincial government of Katanga in 2012. Truck and trailer are enormously insufficient to allow efficient organisation of collection and transport of domestic waste in a city of more than 500.000 inhabitants, and where the existence of 20 schools, educational institutions and commercial schools have to be served. The education levels were taken into account regarding comprehension of questions and answers in the survey's population. The answers suggest that people understand and want to control the development of the environment

In addition to these transport materials, Likasi Town Hall has distributed garbage cans to the downtown commuters to facilitate pre-waste collection operations in the city centre. These two types of metal and plastic bins are located under the verandas of the stores while in the other municipalities there are no garbage cans in public places.

Q. 7 Financial resources

The financial resources that the town of Likasi once made available to the USC are those that came from the voluntary and concerted contributions of all the stakeholders of organisations as set out in the local law creating the USC.

Today the city has an official and legal tax called ‘sanitation and garbage collection tax’ (Ordonnance-law No. 13/001 of 23 February 2013). This tax is taxable to the entire population.

Thus, in its policy of management of domestic waste through the USC, the City of

Likasi implemented this tax across the board— including submitting all layers of the population living in its jurisdiction to the payment of fees needed to allow the USC to operate. Apart from the economic operators, the household was taken as a basic unit of the population.

Table 4.3: Distribution of the rates of the waste tax by category of taxpayers

TAXPAYER Category Number Monthly rate Amount to be covered Economic operators Category A 42 160 6720 Category B 56 80 4480 Category C 28 40 1120 Category D 334 20 6680 Subtotal 460 19000 Household Kikula Type city 49800 500 Fc 24900000 Fc Panda Type city 7300 500 Fc 3650000 Fc Shituru Type city 800 500 Fc 400000 Fc Likasi Type city 15700 500 Fc 7850000 Fc 16600 1000 Fc 1660000 Fc Subtotal 90200 53400000 Fc Grand Total 90660 70880000 Fc

Source: waste management report in the city of Likasi (2014: 17)

It should be noted that all these amounts have been estimated downward by not taking into account the small traders of neighbourhoods, forex dealers, and this also causes the lack of financial means.

Table 4.4: Expenses are estimated and distributed as follows

Category Number Rate Total Personnel Gardeners and Mums Tengeneza 110 100.000 11 000 000 Drivers 12 150.000 1 800 000 Subtotal 122 12 800 000 Sanitation operations 58 080 000 Grand Total 70 880 000

Source: waste management report in the city of Likasi (2014: 17)

The table above shows that the city lacks the financial average sufficient even to pay the few workers engaged in sanitation. Remediation (the action of stopping environmental damage) operations include expenses such as the purchase of fuel and lubricants, maintenance and upkeep of vehicles and equipment, the purchase of equipment and other equipment appropriate for operations. It must be recognized that it will take time for people of the Likasi municipality to adapt themselves to the mobilisation of the revenues related to this tax and this constitutes a major cause of the struggle in the sense that for decades, tax for the removal of waste did not exist in the Congolese legislation.

Q. 8 Work strategies for waste management

R. 8. The research indicated that the municipality has strategies for work management. Strategies or action is the most important element in management. It helps to capitalize on the time, energy and resources needed to achieve fixed goals.

In the case of the management of domestic waste in the city of Likasi, the strategy implemented by the urban sanitation commission is that of the "network of transit depositories". This strategy takes into account all the resources listed above, as well as the sustainability principles in complying with laws as discussed above

(concerning integrated management, governance, responsibility, subsidiarity and

solidarity on the legal and Institutional aspects). Does not African wisdom say that you can kill a snake only with the baton in your hand?

The fixed overall goal of the municipality of Likasi is zero wild dumpsites across the entire city. Achieving this objective will allow for a significant reduction in household waste accumulating near households and controlled and efficient management of the official dumps (transit dumps) of neighbourhoods. From the point of view of the elimination of domestic waste, this strategy has adopted a three-fold approach which is summarised in the Figure below. Figure 1 shows that in the strategy of transit dump system, there are three important links namely: the pre-collection area, the waste collection area and the final storage area.

Figure1: Links between the channels in the stream of Likasi municipality

(Source: waste management report in Likasi municipality 2014: 18)

Consolidation and Storage and Collect and Pre-collect transfer point treatment (Final (Transit dump) transport dumping)

Spontaneous Serviced axes high neighborhoods standing neighborhoods

Urbane Area Out of residential Area

Q. 9 The pre-waste collection area

This area is located between the households and the transit depots, it is a place where the community disposes of waste without the consent of the municipality.

Generally, it concerns the urban areas where the accessibility for trucks is very weak

(spontaneous neighbourhoods) and in those with high degree of low construction

(poverty).

In this zone, the sector of waste collection is ensured by pre-collectors organised in a micro-company and / or working alone (Example: someone who is working alone in a small shop, by obligation of the municipality, who organises himself to clean and collect waste and put it together in a specific area in the town, and sign the paper just for him to continue with his job to provide food). The financing of waste disposal at this level is carried out by the households. Cart, bike and carry are the most popular modes of transportation (see fig. 2 below).

At this level, the intervention of the state through the Urban Committee of Sanitation

(UCS), is located in the garbage and the rental of transitory store rooms. However, to fight against small illegal deposits in this area, the Urban Health Brigade carries out removing missions to collect rubbish bags left there by the clandestine pre-collectors and deposits them at the grouping for waste.

Figure 2: The pre-collectors using the cart and the portage (Source: waste management report in the city of Likasi 2014: 19)

Q. 10The waste collection area

This zone is located in i urban spaces that are very accessible to the trucks. It is in these spaces that are located at the points of grouping and transfer of waste called of transit dump. The table below gives the details.

Table 4.5: Distribution of transit dumps to Likasi municipality (it is places where municipal waste truck will deposit their waste prior to loading into larger vehicles.

Municipality District Transit depositors

Kikula Musumba Museba Ground Kalipopo Binamet Ground Ngarangaze Kampemba Saint Kizito Okito Laic Kyubo ISPT Kimbangu Nkolomoni E. Lwanga Kaponona Tshatshi Nkanona Stade Mwanangwa Subtotal 10 Mission Marlinza Kampumpi Route Kampumpi SNCC Foyer Social Kitabataba Marche Bazano Route Rufagari La Niche Av. du Rail Subto tal 6 61

Panda Kiwele Creche Malaika Muchanga Av. Mecanicien/temoin Kakontwe Mpandamayi Kamilopa Shituru Buluo Kilima Kipulande Nguya Subtotal 2

Source: waste management report in the city of Likasi (2014:19) It should be noted that in the town of Likasi, there is only one large permanent depot on the Kolwezi road.

Q. 11 How is the current situation of waste since 2008?

R. 11 The current situation since 2008 is very low.

Q. 12 Types and composition of domestic waste

R. 12 At Likasi, all kinds of waste: solid, liquid, gaseous and organic are produced but these types of waste can be divided into two major categories, namely, mining waste, and domestic waste. Mining waste consists of dust, mineral washing water, etc. Industrial wastes are made of iron, metal debris, wood debris from sawmills and carpentry workshops, smoke, etc. Domestic wastes are those which include the remains of food, the water of washing, the remains of clothes etc.

Q. 13. How is the community's participation in municipal solid waste?

R. 13. In the interview with the president of the urban sanitation commission, it is revealed that community participation as in all cities of poor countries in general, and the DRC in particular, the population of the city of Likasi does not have a good waste management culture. The fact is that this population does not sort out its trimmings,

but only evacuates them from their homes to throw them on public roads, in public places, in parks and other green spaces, in gutters and in public places and streams.

The participation of the community in solid waste management is very poor because the waste is not even sorted before it is discarded.

This practice creates complications in waste management by the municipality; like:

 Creations of wild dumps scattered anarchically in the urban fabric;

 Destruction of sanitation networks and deterioration of roads;

 The ugliness of the urban landscape.

This behaviour of the population is at the base of the persistence of epidemics of cholera and fever and typhoid fever, as well as waterborne diseases and malaria which are the causes of the most deaths in the population.

Figure 3: Wild dumps on the green space (A) and on the edge of the avenue.

The question is why the population is resistant to a change. First, it is thought that one of the main obstacles to behavioral change is the "ignorance" of the population about good hygiene practices and the relationship between hygiene and health. The issue is if this "ignorance" is real, the experts are as responsible regarding hygiene practices of the population but sometimes there is too much distance between the experts and the population. The experts consider the population to be ignorant and

the population considers the experts to be ignorant because they are disconnected from each other because the experts focus too much on theory and administration without considering whether the population is included or understands the significance of their decisions and opinions.

On the other hand, the population seems to adhere in terms of determinants, which at the same time recognize cultural, social and economic contrasts and without opportunities, most often in a context of widespread poverty, a situation those experts and policymakers do not always understand. For example, technical experts talk about the information-education-communication triad and the need to get the message out to the public. But in fact, the information is not necessarily understood and, in total, there is not necessarily education by the municipality or communication between municipality and community that will help the population to understand and give their contribution as a participation of a community.

Q. 12. What are the domestic waste management systems?

R. 12.The system of management of domestic waste was set up from 2007 by the

Urban Committee of Health (UCH) which is always improved and applied by the

Urban Sanitation Brigade (USB). It is a shared management system that puts all actors together and everyone before its responsibilities. This system is based on the existing interrelationship between the actors (legal and natural persons) and the available resources (material, human and financial) around a common, realistic and realizable strategy. These actors are all those involved in waste management in the city. These include:

 The individuals integrated by an education; these individuals are most often in

a family (set of people related by the marriage or affiliation) or in a household

(set of persons living under the same roof), entities in which most of the

decisions fare taken. It is thus the whole population of the city of Likasi, that is

to say 609,380 inhabitants distributed in 84 352 households which has

increased every year because of the political instability of the country. These

actors and members of the CUS play different but complimentary roles in a

shared management system waste in the city of Likasi.

Q. 13. In your opinion what are the problems related to the participation of the community in the management of solid waste in the city of Likasi?

R.13. The mayor revealed that the participation of community are related to the problems of the density of the population without the culture of waste management, the problems of finance, and the lack of the participation of the community in the municipal solid waste that creates the littering of waste in the city. he outlined some things to be improved so that the participation of the community in municipal solid waste management is real and adequate financial means to gather human and material resources that can facilitate the task of waste management because before the people know how to participate in the management of solid waste management it must first know how to manage waste management in general then know that it must collect these wastes separately even before developing them appropriately.

 Lack of tax culture, of the population.

 Insufficient revenue mobilization strategy by the urban health commission.

 Lack of knowledge about the treatment of waste by the population which

creates the absence of the participation of the community in management of

solid waste management.

 Lack of education on the management of waste especially on the practices

of waste by the population on the eco-citizen practice.

 The need for an effective national waste strategy and environmental

sanitation.

 Absence of the necessary infrastructure for the recycling, the transformation

and the revaluation of waste.

 Insufficient technical knowledge and equipment.

 Poor communication between the population and technicians.

 The ageing of the administrative staff because the country has not been able

to continue the policy of retirement and succession of the authorities and

officials.

 The majority of human resources of all municipalities are at retirement age.

In fact, the Mayor explained that, if the Katanga provincial government finances the waste management operations of the city by making available to the city of Likasi a special automotive truck appropriate for the collection of waste domestic waste, the local government of the city of Likasi, supported by the municipalities, will organise local waste management by integrating the local actors to share their experiences and resources in an efficient operation of the system for the common good.

However, as the World Bank report (2011: 23) states, the new laws of the DRC have given broad powers to local government (LG) and in the context of decentralization, community participation can be real only if:

 Municipal and local elections will be realised in a manner. Local

governments need resources and in terms of human resources, young,

competent, dynamic, enterprising, imaginative, candidates with a vision for the

future are needed.

 LG government authorities must have strong intellectual and moral qualities

in management and governance to educate the population concerning

environmentally sustainable development. However, according to the World

Bank report in their study in the province of Katanga on the under-

qualification of the staff of the administration, the majority of the public

servants do not have secondary education (6 years post-primary) and they

are untouchable because of their attributes. And very few have been to the

university. The workers are not recycling. It should be noted that these staff

members have been trained quickly, and it needs to be considered whether

this training will have a real impact given the age and level of those who

follow it.

 They must also have the financial and material resources necessary for their

development.

The World Bank continues that without these principles one cannot speak of decentralised local authorities. The interviews with the head of the urban sanitation commission and the head of urban sanitation brigade revealed that the collection of household waste was made 2 times a month throughout the city when the laws was set up and the lack of materials the commission of waste collection was field to work normally.

1.2 Interviews with the 2 leaders of the World Vision NGOs

Q. 1. What is your role in waste management?

R.1. The role of World Visions as NGOs is to focus on areas of environmental sanitation including household management by raising awareness in the community on the application of hygiene measures and eco-citizen practices in working together with the civil society.

Q.2. What is the attitude of the population towards your awareness messages?

R.2. The interview with the two leaders of World Vision indicated that the attitudes of the population are shown by their behaviour, because it has difficulties in adhering to these citizen provisions of behavioural change. Despite the awareness campaigns on the application of hygiene measures and eco-citizen practices financed by the urban sanitation commission (USC), there is evidence that the population have difficulties adhering to these citizen dispositions of changed behaviour.

The behaviour of the community, as in all the cities of poor countries in general, in the Likasi municipality, indicates that the population does not have a good culture of waste management. The observation made by the World Bank is that this population does not sort out its waste, only evacuates it from its home to throw it on the public places and the parks and other spaces, in the gutters and in the streams.

Danny et al. (2016: 43-45), explain that the cause of the environmental problems of waste management have been compounded by a lack of power and lack of community participation, and it can be solved if NGOs, public-private and stakeholders participation operation will be effective that will lead to the rehabilitation of solid waste management (SWM) infrastructure in the cities of the DRC in general, which may transform the SW to resources, consequently reducing the disposal of wastes in the water courses and poor suburbs in the cities of the DRC. Danny et al.

(2015: 273) argued that municipality must realise that they cannot deliver on all urban promises in the absence of NGOs and the private sectors. There is a need therefore, for the local authority to foster partnerships with not only other formal operations, but also with the informal sector which includes those individuals scavenging for solid waste and consider what can attract the community to give itself to the collection of waste and recycle as a technique of waste management, because

scavenging for solid waste has come to play an important role in contributing to the urban food basket of poor households In a community (Danny et al.2015: 266).

5.2.2 Survey with the households of Likasi municipality

The questions were hand delivered to the households to ensure that they reached the right respondents. The response rate was almost 85%.

Q. 1. How many times a week do you receive the waste collection service from the municipality's waste management department?

Table 4.7 Frequency of refuse collection

Frequency of refuse collection Responses Percentage Once a week 2 35% Twice a week 0 0%

None 39 65% Total 68 100%

The high percentage is 65%; i.e. 44 responses compared to the 35%; 24 show that they have never had the collection of waste from their wild dumps, while 35% percent responded that they never receive the harvest even once a week, that way they have their wild dumps. These data show that there is no normal waste collection process performed by the municipality, and the privileged community is that of households situated in the city centre and the houses near the city centre because the Town Hall is located in the city centre of Likasi.

Q. 2. Do you have specific locations for waste disposal?

4. 18Collection point Responses Percentage

Yes 63 100% Total 63 100%

100% (change percentage) of the surveys, i.e. 68 surveys represent the household interviewed show that there are places planned by the state in different places very far from homes in the municipalities where the population is asked to deposit the waste. The lack of means of transport, refuse disposal bags and education lead people to not use the allocated dumping sites; hence this creates wild-dumps.

Investigations also confirm that the population dispose of the waste according to their will and do not respect the decision of the state. This way of acting is irresponsible and this way of behaving cannot contribute positively to sustainable environmental goals of the city. It also violates health regulations and results in the persistence of epidemics such as cholera, malaria, typhoid fever which are a major cause of premature deaths especially for children. Disposing of all forms of waste must be done in an acceptable manner and at a place identified by the state.

Households do not have the right to dispose of waste according to their desire.

Q. 3. As a community, what is the level of participation on the solid waste management of your municipality?

Participation Responses Percentage Good 0 0% Mediocre 63 100% Total 68

The high percentage of the population, i.e. of the population surveyed, confirms that the community's participation in solid waste management is mediocre because of the lack of collaboration between the municipality and the community, the lack of means to buy plastic refuse bags to collect waste, lack of transport to carry waste away, lack of adherence of authorities in terms of the fixed programs of collection of waste, the abusive behaviour of the waste management workers in the community. Only some street children pass through the plots to collect the water flakes and sell them to the

mothers who sell the palm oil (yellow oil) in the steps of the city to provide for their needs. However, the participation of the community in solid waste management can be low when there is lack of disciplinary measures from the local government authorities to the people and lack of education concerning waste management.

Q. 4 Are you satisfied with waste collection by the municipality?

Feeling Responses Percentage Happy 17 25% Unhappy 46 75% Total 68 100%

It can be seen from these figures that 75% of survey respondents are not satisfied with the fact that the collection service was only once a week in one part of the city and that other municipalities do not even receive this service in the city. According to the respondents, the problem of epidemic diseases persists because of the lack of a good policy of waste management in the city. The 25% or 17 correspondents confirms that they are satisfied within the fact that before the year 2008 there was no service offered even in the city centre or the Town Hall, but offering this service even once a week shows that if the municipality had sufficient number of material resources, they would carry out their duties correctly. However these 17 respondents are not satisfied with the fact that even those who receive the waste harvesting service do not receive it at their houses; they have to pay someone to transport the waste and bring it to the state's planned dump but these people pay to create wild dumps.

Q.5. Do you have any suggestions for improving the waste collection services of your municipality? Suggestions Responses Percentage Yes 60 88% Abstention 3 12% Total 63 100%

% of households abstained, while 88%% or 60 questionnaires have some suggestions based on their findings:

 That the municipality should create places ready for households for deposit of

waste.

 The municipality must collaborate with the city's departments to also

participate in waste management in their own way.

 The municipality must be able to control the entire city in waste management.

 The municipality must engage young, dynamic and intelligent people to qualify

for the work.

 The municipality must add agents and trash cans in the city and even at street

corners.

 The municipality needs a lot of trucks.

 That the authorities take care of all the municipalities in the same way.

 The population must be educated about waste management and waste

recycling so that it can participate in solid waste management.

 The wild dumps must be eliminated by the municipality.

 Workers who harvest waste must have means of protection.

 Workers who harvest must be kind and polite.

Conclusion

This chapter discussed the presentation, analysis and discussion of the research results. The results suggest that most of the respondents are unhappy about waste 72

management in the municipality. Moreover the research approach, the studied population, the sample and sampling strategy were mentioned in this chapter. The instruments for data collection were also discussed as well as their statistical analysis. The ethical considerations of the study were also discussed. The chapter also presents the background information on social characteristics; the process of solid waste management; the level of participation and attitudes relating to the participation in solid waste management. The chapter presents information on household’s type of wastes and methods of disposal; the research presents the strategies of involving the efficacy of solid waste management and challenges facing the MSWM of Likasi municipality; the chapter also outlines the respondents’ suggestions on how to increase the number of community participation in the municipality of Likasi’s solid waste management.

CHAPTER 5: ANALYSIS

5.1 Introduction

This chapter of the study is a discussion of the findings of the study regarding community participation in solid waste management in Likasi municipality. It will also provide a review of the findings and recommendations and essential conclusions.

The major objective is to determine the degree of community participation in solid waste management in the city and to give some suggestions.

5.2 Analysis

1. The major objective of the study

The major objective of this study was to assess the role of the community participation in solid waste management in Likasi municipality.

The level of the participation of the community in solid waste management is very low, and many residents have no activity in the process of solid waste management and the collection of the waste is not done properly by the community. The high percentage of the population, i.e. 100% of the population surveyed, confirms that the community's participation in solid waste management is mediocre because of the lack of collaboration of the municipality and the community, a lack of means to buy plastic refuse bags to collect waste, lack of transport to carry out waste, lack of fidelity of authorities on the respects of the fixed programs of collection design waste, lack of education on the solid waste management, lack of kindness during the time of campaign made by municipality expects. Only some street children pass through the plots to collect the water flakes and sell them to the mothers who sell the palm oil

(yellow oil) in the steps of the city to provide for their needs.

However, the community in solid waste management can also be stubborn and disobedient and lack disciplinary measures, lack of education and power by the authorities.

The interview with the two leaders of World Vision (WV NGOs) indicated that the attitude of the population is shown by its behaviour, and the community is not ready to participate in solid waste management, because it has difficulties to adhere to these citizen provisions of behaviour change. Despite the awareness campaigns on the application of hygiene measures and eco-citizen practices financed by the urban sanitation commission (USC), there is evidence that the population has difficulties adhering to these citizen dispositions of changed behaviour. The leaders of World

Vision continue to state that, in the Likasi municipality, the population does not have a good culture of waste management. The observation made by the municipality officials is that this population does not sort out its waste, only removes it from its home to throw it on the public places and the parks and other spaces where it lands up collecting in the gutters and in the streams.

The findings further revealed that community participation is poor in all cities. The population of the city of Likasi does not have a good waste management culture. The participation of the community is really poor because it does not play its role in the management of solid waste because it does not even have the time to sort the waste. This practice creates complications in waste management by the municipality that include:

 Creations of wild dumps scattered everywhere in the city;

 Destruction of sanitation networks and deterioration of roads;

 The ugliness of the urban landscape;

 To identify the challenges of solid waste management in Likasi municipality.

The challenge for the municipality is that the high density population in households led to the problems of municipal financial insufficiency, too few municipal waste collection trucks, insufficiency of municipal workers. The community project workers to have a easy access to all the households of the town that generally result, municipal solid waste is limited because of high density of population and community participation is not applicable in Likasi municipality because of lack of knowledge, the municipality is not capable to initiate solid waste management (SWM) in the community— also because of misunderstanding between the municipal workers and the community.

Some researchers cited in the literature review chapter, confirm that waste management in general is effective when the municipality works together with the community to attain their goal for sustainable development.

The World Bank (2011: 49), in its report concluded that in some DR Congo cities and also in Likasi the internal management of resources by local government has a lot of weakness resulting in the absence of budget and financial statements (cash book, accounting).

This situation is further aggravated by the lack of control mechanisms of the central government, the province and local government itself. The improvement of the general situation of local government necessitates a real commitment of the central government, the province, the local government and the reinforcement of the support of development partners. The actions to be carried out must focus on the following areas:

 revisit the formula and mechanisms for distributing resource allocations to

local governments, taking into account the geo-geographical dimension and

the demographic weight;

 change the legal arsenal of decentralization, including the laws on public

finance, public service and local government by adopting them;

 strengthen the technical and human capacities of local government, through

the implementation of a national capacity building program;

 To ensure the banking of locals governments, by creating microfinance

structures in locals government; (World Bank, 2011: 49).

Loyde (2015: 98) stated that in any human work many problems arise and disrupt the easy attainment of fixed goals. Thus, waste management is a matter for the urban authority which, by its local legislation, has set up institutions and the municipality of Likasi has the resources that allow it to carry out some of its policies for waste management of the municipality.

Loyde continues that the waste that dominates the city, especially in the corners of the city, is domestic waste and industrial waste. The behaviour of the population regarding the evacuation of waste is the basis of epidemics (cholera and others, malaria) which are the cause of the premature death. The author ends by suggesting to the authorities to create specialised studies on the management and the sorting of the waste, that there is the creation of houses for waste management in a similar way to those concerning safety, in this case each household will then subscribe to a house of your choice (Loide 2015: 98).

Martin Olusegun et al. (2016: 12-13) explain that, a Municipal Solid Waste

Management (MSWM) model is one that integrates multifaceted techniques of waste management to essentially facilitate the efficiency of MSWM in a developing country.

Therefore, the MSWM model to be developed for the DRC should be based on three important dimensions for an efficient solid waste management system for developing localities of the DR Congo. These include: firstly, interest of participants in solid

waste management; the elementary stages of the movement or flow of materials and the characteristics through which the system is analysed should invlove households, services users, NGOs, informal private sector, municipality, ministry and others.

Secondly, the residential approach which involves separation of different solid waste types using three kinds of bin bag (biodegradable, hazardous solid waste and recyclable solid waste) should aid waste collection. There is evidence from the interview that private companies play effective roles in solid waste collection and are able to do so at a lower service cost. Martin at al. state that, in Lubumbashi the capital of Katanga, as in all municipalities in the province of Katanga, urban activities, poverty and weakness of public power aided the proliferation of solid waste

(domestic, industrial, manufacturing, medical, agricultural, sewage, sludge and so on). The lack of environmental education, green spaces, sidewalks, rails…are identified setbacks limiting municipal solid waste management (MSWM). Urgent reforms are required to mobilise more domestic resources; improve public resource management and build administrative capacity; build capacity in terms of service provisions and management of national institutions with directed focus on major infrastructural sector, particularly with a view to improving the population’s quality of life. Reforms are also needed to promote and increase the cooperation between municipality private sectors and NGOs and strengthen internal audit structures as well as those involved in combating corruption, like chief strategy officers who able to promote overall demand of good governance (Martin, Olusegun et all., 2016: 13).

Clement and Danny (2014: 8) state that solid waste management is one of the issues that present a real challenge in the DRC in general. While the solid waste problem is not unique in one city, political instability has exacerbated the problem as a lot of the country’s resources have been diverted into either curbing or propagating

the civil conflict, and as a result of this, the DR Congo is one of the countries in the world with a weak national and local government institutional setup that cannot cope with rapid urban change. The lack of resources and knowledge, coupled with unending civil war has prevented people and institutions from solving urban problems and managing solid waste. These problems have further been compounded by lack of power and lack of community participation in urban management. Despite these challenges, there are solid waste management initiatives that are currently being implemented. Kinshasa is an illustration of some the actors involved in solid waste management in the city of Kinshasa. It important to note that ISWM activities are concurrently operating within the formal waste scheme in many areas of the city, especially in middle income and poor areas where formal waste management is quasi-inexistent. Although DRC is currently experiencing civil war and the city of Kinshasa as other cities of the country are not functioning properly, the finding is that there are several actors who are currently involved in solid waste management. Scavenging has become an alternative source of creating a livelihood.

Nzalalembe (2016: 49) stipulates that, injustice in solid waste management (SWM) is a challenge all over the world; however, it is more prominent in the cities of sub-

Saharan Africa. The scenario in the cities of the DRC is no exception and is likely to become graver if adequate measures are not taken. The cities of DRC are grappling with mounting SW with socio-spatial inequalities in the distribution of waste burdens.

Most of the SWS generated in the cities are disposed of in the poor neighbourhoods, which has made the urban poor residents in Kinshasa live closer to such pollution sources that make them susceptible to various health hazards engendering environmental injustice in the city. With narrow revenue bases, increased civil

conflict and limited technical capacities, even in Kinshasa the capital of the country, the municipal authorities have, thus, been unwilling or unable to effectively deliver an appropriate SWM. The researcher found that SWM in the cities of the DRC like in many sub-Saharan African cities is a responsibility entrusted to public-funded municipal authorities. However, evidence suggests that SWM in Kinshasa is highly driven by issues relating to the political power, economic and social status of the residents in their respective locations of the city. The rich neighbourhoods seem to enjoy the SWM. The other cities in DRC are not doing SWM even in one part of the town because there is no collaboration among government, private companies and

NGOs in SWM that can facilitate the development of more effective and efficient integrated systems and approaches in SWM as evidenced from the cities such as

Kampala and Yaoundé. This development could result in the incorporation of a majority of stakeholders in the decision-making and implementation of a SWM system, and the adoption of technologies and innovative ways of managing SW, which would promote social and environmental justice (EJ) in the cities of DRC in general (Nzalalembe 2016: 50).

2. The specific objective

In terms of the approach of strategies in solid waste management in Likasi municipality, the research found that the municipalities have strategies in place that help to capitalise the time, energy and resources needed to achieve fixed goals. In the case of the management of domestic waste in the city of Likasi, the strategy implemented by the urban sanitation commission is that of the "network of transit depositories". This strategy takes into account all the resources listed above, as well as the sustainability principles in complying with laws as discussed above

(concerning integrated management, governance, responsibility, subsidiarity and

solidarity on the legal and Institutional aspects). Does not African wisdom say that you can kill a snake only with the baton in your hand?

The first step is laying down strategy to encourage the community in planning for public participation is to ensure that there is public input and not merely seeking public buy-in to an already determined outcome. If there is little or no room for public influence over the decision, then public participation is not a reasonable option for the project. Instead, a public information or public relations project appropriate to the needs, timing, and circumstances should be considered (Shereen 2018:2-8).

The participation of the public as individuals is mediocre in Likasi and presents for strategies that can help to build the relationship between the community and the municipality. Community participation is critical for enhancing solid waste management in the municipality of Likasi for sustainable and environmental goals.

Danny et al. (20152:66) states that the local municipality can improve their strategies by taking scavenging for solid waste as a strategy in waste management to improve community participation, because scavenging for solid waste has come to play an important role in contributing to the urban food baskets to poor households in town. It must also be noted that while scavenging for solid waste contributes to the urban food basket and income generation of poor urban households, it also plays an important role in environmental management. Collectors and cleaners usually end up being recycled. Scavengers from all categories are walking in the streets, buying solid waste materials, collecting the recyclable items, solid waste in Kinshasa, cleaning and sweeping the streets and public spaces for a living; without them the situation of solid waste would even be worse (Clement and Danny, 2014: 12).

Moreover, Francis (2015: 23-24) states that participation is ‘the action of partaking’ having or forming a part of an action. It is primarily about the people and

development of their communities or regions. It’s a process where the subjects or the target communities and stakeholders participate in particular way, on the implicit assumption that their participation is a means to some further action, on their part, to bring about specific change. Participation as a concept that came to the lime light as a result of rising advocacy for the end of the top-down strategies to development action. In favour of greater inclusion of the subjects of the development programs, participation is a process and not just a solid product. The concept participation is an important ingredient in development which presents a temptation to force participation at any cost. It is helpful to note that there is an authentic participation, which is described as a result of a bottom-up process of development. Francis explains that, the concept of participation requires clear interpretation and careful comprehension before it is adopted for any given purpose. The different interpretations of the concept of participation can be explained by using the following four terms; collaboration-input-sponsorship, community development, organization, and empowering. These terms represent different orientations in the participation discourse, and the different terms are used to explain the different intentions or purposes for which participation is adopted by the implementers. According Francis, participation can be perceived as a means if it is seen as a method of achieving success in a development programme. Participation is adopted as a catalyst to success of a beneficial undertaking in a community (Francis 2015: 24).

Claivair (2006: 13-15), states that community participation may be broadly defined as the involvement of citizens in governmental decision-making processes. This ranges from being given notice of public hearings to being actively included in decisions making that represents communities. It is generally a process of engaging stakeholders so that those most likely to be impacted by a particular activity can

influence the outcome. Public refers not only to private citizens but institutions, civil society, labour unions, the government, public officials, industrial, agricultural and trade associations, scientific and professional socials, industrial, agricultural and trade associations, scientific and professional societies, environmental, educational and health associations and other minority groups. There are many publics as “the public” is not a monolithic entity and the relevant publics would have to be identified to ensure that their rights are not compromised. Public participation is a dialogue which enables the public to understand and influence decision-making (Claivair

2006: 15). Claivair continues that, it is necessary to establish the public involvement framework and identify participants or stakeholders and determine their legitimacy by social analysis. There is a wide variety of models from which to choose. The one chosen should reflect the public input required. Some models of public participation are given below:

 The Exclusionary Model

 The Confrontational Model

 The Adversarial Model

 The Due Consideration Model

 The Mediation Model

 The Advisory Committee Model

The Mediation Model requires that representatives of groups meet together, often with the aid of a mediator, to present facts and arguments so as to reach an agreement on the ultimate result. The agency may participate in the discussions and attempt to implement agreed solutions. Public participation may be invited at this stage while negotiators meet until agreement is reached. This may be a useful

approach in planning SWPs as the relationship between government and residents is often confrontational.

In the real world, there is not going to be an exact case that accurately represents any particular model. Based on preponderance, the models most detected are the exclusionary and confrontation model tents to reflect current reality (Clavier,

2006:15). Shereen (2018: 1-8) argues that, the success of public participation program is largely determined by how thoroughly and thoughtfully it is planned.

Successful meeting and events are determined by the degree to which an agency effectively commits to and prepares for the entire process, especially creating and providing the information needed by stakeholders and building effective relationships with key stakeholders. There are five key steps in planning process, each of which is discussed below:

Step 1: Organise for participation

 Ensure that public input is possible: the first step in planning for public

participation is to ensure that you are seeking to obtain and use public input

and not merely seeking public buy-in to an already determined outcome. If

there is little or no room for public influence over the decision, then public

participation is not a reasonable option for your project. Instead, you should

consider a public information or public relations project appropriate to your

needs, timing, and circumstances (Shereen 2018: 2-8).

 Ensure that the sponsor agency is committed and able to involve the public:

once it is determined that real participation is your intent, it is important to

engage all levels of the sponsor organization, especially decision-makers, to

understand their willingness to engage the community in the decision or

action, and what the organization is seeking to gain from community

participation (Shereen 2018: 2-8).

 Identify if public input is desired and possible: it is not always possible for the

public to be involved in all major decisions, or in all aspects of any given

decision or action. It is essential for an agency to clarify for itself the specific

issues and questions where public input is desired and where the public can

have influence. The more clearly you articulate the areas for input, the more

meaningful the ultimate input will be (Shereen 2018:2-8)

 Assess and assemble needed skills: a wide variety of skills and experience

are required to plan and implement meaningful public participation,

(communication and facilitation) (Shereen 2018:3-8)

 Identify and commit needed resources: identify the individuals, resources,

organizations, and contractors that you will need to contractors that you will

need to conduct the various facets of community participation and meet your

promise to the public. Identify any training and development that all team

members can plan together and begin developing needed stakeholder

relationships (Shereen 2018:3-8)

You cannot affectively participate with people you do not know. Formal public hearings where agency staff never actually meet or interact with the public often fail because there are simply no relationships upon which to base communication.

Relationships define the ability to fully understand one another and give proper consideration to one another’s needs, issue, and concerns. In designing a public participation program, you need to pay a great deal of attention to know key stakeholders and create the kinds of dialogue spaces necessary to build trust and understanding.

Step 2: Identify and get to know your stakeholders

 Identify the range of stakeholder perspectives that should be involved in your

project: it is important to conduct a situation assessment to understand who

might be impacted, who should be involved, and what concerns they bring to

the process. It is essential that you identify all of the viewpoints and interests

that must be heard to fully participatory process (Shereen 2018: 4-8).

All community participation requires effective communication with

stakeholders. Communication is much more than creating fact sheets or web

sites.

Three key elements of effective communication include:

 Relationship: where you think about all of the stakeholders that should be

working with you as a sponsor agency and should be working with each other.

Use every opportunity to build and should be working with each other. Use

every opportunity to build and strengthen those relationships as you move

through your community participation program. Evaluate if there are other

spoken languages in the community and possible cultural differences

(Shereen 2018: 4-8)

 Information sharing: any community participation project requires good

communication of detailed information. Think about how to create sustainable

vehicles for communicating with your stakeholders and durable locations for

maintaining and sharing information. Train staff to become better

communicators, producing accessible and understandable materials. Create

the king of foundational information about your programs that can be reused

consistently over time (Shereen 2018:4-8)

 Dialogue spaces: much traditional public participation does not provide for the

types of real dialogue that are necessary for productive interaction and

decision-making. Sponsoring agencies need to model the behavior they wish

to see in their stakeholders and create the kind of spaces where people can

interact successfully. Look for “teachable moments” where it is possible to

explain why things worked well or did not work well from a process standpoint.

In this way communities will understand what makes a process successful or

not (2018:5-8).

 Identify specific stakeholders: by matching specific groups and individuals to

the identified interests, you will ensure that your process will engage the full

range of perspectives needed to full range of perspectives needed to conduct

meaningful community participation. Careful consideration should be given to

stakeholders that have a disproportionate burden regarding the decision

making, to assure they are making, to assure they are aware of the project

and how they can provide input (applicable) (Shereen 2018:5-8).

You can identify additional information about the range of interests to be engaged by asking specific questions about your stakeholder community, such as:

 Who will be directly affected by the decision?

 Are there parts of the community that might be disproportionately burdened by

the project?

 Who wants to be involved?

 Who is already engaged or has contacted us in this issue?

 Who will be upset if they have no input to this decision?

 Who can claim a legal standing (legal right to…) that would be affected by the

decision?

 Who has real or perceived moral claims that could affect the decision process

or outcome?

 Who will be responsible for implementing the decision?

At the end of this assessment, you should have built a comprehensive stakeholder list. This forms the foundation for your outreach and ensures that you are reaching the full range of community interests throughout the process as more stakeholders are identified and become interested. It is important to identify reliable means for communicating with each stakeholder (2018: 5-8).

 Build relationship: after anything cited above, it is important to begin the

process of understanding your stakeholders and relationship-building. No

effective participation process can be designed without first learning about

and developing some level of relationship some level of relationship with the

stakeholders that will engaged (2018: 5-8).

 Conduct stakeholder interviews: the most direct and effective process is to

engage in extensive stakeholder interviews during the project planning stage.

Try to reach a diverse set of stakeholders representing all of the interests that

you have identified. The interview process involves going directly to your

stakeholders and asking them about their concerns, interests, and values

(Shereen 2018: 5-8).

Step 3: Select an appropriate level of community’s participation

The different levels of public participation are described in the section, selecting the right level of public participation. There is no “right” level of public participation. For each project, agencies must consider the circumstances, their willingness and ability to share power, and the nature of the stakeholders’ desire and need to participate.

As a rule of thumb, it is a good idea to try to meet the participation needs and desires of key stakeholders. Stakeholders who are shut out of a process that is important to them will not simply go away. Rather, they will look for other venues-such as legal, political, or media-in which to influence the decision. However, in no circumstance should an agency aver commit to participation at a level higher than the decision- makers are willing or able to engage stakeholders. The following flowchart can be useful in understanding your intent and matching that to an appropriate level of public participation. You can also think about additional questions to ask yourself at each stage.

Table 5.1: Statement from Shereen

Statement Responses

There is specific public input we seek and intend to take into Yes or No account as we make our decisions (we are informing not simply seeking public buy-in)?

We are seeking to engage stakeholders early and throughout the Yes or No process rather than just get public (consult). Comment at one or two point (s).

We intend to bring together a diverse group of stakeholders to Yes or No work on the (involve) problem and potentially seek consensus?

We intend to give decision-making authority to the public on all or Yes or No part of (collaborate) the decision (empower)?

Source: Shereen (2018:6-8)

View and print a larger, accessible version of this flowchart once you identify the right level of public participation for your project, remember that you must develop a clear goal statement for public participation so that everyone on the team has the same understanding of the role public. You must also prepare a clear promise to the

public, so that all stakeholders understand their potential for influence on the decision and what they can expect from you as the process progresses.

Step 4: Integrate public participation in the decision-making process

Creating an environment for dialogue, particularly by breaking the population into smaller groups, is an effective way to both get public input and help the public learn about each other’s viewpoints. In order to have clear and meaningful public participation, it is important for all stakeholders to fully understand the decision process being used. Creating a visual representation of this process is helpful. Both internal and external stakeholders must have the same understanding and expectations regarding the decision process and how and when public input will be obtained. Key points to consider in describing the decision process include:

 What are the key steps and timing in the process?

 At which points will public input be obtained and used?

 How will the public be kept informed throughout the process?

 How will decision criteria be established?

 How will alternatives be developed?

 Who will make the final decision? (Shereen 2018:6-7)

Meaningful participation requires that public participation activities be integrated directly into the steps in the decision process. It is essential to start public participation early so that stakeholders and staff are on the same learning curve about issues and solutions. Most important, it is essential that stakeholders have a common understanding of the problem to be addressed and the criteria that will be used to arrive at a decision. These early activities are critical to getting meaningful input and overall understanding of the final decision (Shereen2018:7-8)

Step 5: Match community participation tools to objectives throughout the process

Once the decision process is mapped out, it will become clear where and how the public is be engaged. At each point that the public is to be informed or provide input, it is important to identify a clear objective for that interaction in order to design an effective process and to design an effective process and to maintain clear expectations among all stakeholders (Shereen 2018:7-8).

Only after clear goals and objectives are established can appropriate tools be selected and customized to the circumstances and audience in order to best meet the established objectives. In any given process, a variety of tools will likely be required including:

 Tools to inform;

 Tools for generating input;

 Tools for consensus-building and agreement seeking (Shereen 2018: 1-8).

Francis (2015: 37) further explains that, the role of the public in waste management and in solid waste management in particular, has become indispensable and, can be through various ways. A society that is willing to work together presents an opportunity for “creativity and innovation” in dealing with the waste problem. Francis continues and states that observation brings out the importance of the will of the people/public to work together on matters of waste. Mutual understanding and agreement is vital in having the members of the public to work together. When solidarity is achieved, it presents fertile ground for the germination of creative ways of handling waste in a sustainably agreeable manner. It therefore becomes a responsibility of the public to be willing to work together in soiled waste management, among others.

From discussion above, the need for community participation in local government is very important and it must be applied by the Likasi municipality in solid waste management for sustainable development.

5.3 Recommendations

The study findings show that the current solid waste management system in Likasi municipality is not working efficiently. There are many challenges to fix, this situation requires recommendations to the municipality for efficient service delivery in solid waste management as follows:

 Community participation in the budgeting programme will help reduce waste

because people need to know their roles and responsibility in their location,

because you need to be in relationship with people before giving them

education to gain their trust end to make them understand.

 The municipalities need to work together in collaboration with Public private

sectors institutions and NGOs for awareness.

 Local government needs to encourage the cooperation and relationship

between the solid waste workers and the community is needed.

 Local government of the city of Likasi needs trained, young, competent,

dynamic, enterprising, imaginative, having a vision of the future— can help to

understand the problem that they face and the consequences if they don’t

take responsibility to help themselves.

 Encouraging separation at the source, the people can separate waste at their

home before putting it out the gate, and that can help workers to speed up the

collection.

 The mayor, the chiefs of the sectors, the executives and the council of local

government must have proven intellectual and moral qualities in matters of

management and governance.

 The local government of the city of Likasi needs also financial and material

resources necessary for their development.

 Local government leaders need to create specialised studies for waste

management by creating houses for the management of waste and sanitation.

 Municipality must be heard by the people to enforce the *plan, laws,

regulations and other obligations in collaboration with central and provincial

government regarding the payment of taxes, public safety, collection of waste

and property of the city. We cannot talk about decentralization with one of the

objective to enforce the resources financial, material (trucks) and human for

better improvement of service delivery in waste management.

5.4 Conclusion

The study tried to clarify, in the chapters and sections that make up the framework of this study, and explored the issue of community participation as key to solid waste management for sustainable development in the environmental goals, and if the community of the municipality of Likasi participates in solid waste management.

Indeed, the level of participation of the community in solid waste management in the municipality of Likasi is very low and all the population does not participate in the process of solid waste management.

The municipality confirms that, as in all poor country cities in general, and the DRC in particular, the population of the city of Likasi does not have a good waste management culture because it does not sort out its waste as a result of lack of education and lack of penalties by the authorities to the community. They remove 93

waste from their homes only to throw it on public roads, in public squares, in parks and other green spaces, and in gutters and waterways. This is despite the fact that public awareness campaigns on the application of hygiene measures and eco-citizen practices, financed by the urban sanitation commissariat (CUS) and other partners of the NGO such as World Vision, are being done. Therefore littering creates complications in waste management by the municipality.

However, the study has found that municipalities are not making all their effort to empower the population to make a behavioral change and their behavior is the basis of the persistence of epidemics of cholera and typhoid fever, diseases and malaria that are the causes of the many deaths that occur in the population. The municipality believes that one of the main obstacles to behavioral change is the "ignorance", lack of transport and economic means of the population, this is exacerbated by the fact that the technicians or workers are not also in good relations with the community and this creates misunderstanding between them. The experts consider the population ignorant but the population often considers technical experts to be ignorant because the experts tend to engage in rhetorical, dirigisme and a technocratic and administrative and political discourse without considering whether the population understands it.

On the other hand, the population could act in terms of determinants that are at the same time responsible and cultural, social and economic, and most often in a context of widespread poverty, a situation that technicians and policy-makers do not always understand. For example, technicians talk about the information-education- communication triad and the need to get the message out to the people. But in fact, the information is not necessarily understood and, in total, there is not necessarily education or communication in a context or when the population can express itself,

speaks of services, means and way to live, without necessarily being understood either.

Furthermore the municipality provides waste collection only in same area where the

Town Hall is situated and ignores the other areas, because of the insufficiency of resources in terms of trucks, finances and workers. In terms of financial means, the provincial government of Katanga is not able to finance the operations of rehabilitation of the urban road network and the network of evacuation of wastewater and rainwater residences out of use for several decades, and put in place provision of special waste collection materials in the city of Likasi, the municipality of Likasi, supported by the communes, organises local waste management by integrating all local actors into a single organization in order to share their experiences and resources (material and financial) in an efficient ownership and exploitation of the common welfare system.

The new laws of 2011 have given broad jurisdiction to local government in the context of decentralization. The local government can’t succeed if some of the prerequisites are not achieved, such as the finances needed to provide the special materials for the accomplishment of the works in the municipalities. Local government leaders will need to build a new look public administration that will be the backbone of development. The structures and the numbers that are the legal framework must correspond to the missions of the locals’ governments for this administration to work well.

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