Inadequecies of Solid Waste Management Among Public, Private and Community Based Organisations in Kasarani Constituency, Nairobi County

INADEQUECIES OF SOLID WASTE MANAGEMENT AMONG PUBLIC, PRIVATE AND COMMUNITY BASED ORGANISATIONS IN KASARANI CONSTITUENCY, NAIROBI COUNTY

WANG’OMBE S. MUTHONI N/36/2769/2010

A Research Project Submitted in Partial Fulfilment for the Degree of Bachelor of Environmental Planning and Management of Kenyatta University

DECLARATION

This research project is my original work and has not been presented in whole or part for the award of a degree in this or any other university.

Signature...... Date......

Wang’ombe Sarah Muthoni N36/2769/2010

This project work has been submitted for examination with my approval as the University supervisor

Signature...... Date......

Dr. Sammy Letema

ABSTRACT

Most of our activities as human beings generate solid waste. As much as the solid waste that is generated may not be harmful in its current state, the methods through which this waste is handled, stored, collected and disposed can pose risks to the local populace as well as the community. The situation is aggravated by the fact that solid waste has no owner, and therefore the provision of quality solid waste management services is left for those who can afford it.

The objectives of this study was to study the amount and composition of waste handled by waste management service providers, their equipment and personnel capacity, how this capacity affects their performance and identify opportunities available to increase their capacity thus render better services.

The data was gathered mainly through the use of questionnaires, interviews and observation. The results gotten from the research revealed that the capacity of the various service providers is wanting both in terms of personnel and equipment.

There is therefore a need for the government to implement plans and proposals in place, meant to build the capacity of all the key players so as to step up efficiency in waste management. .

ACKNOWLEDGEMENT

I would like to appreciate my supervisor, Dr. Letema for being a resourceful guide and teacher and for being exceedingly patient with my shortcomings.

I would also like to thank Mr. Elias Otieno (Big Five), Mr. Gabriel Mucheru (Glucolar) and Mr. Timothy (Zimmerman Youth) , all of who were priceless sources of information.

Last but not least, I would like to thank the CGN through their department of Environmental Planning and Management, for providing documents without which, this study would have been incomplete.

TABLE OF CONTENTS INADEQUECIES OF SOLID WASTE MANAGEMENT AMONG PUBLIC, PRIVATE AND COMMUNITY BASED ORGANISATIONS IN KASARANI CONSTITUENCY, NAIROBI COUNTY ...... 1 ABBREVIATIONS ...... 9 CHAPTER 1 ...... 10 INTRODUCTION ...... 10 1.1 Background to the Problem ...... 10 1.2 Problem Statement ...... 11 1.3 Research Questions ...... 12 1.4 Objectives ...... 12 1.5 Research Premises ...... 12 1.6 Significance of Study ...... 13 1.7 Justification ...... 13 1.8 Scope and Delimitation ...... 13 1.9 Operational Terms...... 13 CHAPTER TWO ...... 14 LITERATURE REVIEW ...... 14 2.1 Urbanisation and Waste Management...... 14 2.1.1 Global perspective ...... 14 2.1.2 Nairobi ...... 15 2.2 Waste management chain ...... 16 2.3 Characteristics of Waste ...... 17 2.4 Waste Management Approaches ...... 18 2.5 Solid Waste Regulations ...... 19 2.5.1 International Conventions and Protocols ...... 19 2.5.2 Kenya ...... 21 2.6 Conceptual Framework ...... 22 CHAPTER THREE ...... 24 AREA OF STUDY ...... 24 3.1 Location and Extent ...... 24 3.2 Administrative Areas...... 25 3.3 Socio-Economic Profile ...... 25

3.4 Climate ...... 25 3.5 Drainage ...... 26 3.6 Soils ...... 26 3.7 Wildlife...... 27 CHAPTER 4 ...... 28 RESEARCH METHODOLOGY ...... 28 4.1 Research Design ...... 28 4.2 Sampling Frame and Size ...... 28 4.3 Types and Sources of Data ...... 29 4.4 Data Collection Techniques ...... 29 4.5 Data Analysis and Presentation ...... 30 CHAPTER FIVE ...... 31 DATA ANALYSIS ...... 31 5.1 Introduction ...... 31 5.2 Quantity and composition of waste handled by CBOs, private contractors and the CGN . 31 5.2.1 Composition...... 31 5.2.2 Quantity of waste handled ...... 32 5.3 Equipment availability ...... 33 5.3.1 Storage Equipment ...... 33 5.3.2 Transportation equipment ...... 34 5.4 Personnel ...... 36 5.5 Collection System ...... 37 5.5.1 Collection...... 37 5.5.2 Waste Recovery ...... 38 5.5.3 Disposal ...... 38 CHAPTER SIX ...... 40 CONCLUSION AND RECOMMENDATION ...... 40 6.1 Summary of Findings ...... 40 6.2 Recommendations for Improving Solid Waste Management in Kasarani ...... 40 6.3 Areas for Further Study ...... 41 6.4 Conclusion ...... 41 REFERENCES ...... 42 APPENDIX ...... 44 Observation checklist ...... 48

LIST OF FIGURES

Figure 1: Graph Showing Waste Collection Rates by Various Players in Nairobi (ISWM plan, 2010) ...... 15 Figure 2: Solid Waste Management Chain (Iyeke 2011)...... 17 Figure 3 Solid waste composition in Nairobi (Ikiara, 2006) ...... 18 Figure 4: A sample of an Integrated Solid Waste Management Model (Khatib 2011)...... 19 Figure 5: Administrative areas of Kenya showing the location of Nairobi County (Google Map of Nairobi, Kenya - Nations Online Project, 2013)...... 24 Figure 6: Percentage composition of solid waste in the area (JICA, 2010) ...... 32 Figure 7: Waste Storage Equipment selection ...... 34

LIST OF TABLES Table 1: Waste collected by CBOs and Private Contractors ...... 33 Table 2: Equipment used by CBOs vs. what they need ...... 35 Table 3: Service Providers personnel ...... 36 Table 4: Frequency of waste collection by the service providers ...... 37 Table 5: Waste management resources ...... 45 Table 6: Organisations personnel...... 46

ABBREVIATIONS

SWM- Solid Waste management SW-Solid Waste CGN- County Government of Nairobi CBOs- Community Based Organisations UNEP- United Nations Environment Programme NEMA- National Environment Management Authority JICA- Japan International Co-operation Agency WHO- World Health Organisation ISWM- Integrated Solid Waste Management ISSWM- Integrated Sustainable Solid Waste Management US EPA- United States Environment Protection Agency OAU- Organisation of African Union EIA- Environmental Impact Assessment LDCs- Least Developed Countries EMCA- Environment Management and Co-ordination Act CBD- Central Business District UN-HABITAT- United Nations Human Settlement Programme

CHAPTER 1

INTRODUCTION

1.1 Background to the Problem Solid waste is any material which comes from domestic, commercial, and industrial sources arising from human activities; which has no value to people who possess it and is discarded as useless (Shaful and Mansoor, 2003). In the early days, waste disposal did not pose difficulty as habitations were sparse and land was plentiful. Waste disposal became problematic with the rise of towns and cities where large numbers of people started to congregate in relatively small areas in pursuit of livelihoods (Shafiul and Mansoor, 2003). Waste has become a major health hazard that undermines people’s right to a safe life (Puopiel, 2010). All forms of waste, municipal, biomedical or industrial if not treated and disposed off carefully are a threat to the health of people as well as environment (Mohan, 2003).

If current trends continue, the world may see a fivefold increase in waste generation by the year 2025 (UNEP/NEMA, 2005). Moreover, waste generation rates are set to more than double in the next twenty years in low and middle income countries, the costs of managing the waste is also expected to witness a steep rise (UNEP/NEMA, 2005). The differences in efficiency in waste management in developed and developing countries remain wide despite expenditures are comparable or similar (Carpenter & Cirillo, 2008.).Low income countries spend most of their expenditure on waste collection rather than disposal while developed countries emphasise on reduction and segregation at source (Carpenter & Cirillo, 2008.).

The collection, transfer and disposal of waste is generally the responsibility of metropolitan governments in both developed and developing worlds (Puopiel, 2010). Government agencies in urban areas spend about 20-40% of revenues on waste management; yet they are unable to keep pace with the scope of the problem (Zerbock 2003; in Puopiel, 2010).

Waste management is a growing problem in Nairobi. Increasing urbanization, rural-urban migration, rising standards of living and rapid development associated with population growth have resulted in increased solid waste generation by industrial, domestic and other activities (Nairobi (Kenya). City Council. Department of Environment, 2006). The increase in solid waste generation has not been accompanied by equivalent increase in the capacity of urban authorities to deal with this problem. The proper management of waste has thus become one of the most pressing and challenging environmental problems in Nairobi (JICA, 2010). The inability of city authority to collection and disposal waste, has led to indiscriminate dumping, poor sanitary conditions, and incidences of environment-related health problems (Ikiara, 2006).

1.2 Problem Statement According to a study by JICA in 2010, Solid waste generated in Nairobi on a daily basis is 4,016 tonnes. The collection rate is as low as 33% (JICA, 2010) which leaves about 2,690 tonnes uncollected. Currently the capacity of the Nairobi City County to fulfil its public and statutory responsibilities to the citizens of Nairobi, especially in this sector, is severely limited. Daily disposal capacity of CGN is 400 tons which is about a third. Therefore approximately 70% to 80% remains uncollected (Ikiara 2006). Nairobi City County operates only 15 to 19 waste collection vehicles daily besides; there is high immobility rate of up to 70% due to shortage of spare parts and insufficient operating budget. In some areas, the council has virtually ceased to deliver its services. Where available, waste collection services are geographically skewed with higher and middle-income residential and commercial areas better serviced (Allison Kasozi and Harro von Blottnitz, 2010). The low-income areas, where up to 60 per cent of Nairobi’s residents live, receive no waste collection service save for localized interventions by community-based organizations (JICA, 2010).

The gap created by the inefficiency of the CGN is attempted to be filled by the private contractors who collect and dispose 50 tons of solid waste per day. This however, does not fully fill that gap. Community Based Organisations (CBOs) come in and collect about 20-30 tons. Even with the CGN, private contractors, CBOs and waste pickers involved, only about 480 tons of solid waste, out of approximately 1000 tons is collected. This is caused by inefficiency in waste collection and disposal caused by lack of sufficient resources.

1.3 Research Questions 1. What is the quantity of waste that CBOs, private companies and the county government handles per day in Kasarani Constituency? 2. What human resource and equipment capacity do the county government, the private sector and the CBOs have for using in the process of solid waste collection, transportation and disposal in Kasarani Constituency? 3. What possibilities exist for improving the situation?

1.4 Objectives The main objective of this study is to research on the equipment and the personnel of the CGN, private contractors and the CBOs in solid waste collection, transportation and disposal and how the availability of resources affects their performance.

The specific objectives are:

1. To assess the quantity of waste that CBOs, private companies and the county government handles per day in Kasarani constituency in tonnes. 2. To assess the capacity of personnel and equipment available for storage, collection and transportation of solid waste in Kasarani constituency thus give recommendations for better service provision. 3. To bring about synergy in the waste collection schedules and mechanisms of all players so as to complement each other’s effort.

1.5 Research Premises  Waste collection in Kasarani constituency is differentiated such that CBOs operate in low income areas, private in middle income areas and county in in both middle and low income areas.  The County Government has better equipment and human resources for waste management compared to private and community based organisations in Kasarani Constituency.  The private sector provides substandard services due to lack of proper resources.

1.6 Significance of Study The findings and recommendations in this report are of use to Government and Non- Governmental Organisations (NGOs) who using this report are able to devise strategies to help key players complement each other in terms of resources. It is also of use to private contractors and CBOs who will use it in sourcing for funds which will be used to purchase proper equipment.

1.7 Justification This research has analysed the solid waste management system in Kasarani constituency, with reference to: Collection, transportation, disposal, man-power and equipment. It therefore helps to point out the challenges and opportunities that key players are facing in terms of resources availability, both human and equipment and how this inadequacy is affecting their efficiency in carrying out their roles in the waste management chain. The study thus concludes with solutions for improving the efficiency of waste management by the CGN, the private sector and the CBOs.

1.8 Scope and Delimitation This study covers Kasarani Constituency in Nairobi County. It limits itself to studying three key groups, the CGN, the private sector and the CBOs. The subject matter covered is limited to resources, both human and equipment used in waste collection, transportation and disposal of solid waste in Kasarani constituency.

1.9 Operational Terms. Solid waste- solid or semisolid non soluble materials e.g. agricultural refuse municipal garbage and industrial waste.

Solid waste management- This is the collection, transport, processing or disposal, managing and monitoring of waste materials. The aim of this process is undertaken to reduce their effect on health, the environment and aesthetics.

CHAPTER TWO LITERATURE REVIEW

2.1 Urbanisation and Waste Management

2.1.1 Global perspective

Proper management of waste has been a critical aspect in urban areas, especially in mega cities which are major centres of waste generation (NEMA 2008). Irregular collection or non-collection, transportation in open vehicles, and environmentally unsafe methods of processing and disposal of waste are common features of a large number of urban areas across the developing countries (JICA, 1998).

The collection, transfer and disposal of waste have been generally assumed by metropolitan governments in both developed and developing world (Puopiel, 2010). This constitutes a basic and expected government function. The format varies in most urban areas where solid waste is collected either by a government agency or private contractor (Puopiel, 2010). Despite the fact that developing countries do spend about 20 to 40 per cent of metropolitan revenues on waste management, they are unable to keep pace with the scope of the problem (Zerbock, 2003). In fact, when the governments of African countries were required by the World Health Organization (WHO) to prioritize their environmental health concerns, the results revealed that solid waste was identified as the second most important problem after water quality (Senkoro, 2003; cited by Zerbock, 2003).

2.1.2 Nairobi

Figure 1: Graph Showing Waste Collection Rates by Various Players in Nairobi (ISWM plan, 2010)

Only about 40 per cent of the waste generated in Nairobi is collected by the CGN, the private sector collects about 20 per cent and the balance is left uncollected, or is disposed of through other means, including by burning, dumping in pits and other unauthorised places, or is collected by the numerous nongovernmental organizations, community-based groups and other ad hoc or voluntary groups (Ikiara 2006). It is estimated that there are at least 60 private companies engaged in solid waste collection services in the city (JICA, 1998). According to the City Council of Nairobi, at the beginning of 2007, this number had increased to about 85. Some of these companies also operate as waste recovery and composting groups and therefore improve on the cleanliness of the surrounding environment (Ikiara 2006).

Mixed waste from industry is disposed of by the industries themselves at Dandora for land filling. Nairobi has one official disposal site (County Government-owned and operated) situated in Dandora, Eastlands, about 7.5 km from the city centre, where about 30 per cent of the waste (excluding hospital waste) collected is taken (AFDB 2002). It is filled with approximately 1.3 million m3 waste at present (AFDB 2002).The disposal site has been in use since 1981 and has accumulated close to 1.4 million cubic metres of waste. As a result of poor management, the

15 disposal site is perceived to be full and the City Council of Nairobi has no waste transfer facilities (UNEP/NEMA 2005). This poses particular threats, including potential pollution of water sources by landfill leachates and the migration of explosive gases. This situation requires regular monitoring.

There are other disposal sites that are categorized as illegal but these also take much of the waste generated within the city. Most of independent private waste collection companies end up taking their waste to these illegal sites, which do not charge user fees and are thus convenient for their operations. These sites present potential environmental and health risks (Allison, 2010). Waste collection in low income residential areas, especially in a developing country like Kenya is characterised by low technology. Households store their waste in paper bags. Community organisations collect the waste on appointed days using open trucks where the waste is hurled into. It is also characterised by equipment like wheelbarrows, human driven carts and spades (Ngau & Kahiu, 2009).

2.2 Waste management chain Waste management in all ramifications, is simply a planned system aimed at effectively controlling the production, storage, collection, transportation, processing and disposal of waste. Waste management is an important element of environmental protection. Its purpose is to provide hygienic, efficient and economic solid waste storage, collection, transportation and treatment or disposal of waste without polluting the atmosphere, soil or water system. The various steps involved in the management of solid waste from generation to the point of sanitary disposal are referred to as solid waste chain. It therefore means that the solid waste chain is the path trace by solid waste from generation to the final disposal point (Iyeke 2011).

The element of collection not only includes the gathering of solid waste, but also the hauling of waste after collection to the location where the collection vehicle is emptied (Kreith, 1994).

Figure 2: Solid Waste Management Chain (Iyeke 2011).

2.3 Characteristics of Waste

Waste characterization is a waste stream analysis which involves a logical and systematic approach to obtaining and analysing data on one or more waste streams or sub-streams (Nzeadibe, 2009). Waste characterization provides an estimate of solid waste quantity and composition. Two commonly used methods of waste characterization are – material flow approach and site-specific study. However there is currently no agreed international standard for waste stream analysis or waste characterisation although many countries have national procedures for analysing their waste. Waste characterization has been developed and discussed in this chapter (Karanja, 2005; Onduru et al, 2009; ISWM Secondary Report) .

Paper 37.5%

Yard Waste 12.0% Plastic 10.7% Food wastes 11.2% Metals 7.8% Rubber,leather 6.7%

Glass 5.5% Wood 5.5% 2.32 Other 3.2% Nairobi

Figure 3 Solid waste composition in Nairobi (Ikiara, 2006)

2.4 Waste Management Approaches

One of the recently developed waste management approach is ISSWM. The integrated sustainable solid waste management (ISSWM) was first developed in mid 1980s by a Dutch NGO called WASTE and further developed in 1990s by the Collaborative Working Group on Solid Waste Management in Low- and Middle-Income Countries. It then became a norm. The ISSWM is a system approach that recognizes three main dimensions including stakeholders, elements, and aspects. These dimensions are shown in figure 4 (Khatib 2011).

The stakeholders are the people or organizations participating in solid waste management. This includes the waste generators who use the services, the service providers, the formal and

18 informal private sector dealing with solid waste management, and other local or international institutions. Elements comprises the technical components of the waste management system starting from the generation of solid waste then the collection, transfer and transportation of waste to dumpsites or to treatment plant. (US EPA 2010)

Figure 4: A sample of an Integrated Solid Waste Management Model (Khatib 2011).

2.5 Solid Waste Regulations

2.5.1 International Conventions and Protocols Basel convention

The Basel Convention on the Control of Transboundary Movements of Hazardous Wastes and their Disposal was adopted on 22 March 1989 by the Conference of Plenipotentiaries in Basel, Switzerland, in response to a public outcry following the discovery, in the 1980s, in Africa and other parts of the developing world of deposits of toxic wastes imported from abroad (UNEP/SBC, 1989).

The overarching objective of the Basel Convention is to protect human health and the environment against the adverse effects of hazardous wastes. Its scope of application covers a wide range of wastes defined as “hazardous wastes” based on their origin and/or composition

19 and their characteristics, as well as two types of wastes defined as “other wastes” - household waste and incinerator ash.

The Convention also provides for the establishment of regional or sub-regional centres for training and technology transfers regarding the management of hazardous wastes and other wastes and the minimization of their generation to cater to the specific needs of different regions and sub regions (article 14). Fourteen such centres have been established. They carry out training and capacity building activities in the regions (Basel Convention Home Page, 1989).

Bamako convention

The Bamako convention (in full: Bamako convention on the ban on the import into Africa and the control of transboundary movement and management of hazardous wastes within Africa) is a treaty of African nations prohibiting the import of any hazardous (including radioactive) waste. The convention was negotiated by twelve nations of the Organisation of African Unity at Bamako, Mali in January, 1991, and came into force in 1998 (OAU, 1998).

Impetus for the Bamako Convention arose from the failure of the Basel Convention to prohibit trade of hazardous waste to less developed countries (LDCs), and from the realization that many developed nations were exporting toxic wastes to Africa. This impression was strengthened by several prominent cases. One important case, which occurred in 1987, concerned the importation into Nigeria of 18,000 barrels (2,900 m3) of hazardous waste from the Italian companies Ecomar and Jelly Wax, which had agreed to pay local farmer Sunday Nana $100 per month for storage. The barrels, found in storage in the port of Koko, contained toxic waste including polychlorinated biphenyls, and their eventual shipment back to Italy led to protests closing three Italian ports (Bamako Convention COP 1, 1998).

The Bamako Convention uses a format and language similar to that of the Basel Convention, but is much stronger in prohibiting all imports of hazardous waste. Additionally, it does not make exceptions on certain hazardous wastes (like those for radioactive materials) made by the Basel Convention (Bamako Convention COP 1, 1998).

2.5.2 Kenya Constitution of Kenya, 2010

According to the constitution, every person as a right to a clean environment. In fact, being alive, which is a right protected under the constitution may frequently depend on the health and environment itself. Thus the mismanagement of the environment can be interpreted as interference in one’s right to life (Article 70).

Environment Management and Coordination Act, EMCA 1999 (Sessional paper No.8 of 1999)

 Part 12 (a) of the second schedule of Environment Management and Coordination Act (EMCA 1999) states that Environmental Impact Assessment (EIA) and Environmental Audits (EA) shall be carried out for waste disposal including site for solid waste disposal.  Part V111 Section 87(1) states that no person shall discharge or dispose of any wastes whether generated within or outside Kenya, in such manner as to cause pollution to the environment or ill health to any person.  Section 89 states that any person who, at the commencement of this Act, owns or operates a waste disposal site or plant or generated hazardous waste , shall apply to the Authority for license under this part ,within six months after the commencement of this Act. Section 87(2), paragraphs (a) and (b) of EMCA provides that no person shall transport any waste other than in accordance with a valid license to transport waste issued by the Authority; and to a waste disposal site established in accordance with a license issued by the Authority.  Section 90 compels any person to stop the generation, handling, transportation, storage or disposal of any wastes where such generation, handling, transportation, storage or disposal presents an imminent and substantial danger to public health, the environment or natural resources.  Section 87(1) provides that no person shall discharge or dispose of any wastes, whether generated within or outside Kenya, in such manner as to cause pollution to the environment or ill health to any person.

Waste Management Regulations (2006)

Part 11 section 10 (1-5), 11 and 12 of Waste Management Regulations states that:

. 10(1) Any person granted a licence under the Act and any other licence may be required by relevant local authority to operate a waste disposal site or plant, shall comply with all conditions imposed by the authority to ensure that such waste disposal site or plant operates in an environmentally sound manner. . 10(2) An application for licence to operate a waste disposal site or plant shall be in Form V as set out in the first schedule of the regulation and shall be accompanied by the prescribed fees set out in the second schedule . 10(3) A licence under the Act for the operation of waste disposal site or plant shall be in Form V as set out in the First schedule of these Regulations . 10(4) a licence to operate a waste disposal site or plant shall be valid for a period of one year from the date of issue and may be renewed for a further period of one year on such terms and conditions as the authority may deem necessary or impose for purposes of ensuing public health and sound environmental management. . 10(5) in issuing a waste disposal license, the Authority shall clearly indicate the disposal operation permitted and identified for the particular waste. . 11) Any operator of a disposal site or plant shall apply the relevant provisions on waste treatment under the local government act and regulations to ensure that such waste does not present any imminent and substantial danger to the public health, the environment and natural resources. . 12) Every licensed owner or operator shall carry out an annual environmental audit pursuant to the provision of the act.

2.6 Conceptual Framework

The literature review done above lays the foundation for the formulation of a conceptual framework for this study. Before urbanisation, there was efficient/ sustainable solid waste management. However, with the industrial revolution that brought about urbanisation, there was increase in populations and a consequent increase in resource use. This has led to increase in solid waste generated a phenomena which has not been matched up with an increase in resources allocated for the provision of solid waste management services. All processes of the solid waste management chain suffer a deficiency in resources which leads to inefficient solid waste management systems. Therefore, a remedy for this deficiency would be the way to deal with the solid waste management menace that is facing Kasarani Constituency, Nairobi. The main

22 elements of this conceptual framework are resources, waste management chain and the key players.

2.6 Conceptual framework Efficient waste management systems

Increased urbanisation and development

Increased use of resources

Increased waste Generation Lack of financial allocation to match up growing demand of waste management services hence a deficiency in resources, both human and equipment in the

Storage followingCollection solid waste managementTransportation chain Disposal

Inefficient solid waste management systems

Figure 5: Conceptual Framework

CHAPTER THREE AREA OF STUDY

3.1 Location and Extent

Figure 5: Administrative areas of Kenya showing the location of Nairobi County

(Google Map of Nairobi, Kenya - Nations Online Project, 2013)

Physical setup

Nairobi was previously known as ‘the city in the sun’ because of its appealing environment. It is located at the south-eastern end of Kenya’s agricultural heartland, at approximately 1° 9’S, 1° 28’S and 36° 4’E, 37° 10’E. It occupies an area of about 696km2 (KNBS 2010) and the altitude varies between 1,600 and 1,850 metres above sea level (Mitullah 2003). The western part of Nairobi is on high ground (approximately 1700–1800 msl) with rugged topography, the eastern side is generally low (approximately 1600 msl) and flat (Saggerson1991). Key physical features include the Nairobi, Ngong and Mathare rivers and the indigenous Karura forest in northern Nairobi. The Ngong hills stand towards the west, Mount Kenya towards the north and Mount Kilimanjaro towards the south-east. As Nairobi is adjacent to the Rift Valley, minor earthquakes and tremors occasionally occur. Kasarani division is located on the Northern parts of Nairobi bordering Kiambu County (Saggerson1991).

3.2 Administrative Areas Nairobi County is divided into eight divisions namely Dagoretti, Embakasi, Kasarani, Kibera, Westlands, Ziwani, Nairobi Central and Makadara

3.3 Socio-Economic Profile Current total population stands at about 3 million according to the 2009 Kenya Population and Housing Census. 25 per cent of Kenya’s population is urban population (UN-Habitat, 2010). Like many African cities, Nairobi continues to experience influx of population from the rural areas, mushrooming of informal settlements and inadequate infrastructure for solid waste management.

Kasarani constituency covers an area of 152.60 Km2 and it is subdivided into 5 Assembly wards. It has a population of 200,984 (National Census 2009). This constituency is cosmopolitan its population comprises of high class, middle class and low class residential estates. The main economic sectors are industry (manufacturing), trade, financials, real estate/construction and tourism/hospitality. Nairobi National Park is a major tourist site (KNBS 2010).

3.4 Climate Nairobi has a temperate tropical climate with two rainy seasons. Highest rainfall is received between March and April and the short rainy season is between November and December. The

25 mean annual rainfall ranges between 850-1050mm. The mean daily temperature ranges between 12 and 26°C. It is usually dry and cold between July and August, but hot and dry in January and February. The mean monthly relative humidity varies between 36 and 55 per cent (KNBS 2010). The mean daily sunshine hours varies between 3.4 and 9.5 hours. The cloudiest part of the year is just after the first rainy season, when, until September, conditions are usually overcast with drizzle (KNBS 2010).

3.5 Drainage Nairobi’s main drainage follows the regional slope of the volcanic rocks towards the east, while subsidiary internal drainage into the Rift region is confined to the western part. The lava plains east of the line Ruiru-Nairobi-Ngong are underlain by a succession of lava flows alternating with lakebeds, streams deposits, tuffs and volcanic ash (Saggerson, 1991). These plains, comprising mainly the Athi plains and the northern section of the Kapiti plain, extend westwards, rising from 4900 feet (1493 m) at the Athi River to 6000 feet (1829m) in the faulted region near Ngong. The lava plains are crisscrossed with steep-walled gullies and canyon-like gorges, such as those along the Mbagathi valley. Further east this valley widens slightly where soft material is being actively eroded (Saggerson, 1991). Water draining eastward from the hill area accumulates on the low- lying ground between Parklands in the north and Nairobi South estate, forming a perched water table above the Nairobi phonolite. The Kerichwa Valley Tuffs lying to the east of the highway function like a sponge and the contact between them and the underlying impermeable phonolite thus forms a perfect aquifer, so much so that a number of channels containing water occur beneath Nairobi (Saggerson, 1991).

3.6 Soils The rocks in the Nairobi area mainly comprise a succession of lavas and Pyroclastics of the Cainozoic age and overlying the foundation of folded Precambrian schist’s and gneisses of the Mozambique belt (Saggerson, 1991). The crystalline rocks are rarely exposed but occasionally fragments are found as agglomerates derived from former Ngong volcano. The soils of the Nairobi area are products of weathering of mainly volcanic rocks. Weathering has produced red soils that reach more than 50 feet (15m) in thickness (Saggerson, 1991). A number of subdivisions are recognized in the Nairobi area according to drainage, climatic regions and slopes, and other categories have been introduced for lithosols and regosols (Saggerson, 1991).

3.7 Wildlife

Nairobi County is endowed with many wild animals and plants including: The annual wildebeest migration takes place from July to October when 1.5 million animals migrate in search of water and grazing. The best time to see this incredible movement is in July and August. The endangered black rhinoceros is protected here and the park supplies black rhinos to other national parks. Other major wildlife attractions to the park include the lion, cheetah, leopards, buffaloes, giraffes, hyenas, turtles, tortoises and zebras. There are also sanctuaries for rhino breeding. Bird watching is popular here, with 400 species recorded. (Mitullah 2003).

The park's predominant environment is open grass plain with scattered Acacia bushes. The western uplands of the park have highland dry forest with stands of Olea africana, Croton dichogamus, Brachylaena hutchinsii, and Calodendrum. The lower slopes of these areas are grassland. Themeda, Cypress, Digitaria, and Cynodon species are found in these grassland areas. There are also scattered yellow-barked Acacia xanthophloea. There is a riverine forest along the permanent river in the south of the park. There are areas of broken bush and deep rocky valleys and gorges within the park. The species in the valleys are predominantly Acacia and Euphorbia candelabrum. Other tree species include Apodytes dimidiata, Canthium schimperiana, Elaeodendron buchananii, Ficus eriocarpa, Aspilia mossambicensis, Rhus natalensis, and Newtonia species. Several plants that grow on the rocky hillsides are unique to the Nairobi area. These species include Euphorbia brevitorta, Drimia calcarata, and Murdannia clarkeana(Mitullah 2003).

CHAPTER 4 RESEARCH METHODOLOGY

4.1 Research Design A purposive, or judgmental, sample is one that is selected based on the knowledge of a population and the purpose of the study. For example, if a researcher is studying the nature of school spirit as exhibited at a school pep rally, he or she might interview people who did not appear to be caught up in the emotions of the crowd or students who did not attend the rally at all (Gay 1987). In this case, the researcher is using a purposive sample because those being interviewed fit a specific purpose or description. This is the kind of research design that was adapted for this study (Gay 1987).

4.2 Sampling Frame and Size This study used purposive sampling method. Elements were chosen based on purpose of the study. As with other non-probability sampling methods, purposive sampling does not produce a sample that is representative of a larger population but it can be exactly what is needed in some cases- study of organisations, enterprises in a community or some other clearly defined and relatively limited group (Gay 1987).

The purposive sampling employed a simple random sampling technique whereby 5 CBOs, That is

 Juhudi Youth Group  The Big Five Youth Group  Zimmerman Youth  Glucolar  Down Hill Youth

One private contractors

 Uzima Ltd

And the CGN were selected as representatives of SWM service providers within Kasarani constituency.

4.3 Types and Sources of Data The type of data collected was mainly in two forms:-

 Primary data from the ground which was mainly be acquired through observation, photography, questionnaires and interviewing. This involved observing the methods of waste storage, collection, transportation and disposal.  Secondary data was obtained from books, articles, journals and internet sources to review literature. These were analysed in chapter two. The target population will be the CBOs, Private contractors, the CGN and women in households.

4.4 Data Collection Techniques The collection of data was done suing various techniques

Primary data collection techniques:

 Questionnaires – open ended and closed ended questions helped provide information about the organisations that was needed. 60 questionnaires were prepared and used for collecting data. 10 were given to CBOs, 8 to private contractors, two for county government officials while forty were distributed among households. The CBOs chosen were those that have participated in various JICA ISWM survey in Nairobi. They were targeted because they understand the ISWM in terms of what is being done and what needs to be done. Private contractors operating in Kasarani constituency are only two, thus they were easily selected. Households on the other hand, were randomly selected in Githurai 44, Zimmerman, Kasarani, Garden Estate and Drive Inn.  Photography  Direct Observation – allowed for the comparison between the data given by respondents and the actual scenario on the ground.  Interviewing – This was done with the help of formulation of an interview guide

Secondary information such as books, journals, reports, internet and other existing environment literature were used.

4.5 Data Analysis and Presentation Data analysis was done manually. The data collected was coded and analysed. Administered questionnaires were examined to check completeness, accuracy and consistency of responses in order to detect and eliminate errors. It was then put into graphs and tables for easier visualisation and comparison.

Data presentation has been done using pie charts, tables and graphs.

CHAPTER FIVE DATA ANALYSIS

5.1 Introduction The overall goal of this study was to research on the resources and the personnel of the CGN, private contractors and the CBOs in solid waste collection, transportation and disposal and how the availability of resources affects their performance. This study was carried within Kasarani constituency. Data was collected through the procedures outlined in chapter four. This chapter shows how the data collected was analysed and inferences made. Analysis and discussions are presented according to objectives.

The main institution charged with solid waste management is the CGN. That is collection and transportation of waste to the dumping site. The county government aims to provide Nairobi residents with a clean, healthy and safe environment. Solid waste management by-laws of 2007 require that generators of waste pay for it in line with EMCA 1999, under the Polluter Pays Principle.

5.2 Quantity and composition of waste handled by CBOs, private contractors and the CGN

5.2.1 Composition The composition of waste handled by the three entities in Kasarani is:

Percentage composition of solid waste in the area

2% 1% 8% Food Paper 7% Plastic 5% Soil Grass 7% 51% Wood Textile 11% Rubber 8% Other

Figure 6: Percentage composition of solid waste in the area (JICA, 2010)

From the figure above, it is worth noting that the nature of solid waste generated in the area is pre-dominantly organic waste (Food waste at 51%) this, is mainly produced by households, markets, fast food establishments and various food kiosks in the area. This was established by study of previously recorded data.

5.2.2 Quantity of waste handled CBOs and Private contractors

No. Organisation Amount of Estates collected Number of days waste collected of waste per week collection is done per estate 1. Juhudi Youth 30 tonnes Babadogo, 2 Mlolongo 2. Big Five 25 tonnes Baba Dogo 1

3. Zimmerman Youth 30 tonnes Kasarani 2 4. Glucollar 27 tonnes Kasarani 3 5. Down Hill Youth group 15 tonnes Kasarani 2 6. Uzima Ltd. 50 Garden Estate TOTAL 177 tonnes Table 1: Waste collected by CBOs and Private Contractors

CGN

Unlike private companies and community groups, the Council does not collect waste from households but from waste collection points or from wherever the waste may be dumped. In most areas (approximately 75% by the Council’s estimate) private collectors have entered into contracts with households, commercial and public organizations to collect waste from households or business premises on a weekly basis.

5.3 Equipment availability

5.3.1 Storage Equipment The main storage equipment used by households in Kasarani Constituency is paper bags and plastic bins. Both of which are provided by Private contractors and CBOs. Other means of storage include, cartons, baskets and synthetic sacks. Below is a graph showing the storage means used by various households.

45 40 35 30 25 20 15 10

Percentage ofhouseholds Percentage 5 0 Plastic bags Plastic bags Plastic buckets Metal Bucket Others provided by (Others) Private collector Type of storage equipment

Figure 7: Waste Storage Equipment selection

Use of paper bags for storage is an expensive method. Use of bins on is an alternative that reduces cost of storage both for households and the collecting firm. One of the CBOs, Zimmermann Youth is set to launch a pilot project which will see 100 households get bins instead of paper bags. This is because bins are much cheaper for waste storage than paper bags. Another CBO, The Big Five Youth Group washes waste paper bags that have already been used, and then resell them to the households so at half the price of new paper bags. This cuts on cost of buying these storage bags.

5.3.2 Transportation equipment Transporting of waste in Kasarani division happens in two steps. Firstly, after waste is collected from households, it is transported to collection points. The CBOs are mainly responsible for this part of the process. From the collection points, waste is gathered and taken to the final disposal sites. This in Kasarani. Is done by the private contractors who have been contracted by CGN. The role of the CGN includes collection, transportation and proper disposal of waste, however, in Kasarani, the CGN is not directly involved in collection and is barely being involved in transportation. Its acts by contracting private companies who collect waste from collection points.

All the CBOs interviewed use hand driven carts.

Table 2: Equipment used by CBOs vs. what they need

Service Provider No. of Carts No. of Spades No. of Rakes Available Sufficient Available Sufficient Available Sufficient Juhudi Youth 3 10 5 14 5 14 Big Five 2 9 8 18 8 15 Zimmerman 3 15 6 15 7 30 Youth Glucolar 4 10 5 10 3 10 Down Hill 5 8 3 13 5 13 Youth

The above table represents the most commonly used equipment by CBOs in their operations. The equipment available is not enough. The CBOs are dissatisfied by their resource capacity. Comparing the number available, and what is sufficient to accomplish their tasks, it is obvious that there is a huge gap. Transporting with carts is a challenge that needs to be addressed. It leads to spillage of waste when pushing. Use of trucks on the other hand in Kasarani on the other hand is a challenge due to the thin lanes between apartments which do not allow for access using trucks.

The private contractors collect waste from the collection points to the final dumping grounds. In Kasarani, there are only two private contractors who have ventured into this business. This is an inadequate number that leads to waste accumulating in collection points. This is phenomenon that is quite common in the area of study. Each private contractor has only one truck. One is 9 tonne capacity, and the other a 15 tonne capacity truck.

Most times, the CBOs are forced to rent out trucks to transport the waste to Dandora since the households complain about paying for waste collection yet the waste still lies around in the estates.

The CGN has lately acquired eleven compactors. However, none of these have been distributed to Kasarani constituency. They mostly operate within the CBD, which is pretty ironic, considering that middle income and low income estates are in dire need of transport resources.

5.4 Personnel SWM is an intensive field of service that requires a large number of human resource, for the service to be rendered adequately. The study draws that the human resources needed for waste collection personnel for all the three entities is not sufficient.

The personnel for the CBOs were adequate for their tasks. This is because most are composed of previously unemployed youth who take this up as a major source of the livelihood. The CGN on the other hand is facing challenges due to the small number of employees. The average number of members in every CBO is 18. None of those interviewed had a female member.

The CGN has five workers directly involved in waste management in Kasarani constituency. It should be noted that the CGN is not directly involved in waste collection. A chart of the waste management sequence will be presented later on in this chapter.

Table 3: Service Providers personnel

Service Provider Number CBOs. Available Sufficient  Juhudi 14 14

 Big Five 18 18

 Zimmerman Youth 30 30

 Glucolar 15 20

 Down Hill Youth 13 15

Private Contractors Uzima ltd 15 20 CGN 5 30

90% of the CBOs interviewed, were satisfied with their personnel. The advantage with CBOs is that, they are formed by youthful members of the societies who have no employment and see this

36 as a business opportunity. Needless to say, there are many such youth in Kasarani constituency. The other 10% however do not have adequate personnel. They mentioned that youths are disinterested in venturing in SWM because they consider it “dirty business”. They therefore called for the sensitization of communities on the benefits of SWM as an alternative source of livelihood.

The CGN, although working to improve its situation, has an inadequate human resource force. Private contractors do not have a major problem with personnel since they only collect waste from collection points to the disposal sites. They only require drivers.

In comparison to the population served, the personnel by the CGN and the private contractors is not sufficient. There is therefore room for improvement.

5.5 Collection System

5.5.1 Collection Most CBOs collect waste in twice or once in a week per estate. All the CBOs interviewed use human driven carts (Mkokoteni) to collect waste from door to door. This waste is then deposited in waste collection points, where trucks come to collect the waste and transport it to Dandora dumpsite. These trucks are owned by the private contractors, who have been contracted by the county council.

Table 4: Frequency of waste collection by the service providers

Service Provider Average Frequency Factors affecting frequency per Week CGN Never  Inadequate personnel  Inadequate equipment  Disadvantaged allocation of resources

CBOs 2  Inadequate personnel  Inadequate equipment

Private Contractors 1  Inadequate personnel  Inadequate equipment

5.5.2 Waste Recovery 90% of the CBOs interviewed sort the waste before final disposal. The waste is sorted into

 Plastics- This is sold to plastic recycling companies especially those established within Baba Dogo  Bones- they are sold to companies that make ornaments and buttons  Metal- these are taken to scrap metal dealers  Glass- these are sold to organisations that make ornaments out of glass  Inorganics- these go through composting to make manure and they are also used as food for pigs.

Private contractors do not sort waste in Kasarani constituency. They transport waste that has already been sorted by the CBOs from collection points. Thus they are not involved in this important step of SWM. This is mainly because they are barely involved in collection of waste from households.

Lack of legal grounds for sorting is one of the major problem facing waste recovery in Kasarani constituency. The sorting grounds are not officially provided by the county council, this leads to clashes with county council officials. CBO members end up being arrested if found sorting on the illegal grounds, yet legal grounds have either been grabbed haven’t been provided.

There is also difficulty in access of markets for products that have been recycled. For instance, Zimmerman Youth group is involved in recycling papers which they use to make ornaments.

5.5.3 Disposal Solid waste in Kasarani is disposed of into Dandora. This is done by the private contractors. CBOs are not able to transport waste to Dandora due lack of trucks. However if accorded the opportunity (funds), they can be able to collect and dispose waste for themselves. Whenever the government contracted trucks do not show up for collection, the CBOs have to pay for a truck to come and collect waste from collection points. This increases their expenditure by thousands. If the CGN was however to keep their end of the bargain, which is to provide trucks for waste collection, this problem would be eliminated. Besides, the private contractors contracted to collect waste from collection points how up irregularly. This leads to waste piling up at collection points. Since collection points are still within estates, it leads to foul smell, unsightly

38 sights and the CBOs seem not to be doing their jobs in the eyes of households who pay them to collect and dispose waste. For example, in a section of New Baba Dogo, it has been two months since a truck came to collect waste at a waste collection point.

CHAPTER SIX CONCLUSION AND RECOMMENDATION

6.1 Summary of Findings Within the study area, the major waste collection is a stream that is played by three key players at three levels. The CBOs collect waste from the households and transfer the waste to collection points. The private contractors, who have been contracted by the CGN, then collect this waste and transfer it to the Dandora dumpsite. This three step stream can however be eliminated if the CGN was to directly provide transport means for the CBOs.

This study also shows that lack of proper equipment e.g. trucks, affordable waste storage facilities and protective gear for waste sorting affects the efficiency of waste management in Kasarani constituency. CBOs and private contractors lack much needed support from the government. The government should implement plans and proposals in place, meant to build the capacity of all the key players so as to step up efficiency in waste management. The CGN should revamp its waste collection department. This can be done by increasing personnel and equipment.

6.2 Recommendations for Improving Solid Waste Management in Kasarani For adequate solid waste management in Kasarani constituency, the following is suggested:  There is a need to recognize, formalise and streamline the operation of CBO’s in waste collection so they have the same legal and operational status as Private Collectors;  The CGN should fairly distribute the newly acquired trucks and compactors among all constituencies in Nairobi. These trucks should also operate daily. This will greatly boost waste collection in not only Kasarani, but also other areas in Nairobi.  The CGN should be keen on recovering public land that has been grabbed. Besides other uses, such land can be allocated to sorting of waste.  The CBOs in Kasarani should come together and form a union/sacco that will help them acquire funding for the activities. This is a more responsible approach compared to blaming the CGN on every failure.  Government support is crucial to the recyclers, since they have no capital to invest in infrastructure and capacity building. Co-operative recycling should not be treated as a separate program, but rather be integrated into the county government solid waste

program. Government recognition and commitment are essential in the success of these ventures.

6.3 Areas for Further Study In order to achieve a lasting solution to the issue of lack of resources in solid waste management within urban areas, the following studies should be carried out.

 Research on the appropriate facilities that can be used sustainably in developing countries for waste management urban centres.  Public-privatemodels models that will eliminate a middlemen approach in solid waste management process.

6.4 Conclusion SWM is a growing problem in most, if not all urban centres in Kenya. Kasarani constituency is not an exception. Use of crude equipment by waste collectors and transporters is a major challenge. Besides, unplanned housing has led to houses being in such close proximity, trucks would have a hard time accessing the interior parts of the estates within Kasarani constituency. This is especially in Githurai 44 and Zimmerman.The CGN however is showing commitment in revamping its SWM program. This has been seen by the increased importation of waste collection trucks, identification of a new dumpsite (Ruai) among others. The findings in this study will therefore be helpful to potential service providers, who will able to identify gaps which they can fill. That we should shelve conferencing and get to work is an observation, long overdue.

REFERENCES 1. Mohan, D (2003). People’s Right to Safety. Health and Human Rights, 6 (2), pp.161-167. 2. ISWM Stakeholders Workshop Report, 2009. Report on UNEP/CGN 3rd ISWM Stakeholder Workshop to Identify Issues of Concern for the ISWM Plan - December 2009. Pan Afric Hotel, Nairobi. 3. KNBS (2009). Kenya National Bureau of Statistics. http://www.knbs.go.ke/ (Accessed on 18 June 2014) 4. JICA 1998. The study on solid waste management in Nairobi City in the Republic of Kenya: final report. Japan International Cooperation Agency (JICA); in collaboration with CTI Engineering & Environmental Technology Consultants. [Online]. Available from: http://lvzopac.jica.go.jp/external/library. [accessed 10 June 2014]. 5. Karanja, A. 2005. Solid Waste Management in Nairobi: Actors, Institutional Arrangements and Contributions to Sustainable Development. PhD in Development Studies, Institute of Social Studies, The Hague, Netherlands. Available: http://www.shaker.nl. 6. Letema, S., Murray, I., and Kigo, D. 2009. Presentation: Institutional Analysis. 3rd UNEP/CGN ISWM Stakeholder Workshop - December 2009. Nairobi, Kenya. 7. Ngau & Kahiu, 2009. ISWM Secondary Data Report on Solid Waste Inventory in Nairobi: Report of the National Technical Taskforce (NTT) on Preparation of An Integrated Solid Waste management Plan for Nairobi. 8. UNEP & UN-HABITAT - Kenya 2007. City of Nairobi Environment Outlook. Nairobi, Kenya.: United Nations Environment Programme (UNEP) & United Nations Human Settlements Programme (UN Habitat), Kenya. :http://www.unep.org/DEWA/Africa/docs/en/NCEO_Report_FF_New_Text.pdf. Accessed 10 May 2014. 9. Ogawa,H.(2005). Sustainable Solid Waste Management in Developing Countries.(www.gdrc.org.). Accessed on 10th June, 2014.

10. Shafiul, A.A. and Mansoor, A. (2003). Partnerships for solid waste management in developing countries: Linking theories to realities in the Institute of Development Engineering, Water and Development Centre (WEDC). Loughborough University, U.K. 11. EMCA 1999 12. Constitution of Kenya, 2010 13. Zerbock, O. (2003). Urban Solid Waste Management: Waste Reduction in Developing Nations. (www.cee.mtu.edu). Accessed on 10th June, 2014. 14. Ikiara,C .(2006). “Opportunities and Challenges in Privatising Urban Environmental Infrastructure: Lessons from the Dandora Dumpsite Nairobi”. Paper presented at a Workshop on Public Expenditure and Service Delivery in Africa: Managing Public Expenditure to Improve Service Quality and Access 9-11 October 2006. 15. AFDB.(2002) .Study On Solid Waste Management Options For Africa. Project Report. Final Draft Version. Sustainable Development and Poverty Reduction Unit, African Development Bank (AFDB), Abidjan.

APPENDIX QUESTIONNAIRES

This research is mainly for academic purpose. Therefore, answers given will be treated as confidential.

Respondent's name______

Organisation being represented ______

Position in the organisation______

Please record answers in the spaces provided

Waste collection and disposal

Q1. What is the quantity of waste generated in a day in tonnes? (In figures): ......

Q2. What are the common types of waste generated in the area? (List them) 1...... 2...... 3...... 4...... 5......

Q3. Do you separate the waste before disposal? (Either into plastic, wood, metals, glass, food waste among others) Yes No

Q4. If yes, indicate the reasons. 1…………………………………………………………………………………………… 2…………………………………………………………………………………………… 3……………………………………………………………………………………………

Q5.Where do you dispose of the waste collected from the various sections? (Final disposal site)......

1...... 2…………………………………………………………………………………………… 3……………………………………………………………………………………………

Q6.What methods do you use in managing the solid waste generated in the area? (If more than one indicate them)

Composting Recycling Incineration ISWM (Reduce, Reuse and Recycle/landfill/incinerate) None Other, (specify):......

SECTION B

SOLID WASTE MANAGEMENT RESOURCES

Q7. Waste collection and disposal equipment (Indicate the number available and the number needed

Table 5: Waste management resources

Equipment Number Available Number Required

1.Dustbins

2.Skips 3.Motorist tricycle 4.Graders

5. Skip Loaders 6.Compaction trucks 7.Roll on/Roll off trucks 8.Bulldozers 9. Road sweepers 10.Bulldozers 11.Road sweepers

12. Others:

Q8. Availability of qualified personnel for managing waste (Technical Staff)

Table 6: Organisations personnel

Personnel(Technical Number Qualification Staff)

Q9. In your view what are some of the problems facing this organisation in terms of managing waste? (List at most four)

1......

2......

3......

4......

Q10 . How can the problems be solved? (State them briefly)

1......

2......

Observation checklist 1. What are the temporary solid waste storage practices taking place 2. What equipment are being used 3. What is the condition of the transporting vehicles 4. What is the condition of collection points