This is the third in a series of eight blogs that highlight lessons from community-led sanitation practices and experiences from across SDI’s network and which exemplify our practice. The blogs will cover practical, social and financial aspects of sanitation provision for residents in low-income, primarily informal, settlements. There is no single solution that can address sanitation across the network. This series offers a “toolkit” of options that speak to a variety of contexts. This “toolkit” is grounded in the experiences and learning of the urban poor Federations which make up SDI’s network.
This blog describes the Ugandan Alliances experiences with designing, building and managing communal facilities across the country. There are no capital subsidies for sanitation in Uganda and the Alliance has attempted to build mixed-use facilities that recover some of their capital costs through usage charges. While full capital cost recovery is still some time away the units provide concrete examples of collective planning, construction, management and maintenance. They have also assisted in securing partnerships with local government and leveraging tangible benefits (e.g. land) for scaling up sanitation provision across Uganda.
By Hellen Nyamweru, Silver Michael Owere and the National Slum Dwellers Federation of Uganda
In Uganda, 32 million people do not have access to adequate sanitation. Over 8,000 children die every year from diarrhoea caused by unsafe water and poor sanitation in Uganda (Water Aid 2015). In numerous enumeration, profiling and mapping exercises conducted in Uganda by the SDI alliance, sanitation “gaps” characterize informal settlements. A recent slum enumeration in Bwaise, Mayinja zone for instance revealed that approximately 220 persons lacked a location to ease themselves and most of the toilets in the area were either full, out of service or in very bad state emitting a foul smell. People ease themselves in buckets and pour out the waste in open drainages at night. The lack or inadequacy of an excreta disposal system is the main cause of diseases such as diarrhoea and typhoid in the slums. UNDESA (2014) statistics indicate that about 2.5 billion people still lack improved sanitation and that 1.1 billion people still practice open defecation, (15% of the world population), the highest of this number being in sub-Saharan Africa. Sanitation should be made a global development priority.
The Ugandan SDI Alliance [National Slum Dwellers Federation of Uganda(NSDFU) and the support NGO-Actogether] recognise the seriousness of these facts and have been at the forefront of advocating for improved sanitation in the informal settlements of Uganda, adopting a sanitation strategy that provides improved, simple and affordable sanitation to urban poor communities. The Alliance shares a deep conviction that every human being should have access to basic sanitation in order to live a dignified life.
The Ugandan Alliance has constructed 18 Federation operated toilets in Mbale and Jinja-(Eastern Uganda), Mbarara and Kabale (Western Uganda) and in Rubaga, Kampala Central, Nakawa, Makindye and Kawempe (the five divisions of Kampala city). There are two typologies of toilet. The first category consists of two storeyed sanitation units containing toilet stances and bathrooms on the ground floor and a community hall on top floor. The structure also contains a water tank and a tap. The second category is water borne toilets with a compact digesting chamber that is filled with worms that naturally digest the waste. The toilets use a small amount of water, which is flushed before being directed to the digester.
Photo 1: Kisenyi sanitation unit. This is the biggest sanitation unit in Uganda with 13 stances (5 for men, 8 for women), one for the physically disabled, 4 for children, and a urinal. The unit also consists of a caretaker’s house, a water point, a community hall and resource centre, which doubles as an office of the Federation.
Figure 1: Uganda federation projects
Photo 2: Mbarara sanitation unit-Western Uganda
Photo 3: Mbale sanitation unit-Eastern Uganda
Photo 4: Kalimali sanitation unit -Kampala
From project inception regional Federation teams led the design, planning and construction of toilets with the guidance of the ACTogether technical arm and national NSDFU leadership.
The approach is demand-driven where communities realize the sanitation challenge and in turn initiate talks and negotiations to change the status quo. Community led approaches mean that investments are likely to be maintained and assists in ensuring that other issues are also addressed. Alliance sanitation goes beyond providing units and takes a holistic approach which includes improving people’s uptake of toilets. NSDFU sells clean water at many toilets improving community hygiene and cutting down the distances many people have to walk to access water. Water is sold at UGX 100 per 20 litre jerry can – an affordable rate decided upon through community discussions and engagement. Federation members usually lobby the National Water and Sewerage Company (NWSCO) for a public meter as opposed to a domestic or commercial water point so as to benefit from reduced charges. Domestic and commercial meters attract high charges because they are considered to be for private consumption. Toilet managers have to demonstrate that they will be providing water to persons in the community who live under water “stressed” conditions. On average a family uses a maximum of three jerry cans per day, though this might rise to five or six jerry cans when they have to wash clothes and clean the house. During rainy seasons, community members collect rain water, saving a shilling or two. In different perception surveys conducted by the Ugandan SDI Alliance, communities indicate that cases of water-borne diseases have been reduced in the areas where water is sold.
Tanzania federation undertaking training on bio-fill toilets at the Jinja Training material centre
Lessons from the toilets
Sanitation facilities have become an Alliance best practice that has been taken up by community groups and partners working on providing sanitation in urban settings. Since the establishment of the Kisenyi sanitation unit in 2004, communities in the federation have asked their local governments to provide land where they can set up public sanitation facilities. These projects also serve as catalysts of community mobilization. People living in the informal settlements are attracted to join the cause of the federation based on these public services. In Mbale for instance, the sanitation unit not only dramatically improved the sanitation situation in the settlement of Mission Cell, where no facilities previously existed, but it convinced the municipal council to award the federation a number of further contracts for sanitation units in the second phase of the Transforming Settlements of the Urban Poor in Uganda (TSUPU) program, funded by the World Bank to improve living conditions in informal settlements. When communities witness such happenings in their settlements, they are drawn to join the federation movement.
The projects have also demonstrated a new model for communities to access and manage services, build their skills and capacity in construction, gain employment and generate income. During the development of these sanitation facilities, project recipient federation members appoint a project management committee in charge of construction and responsible for the management of the sanitation unit. On completion, the same committee appoints a management committee responsible for running their new project.
Project management committees are trained in toilet construction and are now skilled in this field. The toilet units also employ caretakers who receive an average of UGX 150,000 each month (see fig.4 toilet breakdown). This amount depends on the monthly collection/income from the unit. For instance, when the collection is low the caretaker’s allowance is reduced so as to accommodate other expenses incurred by the unit. The UGX 150,000 allowance is the ceiling for all Uganda federation projects. Caretakers conduct the daily activities of keeping the unit clean and collecting the user fees.
Figure 2:Project Management Committee-Construction phase
PROJECT MANAGEMENT COMMITTEE –MANAGEMENT PHASE
Figure 3: Project Management Committee-management phase
Federating around the issues of improving sanitation has augmented the social capital of the communities in that the community takes a collective role in changing the status quo of their settlement. Members have learnt that unity and cooperation is very important in overcoming different challenges in their communities. Women are very active in sanitation meetings and make up the greatest number in the project management committees. They are committed to improving sanitation for themselves and their children. A good example is Mukama Wakisa saving group in Jinja, Walukuba West settlement. The group is made up of 53 women who wrote a proposal to the municipal council in Jinja seeking to be awarded a grant under the Community Upgrading Fund. After their proposal was evaluated they were awarded UGX 30,000,000 to construct a four stance toilet (2 for men, 2 for ladies), 1 shower room on either side, a store and an office for the caretaker.
Walukuba West Toilet in Jinja
The Uganda alliance sanitation strategy is guided by the pillars of the federation, the most prominent being savings. The realization that UGX 100 saved daily can make a difference catalyzes the Federation movement. The federation uses savings to show commitment as well as their financial contribution to projects. They bank these savings in the local urban poor basket fund (known as SUUBI) and then approach the NGO for additional funding for a sanitation unit.
A good example is found in Mbale municipality where Mission Cell savings group purchased land worth UGX 5,000,000 from a community member. They then approached ACTogether to support the construction of a sanitation unit. ACTogether lobbied for additional funds (UGX 54,220,000) from SDI’s Urban Poor Fund International. The group was awarded a total of UGX 38,220,000 which they used to construct the ground floor that consists of eight stances (4 for men, 4 for women), 2 shower rooms on either side, 1 stance for the physically disabled, 1 store, a tank on the roof, and a community water stand pipe . The group is also contributing towards the completion of the second floor which will have a community hall. So far the group has paid a total of UGX 4,360,000 since July 2013. The unit began operations in June 2013
ACTogether Uganda receives many proposals from community members who desire to have toilet facilities in their settlements. These proposals have to be backed by a 20% contribution from the communities which they mobilize using their urban poor fund saving basket. The NGO mobilizes additional funding from a wide range of agencies including the Uganda government, development partners (e.g. World Bank, Cities Alliance), and private companies (e.g. Barefoot Solar, Bartle Bogle Hegarty).
The Ugandan Alliance’s sanitation intervention has served to demonstrate the capacity of the urban poor to the government and other development partners. It has exhibited the community’s ability to design projects, budget on available resources, negotiate for land, construct facilities, and craft ways of ensuring project longevity and sustainability. Communities are now equal partners – not passive beneficiaries – in development projects . In Jinja and Mbale for instance, the community has been engaged in municipal infrastructure upgrading programs including the construction of public sanitation units, waiting sheds, community drainage systems, street lights, and health centres.
Toilets in Jinja constructed by the community using TSUPU funds
Several sanitation projects have been set up on land provided by the government and for which building commencement fees have been waived. Sanitation units in Kisenyi Mbarara, Kabale, Rubaga, and Kinawataka sit on land provided by the government. The government has also provided technical support in project design and supervision during construction to these toilets in the spirit of partnership and contributing to a common goal of improving community sanitation.
The communities are involved from the initial stages of project conception, and toilet fees are agreed upon by a general consensus. Communities have had experiences where toilet facilities provided by local government for which no fee was charged have broken down because of poor maintenance. Some of these toilets have been taken up and privatised by landlords or Parish Development Chiefs only to charge exorbitant fees, which local residents could not afford. They therefore agree on a figure which considers their pocket while ensuring the continuity of the project. All federation toilet projects in Uganda charge UGX 200 for toilet use and UGX 500 for bathroom use. This cost is lower than other public facilities (e.g. the city centre and bus park) where the charge is UGX 300 for toilets. Showering at the bus park bathrooms costs UGX 1000. Children use federation facilities free of charge.
To further subsidize on this cost, federation members running these units are exploring the subscription system where a family subscribes for toilet usage on a monthly basis paying UGX 6,000. The subscription system ensures a guaranteed source of income for the unit that can be used to maintain the facility. The names of the family members are registered with the caretaker who then provides a subscription card to the household head. The card is used by the registered family for as many times as they wish till its expiry at the end of the month. While paying these amounts at any community sanitation facility, one has to consider that the federation has to pay water bills and electricity bills while at the same time ensuring a good ambience in the facility, keeping it clean (soap and disinfectants) and providing tissue paper to the users.
Mbarara Nyamityobora Toilet Breakdown
Fig 4: Nyamityobora toilet breakdown,Mbarara
Experience on mini-block toilets
Over the years, the Uganda federation has been thinking on how to approach the issue of limited space in relation to setting up sanitation units. Space among other factors has been one of the major hindrances to the provision of sanitation units in slums considering congestion and density. Some parts of Kampala, such as Bwaise, have a high water table that makes toilet construction an extremely expensive venture.
Through peer-to-peer exchanges, the Ugandan SDI Alliance piloted a new toilet model that uses very little space. Bio-fill toilets are water borne with a compact digesting chamber that is filled with worms that naturally digest the waste. The toilet uses a small amount of water that is flushed before being directed to the digester. The worms naturally digest the waste, reducing mass and smell. The size is ideal for crowded slum areas and can be easily raised for places with high water tables. The pit only needs to be emptied after every two years. Each stance is designed to accommodate 20 users in a day. A public toilet with four stances can therefore accommodate a maximum of 80 long calls (defecation) per day and many more short calls. Surpassing this number would mean overloading the facility that can result in the toilet breaking down. Communities are sensitised against overloading their units to avoid such costs.
Because the toilet uses only a limited amount of water, necessary water can be collected from rain tanks and supplemented with purchased water during the dry seasons, reducing maintenance costs and eliminating the cost of water and sewerage connections and bills. Water is diverted into a soak pit where it is safely filtered before draining into the ground. When the pit fills digested waste is safe for manual removal and can easily be processed to become high quality fertiliser. To implement this new technology, the engineer at ACTogether worked with an international intern from the Norwegian University of Science and Technology (NTNU) to develop sanitation prototypes to be used by the communities.
|1 stance biofill = $1000 (2.5 millions)
|1 stance with double pit = $1200 (3 millions)
|2 stance biofill system = $1000 (5 millions)
|4 stance and 2 shower rooms biofill public toilet =$6400 (16 millions)
Four models of toilet are currently available:
- 1 stance biofill toilet (uses worms to digest the fecal matter)
- 2 stances with a double pit (fitted with two septic tanks)
- 2 stance bio-fill toilet (uses worms to digest fecal matter)
- 4 stances public toilet and 2 shower rooms (this can either be fitted with a septic tank or bio-fill technology-worms- depending on the population of the settlement. .
The double pit is advantageous in that one side of the toilet can be closed to allow decomposition. Once the manure is removed and sold that side of the toilet can be used. This rotation ensures that the facility can be used constantly.
Bio-fill units are provided to communities through a loan arrangement and require a federation savings group to deposit 20% of the total cost as a commitment fee before the construction of the unit can start. The beneficiaries then have to repay the loan in full in a matter of years depending on the type of unit. Repayment periods range between 1 and 4 years depending on the unit. In most cases, the toilet proposals are made by families saving locally. Landlords also apply for the loan and spread the cost across tenants’ monthly rentals. Once the loan has been paid to full balance the individual or the group owns the facility. Using the innovative technology of pre-cast panels, these toilets can be disassembled in case the owner or the group is relocated or in unfortunate circumstances where there are evictions. The repayments from these units are used to scale up the toilet provision process in other regions.
The alliance is set to popularize these units by spreading the idea to landlords in all of Kampala’s informal settlements. They are suitable in circumstances where there is little space and a need for limited water consumption. Kampala Capital City Authority (KCCA), the governing authority in Kampala, has come down hard on landlords who rent units that do not make provision for toilets and bathrooms. They have put in place stringent measures that mean closure of the rental units unless they comply. The Alliance wishes to capitalise on this and sell bio-fill toilets, thereby revolving monies in the Urban Poor Fund while at the same time increasing toilet coverage in the slums and in turn keeping diseases such as typhoid and dysentery at bay.
Photos showing Kitunzi market bio-fill public toilet before and after upgrading
Wakaliga toilet in Rubaga divisions showing the state of the toilet before upgrading and after
In a perception survey conducted by the Alliance late last year, communities reported improved hygiene and clean environment as key results from the sanitation intervention. Individual beneficiaries are also enjoying odorless, clean and easy to maintain toilets in their compounds. One beneficiary shared her joy in having the new unit and how she can now host visitors with confidence in her house unlike in the past.
“I would get embarrassed every time I hosted visitors because of the filthy smell around home that would come from my old toilet, a pit latrine that kept filling now and then. With this new toilet, I don’t have to worry about all that, you can’t even tell where the toilet is located, there is no bad smell and many people are asking me where I got this toilet”
Impact and Policy
At the national level, ACTogether and NSDFU are members of the Uganda National Solid Waste Strategy committee steered by the Ministry of Lands Housing and Urban Development which focuses on how municipalities can manage solid waste. Presently, municipalities are preparing individual solid waste plans to feed into the National Strategy.
The government is obliged to find solutions for ensuring access to water and sanitation for all but the high population and the pressure of urbanization makes this difficult. At best, the state has been able to supplement these efforts by providing land, funds and the technical support necessary to establish sanitation units.
Communities have proven their potential to manage capital projects. This has also attracted international recognition, a case in point being the awarding of funds to community groups in Jinja and Mbale to put up community toilets under the Cities Alliance/World Bank funded TSUPU program worth UGX 150,000,000. To date thirteen toilets have been built under this programme ( 8 in Jinja and 5 in Mbale)
The Ugandan Alliance believes the journey towards adequate sanitation and water is still long but we take pride in being active change agents on this agenda. Community services provided by the federation allow those who cannot access these facilities to access sanitation and water through their own means, a clear demonstration of active citizenship.
In Uganda, Municipal Development Forums (MDFs) have emerged as a critical platform for government and community to come together to voice issues and come up with solutions together. As Mr. Kiberu Hassan, NSDFU Chairperson, stated in the opening of the Makindye Municipal Development Forum, “Forums aim at discovering, sharing and finding collective ways of handling pressing issues affecting communities that is community based issues from all communities represented on the forum.”
Some of the key issues that arose in the forums held in Kawempe, Makindye (both divisions of Kampala), and Rubaga include: settlement cleanliness and garbage collection; flooding and drainage; safety and security; land grabbing; sanitation; tax and small business concerns; and health.
Visit the ACTogether blog to read forum minutes and learn more about what happens when organised communities and local government come together to identify issues and devise solutions.
Accessible and inclusive cities demand systems and policies that provide the poor with equal access to the social, economic, and service benefits of the formal city. Relocation to the periphery (or even worse eviction) severs social bonds, increases urban sprawl, and aggravates spatial inequalities. In situ upgrading of informal settlements presents an opportunity to build denser, more climate friendly and equitable cities. Citywide data collection processes through profiles and enumerations form the baseline to plan for in situ upgrading.
SDI therefore understands in situ upgrading as a key part of integrating the excluded and informal poor populations into the city as a whole, providing meaningful access to the social and economic benefits of living in a city. An array of interventions have been developed by SDI’s affiliates to prepare communities for in situ upgrading projects and subsequently implement infrastructure and housing upgrades.
In Harare, Zimbabwe the Zimbabwean Homeless People’s Federation (ZHPF) and their support NGO, Dialogue on Shelter, have supported the incremental upgrading of Dzivarasekwa (DZ) extension in partnership with the City of Harare. To date almost 500 families have built incremental housing and accessed water and sanitation services. Surrounding informal communities have become interested in taking up these upgrading interventions and the Zimbabwean Alliance has plans to significantly scale up sanitation provision in DZ extension. Other city governments and communities (e.g. in Chinhoyi, Bulawayo, Kariba, and Kadoma) have been exposed to the projects and steps are being taken to replicate upgrading interventions. The partnership and pilots in Harare have influenced government (locally and nationally) to accept dry sanitation options (ecosan) and adopt incremental upgrading practices in the new National Housing Policy.
In Kampala the Ugandan Alliance has focused on pilot sanitation and market upgrading projects. In terms of sanitation the Federation has piloted a number of different toilet prototypes in Kinawataka, Kisenyi, and Kalimali and other municipalities outside of Kampala. The pilot projects have enabled the Federation to: a) engage local government substantively on the issue of sanitation discussing policy, regulations, and management strategies; b) change perceptions on what “public toilets” are from dirty, smelly, single-purpose units to units than can serve multiple functions – such as community halls, income generating spaces etc. and c) test different technologies – from solar lighting, to rainwater harvesting, to low-cost building materials in an effort to find the most efficient combinations for sanitation facilities. The Federation is now seen as a critical actor in the sanitation sector and has increased its networking with other actors in the field for enhanced learning. As a result of these pilots, the Federation was able to leverage significant resources from Comic Relief to continue its sanitation work over the next five years.
The vast majority of Kampala’s slum dwellers work in the informal sector – many in the city’s informal markets. As the city plans to upgrade these markets from cramped, muddy, and poorly ventilated and serviced to something more formal (and taxable) there is a danger the existing vendors will be pushed out due to affordability concerns.
The Federation is working on a pilot market upgrade in Kinawataka, Nakawa which will combine low-cost stalls and more formal “lock ups” to cater to the different needs of city dwellers. Many market upgrading projects in the city have been stalled for years due to the wrangles of market vendors, local politicians, and landlords. The Federation is working with the Kampala Capital City Authority and the Ministry of Lands, Housing, and Urban Development to try to demonstrate an alternative community-driven approach that may minimize these roadblocks to successful market upgrading.
In Cape Town, the South African Alliance has piloted three in situ upgrading projects. Over the last year Mshini Wam has been re-blocked, opening up space for safer and more dignified communities, as well as for infrastructure. Through the growing partnership with the City of Cape Town, water and sewerage pipes have been installed for the 250 households (497 people) in the settlement. Road surfacing is under discussion and during the next financial year electrification is planned. Nokwezi Klaas, a community leader from Mshini Wam, describes how re-blocking has changed the settlement: “Prior to re-blocking, the settlement was very dense. There were no passageways and when there were fires it was virtually impossible to get into the settlement. All the toilets were on the outskirts and there were only three water taps for over 200 households in the settlement.”
In Kukutown, a far smaller settlement, re-blocking has taken place and one-on-one services (water, sanitation, and electricity) have been installed. In Flamingo Crescent the re-blocking process is currently underway. In Stellenbosch a community managed WASH facility has been constructed in the Langrug informal settlement. Mshini Wam, Kukutown, and Flamingo Crescent have been used to show the possibilities for in situ upgrading in Cape Town and to catalyse other interventions at a city scale.
Their impact has been significant with the City of Cape Town drafting a re-blocking policy which could potentially be rolled out to other settlements across the city and aligned with municipal development plans, frameworks, and budget lines. During this period several consultation meetings have been held with the City to expedite and refine this process, addressing challenges and delays that have emerged.
In situ upgrading projects based on solid community data present a viable alternative to relocation and eviction. The variety of pilots and interventions trialed throughout the network highlight alternative visions for the city that include the poor, rather then relegate them to the periphery. The methods deployed represent a “tool-kit” which is contingent on local contexts especially the nature of relationships with local governments. What will become increasingly vital in the next year is how SDI federations are now in a position to scale up informal settlement upgrading interventions that form part of a coherent, affordable, and scalable citywide plan.
Check out SDI’s 2013 – 2014 Annual Report for more on in situ upgrading.
By Skye Dobson, ACTogether Uganda
Where is the wisdom we have lost in knowledge? Where is the knowledge we have lost in information? , TS Eliot
The time for nonsense as a source of popularity is over , Tony Owana
This year, SDI launched an initiative called, Know Your City in partnership with the Cities Alliance and United Cities and Local Governments Africa (UCLGA). The initiative has generated a lot of attention, particularly following its launch at the World Urban Forum in Colombia. But what does it mean to Know Your City? In this, the second blog reflection from the Kampala Learning Center, I will examine this question in light of the recent launch of the Kampala Slum Profiles by the National Slum Dwellers Federation of Uganda (NSDFU) and its support NGO ACTogether Uganda.
At workshops, conferences, and seminars across Uganda and internationally, it seems there is no need for any additional effort to know anything. It seems the confident presenters with their big words, fancy Power Points, and compelling statistics already know everything that could possibly be known. I’m sure I’m not the only one intimidated by these folks. Glossy reports reemphasize how much various donors, governments, and NGOs understand about the cities in which they operate. So why, in this sea of data and information, is SDI calling for a campaign to Know Your City?
To explain, we can reflect on an observation by Walter Lippmann: “a boy can take you into the open at night and show you the stars; he might tell you no end of things about them, conceivably all that an astronomer could teach. But until and unless he feels the vast indifference of the universe to his own fate, and has placed himself in the perspective of cold and illimitable space, he has not looked maturely at the heavens. Until he has felt this, and unless he can endure this, he remains a child, and in his childishness, he will resent the heavens when they are not accommodating. He will demand sunshine when he wishes to play, and rain when the ground is dry, and he will look upon storms as anger directed at him, and the thunder as a personal threat.”
It appears that, despite there being no shortage of people who can teach us about “stars”, many still predict we are destined to be a Planet of Slums. It seems that informality, unless felt, will continue to be resented by city authorities for not cooperating with the fantasized growth and modernization of our cities. The Know Your City initiative aims to bridge this gap between information and knowledge and set a path toward collective wisdom as the foundation for greater inclusivity and creativity in urban development. It envisions data and information becoming part of the collective discussion, moving out of the reports, databases and Power Points of professionals and into the every day discussion and reflection of communities and local governments.
In Uganda, the NSDFU began city-wide profiling in 2009 as part of the Cities Alliance-funded Transforming Settlements of the Urban Poor in Uganda (TSUPU) program. Five secondary cities were profiled, catalyzing a new era of community organization in Uganda. Not only had such data never been collected on slum settlements before, but also the nature of data collection methods was such that knowledge was produced collectively and in real time by the urban poor and local government as they gathered and interpreted the information for themselves. This year, with support from Comic Relief and SDI, the NSDFU took on the challenge of profiling and mapping the capital, Kampala. As is the case with profiling throughout the SDI network, the federation in Kampala first mobilized to identify all the slum settlements in the city (62 were identified at first) and then formulated and administered a questionnaire on topics ranging from to demographics, to land tenure, to service access etc. In addition the federation members are trained to use GPS devices to map the boundaries of their settlements.
Map of Kampala’s Slums
The first step in the conversion of data to information takes place at the settlement level where the federation and its partners reflect upon and verify settlement profile information in community meetings. It is here that the data begins to serve as a reference point for community thinking and planning. The next step is for the support NGO to assist with the compilation of profile reports and maps using satellite imagery for refined aggregation and presentation to a wider audience. An example of the information presented is shown below.
Land Tenure in Kampala Slums
This month, the profile reports were officially launched and handed over to the KCCA at the launch of the Kampala City Forum – another initiative of the federation in partnership with Kampala Capital City Authority (KCCA). Municipal forums were also piloted under the TSUPU project and the federation championed their expansion to Kampala and an additional 9 municipalities this year. In order to build collective wisdom this sharing of information is essential. As the federation always says, “Information is Power” and in the first ever Kampala City Forum this month it was clear that the urban poor wield tremendous power as a result of this knowledge generation. The reports were presented by the federation to a representative of the Executive Director, to the Director of Gender, Community Services and Production and to the Mayors and Town Clerks of each of Kampala’ 5 divisions.
The forum moderator, renowned Ugandan journalist and political commentator, Tony Owana, remarked that, “The time for nonsense as a source of popularity is over.” This comment, a clear indictment of much government politicking was also a call to action for the urban poor: you have this information, this knowledge, now demand more from your city.
And indeed, this is the essence of the Know Your City initiative. City-wide profiling is about much more than gathering data and information on cities. This is in and of itself extremely valuable, but it is not enough for transformative change. To Know Your City means taking that data and information and creating knowledge in communities of the urban poor, in the halls of city council, and in the donor community. Only then can we create the collective wisdom required to appreciate that the storms and thunder of informality are not merely a threat to our play. As Benjamin Franklin once said, “An investment in knowledge pays the best interest” and SDI is banking on the Know Your City initiative reaping large dividends for the residents of developing cities.
*Cross-posted from The Age of Zinc*
Age of Zinc is proud to present the final instalment in a memoir from the slums of Kampala, Uganda. Check back soon for our next memoir!
I was always thinking that if I get married I have to get a man who will always take care of me and that is also what I tell my daughter. She is just 18 so she is still innocent and I thank god for that because it is hard.
My first daughter is targeting right and has some things she wants. I promised her, I’d work nail and tooth to see that she achieves whatever she wants. I told her, “You are not going to get married tomorrow before you have your own job. You have to be working and then you can get a man. If you want to get married before you have a job, you’re going to end up suffering. And when you start suffering, don’t think of me suffering for you, that is your own problem. But I’m ready to support you until you get what you want.” I don’t have to baby feed her. She is a good girl. When she returns from school you give her wax and tell her that this is your capital. I tell her she can make some candles and sell them and then she shows me the sales. I tell her that you have to work for this money so when you go back to school you will have some money with you. She will never sit still. She spares some time for her books and does housework and then goes to work on the project.
I think each child should at least show what they are able to do to. You need to know your children: who is ready to work, who doesn’t want to work, and who is trust worthy. If you are open with them you know what they are thinking and know if they are going in a certain direction.
Some others maybe think that they will be supported, but I grew up knowing that I need to support myself. I don’t think I need someone to wake me up because if I know what I want, I have to do it myself. Why wait for someone? Let me fail and someone can come in.
To Slum Dwellers International of thinking to mobilize women and empower them to a higher level of leadership which gives them strength to face their challenges and target development. Today we have empowered slum dweller women for development.
To note Kiberu Hasan (Uganda), Rose Molokoane (South Africa), Joseph Muturi (Kenya), Jockin Arputham (India), Abasi (Uganda), and the ACTogether staff.
*Cross posted from the Age of Zinc*
Age of Zinc is proud to present the thirteenth instalment in a new memoir from the slums of Kampala, Uganda. Check back every week to catch the next part of the story!
When we work as a team we are able to get many things. We can’t sit back and say: “I’m poor, I can’t do anything.” No, you have to start small and then you can grow.
The federation saved my life. I was almost gone and had a lot of stress. I had three children at that time. I was finding life hard with these children because I was not working much and the money was not supporting us. I had my shop but we still couldn’t save money. All the expenditures were going to pay off the loans and trying to survive. When I went to Owino I was able to start a new business and then with the federation I was new person. I was free.
With the federation women we are thinking big – we want businesses. We are also planning – we can buy a piece of land and we can acquire a loan. We can become a society and do things for ourselves. We do not have to sit and wait or beg.
We focus on improving our lives and changing the image of the slums. Instead of thinking that slums are places of useless people, we want the government to think that slums are part of development. This is what they have to focus on how we develop. Slums have always been around and are growing everyday. They need to understand how we can find a solution – together with the slum dwellers.
Today people are informed. Even if I’m gone there are thousands of other people who know what they want and they can get it. So for me, I’m satisfied that I’ve at least worked. I’ve done something. So even if I leave now, tomorrow my children who are still slum dwellers will find the movement moving on.
**Cross-posted from The Age of Zinc**
Age of Zinc is proud to present the twelfth installment in a new memoir from the slums of Kampala, Uganda. Check back every week to catch the next part of the story!
The first time I left Uganda was in 2010. I went to Nairobi for a savings meeting. It was my first time to go on a plane. Eh, it was not easy! My child was one month old so I had to move with him. When I reached the airport with the team I was told I needed documents for the child. It was time for the plane to leave, so the team told me that we are going and you will come by yourself once you get the documents. I said, “I can!” They said, “Will you come?” And I said, “I will come and I CAN!”
I went to the office where I was told to go for the documents and they directed me on what I had to do. I went to the nearby area to get photos of my child taken and then I filled out and submitted all the forms. I did everything quickly and I made it in time for the next flight! I went andI reached there by myself! Yes I did it! When I reached, I found the team and they were all surprised. They thought that maybe I couldn’t do it.
This had been my second chance. My first chance I was supposed to go to India but my passport was not ready. I said to myself it is not my time. My time was coming and now this was my time! When it came it had challenges, but I said, “No, today I can do this!”
The next trip was for federation strengthening in Ghana. We went to see how the Ghana federation was working – the structure, the projects, the saving groups, and the community. It was a good exchange. We learned a lot from Ghana and it helped us with our federation.At that time our structure was still new so the leaders went to see what they were doing in Ghana. We saw the Ashaiman housing project where the federation negotiated with the chiefs, whom had been on an exposure exchange to India, which learned how the Indian federation worked with its government to get land. We also took a tour in Old Fadama, a big settlement, and saw how the slums are set up and how they managed the eviction threat. All of this was to strengthen the leaders, because in Uganda we never had that structure before. We wanted to see what the role of the leaders is and how do they work.
From Ghana we went to Malawi. That exchange was also about federation leadership. We went to see the different projects and we visited different groups to learn what they were doing. We learned how their saving schemes operate and how their projects work. With these projects they would agree that when they made clothes (it was a tailoring group) one person would take them to the market and sell and then bring back all sales. They were doing it to revolve funds. Everyone would go to the market and report. Another team sold vegetables. They would all agree and sell them as a team in the market. Their work was really teamwork in the saving schemes and their savings were always good. After selling they would each get some money and everyone could save. After that we came back to Uganda and had learned what to do to.
**Cross-posted from The Age of Zinc**
My husband happened to be in one meeting and saw what I was doing. I didn’t know he was there because I was really busy, moving up and down, coordinating this and that. When I saw him later, he said, “Ah! That’s why you have become very tired. You are working so hard, now I understand.” Now when I go back home I will find that he has prepared food and he does not complain. If I tell him that I didn’t eat lunch or don’t have money for transport, he will give me something. Then tomorrow when I get money I show him what I made and we plan together. We agreed to share and know show much we are spending and what we have left. That is the only way it will change us. Initially, he would get his money from his houses and I wouldn’t even know how he was spending it. But after joining the federation we are like twins. We are one. We think the same and we work together. We even share the same challenges. If I’m hurt he feels that I’m hurt because he knows that we have the same responsibilities.
One of the things I learned from the federation was to understand how to manage my home and my husband. I had almost lost him before I joined the federation, because we were not moving in the same line. After I joined the federation, he was the one looking for me then. I was not around. I was so busy and I would go back home occupied thinking about more things. I was thinking about what we were going to do next. I was not thinking about him leaving me or doing whatever – I was busy, I got another husband, the federation! He was even scared that I found another man. I told him the federation is my husband and I’m going to be with them for the rest of my life! He asked me who this federation was and I told him it’s the savings that we had started – that is the federation. He was also scared because I never complained and was always satisfied with what I had. I knew that what I had was what I needed to fit into my life and I didn’t have to look for anything else then.
I’m used to not eating money, so I could never eat it. Whatever money I was given I was saving it. Our house was in a swamp area and whenever it rained water was always coming in our house. I thought two of my children were going to die in the house because of the weather – it was so cold. The first money I saved was for improving the house. I told my husband that I have saved this amount of money and I beg you to add in more money. So we improved the house. We had to buy cement and sand to lift the house up because it was sinking. When it rains in the swamps people have to pile up more soil to bring the level up. When you bring the soil level up though the houses go down more. So we had to bring the house up too. You change one part today and another tomorrow – that’s how you fix it. So it wasn’t breaking down the house. We had two rooms. After finishing one room, we did the other room, and then we did the floor. It was perfect! It changed our lives. It took time for the children to get well but today they are well. I also suffered from asthma with the weather; it was very tough for me. But I succeeded in changing it! Even women were wondering how I managed, but I did. And now my husband was also talking and telling people that when your woman joins that federation it changes them, they start thinking. He was the one then mobilising the men. He also joined and was saving. He knew that what I was targeting was big so he had to work with me. I was also helping him to plan. He used to get money and just spend it like that – on pleasure and going out alone. I grew up without those luxuries so I didn’t mind them, all I want to be alive and make sure my children are alive. That’s what I want.
**Cross posted from The Age of Zinc**
Age of Zinc is proud to present the tenth instalment in a new memoir from the slums of Kampala, Uganda. Check back every week to catch the next part of the story!
In 2005 I started working in Owino Market. I worked there for two years. In 2007 I joined the federation. When I joined the federation I lost the time to be in the market. I would move around in the communities in the evening for the federation and I also had to work in the market evenings. So I had to sacrifice some time and also cover the other side of being in the market.
When I was unable to go for the daily collections the women started loosing. So I said to myself that I couldn’t let this die because I felt it like it was part of me. I liked it and had mobilized over 300 people who were saving. I could move door to door and they were saving. After I had mobilize all these people I requested to get someone to assist me because I could not be moving around as much; I was losing my job at Owino. But the federation agreed that instead of getting another person to help me, they would pay me a little so I could continue. It was a challenge because they could not pay me what I was making in the market. Because they trusted me, I chose to continue. Trust is something you can’t just get. If people trust you that means you are an asset to them and you can’t lose. So I agreed and continued it for four consecutive months – I collected the savings. We then were able to start loaning.
Some people from ACTogether (the local support NGO) came to Kamwoyka and called a big meeting for all leaders in Kamwoyka settlement. I went because I was a local leader. At this meeting they introduced us to the savings culture and informed us what was involved. Afterwards, some of the leaders said, “No, these ones will eat your money!” Because a Dutch team and about three other organizations had come before and done something similar but had just eaten our money. But I stood up and said “Me, I’ll try this!” But my chairman said no and I told him “I will mobilize the women and they will come, I have them.” So we set up another meeting and I got thirteen women to come on the first day. These thirteen women started saving that day! We saved 13,000 shillings total. Each one saved 1,000 shillings. Those women also nominated me to be their collector at the beginning. So I was the secretary for the group and then they also asked me to be the collector. They had other leaders as well: the chairperson of the group, the treasurer, and the mobiliser. Committees were formed and each one of us had a role.
After that, we started mobilising. We mobilised our community and then our community mobilised another community. After we mobilising our community that’s when I started to go to different areas because I now knew what I was doing. I knew the challenges and the achievements. I could talk about something that I’m a part of and understood. Some of the challenges we faced were that when you started mobilizing the community some leaders would think you want to overtake them – we were a threat to them. They thought if this thing is successful, people would think that this is the person doing good work and when the elections come they will nominate this person instead. But after people see the benefits of their savings it’s up to them to decide. With us, we did not forced them to save. It is your own will and you were free to withdraw. We would also advise people that it is better to save for something big, not for daily food. If you’re saving for daily food you cannot save because you have to withdraw money everyday. It worked well and we were successful.
Soon after we started going for big meetings at the regional level. At that time we were still just in Kampala Central. We would go for meetings and that is where they recognized that I could maybe be put in a leadership position. They formed a profiling team and I was part of that team. In 2009 we moved into new areas. We visited Mbale to meet the municipality. At these meetings it was my job to record the minutes. This gave me a lot of strength because I had a lot of information and knew everything that was going on. It was during that period that the National Slum Dwellers decided that we needed a leadership structure. We set up a lot of meetings to discuss leadership structure and it took us almost two years to agree on the type of structure.
Once we had agreed on the structure we decided to have a meeting with all the different cities. By then we had mobilised the five regions of Kampala and the five secondary cities of Mbale, Arua, Jinja, Kabale, and Mbarara and each city was given the chance to elect one leader to the national team. Each city decided the person who they thought was good. For example, if we are looking at savings and Kampala Central was good at savings we would have Kampala Central give us someone who can oversee the savings committee. Jinja was very good at reports and auditing, so we looked for someone from Jinja who was doing audits to be on the national leadership team. This was the process we used for all the cities.
We agreed that we should have another national council meeting in a different area to inform all the leaders of the new executive team. All the regional leaders needed to be there to agree with the committee that had been nominated. In this meeting we agreed that we all would work with the team that has been nominated. This was 2011.
**Cross posted from The Age of Zinc**
Age of Zinc is proud to present the ninth instalment in a new memoir from the slums of Kampala, Uganda. Check back every week to catch the next part of the story!
I’m trying to teach my kids and make sure that each one is doing something for himself. If one is looking after the poultry and chicks we agree that you have to take your time and make sure everything is done right. We are also making candles at home. Whoever helps make our candles at home also has to then take them to the shops and sell them. When we are making our briquettes, one kid has to take care of the whole process. So each one of them is trying. They are at least trying, and they really want it.
The oldest is about to be 18, a girl. She is in a boarding school. The boys are staying at home with us. Sometimes when I’m not at home I need someone to stay with the young one. I have one that is 17, another that is 14, one is 10, one is 7, and then the young one is 2 years. I have two girls and the rest boys. Their father is supportive; he is also working so hard.
The father is always moving with his son, he takes care of his children; let me say it like that. He is always responsible for his children. He is perfect, because I don’t even get a headache or worry or lose any track of my children. If a child is sick, he is there 24 hours.
Most of my time I’m with the federation so I cannot support them much because its voluntary work. But we earn and save our money from our projects. My husband is a carpenter and he also has some small houses for rent. At the end of three months we save 300 shillings for each child’s school fees. For us, we are looking at how we can survive. It’s a family effort to survive.
I don’t have much time for sleeping because I wake up at five, I do housework, and I leave for federation work. I get back at six or seven and I prepare food and then I have to make my candles. I make them at night. When I’m at home I usually don’t sleep until late because I have to make sure I can some have capital with me the next day.