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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
The technical assistance operation is financed under the EU ACP Water Project Preparation Facility August 2012
I R X I M X M A T A R T I R T I X T N E M P L T A N T S R U S N O C O T I R T D E V E L T A M X A M X I R A M X I R T M I R T T R A I T A M T R A X I M A R X A T I M A R X M M T I A R T
Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
Notice
This document and its contents have been prepared and are intended solely for the European Investment Bank solely for the purpose of presenting our Initial Findings Report to the Project Formulation Study for Scaling up the Lake Victoria Water and Sanitation Initiative. It may not be used by any person for any other purpose other than that specified without the express written permission of WS Atkins International Limited (Atkins) and Matrix Development Consultants Ltd. Any liability arising out of use by a third party of this document for purposes not wholly connected with the above shall be the responsibility of that party who shall indemnify WS Atkins International Limited (Atkins) and Matrix Development Consultants Ltd against all claims costs damages and losses arising out of such use. The authors take full responsibility for the contents of this report. The opinions expressed do not necessarily reflect the view of the European Union or the European Investment Bank. Document History JOB NUMBER: 5099279 Revision Purpose Description Originated 0 1 2 3 4 5 Draft / Unreviewed for information only Draft for client review Separate volume Draft for issue to EIB for joint mission Final Draft Final RS RS RS CH CH CH MJW/MK MJW MJW PS PS PS 15.09.11 28.02.12 17.08.12 RS CH DH MW PS 27.05.11 DOCUMENT REF: 5099279/70/Mwanza Report v3 Checked Reviewed Authorised Date
Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
Table of Contents
3.
3.1. 3.2.
Mwanza
Introduction Social Assessment
1
1 3
Overview Socio-economic and Environmental Context Water Supply Context Health and Sanitation Context Policy and Legal Framework for Institutional Performance Stakeholder Analysis and Stakeholder Roles in Water and Sanitation
The Urban Development Context
3 5 8 9 11 12
14
Baseline Population Urban Structure Population Projections Planning Culture Development Scenario for Water and Sanitation Planning Land Requirements 2011-31
Water Demand Projection
14 16 18 21 22 24
27
3.4.1. 3.4.2.
3.5.
27 27
29
3.5.1. 3.5.2. 3.5.3. 3.5.4. 3.5.5. 3.5.6. 3.5.7. 3.5.8. 3.5.9. 3.5.10. 3.5.11. 3.5.12.
3.6.
Background Institutional Structure System Performance Water Sources Quality and Treatment Pumping Distribution Operations and Maintenance Planned Developments Future Development Needs New Water Source Summary of Interventions
Wastewater
29 29 29 35 36 38 40 44 44 45 51 56
58
Introduction Sewer Network Planned Developments Sewage Treatment New Trunk Sewer, Sewerage, and Treatment Plant for Nyakato and Igoma Other Development Needs Sewer Connections
Sanitation
58 58 60 63 65 69 69
71
Current Situation Future Development Plans Future Development Options Sanitation Cost Estimate
Urban Drainage
71 75 76 85
86
Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
86 86 86 87
88
Introduction Collection Systems Collection Infrastructure Disposal Systems Hazardous Waste Planned Developments Proposals for Improvements to Solid Waste Management Systems Further Studies and Pilot Projects Overview of Possible Interventions
Institutional Assessment
88 88 90 91 93 95 95 98 99
101
Mwanza Urban Water Supply and Sewerage Authority (MWAUWASA) Institutional Organisation and Capacity Building at MWAUWASA Institutional Capacity Training Needs Assessment Institutional Capacity Operational Challenges Training and Staff Growth Costs
Financial Analysis
Introduction Cost of Providing WATSAN Services Tariffs and Cost Recovery Levels MWAUWASA Non Revenue Water (NRW) Financial Performance Indicators
Environmental Policy and Legislation
Policy and Legal Framework in the Water and Sanitation Sector Provision for Compensation and Resettlement Institutional Framework in the Water and Sanitation Sector
Environmental and Social Impact Analysis
Introduction Potential Environmental Impacts and Mitigation Measures Potential social impacts (negative and positive) and mitigation measures Enhancing Environmental and Social Outcomes of Interventions Social Risks and Effects on the Project
Appendix 3.1 Capri Point Intake and Treatment Plant Appendix 3.2 Ilemela Waste Stabilisation Ponds Appendix 3.3 Preliminary Urban Inequality Survey Data for Mwanza Appendix 3.4 School Water, Sanitation and Hygiene Mapping Report Mwanza Municipality Appendix 3.5 Collated School Data
Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
References
1. The United Republic of Tanzania (2010) - Water Sector Status Report 2010, Ministry of Water and
Irrigation
2. The United Republic Of Tanzania (2006) - Ministry of Water Mkukuta Based MDG Costing For The
Water And Sanitation Sector - Final Report - Dar Es Salaam April 2006
3. The United Republic Of Tanzania (2006) - National Water Sector Development Strategy 2006 to 2015 4. WASREB (2010) - IMPACT: A performance Report of Kenyas Water Services Sub-Sector, Issue No.
3, October 2010.
5. GoK (2007) - Kenya Vision 2030, the Popular Version, July 2007 6. GoK (2010) - Medium Term Expenditure Framework 2011/12 - 2013/14 7. Environment, Water And Irrigation Sector Report 2010, January 2011 8. MWAUASA (2010) - Business Plan, July 2010 - June 2013, July, 2010 9. KIWASCO (2010) - KIWASCO, Water Demand Management Policy and Strategy, 26 April 2010 10. WASREB (undated) - Tariff Guidelines 11. World Bank (2010) - Tanzania: Public Expenditure Review (PER) of the Water Sector, June 2010 12. Report Mwanza Urban Water Supply & Sewerage Authority, Improvement of Water Supply in Mwanza
City, Final detailed Design Report Don Consult ,believed to be issued in January 2012
13. Report Mwanza Water and Sanitation Project Impact Study dated June 2004, Volume 1 Report and
Volume 2 Annexes; C Lotti and GKW
14. Final Design Report, Mwanza Water Supply Project Phase II Sewerage, Undated soft copy believed
to be 2009; Poyry, C Lotti and Interconsult
Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
3. Mwanza
3.1. Introduction
Mwanza lies along the southern shores of Lake Victoria on the North West of the United Republic of Tanzania. The population of the city is estimated to be 617,000, of which 84% are supplied with water and 8% are using sewerage services from MWAUWASA. The city of Mwanza covers an area of 1,337 km2 of which 900 km2 or 67.3% is Lake Victoria. The remaining land area covers approximately 437 km2 (32.7%). The city covers about 3.8% of the total area of Mwanza region. The city is characterised by gently undulating granites and granodiorite physiography with isolated hill masses and rock inselbergs which is why one is greeted at the entrance to the city by "Welcome to Mwanza, the rocky city". It is also characterised by well-drained sandy loamy soil generated from coarse grained cretaceous rock. The vegetation cover is typical savannah with scattered tall trees and tall grass. Mwanza City comprises two Districts, namely Nyamagana and Ilemela. Administratively, the city is run by the councillors under the leadership of the Lord Mayor. However, the day-today administration of the city is by the City Director, assisted by heads of departments and sections. Many people in Mwanza live in unplanned settlements. These settlements, apart from lacking basic facilities like roads, schools and water, are located on very steep rocky hills where providing basic sanitation is very difficult. Mwanza City lies at an altitude of 1,134 metres above sea level. The city experiences between 700 and 1,000 mm of rainfall per year falling in two fairly distinct seasons; between the months of October and December and between February and May.
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PRO JE CT TITLE
Project formulation for scaling up the Lake Victoria Water and Sanitation Initiative Figure 3.1 Mwanza Overview
September 2011
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
3.2.
3.2.1.
3.2.1.1.
Social Assessment
Overview
Social context Mwanzas current population is estimated by the City Council to be approximately 617,000. The region is a major industrial centre and also a leading producer of cotton (a major cash crop export). Fishing and the rearing of livestock are also major economic activities. The majority of economically active people are self-employed. Despite this, the Mwanza region is among the poorest in Tanzania. Mwanza region has an overall low level of economic performance when measured by per capita gross regional product: it ranks 10th amongst 12 regions. There are 1,185 primary schools 258 secondary schools, 8 colleges and 3 universities in Mwanza region. There is a high incidence of waterborne or related diseases and vectors such as malaria, schistosomiasis, enteric worms, typhoid, diarrhoea, skin diseases and cholera. Major stakeholders with an interest in water supply and sanitation issues include Mwanza Urban Water and Sewerage Authority (MWAUWASA), the Regional Administrative Secretary, Mwanza City Council (MCC) and the Lake Victoria Basin Commission (LVBC). This section of the Report was prepared before the data from the Urban Inequality Survey was available. This is now included in Appendix 3.3.
3.2.1.2.
Positive and negative impacts of the proposed project interventions It is anticipated that this large towns phase of the LVWATSAN Initiative will have a tangible impact on public health (including improving maternal health and reducing under-five mortality), through the provision of increased access to clean water, improvement of wastewater treatment facilities, provision of adequate sanitation facilities, improved urban drainage and solid waste collection and treatment. Improving sewage treatment facilities and sewage coverage will prevent further pollution of the Lake, and have a direct impact on the quality of its water and ecosystems. Improved drainage would contribute to reduced incidence of malaria (by eliminating breeding habitats for malaria-carrying mosquitoes), as well as other waterborne diseases, while efficient solid waste disposal systems would also have a positive impact on public health by discouraging disease-spreading vermin and preventing entry of toxic leachates into soils and water sources. The combined beneficial effects of these interventions are associated with greater productivity and output, and therefore with alleviation of poverty and hunger. Given that poverty and environmental wellbeing are inversely linked, the implication is that overall environmental conservation and protection will be enhanced. Specific positive social impacts would include: Decreased incidence of waterborne diseases; Less waste of productive time spent in search of water; Decreased cost of treatment for waterborne diseases as well as decreased travel frequency to health facilities; Reduction in household expenditure on water; Improved hygiene standards; Increased population with access to sanitation facilities / status; Year round access to water for households; Constructed water supply systems operated and maintained by the community being served; and
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
To address gender inequities, project interventions should focus on womens and mens involvement in the planning, construction, operation, maintenance and management of domestic water supply, irrigation, sanitation or environmental protection. Project interventions should also give due consideration to internal culture and staffing issues, for example recruitment, promotion and training opportunities for female and male staff, sexual discrimination and harassment, and issues such as child care, paternity or maternity leave, and safe travel arrangements 3.2.1.3. Objectives of the Environmental and Social Impact Assessment (ESIA) The objectives of the ESIA were to: Establish the baseline situation (this section); Identify the positive and negative impacts related to the project components and the risks relevant to each component during construction and operation (Section 3.13); Identify and propose mitigation and enhancement measures (Section 3.13).
The ESIA built on existing assessments undertaken for the LTAP with a particular focus on social aspects, with additional data collection and analysis focused on assessing project impacts on the poor and women. The ESIA included actions to ensure gender considerations impact on project planning and implementation, and on the operation and maintenance of project facilities, where appropriate. The principal stages of the ESIA were: Setting the context identifying other relevant plans, policies and programmes relevant to the one being assessed; Collecting baseline data for the study area; Setting objectives (particularly social) for the ESIA, against which the plan will be tested; Testing the plan options (outline design) against the objectives and identifying significant impacts; Refining alternative options (preliminary) and identify mitigation measures in light of assessment; Reporting on the overall impacts of the plan; and Developing a strategy for monitoring the actual impacts of the plan following implementation.
3.2.1.4.
Project Area and Network Mwanza is not only the most populous region in Tanzania, but also has the highest population density at 150 people per km2 (the average for Tanzania being 39 people per km2 excluding the Dar es Salaam region). The high population density aggravates the already serious pressure on land and on food security in the Mwanza region. As noted earlier Mwanza City is situated along the shores of Lake Victoria and is geographically defined by the joint administrative boundaries of Ilemela and Nyamagana Districts. The two districts contain twenty one urban and rural/peri-urban wards. They are under the jurisdiction of Mwanza Municipal Council (MCC
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
3.2.2.2.
Demographics, Poverty and Food Insecurity The Mwanza region is among the poorest in Tanzania, due to its very high population density leading to serious pressure on land (the entire Mwanza region is characterized by a high risk of desertification and suffers severe localized land degradation and over-stocking of cattle per capita) and food insecurity. The average household size is believed to be about 6.4 people/ household, which is higher than the national average of 5.3. This may be due to a low level of family planning awareness, high fertility in the female group, and a high incidence of polygamy. There is a considerable variation in agricultural and demographic characteristics in the Mwanza region. The region is not self-sufficient with respect to food production. Shortages of food are addressed by bringing in food from external sources. With an increasing population dependent on agriculture for its livelihood, the general strategy for meeting food self-sufficiency in the region is intensification of farming practices. Agricultural production could be enhanced by development of small irrigation farming using rain water harvesting or exploitation of the lake waters.
3.2.2.3.
Employment Most employed people work in the service sector, while those who are self-employed are involved in petty trade, tilling land, micro-fishing activities etc. Approximately 50% of people are employed (employed and self-employed). The average per capita income is approximately US$ 21 per month. (MCC overview 2004/2005). There are relatively few formal sector wage earning job opportunities in the Mwanza region, and despite a fishing related economic boom, urban and rural incomes have declined significantly. Although Mwanza is described as the industrial headquarters of North West Tanzania, industry is concentrated in only two wards. There are few studies that provide statistical information about the distribution of the regions labour force, but Kadonya (2002) reports that the fishing industry employs only 1% of the population in Mwanza and that most of the regions labour force is employed in the informal sector. The informal economy in Mwanza, despite playing a vital role in maintaining livelihoods in the region, does little to contribute to the fiscal or service requirements of local government. As a result those that work in the informal sector are seldom consulted with respect to the development of business related legislation and are often targeted by municipal authorities. There have been several attempts to remove informal and small scale manufacturers from the Central Business District (CBD), forcing them to relocate to peri-urban and rural locations where they are further disadvantaged by the poor transport and communications infrastructure. The failure of many of these small manufacturers to register and pay tax has led to conflict with municipal authorities, who regularly close them down to stop tax evasion.
3.2.2.4.
Economic Activities i) Agriculture Mwanza is the main region for the production of cotton, one of the major cash crops for export. Major food crops in the region are maize, cassava, sorghum, millet, sweet potatoes, paddy and legumes. Maize, cassava and sweet potatoes constitute about 71% of all food crops grown in the region. Apart from cotton, paddy and maize are sometimes treated as cash crops. The region is normally unable to feed itself due to persistent droughts. This could be addressed by introducing irrigation schemes, using water from the lake and from the ponds found in numerous river valleys in the region. Currently, irrigation is carried out in very small area, about 6.4% of the total land that could be irrigated in the region.
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
Most women in Mwanza who work are engaged in the informal sector. For example 2,000 food vending businesses were identified in previous studies. Every day practices in these businesses in relation to water are frequently unhygienic. As the number of women involved in these businesses is extremely high, women represent potential agents of change if they can be sensitised and empowered to demand and / or create an improved water and sanitation situation. 3.2.2.6. HIV/AIDS HIV/AIDs is an important factor in development because of its impact on men and women of working age. There were demanding targets set for reducing the incidence of HIV/AIDS in Tanzania. Reducing HIV/AIDS requires improved delivery of both water and sanitation services, and infrastructure development, and people living with HIV/AIDS should be specifically accommodated.
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
Source: Sekeutoure Mwanza Regional hospital (Note: information on diarrhoea is not available in regional offices and Information on cholera for 20032008 is also unavailable; therefore it is recommended that prior to the implementation of the project data on occurrence of diarrhoea should be gathered from the hospital and other local health centres and dispensaries).
3.2.3.
3.2.3.1.
3.2.3.2.
Squatter Areas In Mwanza City there are a number of low income areas; Igogo, Kirumba, Kitangiri, Isamilo, Mabatini and Igoma. In these areas the population has constructed houses in rocky areas because it is cheap and people do not have to buy land. Most low income citizens see these places as essential to their survival; however, the provision of water facilities in these areas is a significant problem. Technically installing piped water services is a challenge, while at the same time very few people can afford to have piped water. Those who can afford a water connection often sell water to other people.
3.2.3.3.
Disadvantaged Groups The MWAUWASA credit policy stipulates that as access to quality water services is a basic need and right for all human beings, and all residents of Mwanza City including
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
3.2.4.
3.2.4.1.
3.2.4.2.
Public Toilets Public toilets (which are sometimes combined latrines and bathing facilities) are located at Mkuyuni Market, Tanganyika Bus stand, in the city centre, Makoroboi, at the regional offices, Kirumba the central bus station, Buzuruga and Nyegezi bus stand, Mlangommoja, near the Central Police Station and Nyegezi-Bohongwa daladala stand. Although MCC is responsible for building and operating the public toilets in Mwanza it outsources operating responsibilities to the private sector. The monthly rent fee varies between locations depending on population and the site of the facility. The contract period also varies from area to area. Customers pay a fee for the use of the toilet or bathing; prices range from TSh 100-200 for toilets and Tsh 200-300 for bathing.
3.2.4.3.
Hospital Sanitation Facilities Three of the hospitals in Mwanza City (Butimba Nyamagana District, Sekeutoure regional hospital and Bugando medical centre) were reviewed with respect to health and hygiene aspects of sanitation facilities. In all three hospitals facilities were dirty, unhygienic and not fit for use in a health facility. The pictures below illustrate the state of the sanitation facilities in the hospitals.
In their current condition, the hospital toilets may contribute to health problems and require significant improvement in terms of infrastructure and cleanliness.
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
Source: SNV baseline survey Table 3.4 - Latrine numbers, ratios and shortage No. pupils 68,632 66,824 135,456 Actual no. DHs 1,024 975 1,999 Pupils per DH 67.0 68.5 135.5 Required DHs 3,432 2,673 6,105 Shortage 2,408 1,698 4,106
There is a significant shortage of latrines for boys and particularly girls; when considering improvements the needs of girls should be the first priority.
Table 3.5 - Latrine status Nos. Categorization Meeting minimum standard Halfway to minimum standard Latrine numbers Less than 1000 pupils per DH 101- 200 pupils per DH Over 200 pupils per DH No latrines Dry compost VIP Type of latrine Pit latrine with slab Pour flush Traditional pit latrine Others Source: SNV baseline survey Number of Schools 10 36 74 39 9 4 0 11 122 39 0 0
Data in Table 3.5 indicate that most of the latrines do not meet the minimum hygiene standards. Also the ratios indicate overcrowding. The level of service is quite low in all cases; there is a clear need for increased school sanitation facilities.
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
Hand washing is uncommon and the use of soap even less so. Without proper hand washing facilities and practices there is reduced benefit in providing facilities. The promotion of improved hygiene and sanitation for schools can be enhanced through education and improving awareness of the dangers of poor sanitation. 3.2.4.5. Perceived Need for Improvements to Sanitation Measures to improve sanitation suggested by residents include increased access to the sewer network and drainage facilities, maintenance of sewers, proper solid waste management, and addressing corruption within service providers.
3.2.5.
3.2.5.1.
3.2.5.2.
Credit Policy and Water Sector City By-Laws In Mwanza, the MWAUWASA credit policy and water sector city by-laws govern the use of water and water sources. The MWAUWASA policy has the following objectives: To guide the credit management process by outlining credit standards and terms of credit; To create an enabling environment that will enhance willingness to pay by customers and thus reduce follow up and recovery costs; To ensure stable liquidity conditions and the reduction of accounts receivable ratio to less than 3 months; To enhance transparency and leadership support through regular reporting; To outline measures to improve revenue collection efficiency; and To continue improving the relationship between the authorities, customers and other stakeholders.
MCC has also enacted by-laws to establish and maintain water sources in villages.
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
3.2.6.2.
Mwanza Urban Water and Sewerage Authority (MWAUWASA) Mwanza Urban Water and Sewerage Authority (MWAUWASA) has overall responsibility for Mwanza urban water, providing water supply and sewerage services in the Districts of Nyamagana and Ilemela in Mwanza City as well as Kisesa Township in Magu District. MWAUWASA is fully owned by the Government of Tanzania and is a category A Authority; and as such is supposed to meet all its operational costs by full cost recovery. It was established in July 1996 under the Water Works Ordinance Cap 281 (as amended), initially as a semi-autonomous body and then as fully autonomous from January, 1998. MWAUWASA operates according to Water Works Ordinance, Water Works Rules, Water Works Regulations and Memorandum of Understanding (MoU), Operation Guidelines and EWURA conditions.
3.2.6.3.
Regional Administrative Secretary The regional administrative secretary is the overseer of Government agencies within the region.
3.2.6.4.
Mwanza City Council (MCC) MCC is tasked with building capacity to provide services that meet the requirements of residents using available resources, taking into consideration environmental issues and promoting good governance through community participation. Activities in Mwanza City are channelled through the MCC. The City Director is also a board member of MWAUWASA. The city has its own byelaws for establishment and preservation of water and water sources. Administratively, the City Council is run by the Councillors under the leadership of the Lord Mayor. However, day-to-day administration is undertaken by the City Director, assisted by heads of departments and sections. At ward level there are Ward Executive Officers (WEO) who are managed by the City Director. The City has nine departments: Engineering, Urban Planning, Economic and Trade, Community Development, Health, Finance, Manpower Development, Cooperative and Agriculture and Education and Culture. There are also two advisory units to the City Director namely, Internal Auditing and Legal Services.
3.2.6.5.
Lake Victoria Basin Commission (LVBC) LVBC is a specialised institution of the EAC that is responsible for coordinating the sustainable development agenda of the Lake Victoria Basin. The establishment of the Commission has been sequential and based on study outputs and step-wise building of the institution.
3.2.6.6.
Lake Victoria Region Local Authority Cooperation (LVRLAC) LVRLAC is a regional body with a specific niche role to engage Local Authorities and communities around the lake, in environmental protection, poverty reduction and sustainable development in the Lake Victoria basin. LVRLAC uses its strategic position to reach out to a wide grassroots base and build networks at various levels. Network activities are coordinated by a Regional Secretariat established and based in Entebbe, Uganda and Country level sub-secretariats in Kampala (Uganda), Kisumu (Kenya) and Mwanza (Tanzania).
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
3.3.
3.3.1.
These figures refer to the total population urban, peri-urban and rural within the 20 wards that comprise the Mwanza City Council area.
Table 3.7 - Mwanza - Baseline Population Source 1 2 National Census Master Plan 200828 National Bureau of Statistics projection Year 2002 2008 Population 436,556 556,734 Notes - Obtained from NBS, Mwanza office - Table 9.1, p.146 - Source NBS, August 2008. - Represents average AGR 4.1% 2002-08 - Obtained from NBS, Mwanza office. - Represents average AGR 3.9% 2002-11
2011
617,369
The census prior to the 2002 Census was held in 1988. It is now intended to follow a regular 10-year cycle, with the next census due in 2012. Estimates of the 2011 population are therefore based on assumptions about the average annual growth rate (AGR) over the past 9 years. There is a lack of consistent information on historical growth rates and their application for generating current and future population estimates. For example, the Master Plan reports that for the inter-census period 1988-2002, the population of Mwanza grew at an average 3.2% AGR, compared with the national AGR of 2.9%, indicating significant in-migration into the Mwanza region. It also refers to in-migration at 8% (per annum?), but it is unclear if this is supposed to indicate an AGR of 11.2% (8.0 + 3.2) or 10.9% (8.0 + 2.9). Don Consult Ltd (DCL), consultants for the detailed engineering design of Mwanza water supply and sewerage, used the 2002 Census data for Mwanza with the addition of Kisesa ward. Kisesa is an urban centre lying just outside the eastern boundary of the city in Magu District whose economy is linked to the social and economic activities of Mwanza. A Mwanza City Council (MCC) source reported that it may be incorporated into the Mwanza city boundary in mid-2011. DCL used 1988-2002 individual ward growth rates to generate projections to a 2010 baseline (805,342) and then to 2032 (4,130,754). However the methodology is considered suspect in that it assumes that wards that grew fast during the 1988-2002 period continue to grow at the same rate to 2032. It is more likely that high growth wards near the city centre will show a fall in AGR as they approach saturation, while increased growth rates will seen in outlying wards as development spills over onto vacant land. We therefore consider the DCL population projections to be unreliable and these have not been used. For the purposes of this study, the National Bureau of Statistics (NBS) projected figure of 617,369 (not including Kisesa) is used as the 2011 baseline population, which represents an average 3.9% AGR over the period 2002-11.
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PROJECT TITLE
Project formulation for scaling up the Lake Victoria Water and Sanitation Initiative
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
3.3.3.
Population Projections
Table 3.8 shows population projections to the year 2031, based on the 2002 Census figure. The projections to 2028 are sourced from the NBS, and are the same as used in the Draft Mwanza City Master Plan. The 2031 figure is extrapolated using the 2.8% AGR in 2023-28, giving a target population of just over 1 million, representing a 20-year increase of more than 500,000.
Table 3.8 - Population Projection 2008-2031 2011 1 2 3 4 Population Period Increase Cumulative increase Average AGR 617,369 60,635 -3.3%> 2013 658,736 102,002 102,002 3.0%> 2018 763,969 105,233 207,235 2.6%> 2023 866,886 102,917 310,152 2.8%> 2028 997,267 130,381 440,533 2.8%> 2031 1,084,670 87,403 527,936
2011 data from NBS 2002-28 projections 2031 data extrapolated from NBS 2028 figure Annual growth rate back-calculated based on NBS projections Source: NBS
The average AGRs in row 4 have been back-calculated from the given NBS population figures. No explanation is available for the growth rates used (the Mwanza NBS office said they were provided by Central Office) or their variation: while a gradual reduction would be expected over a near 30-year period, the increase from 2.6% in 2018-23 to 2.8% in 2023-38 seems improbable.
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
Land Use Planning Problems The Master Plan lists the main land use planning problems: Proliferation of unplanned settlements - especially environmental degradation caused by removal of vegetation which is aggravated by mining of rock for building, poor sanitation provision and solid waste disposal; Mining & quarrying - much is uncontrolled, resulting in degradation of the environment and dereliction; Urban agriculture - increasing use of pesticides polluting land and water systems; and Industrial waste - entering water systems.
Population The Master Plan uses the NBS data 2008-28 given in Tables 3.7 and 3.8 above. This projects a population just under 1 million in 2028, an increase of 440,000 over 2008. Housing
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
The Master Plan explains the growth in unplanned areas: they provide not only cheap housing but also plots for housing construction, highlighting the gap between demand and supply of formal housing plots (p.131). The main low density areas (by implication high-cost housing areas) are listed as:
1. 2. 3. 4. Capri Point Ilemela (near Lake) Bwira Isamilo 5. 6. 7. Bugando Hill Nyabato Kiseke
City Development Concept The City Development Concept is a planning model developed by the Ministry of Lands, Housing and Human Settlements Development. This sets out a hierarchy of planning areas that build up from housing clusters to planning districts (see Table 3.10). Housing Policy Master Plan Section 10.5.4 proposes the upgrading of all existing planned and unplanned settlements which are not on hilly areas. This continues the current Squatter Settlement Regularisation programme under which existing occupiers/property owners are granted land title and basic utilities are provided. It is proposed to relocate settlements on hilly areas, but it is questionable if this is realistic, given other pressures to increase the housing stock.
Table 3.10 - City Development Concept Hierarchy of Planning Areas 1 2 Housing Cluster Neighbourhood Unit - 50-60 plots - 250-300 population - 10 housing clusters = 65 ha - 550 plots = 8.5 plots/ha gross density - 2,500-5,000 population - 6-8 neighbourhood units - 17,500-20,000 population - 8-16 community units - 150,000-320,000 population
3 4
New planned development areas will follow the City Development Concept (10.5.5). Plots are to be provided in three categories: High, medium and low-density (which equate to low, medium and high income groups) on a 6:3:1 ratio, with planned plot sizes: High density: 400 800 m
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
It is noted that these plot sizes are very high for an urban context, even by generous African standards. They are inconsistent with the objective of sustainable urban development, as represented by the concept of the compact city. There are two major problems: Availability of suitable land: There is finite limited supply, and these large plot sizes will mean a given area of land will accommodate a relatively small population. Infrastructure costs: Large plots mean long runs of infrastructure networks (water supply, drainage, roads, power line etc) which add significantly to the cost of service delivery costs which ultimately have to be borne by individual households. The land requirement calculations carried out for this study therefore propose significantly smaller average plots sizes, explained further below. Land Requirements The Master Plan calculates that the projected population increase of 440,000 will require 178 neighbourhood units (assuming household size of 5.3), giving a total gross residential land requirement of 11,570 ha.
NB The calculation of required number of plots and net residential land in Tables 10.16 & 10.17 is incorrect: Table 10.16 takes the 2028 additional households from Table 10.15 but fails to equate households with plots so divides the households by 5 to give a notional total plot requirement of 17,816, compared with the correct figure of 89,080. The correct net residential land requirement in Table 10.17 should be in the order of 9,600 ha, and not 1,923 ha as given.
Institutional Capability The Master Plan addresses institutional capability when listing reasons for the poor performance in housing plot delivery as follows: Bureaucratic government land acquisition and allocation procedures; The lack of sufficient number of surveyed plots and serviced land; Ineffective building regulations and construction codes; Lack of community awareness on planning and building standards; Lack of housing finance institutions; and The comparatively cheap and simple procedure for land acquisition on unplanned areas.
It also states: It is obvious from the extent of spontaneous settlements that the capacity to manage land is very limited.
3.3.4.
Planning Culture
The Master Plan analysis of institutional capability may be valid, but it is also harsh. There appears to be a genuine awareness within MCC of the pace of urban growth, the resulting scale of housing need and of the actions required to address these. So the comments need to be set against impressive initiatives to formalise and upgrade existing unplanned settlements, and to deliver new planned housing areas. There is strong central government direction, as is evident from the Ministerial contribution to the Master Plan. This seems to work, unlike in Kisumu, where it is seen as interference. The City Development Concept is arguably a rather mechanical tool, and its incorporation into the Master Plan does not get much beyond stylised diagrams. But at least it provides a theoretical and technical structure for strategic city planning. The most impressive aspect of the MCC operation is the understanding of the pace and scale of urban growth, and of the resulting need to deliver new housing plots, in particular to provide the bulk of plots for low income households, and to formalise/upgrade the vast areas of unplanned settlement. Many African cities face similar problems, but few show the same level of application and results that are found in Mwanza.
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
3.3.5.
Table 3.11 shows the current status of each development area, and the number of plots. The process for planned development areas follows a number of clear steps: Identification: Area identified for planned development based on suitability of site for large-scale residential development. Layout plan: Detailed layout plan prepared by the Town Planning Department. Survey/setting out: Layout plan set out on-site by Survey Department to demarcate the proposed development on the ground identifies existing occupiers affected by the proposed development. Valuation/compensation: Existing occupiers compensated through allocation of a new plot and/or cash settlement, depending on how much land they occupy and how they are affected by the proposed layout. Plot allocation: New plots allocated in response to applications and development starts on-site.
Table 3.12 gives the status of formalisation of unplanned settlements no population or plot figures are available. These are shown on Figure 3.5.
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
Green boundary=Informal settlements being upgraded Red boundary=New planned areas Figure 3.5 Planned Development Areas and Informal Settlements to be Upgraded
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
Valuation/ Compensation
Plot Allocation
In process
2,000 allocated
In process
Table 3.12 - Formalisation of Unplanned Settlements Mkolani Buhongwa Igoma Mahina Buswelu Kishili Igombe CROs issued* CROs being issued Planning complete; CROs not yet issued Planning complete; CROs not yet issued Planning complete; CROs not yet issued Identified; no technical work to date Identified; no technical work to date
3.3.6.
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
Wards Sangabuye Bugogwa Ilemela Pasiansi Kirumba Kitangiri Nyamanaro Buswelu Isamilo Nyamagana Mirongo Mbugani Pamba Igogo Mkuyuni Butimba Nyakato Igoma Buhongwa Mkolani Total
Table 3.14 - Potential absorption and development in pipeline NBS/ Master Plan Population increase 2011-31 Absorption in existing urban area Development in pipeline Balance to be accommodated in peri-urban areas 492,766 149,363 232,140 111,263 GRHS 829,661 172,461 232,140 425,060 Difference 336,895 23,098 313,797
Table 3.15 - Additional Land Requirements 2031 for population in peri-urban areas Plot category - High density - Medium density - Low density - High density - Medium density - Low density Area m 250 400 1,000 250 400 1,000 Share 60% 30% 10% 60% 30% 10% 2011-31 66,758 33,379 11,126 111,263 255,036 127,518 42,506 425,060 Hholds = plots (@ 5.3 p/hh) 12,596 6,298 2,099 20,993 48,120 24,060 8,020 80,200 Net res area (ha) 315 252 210 777 1,203 962 802 2,967 Gross res area (ha) 630 467 362 1,458 2,406 1,782 1,383 5,571
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
3.4.
3.4.1.
60 110 200
3.4.2.
Water Demand
Table 3.17 sets out the estimated 2031 urban water demand, based on a projected population of 1,145,600 including the ward of Kisesa, which receives its water from the current city system. Three customer categories are given (low, medium and high income) in the same 6:3:1 proportions used to calculate land requirements, with corresponding average daily consumption rates, defined in terms of litres per capita per day (lcd). This indicates a total 2031 domestic demand of 102,000 m per day, or an additional 50,000 m per day to meet population growth 2011-31. When considered with historical data for the other categories of demand the total 2031 requirement is approximately 155,000 m3/day.
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
m3/d
140000 120000 100000 80000 60000 40000 2011 2013 2015 2017 2019 2021 2023 2025 2027 2029 2031 DemandProjection Demandprojection(UN) Capripoint (105) plusNew Source (+50)
The current capacity of the existing treatment plant fed by the intake at Capri Point (105,000 m3/day) will be adequate to meet the water demands of the city until around 2018, thereafter a new source will need to be developed.
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
3.5.
3.5.1.
Water Supply
Background
The water and sewerage systems for Mwanza have experienced significant investment during the last decade with support from the European Union, KfW and under Tanzanias Water Sector Development Programme (WSDP). Improvements to the water supply system include expansion of the Capri Point intake on Lake Victoria and the construction of a modern direct filtration treatment plant designed to produce 105,000 m3/day. At the same time four new service reservoirs were constructed, three distribution booster stations were expanded and improved, and the principal distribution main network was reinforced. A Non-Revenue Water pilot project was carried out in 2009 together with a number of other studies aimed at enhancing the performance of MWAUWASA and the water system. Designs for further expansion of the network are being prepared under a consultancy assignment as part of the WSDP. However, the works are not funded under Phase 1 and funding for Phase 2 is not yet identified. MWAUWASA are currently implementing a NonRevenue Water reduction initiative.
3.5.2.
Institutional Structure
Water and sewerage services within the Mwanza metropolitan area are provided by MWAUWASA, one of twenty urban water and sewerage authorities within Tanzania. MWAUWASA is a semi-autonomous body reporting to the Ministry of Water and Irrigation in Dar es Salaam. Responsibility for provision of water and sanitation services outside the formal network lies with the City Council.
3.5.3.
System Performance
The data in this section is taken from MWAUWASAs annual report for 2009/2010 and their EUWRA reporting database reports for January 2011. The Annual Report claims that Mwanza has a population of approximately 749,7001 inhabitants. Out of this reported population, 674,730 benefit from water services i.e. 90% coverage. Revenue collection rose to TSh 7 billion in 2009/10; 28.3% higher than the revenue collected in the previous year. The Water Supply Scheme is operated in Five Zones, namely Makongoro East (Zone EEast), Makongoro West (Zone E-West), Nyakato and Kisesa (Zone G), Mkuyuni (Zone F), and Central (Zone A). Each zone is headed by a major service reservoir to which water is re-pumped from the network. The Capri Point Intake and Water Treatment Plant were designed to meet an average flow of 80,500 m3/day and peak flow of 105,000 m3/day. The principal assets of MWAUWASA are shown on Figure 3.7 and the service area boundary and extent of the current network on Figures 3.8 and 3.9 respectively.
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m Ki b ila en ga
Ny
afu
la
Kitangiri Reservoir
Kitangiri
MBA
KIRU
IsamiloBooster PS Isamilo
Nyanshana BugandoBooster PS Capri PointMain PS Main PS MabatiniBooster PS Capri Point_Rd Chacula BarafuMain PS Mir Bugando ST o
ngo
Kabusungu
Sem ba
Kawekamo Reservoir
Se mb a
E IL M EL A
NyegeziBooster PS Nyegezi_JWTZ Nyegezi LucheleleMain PS
Nyegezi_SAUTI
Ny
a am
e l el
Malaya
as Ny
his
hi
PROJECT TITLE
LEGEND
Project formulation for scaling up the Lake Victoria Water and Sanitation Initiative
FIGURE NUMBER & TITLE
Clean Water Treatment Plant Existing clean water distribution system Rivers
Operational waste water service area (Feb 2011) Waste water stabilisation ponds
Woodcote Grove Ashley Road Epsom Surrey KT185BW ENGLAND Fax + 44 (0) 01372 740055 Tel. + 44 (01372) 726140
1.25
2.5
7.5
10 Kilometers
Kis
Kanyelele
ha
S PA IAN SI
Kisesa KisesaBooster PS Igoma
MK WEST MK EAST
Central NYAKATO
MKUYUNI
PROJECT TITLE
LEGEND
Project formulation for scaling up the Lake Victoria Water and Sanitation Initiative
FIGURE NUMBER & TITLE
Central zone Makongoro East zone Makongoro West zone Mkuyuni zone Nyakato zone
Woodcote Grove Ashley Road Epsom Surrey KT185BW ENGLAND Fax + 44 (0) 01372 740055 Tel. + 44 (01372) 726140
Figure 3.8 Figure . Existing MWAUWASA Clean Existing Water Service Area Water Service Area
1.5
12 Kilometers
Isamilo
Kisesa
Igoma
Nyegezi_JWTZ Nyegezi
Nyegezi_SAUTI
PROJECT TITLE
LEGEND
Project formulation for scaling up the Lake Victoria Water and Sanitation Initiative
FIGURE NUMBER & TITLE
7.5
10 Kilometers
Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
There is a significant difference between the average production when pumping from Capri Point reported as 75-85,000 m3/day depending upon the selection of pumps used and the annual report figures, which indicate the average daily pumping rate is about 53,000 m3/day. The actual pumped figure is lower because of the frequent mains power outages and the Authoritys reluctance to use the installed standby generating capacity because of the fuel costs (consumption is approximately 250 l/h of diesel), and because MWAUWASA are able to meet the daily demand during the periods when there is power. The average figure implies production (pumping) for an average of around 16 hours per day. Data from MWAUWASAs monthly report to Regulator EUWRA for Jan 2011 indicates:
Table 3.19 - Data from MWAUWASAs monthly report to Regulator EUWRA for Jan 2011 Per month Total Abstraction Input into Distribution Network Corrected Input (allow 5% plant losses) Estimated Demand Estimated Billable Water Length of Mains Storage Capacity No. of leaks Repaired Estimated Technical (Physical) Water Losses Unaccounted for Water (UFW) m
3 3
m m
m3
3
m3 km m3 No. % %
No. of Connections Area 1 Makongoro Zone E Area 2 Nyakato Zone G Area 3 Mkuyuni Zone F Area 4 Central Zone A Area 5 Kisesa Zone H Total Connections with 24 hr supply Population (MWAUWASA figures) Population within Supply Area 11,851 10,791 7,790 3,631 232 34,295
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PROJECT TITLE
LEGEND
Project formulation for scaling up the Lake Victoria Water and Sanitation Initiative
FIGURE NUMBER & TITLE
Population footprint
Woodcote Grove Ashley Road Epsom Surrey KT185BW ENGLAND Fax + 44 (0) 01372 740055 Tel. + 44 (01372) 726140
Note: 1) The population footprint shown in this figure is based on high resolution aerial photography captured in 2005. It approximates the urban area around Mwanza. 2) Customer data shown is this figure was provided by MAUWASA GIS, Feb 2011.
Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
N/A
300
nd rd
block
3.5.4.
Water Sources
Lake Victoria is the sole source of water supply for municipal piped water in Mwanza City. People in the peri-urban and rural areas tend to rely on shallow wells or streams. Lake water is pumped from an intake at the end of Capri Point peninsular to Capri Point Water Treatment Plant, a high specification treatment plant commissioned only around two years ago. The plant produces all the treated water put into distribution and is designed to meet a peak demand of 105,000 m3/day. The site also provides treated water storage for the gravity fed pipe network supplying the centre of the city. Chakula Barafu and Luchelele are small intakes also drawing from the lake although they generally remain as the standby to be used when power outages affect the main plant. Chakula Barafu provides emergency water supply to the main hospital at Bugando and the centre of city whereas Luchelele is in the south near Nyegezi tank. No treatment is provided apart from disinfection. A third intake in the north beyond Igombe is not yet equipped with pumping plant. Based upon an assessment of the development patterns of the city and projected population and water demand figures the existing source will be adequate for the city until 2018. MWAUWASA needs therefore to be considering expanding its source capacity. Space restrictions at the existing treatment plant mean that there is no scope for increasing capacity there and the shortage of land in the city centre generally suggests that the next source should be away from the centre either to the north or south of the city. The source will have to be Lake Victoria since there do not appear to be any other options with enough potential to become a major source for the city. It is thought unlikely that water quality issues would affect the choice of site at a strategic level although locally it may have an impact on intake siting.
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
3.5.4.1.
Other Sources The fringe areas of MWAUWASAs supply area are semi-urban and even rural areas. MWAUWASAs intention is to extend their piped supply to as many people as practical and economic to do so. The responsibility to supply those people beyond the reach of the pipe supply falls to the City Council and they have been undertaking a programme of constructing shallow wells and fitting them with hand-pumps. Details of the works undertaken and the number of people served are being sought from the Councils Water Engineer. When the level of development in these area warrants, the citys network should be expanded into serve these areas.
3.5.5.
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
There does appear to be a problem with spares: At the time of a visit in 2010 there were no spare diaphragms or pumps on site, but it was said spares had been ordered, also some of the switches were damaged and had not been replaced. It is considered that it is only a matter of time before there are problems dosing alum or chlorine. At the time of the visit the turbidity of the raw water was recorded at 6.6 NTU, and the treated water was 0.32 NTU. The colour of the raw water is not monitored continuously but at our request a test was done on filtered water; this was reported as giving a value of 125 oH, an improbably high value. We were told that the quality of the raw water measured by turbidity varied over the range 5 to 30 NTU, with the high values after heavy rain or high wind causing currents. The process itself appeared generally appropriate. It may be that at times of poor water quality the solids load on the filters would mean frequent backwashing was required. This is not currently identified as an issue however, with washing done daily. It appears that the filters are operated at lower than design loadings, particularly at times of heavy rain which will lead to reduced demand, off-setting the impact of any deterioration in raw water quality. There is the possibility that the design throughput may not be achievable at times of poor water quality, but there is nothing yet to suggest this is an issue. MWAUWASA may wish to attempt a full flow test at a convenient time to ascertain any possible issues.
Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
The drawings produced by the plant designers show a location for pre-treatment and provide a layout for this. It appears that some provision has been made for addition of future pretreatment in the pipework, but this was not reviewed in detail. As noted above the process appears appropriate but there are concerns over the suitability of such a high-tech plant in such a remote location and its maintenance requirements. In terms of quality the plant was producing water of very low turbidity. Data was seen for microbiological analyses of water sampled from the distribution network for December 2010 and January 2011. Of the 34 samples 24 had no coliforms present, eight had low levels of coliforms but no faecal coliforms, and two had faecal coliforms present. The quality data seen was very limited but it appears that, although there were some bacteriological failures, the quality of water in distribution was reasonable. MWAUWASA report that there are problems with the outlet flowmeters not reading accurately either due to excessive turbulence or air in the pipe. Again further investigation is required to ascertain the cause but unless it is resolved the meters will continue to give erroneous readings. It was also reported that the old circular reservoir at Capri Point Treatment Works was not being fully utilised after the inlet pipes were disconnected during the works construction. The storage at the plant provides a vital buffer between the plant and the distribution system to counter demand fluctuations and therefore it is important that all of the storage available is available. MAUUWASAs acting MD stated that the outlet arrangements had been modified to improve the operation of the tank (this is discussed further in the boxes below).
3.5.6.
Pumping
The water supply system for Mwanza is totally dependent upon pumping. The Capri Point intake on Lake Victoria pumps all of the citys water to the high level treatment plant, from where it gravitates into the city and, where as necessary it is boosted onward to the service reservoirs. Currently there is considerable excess capacity at the intake with five large pumps and only one smaller trim pump; the single trim pump makes balancing supply and demand challenging particularly as the plants design means that the raw water storage at the plant is not used effectively. The largest water supply pumping requirement in Mwanza is at the raw water intake. The raw water inlets comprise two pipes running into the lake. The older, supplying the sump from which the older part of the station pumps was reported to be a 900 mm diameter pipe (nominal capacity of 2,300 m3/hr at a velocity of 1 m/sec); the newer was a 1,100 diameter pipe (nominal capacity of 3,420 m3/hr at a velocity of 1 m/sec). The end of the older pipe appeared to be around 40m into the lake, and the newer one around 80 m. Water quality appeared reasonable. The raw water passes to two inlet chambers, one serving each half of the station. At the chambers flow is fed via coarse hand raked screens to sumps. One sump serves each pump, although the chamber serving the old part of the station has a spare sump. The older half of the pump station contains two large (1,500 m3/hr) and one small (400 m3/hr) pumps and the newer half contains three large pumps (1,500 m3/hr). The floor of the new pump station is a little below ground level to cater for the situation if lake water levels drop.
Table 3.21 - Details of Capri Point Intake Pumps Intake Pumps No of Pumps 1 2 3 Duty m /hr x m
3
Old New
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
One possible improvement would be to provide an additional small capacity pump. The current pumping availability is five large and one small pump. The small pump is used to fine tune the flow to the works. If it were to fail then it would be necessary to start and stop a large pump, meaning very large step changes in flows, which is not good from a process point of view. It would appear worthwhile to provide another pump either similar to the existing small pump, to reduce the spare part inventory needed, or to provide a new pump of approximately 750 m3/hr, to increase operational flexibility. There appears to be space in the older part of the pump station to install such a pump, with a plinth already constructed. However the vacuum priming system is located on the plinth and would need to be relocated. All of the pumps at the intake experience serious pressure transient (surge) problems. 3.5.6.1. Booster Stations The booster stations house large pumps, and the impact of the pumps upon the rest of the network could be problematical. It is reported that MWAUWASA are unable to run all of the booster stations simultaneously as suction pressures drop excessively. This could be because: The network on the suction side is undersized and large headlosses occur; or The treatment plant is not producing sufficient water to maintain the suction pressures (or cannot respond quickly enough to the change in demand that occurs when the boosters are switched on).
To better understand this problem would require more investigation and field testing; however, the hydraulic model of the network indicates that headlosses between Capri Point and the centre of the city (where the network splits into the three radial arms) should be
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
Surge Problems at the Intake MWAUWASA have experienced problems with pressure transients at Capri Point Pumping Station resulting in damage to the pump non-return valves. Operations staff are disinclined to use the three new pumps because of this. It was reported that the reflux (check valves) on the deliveries from the three new pumps have been damaged by water hammer. The valves originally installed were damaged during commissioning and replaced. The original valves were of a form of rubber diaphragm valve; the replacements are conventional angle check valves, damped and weighted for slow closing. The intake pumping station comprises two parts, old and new, with individual DN600 rising mains both with surge protection air vessels. The pumping arrangements were upgraded by Degremont as part of a treatment plant expansion design and build contract. There is a third smaller (DN350) rising main complimenting the two larger mains and all three mains are cross connected outside the pumping stations. The latest pump non-return valves are fitted with damped balance arms to prevent slamming but this may stop them shutting quickly enough to prevent damage to the pumps (their primary purpose). The short length of the rising main mean that reflected pressure waves take only one second to return and therefore valves need to react very quickly. The two 600mm diameter rising mains both are fitted with 6 m3 pressure vessels; the old stations vessel is positioned after the pumps whereas the new pumping station has the vessel before the pumps. The old stations vessel has a non-return valve with a bypass on its feed pipe but the vessel at the new station is a just a straight pipe with no hydraulic controls. The P&ID for the pump station shows a non-return valve and bypass on the new vessel but this has not been installed. Within the documentation found there was no evidence of any surge analysis of the pumping system. The absence of the non return valve and bypass means that the air vessel will be less effective at damping the transient which will therefore continue to oscillate for longer. The hydraulic controls on the vessel for the old pumping station are the originals and need to be inspected for proper function. Both vessels appear to have automatically controlled compressors to maintain the air volume but the operatives reported that they controlled the compressors manually. The precise reason for the damaged non-return valves is unclear although it is clear that the surge protection devices installed are not preventing the generation of surge pressures. The valves currently installed are not the most suitable for surge protection nozzle check valves are more effective and they must shut in less than 1 second if the pumps are to be protected. Recommendations Carry out a detailed transient analysis of the rising main; Replace the existing check valves with nozzle type; and Install a non-return valve and bypass on the air vessel in the new pumping station and check function of similar arrangement at the old pump station (it is old and may need replacing).
3.5.7.
Distribution
Five pipes supply the distribution system from Capri Point Treatment Plant via the centre of the city. This has come about as a result of the staged development of the intake and treatment plant over the last 50 years or so. The principal network of pipes then radiates from the city centre along the three major roads of the city; to Shinyanga, Musoma and the
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
Kawekamo Reservoir
3.5.7.1.
Storage Prior to the recent water expansion project funded by the EU the only reservoirs of significant size were the two at Capri Point. Other small tanks were sited around the city but these offer little real storage. The EU project funded four new service reservoirs as indicated in the Table 3.23. Some smaller older tanks are still in use in parts of the network. The service reservoirs are in generally good condition being only a few years old but some of the pipework inside the tank is poorly detailed with pipe thrusts not adequately catered for in the pipe design, resulting in some improvised uncoated steel support brackets being used to restrain thrust across the flange adaptors. Some of the instrumentation (battery / solar
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
Re site the 600 mm diameter main from the small distribution chamber to one of the older tanks; Construct a dwarf wall within the rectangular tank to ensure pipe full conditions in the 1000 mm diameter main; Modify the inlet arrangement to the circular tank to allow flow from the rectangular tank; and Flow test all outlet pipes.
3.5.7.2.
Unserved Areas MWAUWASA has reported that their most pressing problem is getting water to those properties constructed above the level of the service reservoirs (because extension of the network in the fast developing areas of the city are already covered by designs being prepared under WSDP). MWAUWASA has identified six areas in this category: Capri Point, Nyegezi, Kitangiri, Nyabungu, Nyasaka and Bugando Area. Originally, it was reported that these areas were informal unplanned areas but in reality some of the areas are formal and surveyed, and some of the properties are low density high quality residences. By not serving these areas MWAUWASA is losing out on revenue as well as subjecting residents of these areas to hardship. Some higher density (informal) areas are also included, particularly in Bugarika and Kitangiri. In addition, water supplies are needed in the Igombe area to the north of the airport. This is the site of an existing MWAUWASA intake (yet to be equipped) and there are no plans to provided full treatment at this stage. The area is rural in nature but the Council has plans to develop the area.
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
Water Losses
7,569 11,353
18,922
Note: Assumes 10% of authorised consumption is unbilled and 40% of losses are apparent
3.5.8.2.
NRW Reduction Programme A NRW assessment was undertaken in 2009 with the assistance of consultant Poyry. The study identified three pilot areas for detailed investigations. The radial nature of the distribution system makes identifying DMAs complex and often a number of meters are needed to capture all inflows/outflows to each area. The DMAs chosen for pilot areas were Kirumba, Shinyanga Rd and Nyakato. Kirumba was pre-dominantly residential, Nyakato industrial and Shinyanga Road mixed development. Although the figures varied between the DMAs the studies indicated that physical losses were between 30 40% of system input and commercial losses around 10%. Focussed repair work reduced physical losses to around 10% of system input showing the significant improvement possible through a targeted approach. The investigations uncovered a large number of leaks of which around 34% arose from leakage from the pipes themselves the rest came from fittings and previous (inadequate) repairs. There was also a high percentage of old or inaccurate consumer meters; only 26% of the 145 meters tested passed all tests and under-registration was a serious issue. MWAUWASA need to replace their aging stock of consumer meters and require replacement meters and a stock of new connections and spare parts and maybe a calibration rig. A mains replacement programme is also required to replace those mains with the worse leakage. MWAUWASA should maintain a detailed database of repairs carried out to allow prioritisation of mains for replacement based on actual data.
3.5.9.
Planned Developments
Under Phase 1 of the Water Sector Development Programme of Tanzania, a consultant, Don Consult, has been preparing detailed designs to extend the distribution network into new areas as shown on Figure 3.11. Don Consult Ltd is at the detailed design stage with draft designs, design reports and cost estimates and these were issued in December 2011.
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
3.5.10.
3.5.10.1.
3.5.10.2.
New Water Source In addition, a new water source will be required before 2019. The indications are that the next source will also be Lake Victoria, since no other obvious sources exist. Space limitations at Capri Point require that a new location is found. Ideally, this needs to be sited in either the north or the south of the city to optimise on the existing pipeline capacity. Due to the relatively short time until demand matches supplies, planning of the new source should start as soon as practical. Studies for the source will need to assess issues related to: Population and water demand; Land availability; Water quality and process requirements; Hydraulic capacity of the network; and
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PROJECT TITLE
LEGEND
Project formulation for scaling up the Lake Victoria Water and Sanitation Initiative
FIGURE NUMBER & TITLE
Treatment Plant
Existing Pipes New pipes proposed construction 2010 (MAUWASA) New pipes (in the MWAUWASA long term development plan)
Woodcote Grove Ashley Road Epsom Surrey KT185BW ENGLAND Fax + 44 (0) 01372 740055 Tel. + 44 (01372) 726140
PumpStation Reservoirs
1.5
12 Kilometers
Note: the proposals shown in this figure are subject to confirmation from Don Consult Designs
Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
It is anticipated that development of the city will occur to the north and south of the city. However a second source in the south possibly at the existing Luchelele intake appears preferable because: High levels of development at present (around half the 2031 population) will live in the southern wards; The amount of pumping should be less; and The topography is more suited for siting service reservoirs and treatment works.
An outline feasibility study is included in section 3.5.11. MWAUWASA already has some plans to commence preliminary studies of their own and are awaiting Board approval of the budget. 3.5.10.3. Expanded Distribution Network WSDP Network Designs MWAUWASA has commissioned detailed designs for extensions to the water distribution system under the WSDP. Details of these were received and have been reviewed under this project following meetings with the design consultant. The methodology and philosophy used to design the network extensions is unclear from the design documentation and is questioned by this study. The proposals include new reservoirs and pumping stations but the zoning justification for these is not explained and is therefore uncertain. Because of this a thorough design review is recommended before construction of these designs proceeds. It is also important that the population and demand projections are reassessed as they adopted high growth rates of over 6% year on year. The estimated total cost for the water system as designed is 20.0 million for some 100 km of new and replacement mains. The works are now proposed for funding under this project as Phase 2 of the WSDP is not yet financed. In the event that funding for the full programme cannot be identified MWAUWASA have prioritised areas as given in Table 3.25.
Table 3.25 - Water Network Expansion Priority Areas Priority 1 1 2 3 4 5 Areas Included (part) Miscellaneous Items, valve replacement etc Ilemela, Kitangiri, Kirumba, Nyamanoro, Nyasaka Nyegezi, Buhongwa Mkonali, Butimba, Luchelele Nyakato, Mabatini, Igoma, Kisesa Bugarika Total Estimated Cost MEUR 2.2 3.4 2.2 2.0 8.1 2.1 20.0
Note: Table covers designed areas only and excludes high areas and areas to the north of the airport i.e. Igombe and Mhouze
Areas Sited Above Reservoirs It is also proposed that new water networks should be constructed for the areas above the service reservoirs, as indicated in the Table 3.26. Because the areas are relatively small, reservoirs or water towers are proposed to provide local storage since all schemes will rely on pumped supplies. One area, Nyasaka, is large and a reasonably sized reservoir is proposed. At Capri Point it is suggested that supplies are pumped on a restricted basis of around a few hours per day. Storage will be provided for individual premises and kiosks, since land for a reservoir will be particularly difficult and the area is hardly large enough to warrant such provision.
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
This requires further study which can be incorporated with the investigations into the preferred site for the new source.
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
m3 150
Nyasaka
M, L
20,000
3,000
1500
20
1.5
Nyabungu
2,000
300
150
0.3
Capri Point
500
70
7 l/s (3 hrs)
0.1
Bugarika
H, M
25,000
3,000
150
10
1.0
Nyegezi
M, L
10,000
1,500
150
10
1.0
4.4
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Igombe
Kitangiri
1) Kitangiri
Nyegezi_JWTZ
Nyegezi
6) Nyegezi
Nyegezi_SAUTI
PROJECT TITLE
LEGEND
Project formulation for scaling Sept MD\ up the Lake Victoria Water 2011 2011 and Sanitation Initiative
FIGURE NUMBER & TITLE CLIENT
PumpStation Reservoirs Existing Pipes Areas Above Resources for Development Mwanza Population Footprint
0.5
4 Kilometers
Note: The population footprint shown in this figure is based on high resolution aerial photography captured in 2005. It approximates the urban area around Mwanza.
Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
3.5.11.2.
New Source Location The city is growing quickly and expanding in all directions. Development has historically occurred along to the three main transportation corridors of the Shinyanga, Musoma and Airport Roads but now extensive infilling is occurring presenting MWAUWASA with an increasing number of problems to serve all the new areas. There is little scope for expanding water facilities near the centre of Mwanza due to land constraints and decreasing lake water quality close to the town; so the new source would best be sited in a suitable location either in the north beyond the airport or in the south around Nyegezi away from the densest development. The plant would then supply its immediate environs whilst Capri Point will continue to serve the city centre and the opposite side of the city to the new source.
3.5.11.3.
Population To ascertain where the population growth will be highest the citys wards, listed in Table 3.27, were assigned to north, south or central (inc. east) categories as follows. Note the population includes Kisesa.
Table 3.27 - Estimated population growth by ward Wards Buswelu Nyamagana Mirongo Central Mbugani Pamba Nyakato Kisesa Sangabuye Bugogwa Ilemela North Pasiansi Kirumba Kitangiri Nyamanaro Isamilo Projected 2031 Population 41,906 9,803 8,993 63,150 39,290 68,396 60,460 41,128 79,080 60,044 38,840 33,935 22,562 67,588 30,555 373,732 33% 291,999 25% Pop Totals by Area Pop Totals by Area %
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
From this data the largest proportion of the population will be living in the south in 2031 42%. 3.5.11.4. Demand When the demand for water is considered the picture changes slightly as the majority of the other demands, commercial, institutional and industrial occur in the central area. The situation becomes more balanced but still with the large proportion in the south. It is considered likely that these development trends will continue for the foreseeable future. The distribution of demand in 2031 is projected to be:
Table 3.28 - Estimated 2031 water demand by city area Area North Central South Total 2031 Water Demand m3/day 54,706 43,053 57,009 154,768 Proportion 35% 28% 37%
Positioning the new source in the area of highest demand (the south) is likely to prove more cost effective in the longer term since the pumping requirements are likely to be less. 3.5.11.5. Water Quality Another factor to consider in locating the new source is water quality. A new source in the south will draw water from the Gulf of Mwanza and this may result in a slight deterioration in water quality compared to the more open lake water to the north of the city. MWAUWASA plan to undertake a lake water sampling programme to determine if there is an appreciable difference in water quality at the possible intake locations but since treatment is proposed this is unlikely to prove a decisive factor in site selection. Two additional factors to be considered when finally selecting the intake site are: The possible location of waste stabilisation effluent treatment ponds on University land in the south; The impact of any leachates from the solid waste dumpsite getting into the lake.
Neither issue is expected to have a significant impact upon the proposed works but need to be kept in mind during the final site selection process. 3.5.11.6. Site Selection It follows that the best location for the new source from demand considerations, would be somewhere in the southern area of the city. A particular additional advantage of a new source in the south is that the land elevations are generally higher allowing the possibility that water could, if required, gravitate back towards the town centre without additional pumping. This makes sense economically but also means that should Capri Point be unable
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
Figure 3.13 - Location of proposed new intake and treatment works Option 1
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
Figure 3.14 - Location of proposed new intake and treatment works Option 2
3.5.11.9.
Scheme Preliminary Design Intake The design of the intake will follow the precedent set with the new works at Capri Point with a 1200 mm diameter abstraction pipe laid offshore coming to an intake sump with penstocks and fine screens. The pipe diameter has been selected to minimise losses upstream of the inlet sump. Pumps will either be in a dry well or have a vertical spindle to a motor floor above. The pumps will lift flow to the inlet works at the new treatment plant through a DN700 rising main. Water Treatment Although the proposed position of the new intake is to the south of the city and further down the Gulf of Mwanza, there is no evidence or real concern that the water quality will be noticeably inferior. As with any lake intake site, the intake pipeline will need to extend far enough from the shore to ensure a good flow of water around the intake. This will avoid the possible build up of algae and reduce the likelihood of silt caused by turbulence at the shoreline. If this can be achieved then, as with other locations around the lake, the need for treatment is marginal and direct filtration without clarification should be adequate, as it is at Capri Point. Like Capri Point it is recommended that space is provided for the possible inclusion of a clarification stage in case the water quality deteriorates in the future. An area of 2.5-3.0 ha will be required for the ultimate plant capacity of 100,000 m3/day, although MWAUWASA may wish to take a longer term view and secure enough space now for a larger capacity. Provision must be made for the treatment of the filter backwash water with sludge settling tanks and drying beds. Supernatant could possibly be recycled to the inlet of the works. Storage should be provided at the treatment plant in the form of a clear water tank to provide contact time for the disinfectant; this should be a minimum of 30 minutes storage or 2,000m3 at Phase 1.
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
0.2
Flowmeters at Capri Point not registering accurate flows Remodel outlet pipework to use existing circular tank at Capri Point Inadequate suction problems at some booster stations Air locks were reported to be a problem in parts of the network Nyanshana Tank reported as having to operate air valves in order to supply high areas Provide a second small pump at the intake to allow better balancing between intake flow and system demand Maintenance Supply of materials, pipes, fittings, replacement valves, etc Supply of consumer meters
0.2
0.2
0.1
0.1
0.1
MWAUWASA have inadequate stocks of materials and the stores need to be stocked if maintenance issue to be addressed MWAUWASAs stock of consumer meters is old, many over 10 years old; a large stock is required to enable a sensible meter replacement policy to be adopted. 60% between 5 and 10 years
0.5
0.2
Capital Projects Expand distribution network Develop and new water source to the south of Mwanza Supplies to settlements located above the service reservoirs - six areas under consideration, Capri Point. Nyegezi, Kitangiri, Nyabungu, 5099279/70/Mwanza Report - Final Funding for Don Consult designed extensions to the network including design review of hydraulics Outline Feasibility undertaken under this study full study required to confirm proposals. Ultimate capacity 100 Mld Need to construct local pumped schemes possibly direct pumping not requiring central storage including managed kiosks/shops and individual connections all providing their own storage 20.0
34.0
4.4
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
MWAUWASA need better offices and facilities Technical Assistance Feasibility Study for new source for Mwanza Assistant with Set-up of WCU including undertaking network modelling, GIS database records, waste control DMAs etc
0.5
Lake Victoria source, identify sites, water quality, treatment process and distribution 2 years programme of TA
0.5
1.0
66.5
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
3.6.
3.6.1.
Wastewater
Introduction
Mwanza is in the process of expanding its sewerage system, investing in constructing both sewage treatment works and extensions to the sewer network. Additional extensions to the existing sewer network and a new eastern sewage treatment plant are planned for the Igoma area under the WSDP, although funding was not identified for implementation.
3.6.2.
Sewer Network
The existing sewer network prior to the current expansions served principally the central business area of Mwanza. Flows drain by gravity to a Central Pump Station for boosting to Ilemela WWTP to the north. The recently completed sewerage contract included for the construction of new sewers in the Kirumba area to the north-west of the centre and in Mwanza south covering parts of Igogo. Both these new areas drain to new pump stations which pump into the existing network and drain to Central Pump Station. The contract reportedly included for house connections but there have been problems getting people to connect as individuals are responsible for the cost of works within their own boundary. The existing treatment plant at Ilemela was also expanded and rehabilitated. An additional extension to the sewer network including design of a new treatment plant at Igoma has just been designed under a separate WSDP contract. It was reported that many industries are not connected to the sewerage system. Some industries have apparently installed small pre-treatment units. These are reported to be of limited impact and the closeness of the industries to the lakeshore leads to discharges of raw or semi- treated wastewater directly into the lake. The industrial effluent generation in Mwanza is estimated to be about 6,500 m3 per day. Most garages lack oil and grease traps, hence oil and grease are washed off into the lake especially during heavy rains. Some fish processing industries discharge residues and waste into the lake. Some industrial discharges are outside the limits for discharge into the sewers. The control of industrial discharges calls for proper regulation and enforcement of environmental protection legislation, with industries compelled to pre-treat and discharge their effluent into the sewerage network, however, it would be advisable to include for specialist industrial wastewater process support to the industries to try and identify benefits to the owners as encouragement for them to undertake improvements.
3.6.2.1.
Existing Sewer Network The network serving the central area of Mwanza was constructed between 1969 and 1972, and was rehabilitated in 2001. It is reported to have a total length of about 30.4 km (27.3 km originally constructed and the rest added by the water and sewerage company). The sewer network consists of uPVC, concrete and steel pipes (pipes of 150 to 750 mm diameter). It serves only the central business district and immediate surrounding areas. The system covers approximately 8% (35,000 people) of the city water supplied area. The number of sewerage connections is reported to be approximately 2,000. All sewage flows are by gravity to the pumping station in the city centre (Central Pumping Station). At the pumping station, the flow passes through coarse and fine screens and two constant velocity grit removal channels before passing through a flume into the pump wet wells. The existing pumping plant is reported to have been installed in 2002. The pump station has three dry vertically installed KSB pumps (dry well installation). The pumps are rated at capacity of 85 l/s at a head of 80 m. At the time of visit two pumps (duty and standby) were reported to be in good working condition. One pump had been disconnected for repairs. Sewage from the Central Pumping Station (CPS) is transferred via a 400 mm diameter ductile iron rising main and 750 mm diameter concrete sewer pipe which gravitates to the
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
d. Construction of a Transmission Main from Kirumba Pumping Station to an existing manhole near the central pumping station. This too had been completed. The areas being served by the northern scheme network include, Kirumba, Kitangiri, Mwaloni and Nyamanoro. Sewage will be collected from all the above areas via gravity flow and pumped to the existing Central Pumping Station. ii. Construction of Sewer network system southern scheme: a. Construction of approximately 1.9 km of collectors, interceptors, and branch lines 200 to 300 mm diameter PVC pipes and 101 circular prefabricated manholes. The construction works had started by the time of the visit; b. Construction of approximately 300 house connections. These works had not yet started; c. Construction of Mwanza South Pumping Station opposite Mwanza South Railway station along Shinyanga Road. The pumping station had been constructed and plant installed; and
d. Construction of the Transmission Main from Mwanza South Pumping Station. This too had been done.
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
3.6.3.
Planned Developments
There are planned developments of the sewer network. Some of these are designed and have draft contract documents prepared, and others are still under consideration. A consultant (Don Consult/CEC) has been engaged to map the planned expansion of Mwanza sewerage under the project dubbed Water Supply & Sewerage in Mwanza and Improvement of Water Supply in Magu, Nansio, Misungwi, Ngudu, Sengerema and Geita Townships. The design study is being conducted by Don Consult Ltd (Tanzania) in joint venture with CEC Engineering Centre (Amman Jordan). A preliminary design report to this effect was submitted in September 2010. Proposed and existing wastewater assets are shown in Figure 3.15.
3.6.3.1.
Network Extensions - North of Town The consultant Don Consult has designed 54 km of new sewers and extensions to the Mwanza Sewer network in the Ilemela, Lumala, Kiseke and Pasiansi areas of the town. Atkins has been supplied with the draft contract documents, including drawings, for the proposed extensions, but design calculations and flow calculations have not been seen. The design includes two lift stations to pump flows to the existing works. The design does not include house connections. The areas proposed to be served lie to the north and east of the city centre mainly to the east of the road to the airport, although a small part of the area to be sewered lies in Ilemela between the airport road and the Lake. The main area to be served lies directly to the east of the treatment plant. One area proposed to be sewered runs south east along the route of the Pasiansi River, extending into the Isenga hills. Most of this area appears to discharge into the existing 600mm sewer immediately upstream of the Ilemela WWTP, but this needs to be checked on the drawings. The rest of this area drains towards the airport road in the vicinity of the WWTP, but flows north along the airport road to a new pump station, LS1, located approximately 1 km north of the WWTP, from where it is pumped back to Ilemela WWTP. The LS1 pump station also collects flows from most of Ilemela and the Kiseke area.
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
iii. Construction of a sewage treatment plant at Igoma. This is discussed below. The proposed site for this plant was visited. It was observed that land is available for the development. No major developments had taken place in the area and the land is fairly flat making it suitable for development of waste stabilization ponds. There used to be a treatment plant owned by Mwanza Textile (MWATEX) and serving the industries in the vicinity. However the plant collapsed due to lack of maintenance. At the time of the visit, the sewer conveying flow to the works was overflowing, discharging raw sewage into the environment without pre-treatment. A sewage river had formed out of this practice and raw sewage was being used for irrigation by small scale holders. Odour and smell nuisance was evident. St Augustine (south) iv. Construction of a pump station at Nyegezi Luchelele. This pump station will serve Nyegezi and Mukorani. Sewage will be pumped to the proposed treatment works at St. Augustines University. The development will also entail construction of the sewer network to serve these areas. v. Construction of a sewage treatment plant at St. Augustines University. The land belongs to the university. MWAUWASA stated that the university was willing to part with the piece of land for the development. It was stated that negotiations were underway to acquire the land. The place is sparsely inhabited and fairly flat hence suitable for development of waste stabilization ponds. Preliminary studies and designs need to be undertaken as a matter of urgency to determine the size of land required for construction of treatment works (future year) to enable acquisition of adequate land.
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Se
Se mb a
m ba
Pump Staion
ILE M
E LA
WWTP
S PA IA N SI
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UM
Pump Staion PS3 Pump Staion PS1
BA
k ur Nya
undu
ma
Ma
lay a
WWTP
Mir
on g
Ny am
ale
le
PROJECT TITLE
LEGEND
Project formulation for scaling up the Lake Victoria Water and Sanitation Initiative
FIGURE NUMBER & TITLE
Existing Pump Stations (Feb 2011) Rivers Existing Sewers Waste stabilisation ponds
Proposed new assets Proposed new sewers Woodcote Grove Ashley Road Epsom Surrey KT185BW ENGLAND
0.5
4 Kilometers
Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
Based on the flows measured at the inlet works, flow currently varies between less than 10 l/s when there is no pumped flow to around 120 l/s when the pumped flow is arriving at the works. At the time of the visit only one pump was being used, suggesting a pumped flow of approximately 110 l/s. Although the pump curves for the installed pumps were not seen, this flow is not inconsistent with a duty point of 85 l/s for two pumps operating. If two pumps were to be operated the peak flow would be approximately 180 l/s, which would flood the flume at the works inlet which was only designed for 137 l/s. The problem appears to be that
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
If the above analysis is correct then the flume at the wastewater treatment works needs to be increased in capacity, principally by increasing throat width to around 300 mm and increasing the depth of the flume. The hydraulics of the whole works should be checked to ensure the works can handle higher flows. More treatment capacity is required as the ponds which could be at capacity within two or three years, if connections are made as planned. However, the actual rate of sewer connection may well be lower than planned, given the relative unwillingness of people to pay for sewerage. MWAUWASA charge a fixed TSh 5,000 fee for connection to the sewerage network but the householder is responsible for providing and installing the connection pipe from the house to the sewer making the connection expensive and discouraging customer take-up. The old (existing) inlet screen and flume at Ilemela has been abandoned in order to provide more head for flow to the new anaerobic ponds. The flow measurement flume in the abandoned inlet works is of the order of 300 mm; this appears more appropriate. The rehabilitated Ilemela plant has 26 sludge new drying beds resulting from a design decision that drying beds should have capacity for one years sludge this is seemingly an excessive number. 3.6.4.1. Impact of Proposed Sewers on Ilemela Treatment Plant Whilst Atkins has not seen the design calculations for the extensions to the sewer network designed by Don Consult, it is quite apparent that the anticipated flows, based on the sewer sizes and the capacities of the two proposed pump stations would soon lead to over-loading of the existing Ilemela sewage treatment works. The design capacity of the works is 5,750 m3/day and the recent sewerage contracts are likely to utilise most of the spare capacity if all the connections are made. The capacity of the LS1 pump station is 12,960 m3/day, and some other flow may gravitate to the treatment works; thus it is likely that flows would be too high to be treated at the existing plant. This is true even if it took some years for flows to develop as the existing sewer network appears to be such that the capacity of the works will be reached. It would therefore appear wrong to construct any significant extensions to the sewer network without addressing the issue of treatment capacity. It would appear that more treatment capacity is required in the area of Ilemela. The options appear to be to expand capacity at or adjacent to the existing works, possibly amalgamation with the neighbouring brewery plant, to construct a new treatment plant, or some combination of these. Whilst no flow projections have been seen, the capacity of the existing water treatment plant is approximately 100,000 m3/day, compared to current wastewater treatment capacity of 5,750 m3/day. Wastewater treatment capacity would be increased to 18,250 m3/day if the new 12,500 m3/day plant was constructed at Igoma. A reasonable increase in capacity at Ilemela would appear to be of the order of 12,500 m3/day, to be similar to the likely mid-term flows from the Don Consult sewerage works. Provision for doubling this to 25,000 m3/day would also appear appropriate.
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
It is noted that the 2004 Poyry/GKW Mwanza Water and Sanitation Project Impact Study (Sections 7.1.3 and 7.3.1.2 of Volume 1) anticipated a treatment capacity of 8,002 m3/day in 2015 increasing to 13,595 m3/day in 2025. The report apparently details how the proposed 2025 works would be fitted within the available land. However, the works as designed and recently constructed are based on a subsequent Final Design Report by Poyry, C Lotti and Interconsult. The works as designed have a capacity of 5,750 m3/day. This is far less than in the earlier report and appears too low. The Report provides no details of any future expansion. It would appear appropriate to identify the options for increasing treatment capacity at Ilemela or in the near vicinity and to ensure that sufficient land is available prior to committing to any expansion of the sewer network. MWAUWASA has indicated that there is additional land available for expansion, although this is currently occupied by informal dwellings, and its is also noted that there are more ponds on an adjacent site belonging to a brewery, which could offer scope for shared facilities. This needs to be explored further.
3.6.5.
3.6.5.1.
New Trunk Sewer, Sewerage, and Treatment Plant for Nyakato and Igoma
Existing Wastewater Facilities Atkins has examined the possibility of taking forward the proposals for a new WWTP at Igoma to serve the eastern part of the Mwanza urban area, Nyakato and Igoma, located along Nyerere Road and its eastern continuation as part of a priority programme for Mwanza. This area includes the main industrial area of Mwanza including; Coca Cola; Pepsi Cola; an Oil Mill; Serengeti Brewery; Mwanza Textiles; Nile Perch Fisheries; an abattoir; and a mattress factory. In addition there is extensive domestic and commercial development along the main road and in the adjacent areas. As noted earlier, there are some existing facilities which serve the industrial area. These comprise a sewer running from the Coca Cola plant, reportedly serving other industries, to a lagoon treatment plant in a river plain to the east of Mwanza at Igoma. However the condition of the sewer appears poor, with waste overflowing from chambers, and the lagoons no longer operational. Based on a site visit it appears that the waste is used by the local farmers to irrigate the rice and other crops grown in the area. No information has been seen on the quantity or quality of wastewater in the industrial sewer.
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
The 2025 annual discharge of 6,400,000 m3/year is a daily flow of 17,534 m3/day. The investment proposed by Lotti for 2025 is summarised below, with all costs in MEUR.
Table 3.32 Cost Estimate C. Lotti Item Sewerage costs including rising mains and house connections Sewage Pumping Stations Sewage Treatment including land acquisition Total Cost (MEUR) 6.5 0.5 3.5 10.5
Overall the Lotti proposals appear reasonable, except that there is no allowance for the industrial flows, as far as can be seen from the documents provided. 3.6.5.3. Proposed Programme of Works In general Atkins considers that the Lotti proposals provide a reasonable basis on which to proceed. However it is believed essential to cater for industrial flows, and any proposal should be flexible enough to cater for some future uncertainty. Poyry et al Demand Projections The 2009 report by Poyry et al estimated that total industrial water consumption in Mwanza 2010 would be 3,380 m3/day, of which around half was in the Igogo zone. This suggests an upper bound of around 1,700 m3/day in the Igoma area. The domestic demand proposed by Poyry is an average of 17,591 m3/day in 2025. Institutional and commercial demands are stated by the 2009 report to be around 20% of domestic, and would therefore be approximately 3,500 m3/day. Current Water usage Data on water usage in Zone G, which MWAUWASA stated was the area concerned, was provided by MWAUWASA for the month of December 2011. This is provided below.
Table 3.33 Water Usage Igoma Area Data from MWAUWASA Class of User m3/month m3/day 62,745 2,024 Beverage plants 35,335 1,140 Other industries 24,075 777 Commercial 161,322 5,204 Domestic 23,034 743 Institutions 2,381 77 Water Kiosks 909 29 Temporary (construction) 309,801 9,994 Total
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
Note: Prices are indicative; they include engineering, supervision and contingencies ex. VAT.
3.6.6.
3.6.7.
Sewer Connections
The main problem with persuading individuals to connect to newly constructed sewers, is that people who have already invested in septic/latrine tanks at their houses are not keen to
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Provision will be required for this from within the sewerage budget.
Table 3.35 - Possible Interventions in Mwanza Sewerage Item Expand sewer network to cover Ilemela, Lumala, Kiseke and part of Pasiansi Include for house connections and pumping stations. Extension of Ilemela WSP. Remarks Studies and designs are underway for the proposed sewer network in this area. However, financing for construction has not been identified. The total area be covered by the proposed expansion is approximately 750 ha and the approximate total length of sewers is 54 km. Proposed sewerage system expansion in Ilemela and environs will increase the load to the ponds hence they will need to be extended. The sewer network for Mabatini area including parts of Isamilo will be pumped to the central pumping station. The approximate total area to be sewered is 45 ha and the total length of sewers is approximated at 3.2 km. The areas to be considered for sewerage system include; those adjacent to Musoma Road from Mabatini to Igoma. The development will also involve design of a proposed pump station at the Nyakurunduma river. The design already done for the proposed treatment plant will need to be reworked. The area was visited during the field data collection exercise and preliminary observations revealed that it is ideal for setting up a waste treatment plant. The studies will determine its suitability including undertaking designs and propose mechanism for land acquisition. The areas to be served by the plant based on preliminary observations include; Nyegezi, Mukorani and the areas surrounding the university. The development will also see construction of a pump station at NyegeziLuchelele next to the fisheries and laboratory institute in Nyegezi. The cost of land acquisition is included. Estimated Cost million 14.4
4.3
Design and construct sewer network in Mabatini and Isamilo including for house connection and pumping station. Design for the sewer network to serve the proposed Igoma waste stabilisation ponds including house connections and one pumping station. The cost includes for the first phase construction of the Igoma ponds. Design studies for the proposed sewage treatment plant at St Augustines University grounds and the sewer network to serve the Treatment plant including for house connections and pumping stations.
0.9
12
0.8
0.5 32.9
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3.7.
3.7.1.
3.7.1.1.
Sanitation
Current Situation
Networks MWAUWASA has sewer network infrastructure, pumping stations and treatment lagoons covering the centre of the city as described in the previous section. They also possess a number of new network maintenance machines in excellent condition. However, the majority of the city relies on forms of on-site sanitation.
3.7.1.2.
Public Toilets Public toilets were not inspected during the site visit but the subject has been covered extensively by previous studies. Both the Poyry study and the more recent Don Consult/CEC report proposed extensive construction of latrine blocks at schools, health centres and other public places. The biggest problem appears to be ensuring that new latrines have running water connections to ensure improved hygiene. Most existing communal blocks are in poor condition and do not have a water connection.
3.7.1.3.
Latrines and Septic Tanks Atkins was informed that 70% of the population are in informal and low income areas, which are unserved by sewer networks. Note; many of the very wealthier areas are also still unserved. The majority of the population is therefore using on-site sanitation, in the form of latrines or septic tanks. The split between these is yet to be established. By-laws require new properties for have adequate sewage disposal facilities usually septic tanks. From observations in the informal areas, it is apparent that most houses have latrines or septic tanks, with large and deep septic tanks being constructed wherever there is space often above ground. Sometimes these are shared between several houses.
Private tanker
Some open defecation was witnessed in very high density areas (defecation directly into an open drain), but in all but the highest density areas we would assume the existence of latrines and septic tanks. In the medium density parts of the city septic tanks are the rule. These appear to be expensive and elaborate if there is room, with ventilation pipes, and piped connections from the pour flush toilet. The tanks may not have bottoms, which will allow some soak-away (but not much, as a layer of solids and slime builds up). Problems are reported in areas with high water tables.
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Outhouse with above ground septic tank. Note this site has no means of vehicle access
The sites visited did not really present a sanitation problem. Medium density housing and septic tanks in sandy soil, which are accessible by trucks, and where people are not using groundwater, seems to be an eminently reasonable solution that people are readily implementing themselves. Better surface water drainage would prevent erosion of the roads and tracks (which makes access difficult, and does present a health risk if tankers, fire trucks, ambulances etc cannot access the houses). Sanitation infrastructure is not adequate in the higher density parts of the informal areas, where shallow soil and lack of space means the septic tanks are small and quickly overflow into open channels and gutters, which are also sometimes the pathways to access houses. Note that the higher density informal settlements correspond to the steeper less accessible terrain. This appears to be because large plots are not really viable on steep terrain and the steep terrain is cheap to acquire and therefore gets acquired by the poorest, who only require small blocks. It is also possible that some of the hills were not actually subdivided or owned by anyone, leading to chaotic and dense settlement.
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Flatter terrain is more expensive and attractive to richer people, and may therefore be sold in larger plots. Flatter terrain is also much more likely to be formalised by the council than the steep terrain, and to have formal existing owners who manage the subdivision process.
Exposed pipes
Leaking pipes
A large number of residents in the informal areas are connected to the water supply, which explains the need for septic tanks. MWAUWASA staff reported that many of the kiosks constructed to serve informal areas have closed down due to lack of business. One kiosk operator we spoke to reported that their revenues were around 2,000 TSh per day, and their rent to MWAUWASA was 30,000 TSh per month, making the business bring in about half the national minimum wage (60,000 TSh / month). This suggests that ability or willingness to pay for domestic water connections were either severely under estimated, or those connections were made at a discount compared to
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Meters are immediately before the tap all the leakage risk is held by MWAUWASA
Regarding ability to pay, the houses built in informal areas clearly represent an important investment. Some are mud brick, but most involve cement bricks and foundations, and corrugated iron roofs. The septic tanks being constructed were large (2.5 m deep x 2 m x 2 m) and fabricated using cement bricks and mortar (see below):
Some houses have rendering, are painted and have balconies. In all of the informal areas visited a lot of construction was in evidence and on the streets, shops were in existence and being constructed, presumably to take advantage of the disposable income of the residents. These included hairdressers, bars, hotels, general stores, schools and mosques, and indicate prosperous suburbs on the rise. The cost of
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3.7.2.
Apparently, the Tanzania Land Act (1999) stipulates minimum conditions for land title, including a plot size of 120 m2 and access to a road (6 m wide). Some local exceptions to these rules were mentioned by other MCC staff and apparently plots smaller than 120m2 are being titled as part of the formalisation process.
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3.7.3.
3.7.3.1.
Both problems are significant and will only be solved by investment in appropriate infrastructure. 3.7.3.2. Regulation of Sector Both the Utility and the Health Department of the Municipal Council are afforded roles in the provision of sanitation services. Two Acts of Parliament from 2009, the Water
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Domestic Installations In line with the Project Sanitation Strategy on-site facilities for individual properties does not offer an opportunity for investment under this project. In the places that onsite can work, people tend to be able to afford to provide their own facilities; however, there may still be scope for the provision of technical advice and assistance.
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ii.
iii. The path could also carry other utilities, such as water supply. Currently most houses in the informal areas, including the hilly ones, have piped water supply delivered though PE pipes snaking for hundreds of meters over rocks, exposed and leaking, sometimes lying in the open sewers which run down to the flat. Note that the path could present an opportunity to carry out a NRW reduction exercise and risk transfer from MWAUWASA to residents at the same time (by installing large diameter HPDE pipe and meter boxes and connections in the path).
The open channel is preferred because initially, people unused to flush toilets will probably use them as a semi-garbage bin and any pipes will quickly block. It is not anticipated that MWAUWASA will be highly responsive to these areas, and so residents should be able to unblock their own sewers should the need arise. An open channel facilitates this and makes blockage less likely in the first place. The idea of an open channel does go against standard practice for shallow sewers, which rely on pipe pressure build up to move solids along in waves. An open channel was discussed with local sewer operators and there are a number of reasons why they may be more appropriate: The channel should be carefully designed in an ovoid-shape to ensure that liquids are concentrated in the bottom and will move solids. The steep slopes mean that liquids could run away from the solids for a given flush, and so care should be taken both to reduce velocities to the extent possible, but also ensure that a constant scouring occurs, pushing solids along. Above Ground Sewer Pipes The final technical solution considered for improving sanitation in the steep informal areas is localised collection lateral systems directly connecting household toilets to a collecting pipe (or channel) terminating in a communal septic tank at the foot of the hill (assuming that there is no sewer nearby). The collector pipes will need to be laid at
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3.7.3.4.
Management, Operations and Maintenance These small systems should be managed by MWAUWASA and the communal tank emptied by them because they have the technical capacity and resources to do so. MWAUWASA should consider delegating operational tasks to a CBO or other organisation for day to day management and security. The concept of a CBO (or private company) managing the small collection network, or perhaps a number of them, develops the DMM model (trialled in Kisumu) for water supply. The CBO pays a fee to MWAUWASA (or the council) for technical support
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iii. Prepare outline design for facilities, iv. Selected Contractor to construct facilities. A preliminary assessment suggests that the following facilities will be required:
No of Schools No of Pupils Pupils per toilet No. of toilets required No of toilets per block No. of blocks that would be required if all schools had new facilities Actual requirement - say build 1 x boys and 1 x girls at 75% of schools; i.e.(2 blocks at 128 schools) Cost per toilet block Cost 170+ 135,000 30 4500 8 562 256 20,000 5.1 million
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3.7.3.7.
Public Facilities - Other Locations The recent studies (and designs) by Don Consult concluded that additional public facilities should be provided at the following locations: i. ii. Markets 5 no. Nyamanoro, Kirumba, Mabatini, Nyakato and National Health Centres 5 no. Butimba, Makongoro Clinic, Igoma Dispensary, Bugarika Dispensary and Luhanga Dispensary
Proposals were generally for WCs but at two health centres VIPs were proposed due to the absence of a piped water supply this decision needs to be revisited to see if this problem can be overcome. A similar approach to that proposed for school sanitation is proposed although smaller blocks may be suitable.
No. of toilet blocks Cost per toilet block Cost 20 20,000 0.4 million
3.7.3.8.
Use of CBOs in the Provision of Sanitation Services Registered CBOs only work in solid waste collection not sanitation. Private companies are engaged in running public toilet facilities. Such appointments are advertised and tendered in accordance with prevailing procurement regulations. A company will compete for and win a contract with the Council to run specified toilet facilities, usually a public toilet block; they will also receive a license permitting them to operate as a service provider. The companys incentive in competing for a contract is the opportunity to make profits for themselves, however they also have to pay the Council fees under their contract. The competition process is reportedly fair, transparent and above board; and complies with the Procurement Act.
3.7.3.9.
NGOs There doesnt appear to be any NGO actively working in sanitation in Mwanza at the current time although a number, with sanitation experience, are present in the City.
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3.7.4.2.
Subsidising Sanitation Costs It appears that the suggestion of a sanitation charge added to the normal water/wastewater bill would be unacceptable to the Regulator. Utilities can only charge customers for the services they provide to that customer and cross subsidies are not permitted. With the proposed community schemes a charge can be levied to cover the cost of emptying which will be passed to householders many of whom will have water connections and hence receive bills. Alternatively, if CBOs or private companies are engaged in operation of the system then they can be charged a fee against which they can charge users.
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3.8.
3.8.1.
Urban Drainage
General
This section of the report details the findings of the site visit in Mwanza regarding storm water drainage. As noted for Kisumu little or no studies have been undertaken in regard to storm water drainage in Mwanza. No documents were available for review and thus the documented findings are based on discussions held with the City Engineer of MCC. It should be noted that during the site data collection exercise, little time was available for field visits and for the Council to prepare adequately for the discussions. The information presented in this report was provided as a summary received at a later date. It may thus not be conclusive, though it represents the councils appreciation of the problems at hand. The recent road network development in Mwanza city has seen extensive development of the storm water drainage facilities within the city. The city terrain is highly rugged and this is one of the main challenges faced in relation to storm water management.
3.8.2.
3.8.3.
Planned Developments
From the summary presented by the Council, following are the proposed interventions: Construction of approximately 50 kilometres of new drains. These will comprise of both lined and earth drains. ii. Construction of approximately 800 metres of culverts of sizes varying from 600 to 1,200 mm diameter. iii. Construction of approximately 150 drifts within the city at the low lying sections on road crossings. iv. Construction of approximately 50 new bridges. The bridges are to have spans of between 10 to 50 metres. i.
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0.3 9.3
15.6
The total cost of the proposed intervention for Mwanza Storm water drainage improvements is 6,300,000. This excludes the cost of constructing the proposed 50 bridges whose total cost is approximately 9,300,000. The funding for the bridges is considered to fall under road works and not storm water drainage. The costs presented above are conceptual, and detailed studies need be undertaken to determine the actual numbers in order to arrive at a more realistic cost estimate for the proposed intervention based on need and feasibility of the proposals.
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3.9.
3.9.1.
Solid Waste
Introduction
Currently waste management services are undertaken by a number of different means. Waste collection and disposal, under local law, is the responsibility of the Councils Health Department. However, in 2000, the City Council passed a by-law to outsource waste collection services. As a result, small concessions have been let for each ward within Mwanza with the five Central Business District (CBD) wards being serviced by specialised private contractors, 17 wards being serviced by Community Based Organisations (CBOs) and the remaining four rural wards managing waste themselves with waste being burnt, buried or used as manure on agricultural plots. The Council undertake some waste collection and is responsible for the operation of the citys only current disposal facility, a dumpsite located to the south near the village of Buhongwa. Approximately 314 tonnes of waste are produced daily by Mwanza, but, thanks to scavenging and recycling initiatives during waste collection, the amount of material delivered to the dumpsite is around 280 tonnes per day. However, there are no weighing facilities in Mwanza and as such waste quantities are based on a volumetric estimation. In addition, waste composition is also unknown. Whilst a number of documents report the River Mirongo to be heavily polluted with solid waste, it appears that, following a visual inspection and discussions with the Head of the Mwanza City Health Department, that the river does not contain excessive amounts of solid waste. Rather, it is polluted by sewage washed into the river during storms mainly from unformalised hillside settlements and poorly managed latrines. Whilst there is evidence of solid waste in the river, its mouth appeared to be relatively clean and people were also seen to be picking plastic bottles out, presumably for recycling.
3.9.2.
Collection Systems
The private companies responsible for collecting waste from the CBD are required by the Council to collect waste and also haul the material to the dumpsite for disposal. There is one company operating in each of the five CBD wards. It is currently unclear what the
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As part of the waste collection services, the private companies and CBOs are also responsible for street and public open space cleaning within their wards. They are paid depending on the amount of road/ open space they clean and the current rate for CBOs is TSh 1,000 per 300 m2 of road/ space. Average invoices from CBOs for street cleaning services to the Council are around TSh 800,000 per month but are obviously dependant on the size of the ward and length of roads within it. Both the CBOs and private contractors undertake some recycling of materials such as plastics and metals (ferrous and non-ferrous) before disposal to the dumpsite. It is unclear what revenue they get for the recyclate but observations suggest that the revenues are not high, as stockpiles of plastic bottles can be seen around the city. There are four rural wards where no formal waste collection takes place and waste is either buried, burnt or composted.
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The Council is also responsible for the collection of waste from some larger institutions such as hospitals and government buildings. These collections are generally made using tipper trucks or side-loader trucks. Wastes are collected and delivered to the dumpsite for disposal.
3.9.3.
Collection Infrastructure
The Council operate a fleet of collection vehicles comprising: 4 side-loader tipper trucks; 2 skip loaders (IVECO) only one currently working; 1 compactor (for compacting infill/ soil in open collection areas); 1 shovel loader (Komatsu) not operational; 1 shovel loader (O&K) operational;
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In addition, there are 30 enclosed skips (used at waste collection points) although an increasing number of these are becoming too damaged to use and/ or repair. In general, all the equipment (with the exception of the O&K shovel loader) is old and in a poor state of repair. Breakdowns are a regular occurrence and mean the collection service is inefficient. Due to only one skip loader truck being operational, it is unlikely that more than five skips per day are emptied and transferred to the dumpsite for disposal.
The CBOs use handcarts to undertake the routine collection services from around the ward. Individual waste producers are responsible for storing the waste material in containers (sacks, plastic boxes, etc) which are then collected/ emptied into the hand carts before delivery to the central waste collection points. It is not clear exactly what plant the private contractors use for waste collection but it is likely to include some form of tipper truck to transfer the waste to the dumpsite.
3.9.4.
Disposal Systems
The current dumpsite is located to the south of the village of Kagera approximately 15 km (15-20 minutes) south of the CBD. The site occupies a land area of 99 ha and includes treatment lagoons for wastewater from septic tanks. There is no weighbridge at the site. Vehicles entering the site are logged and registered and their payload is estimated based on the size (volume) of the truck.
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The dumpsite has no basal lining or leachate and gas collection and management systems in place and material is deposited directly onto natural ground (soil). To the south of the site is a river which is approximately 300 m from the site boundary, separated by a buffer of fields. Immediately to the north of the site is a hill that is environmentally sensitive and is protected from development. The dumpsite slopes from the gatehouse towards the river at the south. The site has no boundary fence and, as a result, there are a number of scavengers that sort through the waste extracting plastics, metals and polystyrene for sale to the recyclate market. A significant number of animals and scavenging birds are also present on the site.
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The landfill has been poorly developed loosely following the principles of cells. The cells appear to be around 10-12 metres in length/ width with waste placed at a shallow depth of around 1.5 to 2 metres in a land raise. When a cell is full soil is excavated from elsewhere on the site and used to cover the waste. Waste is not compacted with anything other than the waste trucks and the shovel loader during covering operations. The cells are not combined and are divided by access roads measuring about 3 metres in width. This leads to the dumpsite having a significant area footprint with large areas of unused land. It was observed that there were a number of open fires on the dumpsite. These appear to be started by the scavengers as a way of burning the waste material to leave the valuable metals behind to assist in the picking process. However, it is also apparent, following discussions with the Bugando Hospital, that the general waste delivered to the dumpsite from the hospital is also burnt on site with diesel supplied by the hospital. It is understood that this on-site burning of hospital general waste is a measure proposed by the Infection Prevention Control unit to ensure destruction of the waste. The liquid wastes received at the site are emptied into treatment lagoons. It is understood that these lagoons are lined but the lining material and its integrity is unknown. The quality of effluent from the lagoons is not controlled or monitored, and the efficiency of the water purification is not known.
3.9.5.
Hazardous Waste
Hazardous waste arisings are understood to be relatively low in Mwanza. In general hazardous wastes are only produced by hospitals and healthcare related functions. Under Law, it is a requirement of all hospitals to have on-site incinerators for burning the sharps and pathological waste and placenta pits (if necessary). Often the smaller hospitals and clinics use small scale burners (e.g. De Montford) whilst the larger hospitals have diesel fired incinerators. In both cases, these plant are often poorly maintained and operated and have little or no flue gas treatment systems in place leading to harmful emissions to air. The ash from the incinerators/ burners is usually buried or stockpiled on site although occasionally it seems that some of this ends up at the dumpsite.
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Expired medicines and pills are managed by a centralised government body that arranges and oversees their destruction. It should be noted though that, as elsewhere in the world, the levels of electrical waste (ewaste) generated is on the increase in Mwanza. At present there are no formal channels for e-waste recycling and as a result most e-waste ends up at the dumpsite. E-waste can be a valuable waste stream as electronic goods often contain many precious metals (gold, silver, etc) as well as many recyclable plastic components. However, conversely, they can also contain many toxic and harmful chemicals such as cadmium and lead that can cause significant environmental damage if not disposed of in a controlled manner.
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As a result an additional dumpsite will be required for the newly formed Ilemela Council to use. The current proposed location is unclear but it is understood to likely be in Bugogwa ward. The division of the city is planned not to affect the current waste collection operations and the existing contracts with private companies and CBOs will continue to exist. However, it is possible that where Wards are split between the two councils there may be some issues with accountability and invoicing.
3.9.7.
3.9.7.1.
3.9.7.2.
Waste Collection Improvement Options Improvement options for waste collection include the following: Constructing Concrete Slabs in All Centralised Waste Collection Areas In areas that were previously open ground the slabs should be constructed with protruding steel runners in the top face of the floor slab. These will mitigate damage from the shovel loader bucket when scraping up waste and should help prolong the operational life of the site. In addition, concrete push walls should be constructed around three sides of the slab. The push walls will probably need to be around 1.5 1.8 m in height. The concrete slab and
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Procuring new collection vehicles will greatly improve collection efficiency and reliability. The possibility of procuring a fleet of trucks with locally available maintenance and spare parts will be cheaper and easier to run than some of the more remote manufacturers. The specific number and type of truck will depend on the type of waste storage systems selected (i.e. either continued use of skips and open stockpile areas or dumpsters). Procuring trucks can be expensive and leads to a requirement to maintain and operate a fleet, which also needs to be considered at the financing stage. As an alternative means of increasing collection capacity, it is possible to contract the private sector to supply (and potentially operate) waste collection vehicles to work for, or in conjunction with, the City Council fleet. This reduces the need for the Council to have a significant capital outlay and can be undertaken quickly, through drawing up a simple contract of works. 3.9.7.3. Disposal The existing dumpsite needs significant improvements to reduce the environmental impact that disposal of waste has at the site. Some improvements are operational, whilst others may require significant investment.
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3.9.8.
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3.9.9.
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0.4
0.8
Capital Projects
0.7*
Construct a lined landfill cell to manage industrial and hospital wastes Rehabilitate existing dumpsite and install liners and gas/ leachate management systems and construct new landfill cells Construct new sanitary dumpsite for the Ilemela Council. Design and engineering of the facility. Develop a WEEE recycling and reprocessing facility in Mwanza Construct a dedicated lined hazardous waste landfill cell at the proposed new landfill facility and existing dumpsite Grants Provide grants to the Council to procure new vehicles and containers Undertake a feasibility study into development of formalised composting plant Technical support in the site selection exercise to identify optimum location for new dumpsite Ilemela Technical support to identify new/ additional centralised waste collection areas
4.0**
7.0**
21.0** 3.0
4.0**
0.7
0.3
Capacity Building
0.6
Note: Prices are indicative; they include engineering, supervision and contingencies ex. VAT. *These costs include provisions for design and civil engineering works and assume a surface mounted weighbridge **These costs are estimates as precise waste quantities are not known and therefore the precise size of cell cannot be determined and no ground investigation work has been undertaken
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3.10.
3.10.1.
Institutional Assessment
Mwanza Urban Water Supply and Sewerage Authority (MWAUWASA)
MWAUWASA was established through conversion of what used to be a government water service provider under the Regional Water Engineer in the Ministry of Water. In 1996, the idea was mooted to start regional water authorities with the aim of liberalising water and sewerage services from government control to improve on service delivery. MWAUWASA was commissioned in 1998 under the Ministry of Water, to which it reports regularly. The operations of this Utility Authority are governed through a Memorandum of Understanding (MoU) with the Ministry of Water. The Ministry MoU regulates the provision of water to the residents of the city, and another MOU with Energy and Water Utility Regulatory Authority (EWURA) regulates tariffs and arbitrates in cases of disputes. The main objective of MWAUWASA therefore is to fulfil government policy of providing potable water and efficient sewerage services to the residents of Mwanza purely as a commercial entity. The functions of MWAUWASA include: Abstraction and treatment of water; Distribution of water to consumers in Mwanza and its surrounding peri-urban centres; Managing the operations and maintenance of production and distribution infrastructure including liquid waste treatment and disposal; Regular monthly reading of meters and billing for the water consumed; Receiving payments and account for revenues from services provided; Meet all operation and maintenance expenses including staff remuneration from the revenues generated; and Invest where necessary in expansion of water production infrastructure.
The Board of Directors which is appointed by the Minister of Water in consultation with the Regional Administrations is charged with providing policy direction for effective and efficient management of the services to be provided by MWAUWASA. The Board of Directors also provide the vital linkage with both the Regional Administration and the Central Government. The composition of the Board of Directors includes the following stakeholders: Chairperson of the Board; The Regional Secretary; The City Director; Ministry of Water representative; Large Consumers representative; Domestic Consumers representative; Commercial Consumers representative; Councillors representative; Womens representative; and Managing Director of MWAUWASA who is also the Secretary to the Board.
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3.10.3.
Institutional Capacity
MWAUWASA has undergone institutional transformation in the recent past. In addition to having an elaborate business plan, it has also revised its organisation structure to achieve efficiency and effectiveness in service delivery. The main rationale for institutional restructuring has been to rationalise the scheme of service to the level that supports the business nature of the Authority. As will be discussed below, this has resulted in improvement of service and performance results in many areas. There are a total of approximately 140 staff members in the establishment of MWAUWASA. The senior professional staff members in the different departments have attained impressive academic professional training.
3.10.3.1.
Managing Directors Office The current Managing Director is currently holding the office in acting position after the previous incumbent was, in February 2011, relieved of his services by the Permanent Secretary on advice of the Board of Directors.
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In addition there are several Assistant Managers heading minor sections but are reporting directly to the Managing Director. These include: Public Relations; Legal Services; Internal Audit; Planning and Quality Assurance; Procurement Management; and Management Information System.
This brings a total of ten functional lines reporting directly to the Managing Director. In our opinion, the current structure places heavy responsibility on the Managing Director to the extent that this could render that position inefficient. In the long run this is bound to cause a major bottleneck in the management process. Other than functions that are advisory in nature like Legal, Internal Audit and Public Relations, others such as Planning and Quality Assurance, Procurement Management and Management Information Systems can be delegated appropriately to release the Managing Director to provide necessary advice to the Board of Directors and quality management direction to all the service delivery departments. Having said that, the management style was appreciated of the current Managing Director who has established Operational Committees of Heads of main Departments to deal with issues such as staff discipline and general management follow up. Chairmen of such Operational Committees, who are invariably heads of department, report regularly to the Managing Director on issues discussed and progress made. 3.10.3.2. Technical Department The Technical Department has a total of five sections all headed by graduates as follows: Infrastructure Development Water Network Operations Water Quality Control Plant and Production Sanitation Operations 2 Engineers 1 Engineer 1 Engineer 2 Engineers 1 Senior Technician (Engineer resigned)
The Technician levels are filled with personnel (15 in number) who are trained at technical training colleges within Tanzania. Similarly there are many artisans who are also well trained. MWAUWASA has planned to divide Mwanza into four operational zones with fully established management offices to bring services closer to the customers. Three of these zones are already established and operational in Nyegezi, Nyakato and Kiseke. Initially these operational zone offices are headed by technicians. Ultimately, the zone offices will be headed by engineers (currently undergoing professional/academic training in local Universities) and supported by qualified and experienced technicians.
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This grade of senior management staff is supported by a number of well qualified staff in the relevant disciplines which enable them perform their functions. Sales and Billing This section is headed by a graduate. Other staff members are reported to hold appropriate qualifications. The functions of sales and billing section include: Regular, timely and proper meter reading; Posting the readings; Producing monthly bills and statements; Ensuring customers get their monthly bills; and Enforcing collection of current payments due.
To ensure that customers receive their monthly bills and that payments are made promptly, the Sales and Billing Section has instituted a system of hand delivery of monthly bills to customers premises. This has improved collection efficiency ratio approximately 98% during the past FY. Currently there are approximately 34,000 metered customers connected to water supply. Simplistic analysis with a household size of five people, translates this to a population of approximately 170,000. Considering that some connections are for large and industrial consumers, the actual number of persons served could be less. So for a population of 617,000, this is less than 30% of the total population of Mwanza enjoying services of potable water. The designation of former meter readers has been changed to Sales Assistants. This is informed by the fact that this grade of staff is in the front line and has regular contact with the customers during meter reading and while distributing the monthly bills. The new designation empowers them to also be proactive in matters and issues affecting the delivery of water as a service offered by MWAUWASA. Marketing and Customer Services The head of this section has appropriate qualifications in marketing and customer relations and is supported by a team of staff with commensurate professional training. This section has the following functions: Market the services of MWAUWASA to the potential customers, especially where new developments are taking place; Ensure plans have been made to expand water supply network to cover the new customers especially the big customers; Receive complaints from customers and from general public and customers with regard to services provided; Attend to all the complaints received;
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The aim of this section is to increase the number of consumers with legal connections and to ensure that issues arising from water service delivery and sewerage management are handled effectively. Illegal connections identified through scouting of the network will be first handled by this section to get these formalised before any drastic action is taken. Additional functions of the Marketing and Customers Services Section will be to check and repair meters and replace regularly when necessary. This will help to reduce under-billing and/or over-billing, thus increase turnover and willingness to pay that will ultimately increase revenue collection. Credit Control The section is headed by an Enforcement Officer with appropriate qualification. One of the main functions of this section is to ensure that all customers in arrears of payment actually pay. The billing section ensures that customers get their bills promptly at the end of the month. Payments are expected within fifteen days in the subsequent month. Credit Control follows non payment by sending reminders through demand notes giving a time frame to pay. Where the customer fails to pay within the stipulated time the section enforces payment. Disconnection is the last resort. A new meter management policy has been introduced which requires attaching red seals to disconnected meters and blue seals for functioning meters. Separating the payment enforcement function from sales and billing function has removed the negative image which was attached to the act of disconnection. Whereas previously the meter readers were also required to enforce payment through disconnections, this was seen as portraying the disconnection squad negatively, especially when the same team was also responsible for meter reading and hand-delivering of bills. To make the function of the enforcement staff more acceptable, those who effect meter disconnections are now known as Credit Control Assistants. Currently MWAUWASA is preparing a credit policy proposal to be tabled with EWURA which if passed will provide a grace period to creditors. The customers will be charged interest on outstanding balances beyond the grace period. MWAUWASA has plans to use one or a combination of the following methods to enhance payment collection from customers: Outsource debt collection to qualified private sector, preferably companies with sufficient experience in debt collection; or Use an internal team to whom the function of debt collection has been fully delegated; or Disconnect customers from sewerage service when they are in default of paying for water.
Zone Operations In addition to the Zonal Network Supervisor from the Technical Department, the Commercial Department has also deployed staff especially from Sales and Billing and Credit Control sections to provide easy contact. One of the reasons constraining customers from paying for the services is the fact that much time is spent queuing to make payments at the Cash Office at the Head Office. MWAUWASA has established three Zonal Operations Offices at Nyegezi, Nyakato and Kiseke to reduce congestions at Finance Office. This has encouraged more customers to pay their utility bills thus enhancing collection of payment. 3.10.3.4. Finance Department This department is headed by a Finance Manager who has an appropriate professional qualification. Created out of the original Business Department, the Finance Department comprises the following sections:
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The efficiency of the Finance Department is reflected by the fact that accounts receivable ratio have been reduced to three months as at 30th June 2010. Previously accounts receivable remained outstanding for six months. The Finance Department now uses Smart Billing Manager operating system built on an Access database. This enables the department to produce all bills timely for distribution and subsequent collection of payment. In 2008 average payment collected was 300 million TSh per month against a billing of 400 million TSh per month. In 2009 this had improved to an average of 600 million TSh collected per month against a billing of 650 million TSh per month. 3.10.3.5. Administrative and Human Resources Department This department is headed by an Administrative & Human Resources Manager with an appropriate university degree. It was created from the original Business Department and comprises of the following sections which are manned by Assistant Managers: Human Resources; Administration and Transport; and Supplies and Stores.
Human Resources The section is headed by an Assistant Manager qualified in human resources. Its functions include managing all issues related to personnel such as recruitment of support staff, payroll and remuneration management, leave and off-duty management, disciplinary and termination issues, facilitating annual staff performance appraisal and organising staff training and development. Staff appointments are not all done by the Human Resources section. The position of the Managing Director is filled through a process whereby the Board of Director selects three suitably qualified persons whose names are forwarded with recommendations to the Permanent Secretary in the Ministry of Water who appoints one. In this process the Board of Directors may engage the services of Human Resources section to do the secretarial duties to prepare dossiers to be forwarded to the Permanent Secretary. The Board of Directors selects the Department Heads and Heads of Sections and other skilled manpower directly or may outsource the selection process to qualified human resources consultants. The Board of Directors may also choose to delegate the selection Heads of Departments and Sections and other skilled manpower to a special Human Resources Committee. In this case the support of the Human Resources Section will be fully involved in the selection process such as advertisement, short listing and preliminary elimination based on non-compliance with the basic requirements for the positions. The selection of subordinate skilled and unskilled personnel has been delegated fully to the Managing Director provided a specific request to recruit has been approved by the Board of Directors in advance. Administration and Transport This section is managed by an Assistant Manager who has the requisite professional qualification in administration. The section deals with issues such as office logistics, records and archives, deployment and supervision of administrative support staff and overall security both in office and plant/machinery. The head of this section ensures that the organisation runs smoothly. Supplies and Stores The section is headed by an Assistant Manager and handles only stores required for the daily running of the office. Stores required from the technical operations are managed by the Procurement section directly under the Managing Director.
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3.10.4.
3.10.5.
Institutional Capacity
The current MWAUWASA business plan requires that staff members are exposed sufficiently in their areas of work so as to increase their efficiency. The staff categories from Assistant Managers upwards are well trained professionally and have achieved appropriate degrees or are in the process of pursuing academic qualification. The organisation encourages management staff to pursue academic/professional courses. The staff members are given study leaves for that purpose. Because of the policy of encouraging personal growth, most senior staff members seem motivated to work and give their best.
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To address these and other issues that affect the staff performance, MWAUWASA has developed a capacity building road map which highlights the following areas of focus: Improving Human Resources Performance; and Improving Customer Services.
An assessment of training needs during this assignment produced the following areas of 2 training need listed in priority according to scores :
Table 3.41 - List of Identified Training Needs MWAUWASA Staff
Areas of Training Need Rank in Priority Budget Preparation Skills Budget Management and Monitoring Techniques Plant Operation Skills Static Plant/Assest Managet Skills Quaity Control Skills Leak Detection and Correction Techniques Network Operation and Management Skills Unaccounted for Water/Non Revenue Water Management Meter Management Skills Network Survey Skills Customers Care Techniques Billing and Data Base Management Skills Accounting Procedures Procurement Procedures Inventry Mangement and Control Techniques Tariff Setting Revenue Management Skills
2
Responses in Percentages Need Much 58.8 50.0 23.5 23.5 17.6 41.1 5.9 61.8 29.4 35.3 35.3 29.4 26.5 50.0 29.4 50.0 38.2 Need Some 29.4 35.3 8.8 17.6 38.2 17.6 20.6 17.6 29.4 14.7 23.5 14.7 8.8 14.7 11.8 14.7 20.6 Need Little 8.8 26.5 11.8 5.9 14.7 11.8 2.9 11.8 11.8 8.8 17.6 26.5 8.8 26.5 8.8 17.6 Need None 8.8 14.7 14.7 5.9 8.8 5.9 5.9 8.8 8.8 5.9 8.8 2.9 Dont Know 5.7 11.8 2.9 2.9 2.9 2.9 2.9 8.8 2.9 2.9 2.9 2.9 -
1 2 4 -
11.8% 5.9% 26.7% 20.7% 20.7% 17.8% 50% 14.8% 20.6% 23.5% 32.4% 17.4% 26.5% 20.6% 20.6% 26.2% 20.7%
A questionnaire was administered to a total of 35 members of staff representing all the Departments.
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The need that came up at the top of this training needs assessment is training on Budget Preparation skills. This is followed closely by training on Budget Management and Monitoring Techniques. Exposure on skills in Strategic Planning Techniques comes third but is very closely linked to budgeting and budget management. The cross cutting topic here is basic computer application skills. Other areas of training and capacity building needs that were highlighted by the key informants include: Well designed exchange visits to other utilities outside the country that are performing better and from which the staff can learn; Interpersonal relationship training; Different styles of management and leadership especially for senior and middle management grades; Short courses to update staff on new state of the art in their different fields: Water and sanitation engineering; Accounting systems and packages; Human resources management concepts; and Staff performance appraisal, monitoring and evaluation.
In addition to the above MWAUWASA has listed areas of quick wins that will help kick start performance improvement. These are listed in the Business Plan and include: Human Resources Improve organisation set up; Enhance proper placement of staff along the lines of the improved organisation set up; Improve remuneration by reviewing staff salaries scales and incentive packages and then adjust for staff accordingly; Provide staff training in identified areas of need to improve skills, knowledge and attitude to work; and Improve work environment by completing construction of and moving into the new office block. Establish performance standards and guidelines for all staff detailing the importance of and how to relate to customers; Replace all old distribution pipes and extend network; Improve marketing services and marketing approaches to increase service coverage; and
Customer Relations
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Leadership
3.10.7.
The senior management indicated that there is a possibility of organising short courses to be delivered in Mwanza by the training institutions to save on cost of transporting several staff long distances. Such courses can be designed to provide hands-on (on-the-job) training especially for water technicians and artisans including staff in the Commercial Department dealing with block mapping, meter reading, logging and distribution of monthly bills. 3.10.7.1. Staff Emoluments MWAUWASA has adopted a policy whereby staff are given incentives depending on the total revenue generated in the previous year. 30% of net surplus generated in any one year can be shared out to staff as bonuses. This has encouraged all staff to be frugal in the use of finances and in ensuring that revenue due every year is collected promptly. 3.10.7.2. Low-Regret/Low-Risk Fast-Track Interventions The following suggestions should be considered by MWAUWASA management to improve efficiency in delivery of services: Direct Responsibilities of Managing Director The current number of functional lines reporting directly to the Managing Director should be restructured. This will be a management decision that will not have cost implications but will enhance and streamline reporting line thus relieving the Managing Director of some direct responsibilities that can be dealt with at lower levels in the organisation hierarchy. As suggested above, the following functions can be delegated: Planning and Quality Assurance to be included under Planning, Designing and Project Implementation in the Technical Department;
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Customers Awareness Campaigns The current level of awareness among the residents of Mwanza on the need to support MWAUWASA in its endeavour to provide quality service in both water supply and sewerage management is still low. This is because most residents still perceive the utility as a government service and will evade paying with impunity. Using the existing Zonal Offices, MWAUWASA should embark on a systematic public awareness creation and customers sensitisation on its functions and the services it provides. Emphasis should be on the need for all customers to get connected legally and to pay for the services they have received. Short Courses for Staff The following courses have been identified as necessary to improve efficiency in service delivery. They can be offered at minimal cost to the organisation and staggered to allow for smooth continuation of service delivery: Customer Care and Public Relations Training. The target for this course will ideally include all staff members in the Commercial Department with special emphasis on Marketing and Customers Care, Credit Control and Zonal Operation staff who have daily or regular contact with customers. Network Surveillance and Leak Detection Training. There are state of the art equipment that can be used to detect leaks in the network. Once these are acquired, all the sales, marketing and control officers must be trained on how to use the equipment. Besides, MWAUWASA has acquired GIS and GPS equipment. All the relevant staff must be exposed to the use of these as soon as possible. The third component of this course will include repairs and maintenance skills for meters and pipes network. In addition to purchasing leak detectors, we propose purchase and installation of meter servicing facility. Courses arising from Training Needs Assessment. Following the training needs assessment survey some topics came up as priority for training. We propose that these are offered when resources are available especially to the senior management: Budget preparation skills Budget management and monitoring techniques Strategic planning techniques Management of Unaccounted for Water/Non Revenue Water skills Basic computer application skills Business plan preparation and management techniques Change management skills
Other Courses These include: A well designed exchange visit to other utilities outside the country that are performing better and form which the staff can learn; Interpersonal relationship training. Although this might sound similar to the public relations course, it is different in that it will emphasis psychological aspects of relationship, especially in work place. It will highlight how different dynamics can influence work; and
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These recommendations support the proposals within the technical section of this report for additional assistance in some of the higher skilled areas of water operations, particularly on network mapping and modelling, leakage control and management and through the provision of management information systems; all vital areas to improve if MWAUWASA are to develop into a high performing organisation.
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3.11.
3.11.1.
Financial Analysis
Introduction
This section uses ratio analysis as a tool to analyse MWAUWASAs operational and financial positions. The ratio indicators presented here provide information on efficiency and operational performance, credit-worthiness, liquidity and profitability of the utility and hence provides some insight into the financial conditions of the utility. The ratios reflect respective financial year (FY) performance based on the latest information provided to the Study Team.
3.11.2.
Tsh. million Personnel Expenditures General Admin Expenditures Operating Expenditures Total Operating Expenses Total O & M Expenditures Depreciation Allowance Total Expenditures 3 Billed Water Volume (m million) Billed Revenues Deffered Income Other Income Total Income Of which Grants Operating Income Net Operating Income WR OR 3 Personnel Costs per m Personnel Costs in Operating Expenses Unit Operational Cost (UOC) Staff Productivity Index (SPI)
Source: Tanzania National Audit Office
MWAUASA 2009/10 000 1,010.22 637.44 1,447.03 3,094.69 3,094.69 894.13 3,988.82 3,378.29 615.16 176.79 4,170.23 3,555.08 460.39
1,984.29 1,252.07 2,842.29 6,078.65 6,078.65 1,756.27 7,834.92 21.50 6,635.70 1,208.30 347.25 8,191.25 6,982.95 904.30
% of total expenditures 25.33 15.98 36.28 77.58 77.58 22.42 100.00 84.69 15.42 4.43 104.55 89.13 11.54 0.87 1.12 0.05 0.33 0.14 8
Working Ratio (WR) and Operating Ratio (OR) As Table 3.42 shows, in 2009/10 FY MWAUWASA has a positive net operating income but only because of inclusion of deferred income of 615,000 otherwise it would not have funded total O &M expenditures. Hence at 0.87 and 1.12 MWAUWASAs WR and OR respectively are outside the range of developing country utilities ideal ratios of 0.68 and 0.82. It should be noted that these are not good enough for the EWURA/MOWI performance target figures of 0.49 and 0.64 respectively. Compared to 2008/9,
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3.11.3.
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3.11.4.
Category
Custom ers Total Total Sales Total Sales % Sales Total Total %Collection (#) Consum ption (TSh. m illion) ( '000) Category Collection Collections Efficiency 3 (Tsh. m illion) ( '000) (m ) 29,111 614,003 337.82 171.99 54.20% 341.15 173.68 99.40% 518 542 1,338 141 31,650 155,000 135,743 95,733 9,859 1,010,338 129.48 75.19 76.95 3.16 622.60 65.92 38.28 39.18 1.61 316.97 20.80% 12.00% 12.30% 0.50% 100% 135.49 74.36 89.47 3.78 644.25 68.98 37.86 45.55 1.92 327.99 104.20% 88.90% 104.10% 84.80% 99.50%
Section 3.5.3 discusses the water balance in Mwanza and shows that only 58% of the water produced is actually billed. Non Revenue Water is obtained from the amount of water produced minus the water billed. This takes into account pipe bursts, water theft, water meter theft and new project pumps and water used in network tests. The performance target for NRW is 30%. There is obviously much to be done to reduce these losses. As discussed in Section 3.5.5 there is a technical problem with the water meter at the Capri Point. The outlet (production water) of the purification works is out of order and the raw water meter reading from the lake intake is used. The water loss over the works is quantified by using pump curves, which is only an approximation. As Table 3.44 shows, the collection efficiency of what is billed is quite high. Hence reduction of the 42% NRW must be a critical part of revenue enhancement programme for the Authority since moving even 10% of these losses into billed water would greatly enhance revenues since all the consumers are metered. As part of a revenue enhancement programme there would be need for urgent replacement of meters. About 60% of the meters are due for replacement as they are over seven years old.
3.11.5.
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MWAUASA 2009/10 FY Tsh. million 6,635.70 8,191.25 6,982.95 904.30 1,835.68 38,787.75 408.60 42,165.50 3,871.06 493.31 000 3,378.29 4,170.23 3,555.08 460.39 934.56 19,747.15 208.02 21,466.79 1,970.79 251.15 3.32 45.18 1.05 0.00 7.8 2.33 2.14
Billed Revenues Total Income Of which Grants Operating Income Net Operating Income Accounts Receivable Total Fixed Assets Debt Service Charges New Capital Expenses Total Shareholders Equity Current Assets Debt Current Liabilities Ratios CP (months) CTI (%) New Investments/Fixed Assets (%) DSC DER CR RR (%) RE
Source: MWAUWASA, 2010
Percentage Contribution to Investment (CTI) MWAUWASA has an ambitious investment programme detailed in its Business Plan comprising 580,400 in 2011, 585,000 in 2012 and 489,000 in 2013 from internallygenerated funds and a further total of 6.96 from external funds. Figures in Euros for the 3year plan are given in Table 3.46 below.
Table 3.46 - MWAUWASA , 2011 2013 Capital Expenditure Proposals
In t e r n a lly f u n d e d W a t e r N e t w o r k R e p la c e m e n t O f f ic e F u r n it u r e H o u s e h o ld F u r n it u r e Land C o m p u t e r a n d R e la t e d A s s e t s M o t o r V e h ic le & C y c le s B u ild in g s P la n t & M a c h in e r y W a te r M e te r s S e w e r a g e N e tw o r k S tr u c tu r e s S u b -T o ta l E x t e r n a lly F u n d e d P ip e s & f it t in g s P la n t C a r s a n d m a c h in e s E q u ip m e n t s ( L a b o r a t o r y ) B u ild in g s ( p u m p s t a t io n s ) W a s te w a te r P o n d s S u b T o ta l T o ta l E u ro s 0 0 0 142 31 4 149 109 217 483 27 469 22 1 ,6 5 3
4 ,9 1 6 195 444 17 56 1 ,3 3 1 6 ,9 5 9 8 ,6 1 2
For MWAUWASA the CTI was 46% and the investment over net fix assets in 2009/10 was only 1%. With depreciation allowance of 895,000 per year and net income of 904,000 it should be able to fund an average 550,000 every year from internally-generated funds.
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3.12.
3.12.1.
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Project Formulation Report - Mwanza 3.12.2. Provision for Compensation and Resettlement
A Resettlement Policy Framework (RPF) was prepared in 2006 by the Ministry of Water for the Water Sector Development Programme, but provides guidelines that can be applied to all water sector projects. The RPF is essentially based on the World Bank Operational Procedure 4.12 for Involuntary Resettlement. It requires that: Involuntary resettlement and land acquisition will be avoided where feasible, or minimised, by exploring all viable alternatives. Where involuntary resettlement and land acquisition is unavoidable, resettlement and compensation activities will be conceived and executed as sustainable development programs, providing sufficient investment resources to give the persons displaced by the project the opportunity to share project benefits. Displaced and compensated persons will be meaningfully consulted and will have opportunities to participate in planning and implementing resettlement and compensation programs. Displaced and compensated persons will be assisted in their efforts to improve their livelihood and standards of living or at least to restore them, in real terms, to pre-displacement levels or levels prevailing prior to the beginning of the project implementation, whichever is higher.
The policy covers direct economic and social impacts resulting from projects caused by the involuntary taking of land resulting in i) relocation or loss of shelter; ii) loss of assets or access to assets; or iii) loss of income sources or means of livelihood, whether or not the affected persons must move to another location. It also covers involuntary restriction of access to legally designated parks and protected areas resulting in adverse impacts on the livelihoods of the displaced persons. In the absence of a formal Resettlement Policy, the following legal instruments provide the legal framework for compensation and resettlement in Tanzania: The Land Act (1999); The Land Regulations (2001); The Village Land Act (1999); The Local Government (District Authorities) Act ; The Local Government (Urban Authorities) Act; Land Acquisition Act (1967); Town and Country Planning Ordinance cap 378; and Local by-laws.
Land in Tanzania is vested in the President as trustee on behalf of all. The National Land Policy requires full and fair compensation to be paid to any person whose right of occupancy or recognised long standing occupation or customary use of land is revoked or otherwise interfered with to their detriment by the State under the Land Act of 1999. The Land Act of 1999 (Section 34) also states that where a right of occupancy includes land which is occupied by persons under customary law, and those persons are to be moved or relocated, they must be compensated for loss of interest in the land and for other losses. They also have the right to reap crops that are sown before any notice for vacating that land is given. The Land Act (Section 156) requires that with regard to communal right of way in respect of wayleave, compensation shall be paid to any person for use of land, who is in lawful or actual occupation of that land, for any damage caused to crops or buildings and for the land and materials taken or used for the works. Requirements for the assessment of compensation are provided in the Land (Assessment of the Value of Land for Compensation) Regulations of 2001. Valuation must be done by a qualified and authorised valuer.
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Project Formulation Report - Mwanza 3.12.3. Institutional Framework in the Water and Sanitation Sector
Various institutions are involved at various stages in the environmental and social impact assessment process. NEMC has the overall responsibility for environmental regulation, and is therefore responsible for monitoring environmental impacts of water supply and sewage / industrial wastewater. EMA requires that each city, municipality, district, town council appoints an Environmental Management Officer (EMO) and an Environmental Management Committee (EMC). The EMO's responsibilities include the monitoring of the preparation, review and approval of EIAs of local investments and projects. The EMO should report to the Director of the Environment. Environmental management officers and committees should be appointed at the kitongoji, ward, mtaa and village levels. The main parties involved in carrying out resettlement and/or compensation processes for this project are MWAUWASA, the District Councils, District Lands Officers, Ward Councils and Village Councils. These institutions are well experienced in national procedures for compensation and resettlement.
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3.13.
3.13.1.
It is anticipated that the second phase of the LVWATSAN Initiative will have a tangible impact on public health (including improving maternal health and reducing under-five mortality), through the provision of increased access to clean water, improvement of wastewater treatment facilities, provision of adequate sanitation facilities, improved urban drainage and solid waste collection and treatment. Improving sewage treatment facilities and sewage coverage will prevent further pollution of the Lake, and have a direct impact on the quality of its water and therefore the Lake ecosystems. Improved drainage would contribute to reduced incidence of malaria (by eliminating breeding habitats for malariacarrying mosquitoes), as well as other waterborne diseases, while efficient solid waste disposal systems would also have a positive impact on public health by discouraging disease-spreading vermin and preventing entry of toxic leachates into soils and water sources. The combined effects of these interventions are associated with greater productivity and output, and therefore with alleviation of poverty and hunger. Given that poverty and environmental well-being are inversely linked, the implication is that overall environmental conservation and protection will be enhanced. However, the actual interventions proposed under Phase 2 of the LVWATSAN Initiative (see Table 3.47) may themselves pose a number of detrimental environmental and social risks, during construction and/or operation. Potential environmental impacts (negative and positive) and associated mitigation measures are discussed in Section 3.13.2 and potential negative and positive social impacts and mitigation measures are discussed in Section 3.13.3.
United Nations Human Settlements Programme (2010); Lake Victoria Water and Sanitation Initiative - Overview of the Pro-poor Approaches for Improved Access to Affordable Water and Sanitation Initiative of UN-HABITAT. Page 121
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Water
Capital Project
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Solid Waste
Ops
Solid Waste
3.13.2.
3.13.2.1.
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3.13.3.
3.13.3.1.
Water supply
Economic strategy
Improved livelihoods
Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
Social Integration
Sanitation
Cleanliness
3.13.3.2.
Negative Social Impacts Potential negative impacts and proposed mitigation measures are summarised in Table 3.49.
Table 3.49 - Potential negative social impacts and proposed mitigation measures Aspect Infrastructure development Negative Impact Demolition of private properties on encroached road reserves that are corridors for piped water networks, sewerage and storm drainage Increased water and sanitation demand/supply and facilities Contamination of drinking water through storm water, direct collection drains, surface run offs from roads, sludge spillage and septage Risks of drowning, accidents and injuries to the community through open manholes Interference with local culture and values Increased informal settlements due to the improved services Mitigation Measure Proper planning by the Council Clear policy on public road reserves Continuous awareness in respect to public utilities being developed Facilitate contingency funds for expansion Plan and charge user fees Plan designs for water and sanitation appropriately
Demography
Water supply
Monitor the system regularly to identify areas of danger and isolate these areas Involve the community in project activities from inception Adherence to policy and regulatory mechanisms for better control and management of the town Involve the community in project activities through community forums
3.13.4.
3.13.4.1.
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Table 3.50 - Gender mainstreaming in participating institutions Category of inquiry Policy and action plans - Gender policies - Attention to gender in all policies Issues to consider Is there a gender policy? When was it developed and who was involved? Does it use sexdisaggregated data? Is its implementation being monitored? What is the attitude of senior management staff to gender issues? Who are formal and informal opinion leaders? Which external agencies or people have an influence on the organisation? Who are the decision making bodies? Is there a designated gender unit/focal person? What do they do? With what resources? Are other staff members gender-aware? Is sensitivity to gender included in job descriptions and assessed at job evaluations? Is there funding for capacity building on gender? Is there funding for gender actions on the ground? Steps to be taken for organisational change If there is no gender policy but a desire to address inequalities between men and women then the action will be: - Develop a gender policy for all the participating institutions - Assess who are the champions for gender equality and equity - Engage all relevant and potential staff and management - Create a participatory and inclusive environment for policy development
Influencing policy
Financial / time resources - Gender equality initiatives on the ground - Staff capacity building initiatives
- Have clear ToRs for the unit/focal persons - Establish training in gender mainstreaming and advocacy as an on-going process with action targets - Have professional backstopping support - Involve focal units as an integral part of existing processes and programmes - Allocate budgets for staff capacity building and for actions on the ground - Allocate time for actions at the operational level - Develop indicators to monitor progress - Include gender in systems and procedures - Develop sex-disaggregated information systems - Include gender in staff Terms of Reference and interviews - Have indicators for monitoring
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Staffing statistics
What are the numbers of men and women at each level in the organisation and according to roles and sectors? Check employment and hiring policies Does the organisation create a safe and practical environment for women and men e.g., transport, toilets, childcare, and flexibility of working hours? How does information flow and to what extent are women and men included in the communication chain? What are the main shared values? Do they relate to equality? And specifically to gender? Is decision making centralised or decentralised? What are the attitudes towards female/male staff? What are the male and female staff perceptions towards gender?
Organisational culture
Staff perceptions
Does the organisation have equal opportunity polices? What does the policy cover? How is it promoted and implemented?
- Conduct gender capacity building and awareness raising programmes, especially where gender is seen as just one of the donor requirements and not an organisational value - Pay attention to equality within the structure, culture and staffing of organisations as well as in the programmes, policies and procedures - Assess and evaluate continuously using gender-sensitive indicators to enable a comprehensive review
3.13.4.2.
Pro-Poor Strategy The water supply model of individuals selling water to others as described for squatter areas can be enhanced by MWAUWASA and replicated where an individual owns the water connection and they sell the water to other households i.e. the kiosk model. MWAUAWASA should also develop a comprehensive pro-poor strategy for serving all the disadvantaged and poorest groups.
3.13.4.3.
Improved Monitoring of Social and Environmental Impacts Although NEMC may delegate its powers to EWURA to ensure environmental compliance in MWAUWASAs activities, it does not appear to do so. MWAUWASA currently has a Water Quality Engineer who monitors the quality of water of both Mwanzas water supply and sewage, at the inlets and outlets. But no person or department is specifically charged with monitoring environmental and social issues. It is therefore recommended that an existing member of MWAUWASAs staff be appointed to oversee environmental and social impact
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3.13.5.
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Need for major modifications due to beneficiaries demand Reputational damage of the implementing agency Lack of users acceptance of the project Consumer boycott of the new developments, requirements and conditions Non participation by the community due to high levels of poverty Exposure to legal action due to non compliance Decreased levels of revenues Insecurity and vandalism Social exclusion Frequent migration of people from one area to another in search of better livelihoods and services
Economic
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Appendices
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3.
4.
5.
6. 7.
8.
9. 10.
This problem of water hammer is a major concern and needs to be addressed. It is difficult to envisage any expansion of the treatment works, given both space limitations and possibly deteriorating raw water quality, and the current capacity appears to align with treatment works capacity. One possible improvement would be to provide an additional small capacity pump. The current pumping availability is five large and one small pump. The small pump is used to fine tune the flow to the works. If it were to fail then it would be necessary to start and stop a large pump, meaning very large step changes in flows, not good from a process point of view. It would appear worthwhile to provide another pump either similar to the existing small pump, to reduce the spare part inventory needed, or to provide a new pump of approximately 750 m3/hr, to increase operational flexibility.
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13. 14.
15.
16.
17.
At the time of my visit the turbidity of the raw water was recorded at 6.6 NTU, and the treated water was 0.32 NTU. I asked about colour of the raw water and a test was done on filtered water giving a value of 125 oH, an improbably high value. I was told the quality of the water measured by turbidity varied over the range 5 to 30 NTU, with the high values after heavy rain or high wind causing currents. The process appeared generally appropriate. I would imagine that at times of poor water quality the solids load on the filters would mean frequent backwashing was required. This was not identified as an issue however, with washing done daily. It may be that the filters are operating at lower than
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20.
21.
22.
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Project Formulation for scaling up the Lake Victoria Water and Sanitation Initiative
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Population number Surface (ha) Population density (p/km) Proportion of the LIA population using drinking water from a household connection, public standpipe/kiosk or borehole supplied by a licensed service provider and taking less than 30 minutes to fetch water Proportion of LIA population having a domestic connection supplied by a licensed service provider Proportion of domestic connection in the LIAs that are disconnected or do not provide water Metering ration of domestic connections in LIAs Proportion of the LIA population fetching water at a public standpipe or kiosk supplied by a licensed service provider Number of functioning and non-functioning kiosks or public standpipes supplied by the WSSA located in a LIA Proportion of the LIA population spending more than 30 minutes to fetch water Proportion of the LIA population receiving their drinking water from informal service providers Proportion of the LIA population fetching their drinking water from somebody else`s domestic connection supplied by WSSA Price per 20 litre jerry can paid by the people who get their drinking water from ISPs (TZS/20l) Proportion of the LIA population with access to improved sanitation Proportion of the LIA population sharing an improved sanitation facility
7700 63 12133
22500 98 22980
10%
49%
36%
28%
44%
17%
46%
18%
52%
33%
38%
40%
52%
27%
40%
24%
33%
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Appendix 3.4 School Water, Sanitation and Hygiene Mapping Report - Mwanza Municipality
SNV / Plan / Geodata November 2009 This is the report of the study into the Water, Sanitation and Hygiene (WASH) situation in schools in Mwanza Municipality (including Ilemela and Nyamagana districts). The study was conducted in two parts. The first is a comprehensive mapping survey of all primary schools in the municipality, including public and privately-owned schools. This quantitative data is complemented by the second component of the study a qualitative exercise to validate the survey data and collect further narrative information on governance aspects of school WASH. This report contains the findings of both components survey data is presented in section 2 and qualitative data in section 3. The mapping survey was conducted in October to November, 2009 and the 3 day validation exercise in November 2009. Key Findings: Survey data Number of schools and pupils in the study districts
No. of schools Public Total 66 87 153 82 90 172 No. of pupils Boys 30,755 36,069 66,824
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Latrine numbers
Type of latrine
National minimum standards are: 20 girls per toilet and 25 boys per toilet. Handwashing facilities summary
Categorisation Wash basin Stand pipe Type of facility Fixed container None Enough Water for handwashing Insufficient None Yes Soap available? No number of schools 7 24 12 129 27 17 128 4 168
Type of source
Location Functionality
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113
114
Management
Latrine numbers
Latrine numbers score (all) Max 10 Category Indicator Latrine type score Max 2 Latrine materials score Max 1 Suitable for disabled? Max 1 Privacy for girls Max 2 Privacy for boys Max 2 Latrine emptied? Max 1 Latrine standards score Max 9
Latrine standards
8-9 = good (A); 6-7 = ok (B); 35 = poor (C); 0-2 = very poor (D) Grading
Indicator Cleansing materials Max 1 Water for handwashing Max 2 Soap available? Max 2 Disposal of hygienic pads? Max 1
Calculation Materials present = 1 No materials present = 0 Sufficient water = 2 Insufficient water = 1 No water = 0 Yes = 2 No = 1 Yes = 1 No = 0
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7-8 = good (A); 5-6 = ok (B); 34 = poor (C); 0-2 = very poor (D) Grading
Category
Indicator Water supply type Max 2 Water supply location Max 1 Water supply functionality Max 1 Water supply score Max 4
Calculation Piped = 2 Other protected = 1 Unprotected / none = 0 On school premises = 1 Off premises = 0 Functional = 1 Non-functional = 0 Sum of all scores for water supply
Water Supply
4 = good (A); 3 = ok (B); 1-2 = poor (C); 0 = very poor (D) Grading
Indicator Hygiene teaching Max 1 Teacher trained in hygiene education Max 1 Teaching materials available Max 1 Hygiene education score Max 3 Indicator Overall score Max 34
Calculation Taught = 1 Not taught = 0 Yes = 1 No = 0 Yes = 1 No = 0 Sum of all scores for hygiene education
Calculation Grading Sum of scores for latrine numbers, latrine 30-34 = good (A); standards, latrine hygiene, water supply 20-29 = ok (B); and hygiene education 10-19 = poor (C); 0-9 = very poor (D)
Key Findings from the Governance and Validation Exercise Most of the schools receive the capitation funds late, fragmentated and less than what was budgeted for. This challenges the proper implementation of planned activities. Unclarity on roles and responsibilities (unfinished decentralisation) and lack of accountability amongst actors on different levels undermines the quality of various infrastructures in schools and thus affects the quality of education. There is no clear policy on construction of WaSH facilities. Although most of the schools follow the government designs, they construct latrines and other infrastructure using local constructors and builders because of lack of funds. As a result, most of the structures at the schools are substandard. Due to immense needs and little funding resources, operation and maintenance is usually not included in the plans and budgets. School WaSH is not a priority for many actors on different levels. Insufficient awareness of the importance of proper WaSH facilities in schools amongst communities, teachers, government leaders and pupils (e.g. the failure to see the link between diseases and poor WaSH facilities).
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Latrine Nos
DHs (per y)
DHs (per y)
Education
Standard
Latrine Hygiene
School
School
School
School
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51
Bugogwa Bugogwa Bugogwa Bugogwa Bugogwa Bugogwa Bugogwa Bugogwa Bugogwa Bugogwa Buhongwa Buhongwa Buhongwa Buhongwa Buhongwa Buswelu Buswelu Buswelu Buswelu Buswelu Buswelu Butimba Butimba Butimba Butimba Butimba Butimba Butimba Butimba Butimba Butimba Igogo Igogo Igogo Igogo Igogo Igogo Igoma Igoma Igoma Igoma Igoma Igoma Igoma Igoma Igoma Igoma Igoma Ilemela Ilemela Ilemela
Kabangaja Bugogwa Igogwe Kilabela Masemele Mhonze Nyamwilolelwa Umoja Buhongwa Bulale Lwahnima Sahwa Bulola Buswelu Nyamadoke Nyamuhongolo
1044 803
Bulola
1178
Nyamadoke Nyamuhongolo Amani Butimba B Iseni B Messer Eng Med Mkuyuni Nyabuhogoya
Nyegezi A Tambukareli Azimio A Azimio B Azimio C Igogo A Malulu Bujingwa Bukaga Igoma Kakobe Kanindo Kishili Mandela Mtakuja Nyerere Shamaliwa Ilemela A Jeshini
857 969 850 901 1047 936 1091 Azimio B Azimio C Igogo Igogo B Malulu Bujingwa Bukaga Kanindo Mandela Mtakuja Nyerere 1020 540 Ilemela Ilemela B 885 994 885 885 1242 621 566 416 1043 940 900 870 730
35 0 27 0 0 0 0 0 0 25 0 0 0 0 0 39 0 0 0 34 34 20 20 39 0 0 25 25 0 0 0 30 33 0 30 30 41 0 21 19 0 0 14 0 35 31 30 0 29 24 0
4 0 3 0 0 0 0 0 0 3 0 0 0 0 0 5 0 0 0 4 4 2 2 5 0 0 3 3 0 0 0 4 4 0 4 4 5 0 3 2 0 0 2 0 4 4 4 0 4 3 0
Bugogwa
829
Butimba Day
948
Nyabulogoya Nyamagana
906 931
Shamaliwa
921
0 28 0 0 0 0 0 0 27 0 32 0 0 19 0 0 23 40 27 0 0 0 32 0 0 0 0 30 31 0 0 0 0 0 28 0 0 27 0 0 26 0 0 0 0 0 0 31 0 0 0
0 3 0 0 0 0 0 0 3 0 4 0 0 2 0 0 3 5 3 0 0 0 4 0 0 0 0 4 4 0 0 0 0 0 4 0 0 3 0 0 3 0 0 0 0 0 0 4 0 0 0
Igogwe Kabangaja
C C
D D
D D
D D
B B
10 9
Umoja - Mhonze
12
Bulola
14
Nyamadoke Nyamuhongolo Amani Butimba B Iseni B Messer Eng Med Mkuyuni Nyabuhogoya
C C C C C B C C
D D B D B A D D
D D D D C C D D
B D A A A B A B
B B B A B B A A
11 10 19 16 23 25 16 16
Azimio B Azimio C Igogo Igogo B Malulu Bujingwa Bukaga Kanindo Mandela Mtakuja Nyerere Ilemela Ilemela B
C C C C C C C C D C C C C
D D D B B D C D B D B D B
D D D D D D D D D D D D D
A A B C B C C C A C D D D
B A B A B B B B B B A A A
15 15 13 17 20 12 13 11 15 11 13 11 16
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Rating C D C C C C C C B B C C C C C C B C C C C C C C C
Sewer
Pupils
Pupils
Water
Water
Score
Ward
Primary public
30
8 Blocks (DH/x)
Secondary
30
8 Blocks (DH/x)
Latrine Nos
DHs (per y)
DHs (per y)
Education
Standard
Latrine Hygiene
School
School
School
School
52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100 101 102 103 104 105 106 107 108 109 110
Ilemela Ilemela Ilemela Ilemela Ilemela Ilemela Ilemela Isamilo Isamilo Isamilo Isamilo Isamilo Isamilo Isamilo Isamilo Isamilo Isamilo Isamilo Kirumba Kirumba Kirumba Kirumba Kirumba Kirumba Kitangiri Kitangiri Kitangiri Kitangiri Kitangiri Kitangiri Mahina Mahina Mahina Mahina Mahina Mahina Mahina Mahina Mbugani Mbugani Mbugani Mbugani Mbugani Mbugani Mbugani Mbugani Mirongo Mirongo Mirongo Mirongo Mkolani Mkolani Mkolani Mkolani Mkolani Mkolani Mkolani Mkolani Mkolani
Kahama Kiseke Lukobe Mwambani Sabasaba Kileleni Lake A Lake B Lake C Makongoro A Makongoro B Nyakabungo
1167 Lukobe Nsumba Sabasaba Kileleni Lake B Maendeleo Makongoro Makongoro B Nyakabungo A Nyakabungo B Nyakabungo C Bugungumuki Songambele Tumaini Ziwani Kitangiri B Kitangiri C Igeregere Mhandu D Nyakato B Nyakato C Shigunga 766 561 815 Mabatini B Mbugani C Nyashana Pamba B Pamba C Victoria y y y Nyanza A Nyanza B Nyanza C Ibanda B 572 632 721 950 826 717 224 180 909 750 911 880 1161 811 836 975 1258 901 1045 913 876 576 766 1071 1071 888 756 766 189 280 939 1963
774 705 490 420 262 820 832 817 770 1086 650
Bugungumuki Kirumba Tumaini Jiwe Kuu Kitangiri A Kitangiri B Kitangiri C Mihama Igelegele Kasota Mahina Mhandu Nyakato Nyangulungu Shigunga Mabatini A Mabatini B Nyashana Pamba Mirongo Nyanza Ibanda Luchelele Mkolani Nyamalango Nyasubi Sweya
Nyamalango Nyamarango B
666 1000
0 0 19 0 0 21 24 32 28 0 0 24 7 6 30 25 30 0 29 0 0 39 27 28 0 0 33 42 0 0 30 0 0 35 30 29 0 19 0 26 36 0 36 30 25 26 0 6 9 31 65 0 0 0 0 22 33 0 0
0 0 2 0 0 3 3 4 3 0 0 3 1 1 4 3 4 0 4 0 0 5 3 3 0 0 4 5 0 0 4 0 0 4 4 4 0 2 0 3 4 0 4 4 3 3 0 1 1 4 8 0 0 0 0 3 4 0 0
Lukobe Lumala
648 917
Mbugani Mtoni
889 1022
Mirongo
780
0 0 22 31 0 0 0 0 0 0 0 0 0 0 0 0 22 32 0 27 23 0 0 0 0 0 0 0 25 24 19 0 37 31 0 0 0 0 0 0 30 34 0 0 0 0 26 0 0 0 0 23 33 24 27 0 0 0 0
0 0 3 4 0 0 0 0 0 0 0 0 0 0 0 0 3 4 0 3 3 0 0 0 0 0 0 0 3 3 2 0 5 4 0 0 0 0 0 0 4 4 0 0 0 0 3 0 0 0 0 3 4 3 3 0 0 0 0
Lukobe Nsumba Sabasaba Kileleni Lake B Maendeleo Makongoro Makongoro B Nyakabungo A Nyakabungo B Nyakabungo C Bugungumuki Songambele Tumaini Ziwani Kitangiri B Kitangiri C Igeregere Mhandu D Nyakato B Nyakato C Shigunga Mabatini B Mbugani C Nyashana Pamba B Pamba C Victoria Nyanza B Nyanza C Ibanda B
C C C C D C B B C C C C C C D B B C C B C B C C C D C C A A B
D B B D C D D D A D B B C A D D D D D D D D B C C D D C B B B
D D C D D D D D C D C D D C D D D D D D D D C D D D D D C D D
B C A C B B B B A A A D A D A A A D C D D B A A D A A A A A D
B A A A A A B B A A A A B B B A B A B A A A B B A B A A B A A
13 18 22 10 11 12 16 16 25 16 23 14 13 19 8 17 16 9 11 13 12 16 22 16 11 12 15 17 26 25 19
Nyamalango Nyamarango B
C B
D B
D D
A D
A A
13 20
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Rating C C B C C C C C B C B C C C D C C D C C C C B C C C C C B B C C B
Sewer
Pupils
Pupils
Water
Water
Score
Ward
Primary public
30
8 Blocks (DH/x)
Secondary
30
8 Blocks (DH/x)
Latrine Nos
DHs (per y)
DHs (per y)
Education
Standard
Latrine Hygiene
School
School
School
School
111 112 113 114 115 116 117 118 119 120 121 122 123 124 125 126 127 128 129 130 131 132 133 134 135 136 137 138 139 140 141 142 143 144 145 146 147 148 149 150 151 152 153 154 155 156 157 158 159 160 161 162 163 164 165 166 167 168 169 170
Mkuyuni Mkuyuni Mkuyuni Mkuyuni Mkuyuni Mkuyuni Nyakato Nyakato Nyakato Nyakato Nyakato Nyakato Nyakato Nyakato Nyakato Nyakato Nyakato Nyakato Nyakato Nyakato Nyakato Nyakato Nyamagana Nyamagana Nyamagana Nyamanoro Nyamanoro Nyamanoro Nyamanoro Nyamanoro Nyamanoro Nyamanoro Nyamanoro Nyamanoro Nyamanoro Nyamanoro Pamba Pamba Pamba Pamba Pamba Pamba Pamba Pamba Pamba Pamba Pamba Pamba Pasiansi Pasiansi Pasiansi Pasiansi Pasiansi Pasiansi Pasiansi Pasiansi Sangabuye Sangabuye Sangabuye Sangabuye
734 734 550 1400 Mkuyuni C Mkuyuni D Nyakurunduma Buzuruga A Buzuruga C Buzuruga D Buzurunga A Gedeli A Gedeli B Muungano Nundu D 763 780 1018 1287 1114 990 1287 800 1360 1384 1277
Sima Buzuruga D 456 411 841 584 647 801 566 1174 647 914 615 1091 879 816 861 960 837 836 1033 874 1101 541 Nyamagana A Nyamagana B Bondeni Ghana Hekima Ibungilo Karume Kilimahewa Mkudi
1190 990 435 451 828 484 850 1044 1373 547 1681
Nyamagana A Nyamagana B Hekima Ibungilo Kiloleli Mkudi Mwenge Nyamanoro Bugando Bugarika Mlimani
Pamba A Pamba B Pamba C Sahara Bwiru Bwiru B Isenga Isenga D Pasiansi Chasubi Igombe Isesa Kabusungu
Sahara Sokoine
927 850
846
0 0 0 25 26 34 43 37 33 43 27 45 0 0 46 43 0 0 0 40 33 0 0 15 15 28 16 28 35 0 46 18 56 0 0 0 17 0 0 30 31 0 0 0 0 0 31 28 0 0 27 36 30 0 0 0 28 0 0 0
0 0 0 3 3 4 5 5 4 5 3 6 0 0 6 5 0 0 0 5 4 0 0 2 2 3 2 4 4 0 6 2 7 0 0 0 2 0 0 4 4 0 0 0 0 0 4 4 0 0 3 5 4 0 0 0 4 0 0 0
Mkuyuni Nyakulunduma
857 675
Capripoint
669
Ibungilo Kiloleli
881 846
740 419
0 0 0 29 0 23 0 0 0 0 0 0 0 31 0 28 0 0 28 0 0 0 22 0 0 0 0 0 29 28 0 0 0 0 0 29 0 25 26 0 0 58 49 0 0 0 0 0 25 14 0 0 0 31 28 35 0 0 0 0
0 0 0 4 0 3 0 0 0 0 0 0 0 4 0 4 0 0 3 0 0 0 3 0 0 0 0 0 4 4 0 0 0 0 0 4 0 3 3 0 0 7 6 0 0 0 0 0 3 2 0 0 0 4 3 4 0 0 0 0
Mkuyuni C Mkuyuni D Nyakurunduma Buzuruga A Buzuruga C Buzuruga D Buzurunga A Gedeli A Gedeli B Muungano Nundu D
C D D C C C C C C D C
D D D D D D B D B D D
D D D D D D D D D D D
C B C B B B D B B D B
B A B B B B B A B B A
12 9 8 13 13 13 12 15 15 7 12
Sima Victoria Nyamagana A Nyamagana B Bondeni Ghana Ibungilo Karume Kilimahewa Mkudi Montissori Bugando B Mongela Moringe
D B C C C C C C C D B C C B
C D A B B D B D B C A D D D
D D C C D D D D D D A D D D
B A A A B B A B A D A A A A
A B B B A A B B A B A B B B
14 17 23 23 19 13 17 13 20 8 33 15 16 16
Sahara Sokoine
D C
C D
D D
A A
A B
13 15
C D C
B D C
D D D
B D B
A A B
17 7 12
Chasubi
14
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Rating C D D C C C C C C D C C C B B C C C C B D A C C C C C C D C C
Sewer
Pupils
Pupils
Water
Water
Score
Ward
Primary public
30
8 Blocks (DH/x)
Secondary
30
8 Blocks (DH/x)
Latrine Nos
DHs (per y)
DHs (per y)
Education
Standard
Latrine Hygiene
School
School
School
School
171 172 173 174 175 176 177 178 179 180 181
Kayenze Nyafula Sangabuye Don Consult extras Jamhuri Isege A Isege C Ziwani Songambele Miebeni Serengeti Victoria Totals
Nyafula 879 1035 1009 805 1085 533 575 594 60679
850
0 28 0
0 4 0
Sangabuye
771
0 0 26
0 0 3
Nyafula
13
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Rating C
Sewer
Pupils
Pupils
Water
Water
Score
Phil Sutherland W S Atkins International Ltd Woodcote Grove Ashley Road Epsom Surrey KT18 5BW England