2021-06-15T16:03:40Z
Kisumu County Integrated Solid Waste Management Plan, Kenya 2017.pdf
County Government of Kisumu
City of Kisumu
Kisumu Integrated Solid Waste Management Plan (KISWaMP) by
horizon 2030
An updated, revised and operational version of the previous plan
December 2017
Vision:
A clean, prosperous and equitable city, empowered to protect and conserve our natural
resources, within a sustainable environment that enhances quality of life for the present and
future generations.
Mission:
To protect, restore and enhance environmental quality towards good public health,
environmental integrity and economic viability.
Core Values:
Excellence and professionalism
Results oriented
Efficiency and effectiveness
Integrity
Proactiveness
Sensitivity and responsiveness
Teamwork and partnership
Creativity and innovation
Accountability and transparency
Strategy Guiding Principles:
The Integrated Solid Waste Management (ISWM) strategy guiding principles are:
Community Participation: Participatory ISWM planning, development and governance
Equity: Access to resources and opportunities among the city residents;
Quality of service: Efficiency and effectiveness in resource use and service provision
Sustainability: Social, economic and environmental sustainability;
Inclusivity: The city will cater for all segments of urban residents including marginalized
and vulnerable groups engaged in formal and informal waste management and recovery
activities;
Good governance: Transparency and accountability to the people of Kisumu city
Connectivity: The city management shall be connected with ward and village units
Green Technologies: The city to have good quality Solid Waste Management (SWM)
infrastructure and services that are based on green and cleaner production technologies.
ACKNOWLEDGEMENTS
In reviewing the 10 year Kisumu City Integrated Solid Waste Management Strategy, the
consultant benefited from inputs from a team of specialists drawn from different
organizations. The task of preparing this strategy plan was led the consulting AWEMAC team
(Prof. Jacob K. Kibwage - Team Leader, Dr. Benson M. O. Agaya- Sociologist), Mr. Joshua
Onami Obiri - Hydro-Geologist, Dr. Romulus Abila Ecologist, Ms. Grace Moraa Momanyi-
Institutional / Community Development Expert and Mr. Peter O. Magati - Finance and
Economic Analysis expert)-. Our deep appreciation also goes to our field support staff for their
contributions in data collection and processing.
Special acknowledgement goes to the following for their key role and contributions towards
development of this strategy:-
The Governor of Kisumu County
Kisumu County Assembly Members
National Ministry of Lands, Housing and Urban Development
County Executive Member in charge of environment matters at the Kisumu County
Government
The Kisumu County Secretary
The City Manager, City of Kisumu
Director of Environment, City of Kisumu
Director of Planning Department, City of Kisumu
The Kisumu Urban Project (KUP) Technical Staff
Our sincere gratitude also goes to project partners and stakeholders not mentioned here by
name particularly all the participants of the community forums and stakeholder validation
workshop. Special mention goes to the AFD and the National Government (Ministry of Lands,
Housing and Urban Development) for their financial support to the City of Kisumu that
facilitated preparation of this document.
It is our hope that this strategy will provide practical actions for the ISWM sector through
support of various stakeholders. The strategy will also form basis for the formulation of
relevant county regulations to facilitate the enforcement of standards and procedures
stipulated for the appropriate management of solid waste. We are convinced that our
concerted efforts will collectively enhance the quality of the environment in the City of Kisumu.
FOREWORD
The Kenya Constitution under Article 42 states that every person is entitled to a clean and
healthy environment, while requiring each person to safeguard and enhance the environment.
This is given further impetus by Article 69 & 70 of the Kenyan Constitution, on Environment
and Natural Resources, which emphasizes on the obligations in respect of the environment
and enforcement of the rights respectively.
The solid waste management problem in the City of Kisumu is a big challenge to City managers
and the County in general. In summary, community sensitization and public awareness is low
among the City residents. A system of segregation of organic, inorganic and recyclable wastes
at source is lacking. Subsequent waste collection rates by the Kisumu city management are low
while the current County Laws governing the sector don‟t have adequate provisions to deal
effectively with the ever-growing problem of solid waste management.
The Ten Year Integrated Solid Waste Management (ISWM) Strategy presented here is as a
result of several participatory processes which began with extensive research that led to some
cumulative understanding of the status of solid waste management in the city. The research
reviewed that, the roles of all stakeholders including waste generators, micro and small
enterprises, the informal waste pickers, recyclers, private collectors and community-based
organizations have had an important role in the overall waste management system of the city.
The strategy also borrows from local and regional interventions that showcase potential for
replicating the knowledge on sustainable waste management.
I would like to thank all the key stakeholders, partners and local communities for their support
in developing this comprehensive strategic plan to deal with waste problem in the city. We are
all now heading in the same direction. Through a community-based and Public-Private
Partnership (PPP) approach, the strategy provides a road map for what the Kisumu city
management ought to focus on for the next 10 years (2015/16-2025/26). More specifically, it
proposes strategic objectives and key actions to improve the existing waste storage, collection,
transportation, recovery and sustainable disposal systems in the city. My government will soon
start the implementation of sustainable financing mechanisms, integrated SWM programs,
and enactment of required basic legislation, undertake adequate environmental awareness,
purchase of required vehicles and equipment and build necessary capacity of our staff involved
in waste management. We will be monitoring and doing necessary adjustments over time in
order to achieve the overall goal of making Kisumu a clean city and improve on the incomes
from the sector to various participants.
I am now happy that we now have the vision in pursuit of an effective and efficient Integrated
Solid Waste Management system for the city. We must work hard towards making it a reality
with zeal and determination. I call upon all the city residents to share the responsibility for
reducing the environmental and health challenges facing the city. I therefore appeal for the
support of every stakeholder in the implementation of this strategy to improve the health and
livelihoods of the city residents.
H.E. Prof. Peter Anyang’ Nyong’o,
Governor, Kisumu County Government
LIST OF ACRONYMS
AFD: French Agency for Development
AIDS: Acquired Immunodeficiency Syndrome
AMREF: Africa Medical Research Foundation
AWEMAC: Africa Waste and Environment Management Centre
CBD: Central Business District
CBOs: Community Based Organizations
CDF: Constituency Development Fund
CTS: Central Transfer Station
CQRP: City‟s Quarry Rehabilitation Programme
EAC: East African Community
EACR: East Africa Compliant Recycling
EALA: East African Legislative Assembly
EMCA: Environment Management and Coordination Act
EHS: Environment Health and Safety
ESIA: Environment and Social Impact Assessment
ESMF: Environmental & Social Management Framework
E-Waste: Electronic Waste
GPS: Geographical Positioning System
HCW: Health Care Waste
HIV: Human Immunodeficiency Virus
HP: Horse Power
ICT: Information Communication Technology
IRR: Internal Rate of Return
IT: Information Technology
ISUD: Integrated Strategic Urban Development
ISWM: Integrated Solid Waste Management
KAA: Kenya Airports Authority
KCAA: Kenya Civil Aviation Authority
KEBS: Kenya Bureau of Standards
KICOMI: Kisumu Cotton Manufacturing Industry
KIMCOG: Kisumu County Monthly Clean-Up Group
KISOWAMA: Kisumu Solid Waste Management Company
KIWASCO: Kisumu Water and Sewerage Company
KIWARE: Kisumu Waste Recyclers Cooperative Society
KLIP: Kisumu Local Interaction Platform
KMP: Kenya Municipal Programme
KP: Kenya Power
KUP: Kisumu Urban Project
KWRCS: Kisumu Waste Recyclers Corporative Society
LVBC: Lake Victoria Basin Commission
LVEMP: Lake Victoria Environment Management Project
MOU: Memorandum of Understanding
MCAs: Members of County Assemblies
MCIs: Millennium Cities Initiative
MMS: Multimedia Message Service
MRFs: Material Recovery Facilities
NGOs: Non Governmental Organizations
PCs: Private Collectors
PPE: Personal Protective Equipment
PPP: Public Private Partnership
RAP: Resettlement Action Plan
RETRAK: Retail Trade Association of Kenya
SDA: Seventh Day Adventist Church
SMEs: Small and Medium Enterprises
SMS: Short Message Service
SW: Solid Waste
SWM: Solid Waste Management
UNEP: United Nations Environment Programme
WARMA: Water Resources management Authority
WEC: Ward environment Committees
WEE: Waste Electrical Equipment
WUCS: Ward Unit Environment Committees
WED: World Environment Day
WEX: Waste Exchange Platform
WECs: Waste Exchange Centres
WtE: Waste to Energy
DEFINITION OF TERMS
Biomedical waste: Any waste which is generated during the diagnosis, treatment or
immunization of human beings or animals or in research activities pertaining thereto or in the
production or testing of biologicals and including categories.
Composting: This is the controlled biological decomposition of organic solid waste under
aerobic conditions. Decomposition refers to the breaking down into component parts or basic
elements. The material form from the composting process is called compost or humus.
Disposal site: Any area of land on which waste disposal facilities are physically located or
final discharge point without the intention of retrieval but does not mean a re-use or re- cycling
plant or site.
Domestic Waste/ Household Waste: Waste generated from residences.
E-waste: A term encompassing various forms of electrical and electronic equipment that are
old, end-of-life electronic appliances that have ceased to be of any value to their owners.
Hazardous waste: Waste with properties that make it dangerous, or capable of having a
harmful effect on human health and the environment. These wastes require special measures
in handling and disposal due to their hazardous properties (e.g. toxicity, ecotoxicity,
carcinogenicity, infectiousness, flammability, chemical reactivity) and are generally not
suitable for direct disposal into a landfill.
Medical/Healthcare Waste: Any cultures or stocks of infectious agents, human
pathological wastes, human blood and blood products, used and unused sharps, certain animal
wastes, certain isolation wastes and solid waste contaminated by any of the above biological
wastes.
Incineration: A waste treatment process that involves the combustion of organic substances
contained in waste materials. Incineration and other high-temperature waste treatment
systems are described as "thermal treatment". Incineration of waste materials converts the
waste into ash, flue gas, and heat.
Industrial Waste: Waste arising from processing and manufacturing industries or trade
undertakings and can take the form of liquid, non-liquid, solid and gaseous substances.
Integrated Solid Waste Management: A practice of using several hierarchy of options
(source reduction, recycling, combustion and landfill) of waste management techniques to
manage and dispose of specific components of municipal solid waste materials.
Privatization: A form of partnership between public, private, community-based and non-
governmental organizations, so as to mobilize all available experiences, talent and resources
to solve the household waste management problem.
Public–Private Partnership (PPP): is a government service or private business venture
which is funded and operated through a partnership of government and one or more private
sector companies.
Ramp platform : Is a facility allowing the waste to be gathered from Collection Points by
small vehicles and to transfer them to transportation truckes, a bit working like a Transfer
Station.
http://en.wikipedia.org/wiki/Private_sector
http://en.wikipedia.org/wiki/Private_sector
Recycling of waste: Refers to the processing of waste material into a new product of similar
chemical composition.
Reuse: Means waste reused with or without cleaning and/or repairing.
Sanitary Landfill: A method of disposing of refuse on land without creating nuisance or
hazards to public health or safety, by utilizing the principles of engineering to confine the
refuse to the smallest practical area, to reduce it to the smallest practical volume, and to cover
it with a layer of earth or soil at the conclusion of each days operation or at such more frequent
intervals as may be necessary.
Solid waste: Any solid or semi-solid garbage, refuse, or rubbish, sludge (from any facility
involved in the treatment of air, wastewater, or water supply), and other discarded material,
including any contained liquid or gaseous material, remaining from industrial, commercial,
institutional activities and residential or community activities.
Solid Waste Management: Refers to the activities, administrative and operational, that
are used in storage, collection, transportation, recovery, treatment and disposal of solid
wastes.
Source Reduction/ Minimization: The reduction, to the extent feasible, in the amount of
solid waste generated prior to any treatment, storage, or disposal of the waste.
Source Separation: Refers to any activity that separates waste materials at the point of
generation for processing.
Storage: The temporary placement of waste in a suitable location or facility where isolation,
environmental and health protection and human control are provided in order to ensure that
waste is subsequently retrieved for treatment and conditioning and/or disposal.
SWM infrastructure: All facilities (e.g. landfills, transfer stations, workshops), equipment
(e.g. vehicles, rubbish bins, crushers), and public infrastructure (e.g. roads, electrical
substations, SWM education programs) necessary for SWM.
Treatment: Any method, technique or process for altering the biological, chemical or
physical characteristics of wastes to reduce the hazards it presents.
Waste exchange: This is where the waste product of one process becomes the raw material
for a second process.
Waste Generator: Any person whose activities or activities under his or her direction
produces waste or if that person is not known, the person who is in possession or control of
that waste.
http://en.wikipedia.org/wiki/Waste
http://en.wikipedia.org/wiki/Raw_materials
http://en.wikipedia.org/wiki/Raw_materials
http://en.wikipedia.org/wiki/Raw_materials
CONTENTS
EXECUTIVE SUMMARY ...................................................................................................................... 11
General Background ...................................................................................................................... 11
Strategic Objectives ........................................................................................................................ 11
Proposed Strategies ....................................................................................................................... 11
CHAPTER ONE: INTRODUCTION ...................................................................................................... 14
Background of the ISWM Strategy ................................................................................................. 14
Strategy Methodology and Approach ............................................................................................. 14
Background on Kisumu County ..................................................................................................... 15
The Kenya Vision 2030 and Sustainable Development Goals ....................................................... 17
The Kisumu Urban Project ............................................................................................................ 18
The Integrated Strategic Urban Development Plan ...................................................................... 19
KISWaMP and 2010-2020 ISWM Strategy Shortfalls.................................................................. 20
Existing SWM institutional, policy and legal frameworks ........................................................... 20
Revenue from waste management and other environmental services ......................................... 34
Views of the community on the current SWM problems.............................................................. 35
CHAPTER TWO: STRATEGIC AREAS, OBJECTIVES AND PROPOSED ACTIONS ......................... 37
STRATEGY 1: WASTE REDUCTION AT SOURCE ....................................................................... 38
STRATEGY 2: WASTE RECYCLING AND COMPOSTING .......................................................... 44
STRATEGY 3: INCINERATION AND WASTE TO ENERGY RECOVERY ................................... 53
Prioritization of Incineration for the City ..................................................................................... 53
STRATEGY 4: PLANNING FOR A SUSTAINABLE SOLID WASTE MANAGEMENT
SYSTEM 55
STRATEGY 5: INSTITUTIONAL, ORGANIZATIONAL, POLICY AND LEGAL REFORMS ....... 76
STRATEGY 6: CAPACITY BUILDING, ENVIRONMENTAL PLANNING, EDUCATION AND
AWARENESS ................................................................................................................................ 82
STRATEGY 7: MANAGEMENT OF HAZARDOUS AND SPECIAL WASTES: E-WASTE,
MEDICAL WASTE, WASTE TYRES AND ELVs ........................................................................... 89
STRATEGY 8: RESOURCE MOBILIZATION THROUGH PUBLIC PRIVATE PARTNERSHIPS
AND FINANCING REFORMS ...................................................................................................... 92
CHAPTER THREE: INTEGRATED WASTE MANAGEMENT INVESTMENT BUDGET .................. 96
CHAPTER FOUR: IMPLEMENTATION, MONITORING AND EVALUATION ................................ 98
Implementation Schedule ............................................................................................................. 98
Monitoring and Evaluation ........................................................................................................... 98
EXECUTIVE SUMMARY
General Background
Solid Waste Management (SWM) is one of the key devolved functions that is handled within
the docket of the Ministry of Environmental Management in the County Government of
Kisumu. It is no doubt one of the major development challenges confronting the County
Government. A detailed contextual assessment was conducted in Kisumu City to determine
the status of the problem, its root causes, major stakeholders and what has already been done
in response to the issue.
The results indicate that the problem is a consequence of multiple factors which include: rapid
urbanization; limited human and financial resources; weak organizational structures;
ineffective laws on waste management; failure of garbage storage, collection, transportation,
recovery and disposal systems; low public awareness; lack of a framework for Public Private
Partnerships (PPP) for the sector; and emergence of new streams of waste (e.g. e-waste, End-
of-Life-Vehicles, sanitary waste) which pose new environmental management challenges.
Due to these factors, a large part (about 75%) of the solid wastes in the city remain uncollected.
Resultant effects include spread of infectious diseases, blocked sewers, litter in the streets and
pollution of Lake Victoria through crude dumping. With both direct and indirect linkages to
economic development, waste materials represent wasted money, in terms of the original cost
of the materials, the disposal and in its potential value as a recyclable and reusable resource.
Strategic Objectives
The overall objective of this strategy is to provide a framework for the development of the
sustainable management of solid waste in Kisumu city. A key means shall be source separation
and reduction which will eliminate the need to manage waste. Other means include law
enforcement, protection of the environment, promotion of local waste businesses, creation of
job opportunities and saving resources.
Therefore, the specific objectives of this strategy are:
o To establish a basis for a policy and regulatory frameworks on integrated solid waste
management.
o To enhance environmental protection from solid waste pollution.
o To establish a sustainable integrated solid waste management system based on
community support and PPP approaches.
o To provide sustainable and green jobs for the urban poor (especially youths and
women)
o To raise public awareness on sustainable management of solid waste in Kisumu.
Proposed Strategies
Utilizing the information from baseline surveys and public consultation, the ISWM strategy
proposed will address all issues of municipal waste in a holistic and integrated manner. The
strategic document presents an integrated ten (10) year (2015-2025) strategy that aims to
provide the city with practical ways, detailed intervention plans and financial requirement
guidelines on key areas for addressing SWM in the city. The Strategy has also taken the city
development plans into account and suggested options are aligned with these long term city
development efforts.
The strategy is formulated around the following eight (8) key proposed strategies:-
1. Waste Reduction at Source
2. Waste Recycling and Composting
3. Incineration and Waste To Energy Recovery
4. Planning for a Sustainable Solid Waste Management System
5. Institutional and Organizational Reforms
6. Capacity Building, Environmental Planning, Education and Awareness
7. Management of Hazardous and Special Wastes: E-Waste, Medical Waste, Waste Tyres
and ELVs
8. Resource Mobilization through Public Private Partnerships (PPPs) and Financing
Reforms
The preparation of this strategic plan and areas addressed above all within the framework
developed and provided by the National Government in Kenya. It also adopts partnership and
community approaches to ensure participation of service users, providers (which in some
cases are the same people), the CBO, NGOs, Research Institutions, donor communities as well
as political authorities are viewed as key to the successful operation of the proposed strategies
and systems. This is specifically, in the process of choosing, planning, designing, implementing
and management of the city‟s solid waste management infrastructure.
At stakeholder level, the ISWM Strategy proposes a supportive institutional framework. The
framework develops linkages with key stakeholders representing all community groups who
contribute to the problem and are affected by the solutions. The institutional framework also
ensures long-term sustainability of the ISWM plan. At operational level, the ISWM strategy
addresses the environmental education, awareness and training needs of the various
stakeholders involved in waste management, including City of Kisumu (CoK) personnel,
industries, civil society, and service providers in the field of waste management. It also
includes basic equipment specifications for different aspects of the waste management chain.
From the technical point of view, the strategy proposes a solid waste collection pattern in three
steps that are adapted on the type of area:
1. Pre-collection and sorting of recyclable waste through local CBOs using small vehicles and
bins, both straight from the households and Collection Points ;
2. Gathering of solid waste into trolleys at the designated Ramp Platforms covering specific
areas and allowing the sales of the recyclable waste ;
3. Collection from the Ramp Platforms to the dumpsite through trucks managed by CoK.
The Kachok dumpsite operation will be upgraded at various levels before being replaced by a
sanitary landfill with still the same collection pattern and facilities.
The implementation of this strategic plan will be spearheaded by the Kisumu city management
in close collaboration with various stakeholders. The key stakeholders to work with include
the Kisumu residents / community members, CBOs, NEMA, National Treasury, National
Government Ministries in charge of Devolution, Planning, Lands, and Urban Development;
County Public Health Department, informal recycling groups and Private Sector/ Companies.
The indicators for monitoring and evaluation at all levels will be generated annually and
evaluated continuously on an annual basis to ensure the direction of the strategy plan is
focused all the time.
CHAPTER ONE: INTRODUCTION
Background of the ISWM Strategy
This is a review of the 2010-2020 Kisumu Integrated Solid Waste Management Strategy was
supported by the National Government of Kenya through a credit obtained from the Agence
Française de Développement (Agency for French Development) (AFD) for implementing the
Kisumu Urban Project (KUP). The Kisumu City Management applied part of the proceeds to
develop this important strategic document through technical support from a local
environmental consultancy firm, Africa Waste and Environment Management Centre
(AWEMAC).
Strategy Methodology and Approach
This section outlines the methodology, approach and procedures used in drafting this strategy.
The process started in July 2014 and part of 2015 through baseline surveys, stakeholder
consultations and participatory approach. The review covered KISWAMP, SWM Strategy and
other associated documents and records. The review also included updating the situation
analysis of solid waste management in the CoK, so as to come up with updated data and
statistics on waste generated, waste collected, characteristics of waste, equipment owned by
the CoK for Solid Waste Management etc. The entire solid waste management system was
reviewed (i.e collection, recycling, transportation, final disposal). A total of ten (10) public/
community meetings were held at the ward levels to collect the views on the current situation
and way forward. A total of 915 (57.2% men and 42.8% female) people participated in the
meetings (KISWM Baseline Survey, 2015). The Kisumu City ISWM Strategy (2015-25)
Validation Workshop was held on 4th March 2015 involving the participation of all
stakeholders. A total of 96 participants attended the workshop.
A critical review of relevant literature to the objectives of this study was undertaken in
libraries. The following 14 key documents were reviewed to advice on this strategy:
KISWAMP Baseline Report, 2009
End of Programme Evaluation - Lake Victoria CDS
Kisumu County ISUD
Kisumu Investment Profile
Ten Year Integrated Solid Waste Management Strategy for Kisumu City, Kenya, 2010-
2020
ILO Guidelines for Successful Implementation of PPP In Municipal Service Delivery of
Solid Waste Management
Report of Planning Workshop on Participatory Monitoring and Evaluation
Technical Report on Training of Kisumu Municipal Technical Staff and Policy Makers on
Integrated Solid Waste Management
KUP Project Prefeasibility Study
MCK Conservancy by-Laws 2008
The County Government Of Kisumu Conservancy Act 2014
A Summary Report for the Sensitization workshop on Promotion of Public Private
Partnership (PPP) for Employment Creation and Municipal Service Delivery
Improvement
Siting Study to Identify Sites for Development of Sanitary Landfill in Kisumu
County Government of Kisumu, Solid Waste Management Bill, 2014
Decommissioning Audit Report of Kachok Dumpsite- Kisumu City, 2015 by E-Cue
Consultants
For waste disposal, an Integrated Solid Waste Management approach guided the review
process. An ISWM approach was used in undertaking the review work. According to EPA,
(1989) and Kibwage, (2002) integrated systems involve the use of a combination of techniques
and programmes to manage the municipal waste stream. Within the range of management
options, a hierarchy for SWM to be considered when planning and implementing integrated
waste management programmes will be as outlined in the figure below.
Briefly, the first level of the management hierarchy will be Source Reduction, which is the
reducing of the amount and/ or the toxicity of waste generated at source. The second level will
be Recycling, which is the collecting, reprocessing, marketing and using materials that were
once considered waste. This is commonly being referred as 3 Rs approach, i.e. Reduce, Recycle
and Re-Use. Waste Combustion or Waste to Energy (WTE) shall be considered next because
this method will reduce the bulk of municipal waste and will provide the added benefit of
energy production. A final level will be Landfilling, which is at the bottom of the hierarchy
which will be necessary to manage non-recyclable and non- combustible wastes (refer to the
figure below). The strategies proposed herein follow this internationally accepted sustainable
solid waste management approach.
Background on Kisumu County
Kisumu County is one of the newly devolved counties of Kenya. Its borders follow those of the
original Kisumu District, one of the former administrative districts of the former Nyanza
Province in western Kenya. Its headquarter is Kisumu city. Currently, the County is estimated
to have a population of 1,098,561 (projected based on the 2009 National Census). The Kisumu
city population which is about 45.5% of the County population is approximately 500,000
people (see table 1 below). The land area of Kisumu County totals to 2,085.9 km².
Kisumu County's neighbours are Siaya County to the West, Vihiga County to the North, Nandi
County to the North East and Kericho County to the East. Homa Bay County is its neighbour
to the South West. The County has a shoreline on Lake Victoria, occupying northern, western
and a part of the southern shores of the Winam Gulf.
County Poverty Level and Developmental Challenges
The Kisumu County Fiscal Strategic Paper of 2014-2015 indicates that high poverty level is one
of the major developmental challenges in Kisumu County. Estimates show that over 60 per
cent of the population are poor compared with the national average of 46 per cent as at 2006.
Poverty levels are higher in the urban areas (70 per cent) compared with rural (63 per cent).
The main causes of poverty include HIV and AIDS pandemic, collapse of local agro-based
industries, unemployment, low agricultural and fish production from Lake Victoria. Food
insecurity, inaccessibility to affordable healthcare, lack of proper storage facilities, erratic and
unreliable rainfall, poor and inaccessible road network, frequent floods, problems with the
sugar, rice, cotton and fish industries, lack of title deeds, poor water and sanitation systems,
malaria, and water borne diseases worsens poverty situation in the county (Kisumu County
Government, 2014).
http://en.wikipedia.org/wiki/Districts_of_Kenya
http://en.wikipedia.org/wiki/Nyanza_Province
http://en.wikipedia.org/wiki/Nyanza_Province
http://en.wikipedia.org/wiki/Kenya
http://en.wikipedia.org/wiki/Kisumu
http://en.wikipedia.org/wiki/Siaya_County
http://en.wikipedia.org/wiki/Vihiga_County
http://en.wikipedia.org/wiki/Nandi_County
http://en.wikipedia.org/wiki/Nandi_County
http://en.wikipedia.org/wiki/Kericho_County
http://en.wikipedia.org/wiki/Homa_Bay_County
http://en.wikipedia.org/wiki/Lake_Victoria
http://en.wikipedia.org/wiki/Winam_Gulf
Table 1: Kisumu City Population
County Organizational Structure
The organizational structure of the county is as outlined in Figure 2 below. This project falls
under the Ministry of Environmental Management but being directly administered through
Kisumu City management establishment.
Figure 1: Organizational Structure of Kisumu County Government
The City of Kisumu in Context
Devolution has presented a unique opportunity for Kisumu to re-engineer her city
development approaches to create a highly competitive city with the ability to stimulate
vibrant County development. The County inherited a city with some burden of unfulfilled
urban promises with ever-growing demands on basic needs such as appropriate housing,
waste disposal, water and sanitation services to more complex systemic issues such as
transportation, trade and commerce. The city land area is also dominated by freehold
ownership predisposing it to an aggressive private sector development influence.
Unlike Nairobi and Mombasa where the cities and Counties share physical boundaries,
Kisumu County expands beyond the city boundaries and hence has the benefit of additional
specialized production nodes with the city poised as the central node and pulse of the economy.
These productive nodes define the economic features of the County, predicated mainly on the
present form and profile of predominant economic activities.
Within this development prospect, investing in strengthening productivity of these
predominant activities provides the trigger required to germinate a vibrant and balanced
County economy that increases the competiveness of the County as a whole. The city economy
remains the anchor of the County carrying mixed specializations, connecting the County to
national and regional commerce and trade. Kisumu city serves as the administrative, business,
commercial and industrial confluence as well as the main international gateway through air,
rail and water transport to the entire western region of Kenya. The global status of Kisumu as
a Millennium city1 has further brought with it international attention that if well harnessed
bear the potential of elevating the city to global competitiveness with the attendant benefits.
1 Kisumu was declared a Millennium city in 2006 granting it a comparable portfolio to 11 other
millennium cities in the world.
In addition, Kisumu city hosts a few of regional bodies including the Lake Victoria
Development Authority (LBDA), and Lake Victoria Basin Commission (LVBC), an organ of the
East African Community (EAC) tasked with the mandate of overseeing development of the
Lake Region. The Lake Victoria region has been declared by the EAC as an economic growth
zone.
The Kenya Vision 2030 and Sustainable Development Goals
The Kenya Vision 2030 is the national long term development blue print that aims at
transforming Kenya into a newly industrialising, middle income County providing a high
quality of life to its entire citizens by 2030 in a clean and secure environment. The vision
comprise of three key pillars; Economic, Social and political. The economic pillar aims to
achieve an average economic growth rate of 10% per annum and sustaining the same until
2030. The social pillar seeks to engender a just, cohesive and equitable social development in
a clean and secure environment, while the political pillar aims to realize result – oriented and
accountable democratic system. The three pillars are anchored on the foundation of macro –
economic stability, infrastructural development, science, technology and innovation, land
reforms, human resource development, security and public sector reforms. The County
Government is keen on the progress of the vision implementation plans with a view of
integrating the medium term plans (2012 – 2017) into its planning framework.
After the Millennium Development Goals targets expired by on September 2015, United
Nations member countries adopted a set of Sustainable Development Goals (SDGs) to end
poverty, protect the planet, and ensure prosperity for all as part of a new sustainable
development agenda. Each goal has specific targets to be achieved over the next 15 years.
Following the adoption of the new Goals by all the 189 United Nation members states, Kenya
included, committed to help achieve the sustainable development goals by 2030. The county
government is, therefore, working towards achieving all the SDGs for improved quality of life
among its residents and this strategy on waste management will directly contribute towards
meeting most of them by ensuring environmental sustainability in its operations.
The Kisumu Urban Project
The Kisumu Urban Project (KUP) is a pilot project, considered to be innovative for both Kenya
and French Agency for Development (AFD). It is an urban development project funded by the
French Agency for Development (AFD), for a total amount of 40 million Euros (with
possibilities of extension of the project period). The project encompasses a global vision for
the city‟s development and the municipal management system, through a multi-sectoral
approach to the city‟s development and a cross-cutting approach to the municipal functions
and activities. KUP was conceived as a pilot project to inform broader multi-donor supported
programs, such as Kenya Municipal Program (KMP).
KUP key activities include strengthening local capacity (financial, technical and political) and
supporting investments (solid waste management, slum upgrading, commercial facilities and
other public infrastructure and facilities). The overall objective of the KUP is to improve the
living conditions of Kisumu‟s population by reinforcing the municipal capacities and
accountability in the context of ongoing decentralization. Thus, specific goals of the KUP are
modernization of public policies through enhancement of the municipal management systems
in order to improve public service delivery (improve the municipal management systems by
developing effective public policy), improve land management systems through spatial
planning and slum upgrading as well as rehabilitation and creation of public facilities, urban
infrastructure (improvement of urban infrastructure and services). KUP components include:
Capacity building, financial management and spatial planning,
Solid waste management targeting improved waste collection initiatives, economic
values (recycling and re-use initiatives), storage and transfer mechanisms as well as
ultimate waste disposal destination(s),
Comprehensive slum upgrading projects (with interventions targeted to Nyalenda,
Kaloleni, Bandani and Obunga informal settlements areas)
Commercial equipment and markets that will involve interventions for markets in
locations such as Kiboswa, Nyamasaria, Otonglo, Mamboleo, the Central Business
District, Kibuye and Jua Kali
Public facilities and infrastructural rehabilitation involving improvement of roads,
cycle tracks, social facilitates (health centres, bus and truck parks and selected
schools).
The programme is also focusing on the following cross-cutting issues: environmental
preservation and conservation, capacity building and employment issues, stakeholders‟
coordination, communication and participation, financial management and planning and
HIV and AIDS sensitization.
The Integrated Strategic Urban Development Plan
The basic necessities and the importance of the city as an engine of growth for the region
informed CoK investment in a planning process for the Kisumu City development is outlined
in the Integrated Strategic Urban Development (ISUD) plan. ISUD is a holistic and practical
document including essential baseline data; the plan itself; a capital investment strategy and;
implementation guidelines and recommendations.
While ISUD was crafted as a long term development plan for the city, the KUP components
were designed as a quick win, a four years pilot urban development project to enhance living
conditions of Kisumu‟s population by strengthening the local capacity (financial, technical and
political) and supporting investments (solid waste management, slum upgrading, commercial
facilities and other public infrastructure and facilities).
Urbanization in Kisumu
Kisumu is the third largest city in Kenya and one of the fastest growing cities in the Country.
It stands on the shores of Lake Victoria, the second largest fresh water lake in the world and
covers an area of approximately 417 Km2, 35.5% of which is Lake Victoria. It is located in
Kisumu Sub-County in Kisumu County and serves as both as the County headquarters and the
principal city in Western Kenya. Having developed progressively from a railway terminus and
internal port in 1901, the city has become one of the leading communication and trading
confluence for the Great Lakes region (Tanzania, Uganda, Rwanda and Burundi).
Surrounded by an agriculturally rich hinterland mainly supporting large-scale sugar industry
and rice irrigation, Kisumu's contribution to the National economy is significant. Its rich
endowments, such as the lake itself and fertile agricultural land, should give rise to a thriving
economy that provide employment opportunities in the fisheries industry and from large-scale
production of molasses, cotton, rice and sugar. Nonetheless, the population of the city has
rapidly been increasing, at a growth rate of 1.86%. Its current population is estimated at
500,000 people. Having the highest population density (10,000 people per km2), the peri-
urban area houses 50% of the total population, followed by the urban areas at 1,500 to 3,000
people per km2 and the rural areas at 170 to 680 people per km2 (Kisumu City Development
Strategy, MCK, 2014).
As a result of the rapid population growth and uncontrolled industrial development the urban
environment in Kisumu is seriously being degraded. The city generates an average of 385 tons
of waste per day and only 25% is effectively collected. The rest end in the backstreets, markets,
road sides and open spaces more so in the informal settlement. The city lacks a comprehensive
and strategic response to solid waste management. Coupled with this, there is a poor attitude
towards waste management and low capacity to offer waste services by Kisumu city
management. Waste is still not viewed as a resource by many city residents. While there are
some viable waste business enterprises within the city, they lack technical, financial and policy
support to achieve their goals.
The City’s Solid Waste Management Crisis
Kisumu city is faced with problems of lack of solid waste collection facilities and low
efficiencies in operation of existing facilities as well as the design, capacity and location of
final disposal sites. The poor management of solid waste has resulted into generation of
leachate which pollutes the ground water and soil, the spread of infectious diseases, blockage
of sewers and drainage systems, spread of foul smoke from private burning of waste as well as
pollution of Lake Victoria through run-off. Plastic waste used in most packaging is the most
conspicuous nuisance, littering many parts of the city‟s commercial, industrial and residential
neighbourhoods. Furthermore, scavengers and others are exposed to health risks as no
separation of hazardous waste fractions is practiced.
As stated above, most of the solid waste generated in the city remains uncollected with a
collection efficiency estimated at 25%. The collection that takes place is shared between the
city authority and a few private collectors mainly concentrated in the high income areas,
leaving the poor peri-urban neighbourhoods largely unattended. Waste transported to the
dumpsite for disposal is not properly managed, often applying open burning to reduce the
waste volume. Many households, particularly in the peri-urban and extended areas do not
have the privilege of any mode of collection, and have resorted to private burning of waste or
digging their own pits to bury the waste on site.
It is also notable that of the total amount of waste generated in Kisumu City, approximately
60-65% is organic in character presenting enormous potential for recycling for farm use. Most
clinical waste from the hospitals is incinerated, reducing the health related risks from
exposure. Some very positive reuse and recycling initiatives exist in the city albeit at micro
level. These small-scale initiatives include reuse and recycling of paper, plastic, organic waste
and scarp metals, all providing micro-enterprise engagement for a significant number of the
city inhabitants.
Cok interventions in response to the above situation includes investment in the following:
design and building of the sanitary land fill; review of the Kisumu Integrated Solid Waste
Management Plan (KISWAMP); decommissioning and rehabilitation of the current dumpsite
at Kachok; and development of Environmental and Social Management Framework (ESMF).
KISWaMP and 2010-2020 ISWM Strategy Shortfalls
Whilst the Kisumu Integrated Waste Management Project (KISWAMP) strategy, initially
developed in 2010 and now under review through KUP support outlined incoherent
environmental strategies for solid waste management, leading to limited implementation of
the strategy, especially at community level. The strategy realized only limited success due to
several factors, including:
o Misrepresentation of the KISWAMP to community members
o External political interference by then former councillors who captured the neighborhood
processes to reward supporters
o Weak institutional structures at the City of Kisumu (CoK) and community level
o Lack of a comprehensive investment strategy
o Inadequate material, human and financial resources to facilitate implementation of
KISWAMP.
Existing SWM institutional, policy and legal frameworks
Stakeholders Involved in Solid Waste Management in Kisumu
In Kisumu city, there exists a wide range of individuals, groups and organizations currently
involved in Solid Waste Management. These stakeholders include the following:-
National Government
National Treasury
Ministry of Lands, Housing and Urban Development
Ministry of Environment, Natural Resources and Regional Authorities
National Environment Management Authority (NEMA)
Ministry of Devolution and Planning
County Government of Kisumu
City of Kisumu Management- Ministry of Environmental Management
Kisumu Water and Sewerage Company Limited
Donors/ Development Partners, e.g. AFD
Private Companies/ Waste Collectors (PCs)
Informal Street and Dumpsite Waste Pickers
Non-Governmental Organisations (NGOs)
Community Based Organisations (CBOs): These include youth and women groups.
Waste Generators
Waste Dealers/ Wholesalers/ Brokers
Traders (importers and exporters)
Waste Recycling Industries (WRIs)
Residents/ business/ neighbourhood/ community associations/ groups
The roles of a few of the critical key stakeholders at the City level as outlined below.
County Government of Kisumu-and Ministry of Environmental Management:
The Ministry of Environmental Management at is one of the 10 Ministries established by the
County Executive in the County Government of Kisumu. The ministry has as its core business
the formulation, integration, co-ordination, supervision and implementation of policies, plans
and programmes, projects and activities relative to protection and conservation as well as the
management and enhancement of the environment within Kisumu County. This County
Ministry has the legal role of developing environmental and waste management laws policies
at the County level. It also prepares, facilitates and supervises annual budgets for SWM
activities at the County level. It also acts as a link between the City of Kisumu and the County
Assembly. The County Ministry of Environmental Management have the following specific
functions: solid waste management , control of air pollution, control of noise pollution ,
management and maintenance of county parks, environmental conservation, including
restoration of degraded sites and rivers, and county afforestation and tree planting.
City of Kisumu Department of Environment: City of Kisumu‟s Department of
Environment has three key Divisions namely: 1) Environmental Planning and Management,
2) Environmental Regulation, and 3) Urban Aesthetics. The operations of these three sections
are limited due to the existing financial and human resources. The functions of the department
broadly encompass street sweeping and collection, garbage collection and transportation,
waste disposal site operation and management, waste treatment and recycling and other
complimentary activities relating to solid waste management within the city‟s jurisdiction.
The Directorate of Environment within the City of Kisumu is generally the legal owner of waste
once it is collected or put out for collection. The department has serious limitations on human
and financial resources to measure up adequately to the responsibilities expected. The
department‟s major challenges are: Low priority of the Department, shortage of staff,
shortage of vehicles, low motivation, poor remuneration, lack of personal protective
equipment and inaccessibility to slum areas
The present situation indicates that only 15% of technical staff are available to serve the
Department. The department‟s establishment is also 28% filled with technical staff. With a city
of 500,000 people, it means that 1 support staff serves over 10,000 residents compared to a
UN recommended standard ratio of 1 to 500 (Kisumu City, 2014).
Subsequently, the present organizational structure of the Kisumu city gives it little leverage to
undertake effective solid waste management in the city boundaries. This is especially in view
of weak planning and development control frameworks and inadequate capacity to enforce
environmental regulations. Institutional norms are weak and unsupportive of environmental
planning and sanitation. Moreover, the procurement, maintenance and management of
garbage trucks is ineffective and inefficient because all waste collection and transportation
equipment is under the City Engineer’s Department.
Solid Waste Collection Private Companies: Kisumu has about 16-20 waste collection
private companies (registered and non-registered) (see details on the KISWM baseline report,
2015). As potential service suppliers, private sector enterprises are primarily interested in
earning a return on their investment by selling waste collection, transfer, treatment, recycling
and/ or disposal services. However, they use low capacity pickups of 0.5 to 1 tonne and old
trucks of 3-6tons of poor mechanical status. Private sector collectors are mainly contracted
directly by individual households, industries, CoK, institutions and restaurants. Constraints to
private sector activity are: limited assistance from CoK apart from the provision of a disposal
licence at a fee; legally not protected; lack of properly laid- down institutional procedures that
are followed by each of the companies interested in provision of SWM services and difficulty
in locating suitable sites for the secondary containers i.e. skip since each large skip requires
large space. There is also lack of legal framework on Public Private Partnerships (PPP).
The Informal Sector: Enormous opportunities exist for informal waste picking in Kisumu
city due to the high percentage of recyclable and reusable items in the waste stream (Refer to
the Box 1 below and current KISWM baseline survey report on role and characteristics of the
informal sector). The informal private sector on the other hand is unregistered and carries out
unregulated activities. They include CBOs, NGO, Jua Kali Artisans, waste pickers, waste
dealers, informal waste processors, youth and women groups, small-scale entrepreneurs and
waste salvagers. The groups undertake waste collection, small-scale recycling and composting
programmes as a source of income and a strategy to improve their surrounding environmental
health situation. They also help in raising people‟s awareness of waste management
problems, opening channels of communication between CBOs and government authorities,
raising CBO‟s voice in municipal planning and implementation processes, play a significant
role in resource recovery and provide services to informal settlements at affordable costs.
However, the base of the recycling sector in Kisumu is from salvagers, municipal waste
collectors, and the itinerant waste buyers. The street waste salvagers operate in the
commercial, residential and industrial zones. They obtain all kinds of waste materials from
open spaces (roadsides, riverbanks), communal dumps, dustbins and other waste receptacles.
The waste dealers in Kisumu then act as brokers i.e. a linkage between the waste pickers and
the WRIs and the SMEs workshops in the Kisumu and beyond. They buy their items from the
waste pickers and sometimes from the itinerant waste buyers. Consequently, waste is a source
of livelihoods to a large number of people. They face problems like: Lack of operation land,
poor access roads, harassment, lack of policy and punitive regulation, competition is high and
there is lack of economical recyclables/equipment.
Individual Households/ Waste Generators: The individual households are mainly
interested in receiving effective and dependable waste collection service at a reasonably low
price. In low- income residential areas, where services are unsatisfactory, residents normally
give priority to water supply, sanitation facilities and drainage. Solid waste is commonly
dumped onto nearby open sites, along main roads or railroad tracks or into drains and water-
ways.
Kisumu Solid Waste Management and Market Value Chain
The Kisumu Solid Waste Management and Market Value Chain is in the Figure 3 below.
Box 1: Facts on informal waste pickers in Kisumu city
96% of informal waste pickers in the city are males with only 4% being
female.
Majority (80%), of the informal waste pickers are single while 17% are
married and 13% widowed.
82% of the informal waste pickers do not engage their family members
in informal waste collection
90% of informal waste pickers in Kisumu City are involved in the
business as their major source of income.
36% of the informal waste pickers have lived in Kisumu for between 6-
10Yrs, with 35% having lived in the city for more than 11yrs and 22%
for 1-5Yrs and the remaining 7% have lived in the city for less than 1
year.
The informal waste pickers hail from Kisumu County and other
Westerm Kenya Counties
Majority of waste pickers earn average of Ksh. 200 (2.0 USD) per day.
77% of the waste pickers find this income not adequate to sustain their
daily expenses
67.5% of the wastes are collected from open dumpsites and the rest
(32.4%) from residential areas, streets, water courses, commercial
establishments, industries and construction sites.
Over 64% of the respondents spend more than 6-8hrs per day
collecting recyclables
Majority of the respondents (98.7%) use sacks to carry the waste items.
Informal waste pickers face a myriad of challenges and health risks
such as health hazards, lack of equipment, fluctuation of prices,
transportation, rainy season, insecurity, lack of finance, theft of
materials, lack of cooperation/coordination and technical service and
insufficient quality waste materials.
58% of waste pickers do not take any precautionary measures in using
Personal Protective Equipment (PPE)
Source: KISWM Baseline Survey, 2015
Figure 2: The Kisumu Solid Waste Management and Market Value Chain
Regulatory and Policy Environment
Solid waste management problems in Kisumu city are largely a result of lack of a waste
management policy and efficient legal framework that would improve the standards, efficiency
and management of the waste sector. The roles of the County Government overlap with those
of NEMA especially in enforcement and licensing.
The Kisumu County Fiscal Strategic Paper 2014-2015 indicates that the County Government
is in the process of developing a regulatory framework to control and manage waste. Such
regulation includes but not limited to landfills, incineration, recycling, sustainability,
biological reprocessing, energy/ resource recovery, and waste reduction requirements.
Currently, the City Environment Department relies on the city By-Laws on solid waste
management, but enforcement of the By-laws is weak as the responsible department does not
have adequate resources and human capital. While the city By-laws are comprehensive enough
for traditional waste management, it however, lacks provisions for dealing with emerging
waste streams like e-waste and does not provide for innovative ideas like waste recycling and
the incorporation of stakeholder participation in waste management.
The County Government‟s draft Waste Management Policy document which is awaiting
debate by the County Assembly before it becomes Law, envisages a new structure under a
“Solid Waste Management Authority” which will address the current shortcomings and
emerging issues in the County with no clear role in the city. This Solid Waste Management Bill
2014 is basically the former by-laws with a few amendments like the proposal to establish the
Kisumu Waste Management Authority. The Bill has many gaps that will require to be aligned
with this strategy.
The community and CBOs play only a small role in SWM because they are not integrated into
the formal system. Policies on community-based SWM service, in addition, have been lacking
although the situation is changing. Current national policy emphasizes development of
environmental partnerships with stakeholders, including promotion of environmental NGOs
and CBOs (Republic of Kenya, 2000). At the national level, considerable progress has been
made with respect to the policy and legal/regulatory framework for SWM over the last few
years, however. Thus, EMCA (1999) and the national solid waste management regulations of
2006 should guide the County legislation effort.
The most important of these is the right to clean environment allocated to the citizens by the
Kenyan constitution of 2010. The citizens can compel polluters, including indiscriminate solid
waste dumpers, to pay for the damage or nuisance caused. In reality, however, the cost of
litigation (both in term of finances and time) makes it difficult for most of the citizens to
exercise this right. Other important rights are those allocated to NEMA by EMCA 1999, for
example, with respect to licensing of waste disposal facilities. Institutional weaknesses in
NEMA and the lead agencies also affect the effectiveness with which this right has been
exercised.
Status of the Existing Solid Waste Management System
This section outlines the existing waste characteristics, storage, collection, transportation and
disposal systems. Detailed information can be referred to the KISWM baseline survey of 2015.
Kisumu City Solid Waste characteristics
The Kisumu solid waste stream consists of wastes from various sectors as summarized in the
table below in terms of waste types/categories and quantities/generation rates as summarized
in the tables 2 and 3 below.
Table 2: Generation rates for various sectors
Waste Composition: Composition of waste obtained from source is detailed in the Table
below.
Table 3: Kisumu City Waste Composition Characteristics
Waste Generation:
The total domestic waste generation rate for Kisumu city is 210 tons/day (1470 tons/Week)
with an average city generation rate of 0.42Kgs/Person/Day. With an average overall
household size in Kisumu of five (5), high income areas (e.g. Milimani) generate- 18.75 Kgs/
HH/Week- 0.54Kgs/ person/ day, middle Income Areas (e.g. Kenya Re) - 12.5 Kgs/HH/Week
- 0.45 Kgs/ person/ day and low Income Areas (e.g. Nyalenda and Manyatta) - 9.34 Kgs/
HH/Week- 0.27Kgs/ person/ day with each household generating an average of 10.4Kgs per
week.
Waste Amounts :
According to a household generation rate of 0.5 kgs/person/day, the generated amount of
waste for 2017 of 79 000 tons per year (or 1 529 tons per week) : these results have to be
compared to the amount of waste which is actually collected to calculate the collection rate,
currently being of around one quarter. Through population growth of 3% until 2020 and 2%
until 2030, this amount should grow up to 87 000 tons per year (or 1 671 tons per week) by
2020 and 94 000 tons per year (or 1 809 tons per week) by 2030.
Waste Storage:
96.6% of households have waste storage containers (metallic dustbins, plastic dustbins or
paper bags) with majority of the waste storage containers across board having an average
waste storage capacity of 6.5 Kgs. Households in Kisumu city have waste storage containers
with lower storage capacity than the waste generation rates; with containers in high income
areas holding 9.4kgs averagely against 16 Kgs produced by families in a week, containers in
middle income the containers holding an average of 7.4 Kgs, containers in low income areas
holding 4.5 Kgs against 7 Kgs weekly generation and peri urban areas 7.2 Kgs averagely against
15.7 Kgs weekly generation thus increasing the frequency of waste collection. Conclusively, the
amount of waste generated by households in greater than waste containers storage capacity
thus increasing the frequency at which waste is collected from the households.
Waste Collection:
Waste collection in the city is done by the county government, private collectors or CBOs
respectively for waste collection services. Majority of households do not pay for waste
collection services. 58.2%, 49.3 %, 20.1%, 18.5% of households in low income, middle income,
high income and peri-urban areas respectively do not pay for waste collection. The high
number of households that do not pay for waste collection in low income areas can be
attributed to low sources of livelihoods. Averagely, Low, Middle and High Income households
pay Ksh. 59, Ksh. 84 and Ksh. 176 for waste collection services. Averagely, households in
Kisumu pay Ksh. 106 for waste collection services. This survey revealed that the households
who do not pay for waste collection (64.1%) were however willing to pay for the collection
services. This therefore means that there are opportunities for investment in waste collection
hence job creation and a source of livelihood especially in the low income areas and peri urban
areas where unemployment is a major concern.
Waste Disposal:
33.6 % of households practice open-dumping, 26.1 % use compost pits, 23.8% use backyard
disposal, 7.7% road side disposal and 4.8% trenches. Only 3.1% of the household was is
collected for final disposal. In low income areas, 41.9% use open dumping. This underscores
the need of having central collection points within the estates to address the challenge of initial
waste disposal.
82% of households do not separate wastes at source with majority being at the low income
areas. This can be attributed to lack of information, knowledge, skills and benefits of waste
separating at source. 45.4% of the households re-use or sell some waste while 54.6% do not.
However, 83% of households revealed that they were willing to separate waste if they are
taught on the benefits and techniques of waste separation. This provides an opportunity for
training on integrated waste management to the city residents. It is also important to note,
that majority of the waste is handled by the households this should be the first the level for
sensitization and education.
Medical Waste Management:
According to the seventh schedule (regulation 38) of the Environmental Management and Co-
ordination (Waste Management) Regulations 2006, there are 11 categories of medical waste;
these are infectious, pathological, sharps, pharmaceuticals, genotoxic, pressurized containers,
general/non-infectious, radioactive, micro-organisms, wastes with high content of heavy
metals and chemical wastes.
According to the MOH (Ministry of Health) classification, Kisumu city has 50 healthcare
facilities, 8 hospitals (2 public and 6 private); the rest are classified into health centres and
dispensaries. Evidence from the revealed by KISWM baseline survey in 2014/ 2015 shows that
the current medical waste management procedures in hospitals in Kisumu city are not
satisfactory. Hospitals in Kisumu have adopted and practice poor Medical Waste Management
(MWM) procedures. There is poor storage of MWs with only 3 hospitals having well-built,
concrete storage rooms; one had a waiting bay and the remaining four had no specific places
designated for storage of MWs awaiting final disposal. Incineration, open burning and open
dumping are the most common method used for final disposal of MWs in hospitals in the city
with no prior treatment of waste. Apart from one public hospital, the other seven hospitals use
sub-standard and unlicensed incinerators for MWs incineration. These pose grave health and
safety concerns to the city‟s residents (See Plate Below).
Plate 1: Unhygienic handling of medical wastes in hospitals in Kisumu city
E-waste waste composition and management:
There are no estimates on e-waste generated in Kisumu city. However, according to a recent
UNEP study, electronic waste is now Kenya‟s fastest growing waste component. UNEP
estimates that over 17,350 tonnes of electronic waste is generated in Kenya annually. This
comprises approximately 11,400 tonnes from refrigerators, 2,800 tonnes from TVs, 2,500
tonnes from personal computers, 500 tonnes from printers and 150 tonnes from mobile
phones (Press Release UNEP, 2010). Using these national figures and urban populations in
the country, Kisumu generates approximately 200 tons (over 16 tons per month or 0.5 tons
per day) of e-waste per year. These figures are set to increase by the introduction of the Laptop
computers to every child entering standard one in all Kenyan primary schools according the
current National Government educational policy.
While electronic waste is a valuable resource, disadvantaged people carry out rudimentary
recycling practices such as burning cables to access the copper and discard the less valuable
parts which pollute the environment and are harmful to their health. Research has shown that
heavy metals such as lead and mercury in the soil contaminates the air and many people
working in the informal sector have respiratory problems and body abnormalities due to
heavy-metal poisoning Kenya is one of the African countries that have established large scale
recycling facilities in Nairobi city to approved international Health, Safety and Environmental
(HSE) standards.
E-waste management is carried out by both the formal and informal sectors. E-waste
management by the formal sector is being spearheaded by the Computer for Schools Kenya
(CFSK) which distributes refurbished computers to schools. Collected computers are
refurbished, some to TV monitors. Some monitors and boards are exported for disposal.
Mobile phone companies like Nokia and service providers like Safaricom have started national
mobile phones/ e-waste collection and recycling schemes which also cover Kisumu city. HP
has set up a national e-waste recycling and disposal facility in Nairobi‟s environs. This also
serves Kisumu city.
On the other hand, the informal e waste management sector in Kisumu city is, like the other
informal sectors, neither registered nor authorized and is characterized by inadequate skills.
This sector‟s activities revolve around dismantling discarded Waste Electrical and Electronic
(WEE) equipment items to recover usable parts, mainly, electronics and scrap metal such as
copper. The remainder is disposed with other domestic waste at the Kachok dumpsite or in the
open spaces.
The following are some of the main e-waste management challenges experienced in Kisumu
city.
Significant amount of second-hand equipment in the market with short remaining
lifespan
Increasing international dumping of e-waste by developed nations in the scheme of
donations to schools and institutions
Inadequate local County regulatory and policy structures to safeguard health,
environment and social consequences of e-waste
Limited capacity and management facilities to deal with e-waste by Kisumu city
management and National agencies like NEMA and KEBS
The city management is working with partners to address the emerging challenges of
electronic waste management. To this end, the city in collaboration with Safaricom launched
an e-waste management initiative, where e-waste receptacles are placed at Safaricom outlets
and residents can drop all forms of old phones for subsequent transportation to Nairobi for
further processing.
Waste Storage Systems
The City Management has managed to install 20 No. 3-in-one litter bins for source-
segregation of waste within the Central Business District (CBD) and 70 single unit litterbins,
all in an effort to manage litter within the CBD (See plate below).
Waste Collection Systems
Current daily collection of garbage is estimated at 25% of estimated daily generation of 385
tons within the city. Routine surface sweeping continues in the CBD of the city and markets,
though hampered by shortage of staff and equipment. Casual labourers are occasionally hired
to augment the regular staff.
All the waste spots with high generation areas within the city have been documented by the
City Department of Environment in a comprehensive report that was done in collaboration
with Millennium Cities Initiative (MCI). These include commercial areas like the CBD, Bus
park and its environs (including Jubilee Market), Kibuye market, Kondele, Manyatta,
Nyalenda, Migosi and Nyawita. Waste collection route plan to guide daily operations has also
been developed to ensure that all the spots are effectively covered and appropriate
interventions put in place.
Community groups have been mobilized within Nyalenda and Manyatta neighbourhoods to
participate in the SWM collection and disposal. The output of the process has culminated in
establishment of a central structure for coordinating the neighbourhood campaigns called
Kisumu County Monthly clean-up Group (KICOMOG). The participation levels in such clean-
ups still remain very low due to limited environmental education and poor attitude/
perception that County Government is responsible for SWM services rather than the waste
generators themselves.
Field investigation and city records showed that refuse collection vehicle types under City of
Kisumu and County Government include the following:-
Equipment operational include:
2 No. farm tractors (with trailers – 1No. in Muhoroni and Nyando sub- counties respectively)
1 No. tractor skip loader tractor in the city: mainly used for collection and transportation of
garbage from Jubilee market, Kibuye Market, other Food Markets and the bus stage.
1 15-ton tipper truck
1 4-ton refuse truck (Canter): It is usually loaded manually making the exercise
extremely labour intensive.
The truck is more often diverted for use in other activities hence minimizing its economic use
in SWM.
City Equipment with mechanical breakdown (62.5%):
1 wheel loader (shovel)
1 4-ton refuse truck (requires “diff” replacement)
1 5-ton skip loader (requires gear box and crank shaft replacement)
1 7-ton refuse compactor truck (old and dilapidated, operation and maintenance costs
are huge, spares not available)
1 40-ton landfill Compactor (requires specialized assessment to diagnose problem)
The equipment in the City under operation was about 37.5%. The refuse collection vehicles in
operation makes on average 1-2 trips per day while the tractor makes at least 2-4 trips per day.
There has been a steady decline in the volume of waste collected by the city management over
the years relative to the growth of the urban population due to various challenges outlined in
this strategic document.
Plate 2: One of the existing waste collection vehicle s at the City Workshop
Yard
Plate 3: One of the Existing Skips being Off-loaded at Kachok Dumping Site
(Photo credit: AWEMAC, 2014)
Status of Kachok Dumpsite
Around 1975, the dumping commenced at the present day Kachok at a disused borrow pit for
the construction of part of the main Kisumu – Nairobi highway. Although illegal, dumping
continued and in the 1990s the site was eventually „recognized‟ by the former City Council as
the official dumping site. Hence, Kachok dumpsite, which is about 2.73 hectares, is the only
designated site for waste disposal in Kisumu city (see plate 5 below). The dumpsite is
unplanned, particularly with respect to siting considerations since it is located in an area not
feasible for such a facility. Furthermore, operations at the site are haphazard without specific
operational guidelines and there is lack of appropriate equipment as well as the necessary
expertise. Often, burning of waste is done to reduce the volume of waste and preserve disposal
space at the site. The poor aesthetics, noise, odour from decaying organic matter, dust, smoke,
and gases generated from the site, insecurity concerns, public health implications do directly
and indirectly affect the neighbourhood of Kachok and residents of Kisumu city in general.
The facility has been undergoing rehabilitation by constructing a temporary perimeter fence
using corrugated iron sheets erected to restrict access and contain the waste within the
confined areas demarcated as the disposal site. The landfill compactor for management of
Kachok is broken down thus adding to the management challenges of the facility as this has
had crippled efforts to compact the waste to manage volumes and odour (see plate 6 below).
The facility, therefore, poses significant access challenges for trucks transporting waste for
disposal, more so during the rainy seasons. There is need to open up proper access roads to
facilitate movement of trucks and waste vehicles to ensure the dumping is carried out in a
structured and controlled manner. The drainages also need to be opened up to ease flow of
storm water and special drains opened for leachate control within the facility as
decommissioning is planned.
Plate 4: Status of Kachok Dumpsite (photo credit: AWEMAC, 2014)
Plate 5: Broken down landfill compactor abandoned at the entrance to Moi
Sports Stadium, Kisumu. (Photo credit: AWEMAC, 2014)
Status of the Proposed Sanitary Landfill
The siting study for a Modern Sanitary Landfill for the County has been ongoing in a bid to
relocate the current Kachok dumpsite and during the year 2014 the Consultant (Log Associates
Ltd) identified two potential sites as suitable, located at Kabonyo Settlements (North of Kibos
Sugar Factory) and Majiwa (Past KSR) after rigorous fieldwork exercises. However, formal
opinions from the key lead agencies, namely NEMA, WARMA, KCAA and KAA were not
positive due to their proximity to the Kisumu International Airport and existence of several
natural streams flowing from the neighbouring Nandi Hills. Their surrounding neighbours
were also not re-locating the site into their vicinity. This has greatly hampered the city
management from moving to the next step of design and construction of a sanitary landfill.
The process of identifying a landfill site within a radius of 45Km from the city centre in on-
going to pave way for decommissioning and subsequent rehabilitation of the Kachok site.
Areas in the Muhoroni direction are currently prioritized by the City management due to the
topographical nature in Kisumu.
Waste Recovery and Recycling Activities
There are some informal recycling initiatives within the city, mainly for plastics and paper as
an integrated component of solid waste management system. Most commonly recovered items
are waste paper, plastics, glass/ bottles, scrap metals and some organic wastes (see details in
KISWM baseline surveys of 2014-2015 on waste pickers and households respectively). The
plates below also demonstrate ongoing intensive waste recovery activities in the city.
Plate 6: A Plastics Recycling Centre, off-Ondiek Highway
Plate 7: Recycling of scrap metals in Kibuye Market by the informal sector
Environmental Awareness Activities
The Department of Environment, Kisumu County has made attempts in environmental
awareness through various initiatives and partnerships. These include: Environmental
Awareness Initiatives and City Monthly Clean-up Programme.
Environmental Awareness Initiatives: Increased awareness creation and community
participation in SWM, manifested in groups coming up to take responsibility over waste
management within their jurisdiction, e.g. Kibuye Traders Clean-up initiative. Presently the
initiative is being extended to Manyatta estate, with the support of Kisumu Local Interaction
Platform (KLIP). KLIP, which is an international NGO initiative, provides a public interactive
platform on environmental awareness through annual events that offer the participants the
opportunity to partake in bicycle races, exhibitions, traditional dances and songs as well as a
youth football tournament.
City Monthly Clean-up Programme: This programme was launched on 6th July 2013,
during a huge function held at the Jomo Kenyatta Sports Grounds, pursuant to a declaration
by H.E the Governor during Madaraka Day Celebrations on 1st June 2013 that the County
government would set aside every 1st Saturday of the month as a clean-up day. The Ministry of
Environmental Management took up the challenge and mobilized stakeholders for a very
successful launch which saw the participation from several stakeholders who, not only donated
several tools and equipment for clean-up purposes but also been turning up to participate in
the clean-ups that are held consistently at various focal points within the County (see plate
below). Subsequent clean-ups have been done every first Saturday (and first Sundays of every
month for the Seventh Day Adventists -SDA faithful who are many in the city). For Kibuye
market, there is also an effort to encourage all the market users to participate in clean-ups
every Monday morning since Sundays are the main market days.
The Kisumu City management is planning to procure the services of a community organizing
or private firm/ NGO to mobilise and organize community members into grassroots structures
for improving the existing community level solid waste collection, transportation and disposal
systems through monthly neighbourhood environmental clean-up and awareness creation
campaign, with emphasis on the 3 Rs (Reuse, Reduce and Recycle) principles. Community
Organizing for Monthly Neighbourhood Environmental Clean-Up Campaign will set in place
process of community ownership of the implementation of ISUD and all related city
environmental projects. This will act as a linkage with the Kisumu ISUD.
Plate 9: Kisumu City Monthly Clean-ups (Photo Credits: Kisumu County
Government)
Revenue from waste management and other environmental
services
The Department of Environment is primarily structured as a service delivery entity and thus
does not focus much on revenue collection. In the period 2013/2014 (July 1st 2013 – June 30th
2014) alone, the department collected total a revenue of Ksh. 2,257,700 as shown below,
indicating major gaps in revenue collection policies. It also shows that the county government
is not collecting any fee from waste generators in the city leaving a major financial gap. There
exists great potential for sustainability of the SWM services if reforms proposed in this strategy
are fully implemented.
Table 4: Revenue collection by the Department of Environment, Kisumu County
in the period 2013/2014
S
/
N
o
.
SOURCE AMOUNT
(Ksh)
1
.
Noise
regulation
license &
permit
622,800
2
.
Tipping fee 120,000
3
.
Cess (murram,
sand, etc)
1,439,900
4 Tree felling 75,000
TOTAL 2,257,700
Source: Kisumu County Government, 2014
The County Ministry of Environmental Management through the City Directorate of
Environment is in the process of establishing a section dealing with revenue collection by
deploying specific officers to handle the task as one of its key output areas. Other revenue
streams like solid waste permits, private tree nursery permits are planned to be implemented
as from the financial year 2015/16, as a move to streamline and strengthen the section, without
compromising the objectives of other programmes. The Ministry has also put in place
appropriate structures for collection of EIA review fees from developers to facilitate site visits
of emerging projects, but this lacks national legal support through EMCA, 1999.
Views of the community on the current SWM problems
Consultation of the community members through public forums at the Ward levels, City
Managers and key stakeholders, the extent and nature of the solid waste management problem
in the city can be summarized below (see details in the 2015 KISWM community consultation
report):
Rapid urbanization within the County, significantly impacting on the levels of waste
generation
Shortage of trained staff, both technical and labourer category for waste management
both in the public and private sectors.
Dilapidated infrastructure, including storage facilities, skips for collection and trucks
for waste transportation. The security of the skips is not guaranteed due to their poor
locations and lack of community ownership of the facilities. Delays in repairs of waste
transportation trucks and other refuel collection equipment is also common.
Lack of designated well-designed transfer stations
Poor attitude, limited sensitisation and lack of awareness among the city residents on
waste management. Mixed waste due to lack of source separation programmes is
critical to the failure of the whole system
Lack of effective and efficient organizational structures at the city.
Lack of designated disposal site outside the CBD. The waste collection and tipping
charges are unstandardized
Community participation and ownership is very low
Weak structures for enforcement (shortage of trained enforcement staff). This is also
due to limited community participation in the existing organizational structure.
Low level financial investment in solid waste management infrastructure for efficient
and effective collection, transportation, treatment and safe disposal
Poor systems and infrastructure for management of hazardous waste, including clinical
waste, asbestos (as residents replace old dilapidated roofing materials in old estates
like Ondiek, Arina, etc)
Low levels of waste reduction and recycling technology, including lack of adequate
infrastructure and policy framework for the same. There is increased use of plastics for
packaging, especially low density plastics
Inadequate training of youths and other community members on recycling of waste,
bones, plastics, scarp metals, glass, charcoal, tissue papers, organic waste, etc.
Delays in procurement of requisite tools and equipment (including trucks)
Lack of an effective framework for PPP in SWM at the county level, hence lack of
motivation to the private sector actors. For example, there is too much bureaucracy on
the tracking documents for the private collectors at CoK offices.
Emerging new streams of waste, e.g. e-waste, End-of-Life-Vehicles (ELVs), condoms,
and sanitary waste (pads and pampers) posing new environmental management
challenges
Inadequate county laws and policies to deal with solid waste management in the city
Lack of public toilets in all the wards and the CBD compared to the existing population
leading to disposal of human waste in open spaces or communal waste dumps leading
to contamination of waste at source. Street children also dispose human waste in the
streets at night due to inadequate sanitary facilities in the CBD.
Failure of most real estate property owners to provide space for garbage disposal
especially in Obunga, Manyatta and Kondele estates.
Inability of the urban poor to afford the services of the existing high charges of private
waste collectors. However, they are willing to pay form if the sector is reformed.
Poor planning during the construction of houses by the landlords because they are
either built close to roads, near trenches or without toilets which leads to lack of space
for storage facilities. It also hampers waste collection equipment.
Haphazard disposal of harzardous waste, plastic/polythene papers, condoms, and
sanitary waste (pampers and sanitary towels). The number of standard incinerators in
hospitals for hazardous waste management if the city are inadequate
The policies of integrating the informal sector actors into the mainstream activities of
the County government are limited
Political interference in matters of waste management in the city.
There is no designated yard established by the County government for disposal of the
End of Live Vehicles (ELVs)
CHAPTER TWO: STRATEGIC AREAS,
OBJECTIVES AND PROPOSED ACTIONS
Based on the baseline surveys; existing literature on the County, community and stakeholder
consultations, and existing city development plans, policies and laws, the existing ISWM
strategy was reviewed through a rigorous process and eight (8) prioritised strategic areas were
identified. The integrated SWM and PPP approaches have been applied in this process to
ensure sustainability in the proposed strategies.
The eight (8) strategic areas are to be implemented in the next 10 years of this strategic plan
include:-
1. Waste Reduction at Source
2. Waste Recycling and Composting
3. Incineration and Waste To Energy Recovery
4. Planning for a Sustainable Solid Waste Management System
5. Institutional and Organizational Reforms
6. Capacity Building, Environmental Planning, Education and Awareness
7. Management of Hazardous and Special Wastes: E-Waste, Medical Waste, Waste Tyres
and ELVs
8. Resource Mobilization through Public Private Partnerships (PPPs) and Financing
Reforms
Details of each of these strategies are outline below.
STRATEGY 1: WASTE REDUCTION AT SOURCE
Waste reduction at source is the first priority in the ISWM hierarchy. In this strategic plan,
source reduction implies reducing the volume of waste at the source/ point of generation by
changing the material-generating process. It includes incorporating reduction in the design,
manufacture, sale, purchase, and use of products and packaging. Other terms that may be used
to mean source reduction, include waste prevention and waste minimization.
Source reduction strategy objective is to reduce the amount of materials the City will produce
and the harmful environmental effects associated with their production and disposal. It
includes: reduced material use in product manufacture, increased useful life of a product
through durability and ease-to-repair, material reuse, reduced/ more efficient consumer use
of materials, and increased production efficiency resulting in less production of waste. Source
reduction will offer several opportunities for cost savings for the City management which
include direct savings on waste collection, transportation, and disposal costs. Specific actions
proposed are outlined below.
Waste Reduction Strategies and actions
Source reduction legislation: Source reduction legislation should be reviewed in order to
provide guidelines on the following:
County Government procurement and purchasing requirements
Packaging requirements and guidelines
Labeling guidelines
Business licensing and reporting requirements on waste management
Banning garden and farm waste from disposal in the City landfill to encourage
composting at the source
Banning specific types of packaging (especially unstandardized plastic bags) for items
bought from the supermarkets, shops, kiosks, markets, hardware shops, etc.
Economic incentives: Introduce both economic incentives and disincentives to encourage
source reduction.
Proposed possible economic incentives include the following:
Fund research and development of source reduction and education programs in
collaboration with public Universities in the region (like Maseno and Jaramogi Oginga
Odinga University of Science and Technology Universities) by postgraduate students or
postdoctoral works. For example, there is need for life cycle analysis of all products in the
market. The results should be formulated into waste management policy briefs for easy
utilization by the County Government
Supporting short term waste management and recycling technology training programs at
technical colleges targeting youths, disabled and marginalized individuals.
Establish waste business centers to act as waste exchange points. Waste exchange is
where the waste product of one process becomes the raw material for a second process.
This is similar to using pre-consumer recycled material in a product. This represents a
way of reducing waste disposal through reuse for that which cannot be eliminated.
The County Government should sponsor programs or create opportunities for volunteer
programs such as neighbourhood recycling workshops within the proposed Taka-n-Pesa
(Waste-is-Money) Centres.
Developing source reduction measurement standards and improved product designs to
ensure value addition to final products.
Funding other materials reuse programs and businesses
Provide grants and annual prizes to recycling businesses, e.g. for motor vehicles,
electronics, scrap metals, etc.
Provide prize recognition for businesses that embrace waste reduction at source,
especially plastic waste
Providing grants, prizes and incentives to schools and other learning institutions who
have put in place measures to reduce waste paper generation at source
Proposed economic disincentives include the following:-
Creating local taxes/ charges that reflect disposal costs of packaging
Increase charges for disposal of product that can be recovered at source and reused
Instituting volume-based rates for all waste collection programs. All large waste
generators to pay more.
Annual waste audits: Waste audits or assessments are the keys to successful source
reduction programs in Kisumu City. They will involve assessing the material flow through an
institution or businesses and preparing accounting for the amount of materials purchased,
used, recycled and disposed off. This should be integrated to the National Environment
Management Authority (NEMA) annual Environmental Audit of businesses by making it
mandatory for the City Management receiving copies of such audit reports as a feedback
mechanism. The City Directorate of Environment should develop work sheets and guidelines
that will help in guiding waste audits by various institutions and businesses in the city.
Selective purchasing: City management offices, organizations, institutions, and
individuals should be educated and required to preferentially purchase products that are
durable, reusable, and repairable; buy in bulk; and avoid purchasing single-use products. It is
important for solid waste, environmental, and purchasing officials at all levels of city
management to work together in planning, implementing, and monitoring source reduction
programs.
Reduction strategies for local industries: Kisumu city has some light industries. These
include textile, molasses, waste recycling plants and agricultural produce processors. Also
present in the main industrial area are large scale factories for maize milling, soft drinks, and
fish processing plants. Other small industries are active in tailoring, making of handicrafts,
housing and construction materials and boat-building. Proposed source reduction strategies
for local formal and informal industries include the following:
Designing products and packaging with durability, reuse, and ease of repair in mind
Initiating "in-house" source reduction programs at company facilities
Reduction strategies for offices, institutions and businesses: Proposed source
reduction strategies for private and public offices, institutions and organisation, and local
businesses within the city include the following:
All businesses, offices and institutions in the City to develop and integrate source
reduction internal policies
Promoting of copy double sided (back-to-back) printing in all offices, cyber cafes,
printing and photocopying bureaus.
Use of electronic mail among all staff of institutions/ organizations. Ensure all staff have
access to email address.
Install online systems that use bulk Short Message Service (SMS) among staff of the
County and other institutions will help local institutions and businesses to increase
overall efficiency, reduction of waste paper generation, office space for storage of
documents and overall operation costs. The system will further reduce advertising,
environmental education/ awareness and billing costs, and also improve on emergency
notifications. Bulk messaging will let the County Government deliver SMS messages on
waste management, reduction, recycling, etc. to all residents almost anywhere in the
County.
Circulate only one copy of printed material (memos, documents); use routing slips
indicating who should read it and who has already seen it.
Establish central physical and on-line document and file storage areas and systems.
Reuse paper that has been printed on only one side for different purposes.
Promote eco- shopping, i.e. the reuse and return of packaging materials
Establish waste exchanges through the proposed waste business centres.
Encourage businesses to sell items in reusable containers.
Shops and supermarkets to provide items in bulk (with discounts) and encourage
shoppers to buy in bulk to reduce packaging waste.
Supermarkets and businesses to provide shoppers with incentives to reuse packaging
materials like bags, cartons, boxes, etc.
City Environment Directorate to appoint waste reduction programs coordinator
Promote donation of household items like old clothes, utensils for re-use rather than
disposal to dumpsite. This can be done through material exchange/ reuse information
programs. Material exchange is where the City managers bring together residents who
would like to discard any unnecessary or unwanted items with residents who are looking
for used items in good condition. This could be done monthly or quarterly at city-wide
level.
Source reduction campaigns: Source reduction programs aimed at consumers and
residents can achieve significant benefits. An aggressive source reduction campaign for the
residential/consumer sector involves using a variety of approaches, in addition to regulatory
tools. Decision makers can consider using the following:
Economic incentives, such as weight-based garbage fees for all generators.
Environmental Education programmes in all Schools, Churches, Mosques, and
Institutions.
Provision of technical assistance and promotions aimed at increasing participation in
source reduction activities like plastic paper bags reduction programs. This should mainly
foster reducing the number of plastic bags emerging from major supermarkets (e.g.
Nakumatt, Uchumi, Tuskys, Tumaini, Naivas, Ukwala, Yatin, etc.) in the City in
agreement with the recent law.
Promotion of backyard composting practices especially in Schools, high income areas,
Hotels, Hospitals (kitchen waste only), and other Institutions that produce large amounts
of organic waste.
Educate the public on waste reduction legislations and best practices.
Reduction of Plastic Waste
Plastic bags have a number of advantages over their substitutes. As a result, they have, through
the years, replaced traditional and paper (khaki) bags and secured a firm place in the consumer
economy of today including within emerging urban centres and hence the fastest growing
component of the waste stream. They have also a number of good environmental qualities. In
this regard, some studies have documented reduced generation of solid waste, reduced
emissions to water and reduced energy consumption in the production of plastic bags as
compared to paper bags. However, an assessment of their environmental impacts cannot be
complete without consideration of their total lifecycle repercussions, especially end-of life
impacts.
It is estimated that over 200,000 plastics bags (2 bags per family) are generated daily
(73million/ per year) from Supermarkets and informal Shops in the City. The vast majority
destined to end up in the environment, clogging sewers and drains, act as mosquito breeding
grounds, blight of landscapes and trees, polluting soil and water, posing a danger to aquatic
life and causing death to livestock when inadvertently consumed. Plastic bags take a long time
to degrade. Community consultations indicated that flimsy plastic bags are also associated
with „flying toilets‟, another growing concern in slum settlements like Nyalenda, Manyatta,
Obunga and others. As a result, concern has been expressed from the public at large.
According to the banning law published in March 2017, city management should work with all
major supermarkets and shops in the City and reduce the number of plastic bags used to
package items for shoppers. Members of the public recommended the following measures for
implementation by the City management:
The use of bags made from cotton, sisal, corn, banana leaves, paper and cloth should
be encouraged. This includes the use of traditional baskets („kiondos‟).
Use of green bags/ bio-degradable/ photo-degradable plastic bags or brown bags. A
small fee to cover the bag costs can be added into products indirectly.
Use of milk dispensers in milk supermarkets and all shopping centres, etc. to reduce
the number of plastic milk packets.
Reusing of shopping sturdy bags
Households, hotels and food stores to refrigerate food in containers rather than plastic
bags.
Promote public awareness campaigns on reduction of plastic bag usage.
All Supermarkets operating in Kisumu to adopt the proposed 3-colour coding system proposed
in this strategic document. This is in line with the 3R principle of plastic waste management:
re-use, reduce, and recycle. Heavier/ standard bags will also be easier to collect and recycle.
This will increase jobs in the recycling (jua kali) sector for City residents.
Plate 9: Plastic bags versus green bags in Nakumatt Supermarkets in the East
Africa Region (Photo Credits: AWEMAC, 2014)
Successful Initiatives on Waste Reduction for Replication
From mid-2013, Nakumatt Holdings Ltd which has 2 major supermarket outlets in Kisumu
(Mega City and Nakumatt Nyanza (Mega Plaza branches) unveiled an internal initiative to
reduce the use of plastic paper bags across its branches in East Africa through an elaborate
behavioural change campaign. The Nakumatt campaign is geared at imploring shoppers to
consider allowing their shopping to be packed in reusable bags, used cartons and bales instead
of plastic or paper bags. The Project has already started bearing fruit with Nakumatt
management reporting a 15% reduction of its plastic and paper bag usage. To encourage the
uptake of the project, Nakumatt Smart shoppers also earn two extra Nakumatt smart points
every time they come shopping with their reusable bags at Nakumatt.
In addition, a donation is made by Nakumatt Holdings to Africa Medical Research Foundation
(AMREF) for every purchase of a Nakumatt re-usable bag. All these are efforts geared at
reducing the consumption of plastic bags by 85% in the long run. Nakumatt management
believes that the plastics war can only be won through an aggressive, ambitious, integrated,
focused and sustainable approach geared at sensitising end users and shoppers to adopt a
more responsible attitude by refraining from the use of plastic bags and opting to use reusable
bags. Besides shoppers, the company is also engaged in a consultative process with key
suppliers to reduce unnecessary use of plastics in product packaging.
Nakumatt, Naivas, Tuskys, Text Book Centre, Ukwala, and PC World have formed a national
forum hosted by the Retail Trade Association of Kenya (RETRAK) to push for Kenyan
shoppers to pay for the plastic bags used to pack groceries from supermarkets. This is aimed
at tackling the environmental menace posed by polythene bags and reduce operational costs.
On the other hand, over the past five years, campaigns to reduce the use of plastic bags in the
East African region have been gathering pace. Last year, the East African Legislative Assembly
(EALA) passed the Polythene Materials Act, which is supposed to impose levies on producers
and consumers of plastic bags. The levy was a compromise on the part of the East African
Community (EAC) member states after Kenya argued that a blanket ban on polythene bags
would harm the local economy. It is estimated that manufacturers of plastic bags in Kenya
currently employ thousands of people directly since there are many people engaged in the
distribution network, performing different jobs ranging from transportation to sales in the
streets near markets. However, the EAC Polythene Materials Control law is yet to be
implemented. The some of the above successful initiatives could be replicated by the City
management to reduce waste generation.
Monitoring and Evaluation of Source Reduction
Monitoring by the City Directorate of Environment should be an integral part of source
reduction programs. Although standardized methods to measure source reduction have yet to
be developed, tracking the costs associated with source reduction and integrating them into
the decision-making process is essential to developing accountability. Monitoring will also
facilitate evaluation of programs for efficiency and identifying other possible source reduction
measures and program revisions. For example, close monitoring programs with major
Supermarkets management will provide information on the number of plastic bags that have
reduced over time.
STRATEGY 2: WASTE RECYCLING AND COMPOSTING
Recycling is the process by which materials otherwise destined for disposal are separated at
source, collected, processed, and remanufactured or reused. This is increasingly being adopted
by urban communities as a method of managing municipal waste and source of income for the
urban poor. Whether publicly or privately operated, a well-run recycling program can divert a
significant percentage of municipal, institutional, and business waste from disposal and can
help to control waste management costs by generating revenue through the sale of recyclable
materials. Public support for establishing recycling programs continues to increase in Kenyan
towns.
As discussed earlier, there is a potential of recycling about 27% (waste paper, plastics, glass
and scrap metals) and composting up to 63% (organic waste) of the total solid waste produced
in Kisumu city (refer to KISWM baseline survey, 2015). For the recycling and composting
programs to succeed, the city management must aim at continually providing consistent
stream of high-quality (free of contaminants) recovered waste materials that meet the
standards of the marketplace and limit health risks to workers involved in the sector and
therefore consider an upstream sorting of the recyclable waste.
The strategies proposed are categorised into two: 1) recycling, and 2) compositing.
Recycling Strategies
Establishing an effective recycling program presents major administrative and political
challenges to the city. For a successful program, strategies proposed and procedures should be
continually reviewed and adjusted according to evolving conditions and changing community
needs and waste characteristics. The recycling program proposed uses systems approach -
where all program components are interrelated, with public participation, public convenience
and support in mind as it emerged from the community forums conducted. Proposed
strategies are:
Promote Reducing, Reusing and Recycling of waste (3Rs) approach: It is expected
that this will lead to the development of appropriate infrastructure to facilitate waste
separation and recovery at source, promotion of incentives as well as formalizing informal
waste entrepreneurs in the city.
Taka-n-Pesa Centres: Establishment of at least 4 to 5 well-designed and branded Taka- n-
Pesa (local language meaning Waste-is-Money) Centres (waste recycling / waste business
centres) in various parts of the city to filter off the recyclables within the waste pathway and
ensure economic benefits are extracted along the value chain. The proposed sites for Taka- n-
Pesa Centres are: Kasagam, Car Wash/ Manyattta, Migosi, Mamboleo and Kisat/ Airport, in
addition to smaller centres which will be located at the collection platforms used for household
waste. This idea should start with piloting around two (2) centres to assess their impact in
waste management and jobs creation. Mamboleo and Kasagam sites are the most
recommended for piloting in the first two years of this strategy because land acquisition and
availability might not be a major challenge at these sites. They also have sufficient space for
future expansion for other commercial activities.
To facilitate the waste exchange between industries and to market reusable materials at the
waste Centres, a computer-based Waste Exchange Platform (WEX) should be is established.
The WEX shall provide a database on the wastes available at the centres (industry waste as
well as post-consumer wastes) and operate on current marketing practices. Once the Centres
are in operation, individuals as well as businesses and industries can sell recyclable/reusable
waste to the Centres. The Centres should initially accept only inorganic recyclables that have
already been separated at the source from municipal solid waste generated by residential,
commercial, institutional or industrial sources.
The city management should in the short-term acquire the lands proposed and design
theTaka-n-Pesa Centres. Three crucial considerations in designing Taka-n-Pesa Centres
(Material Recovery Facilities- MRFs or Waste Exchange Centres- WECs) should be taken into
account by whoever will be undertaking detailed designs:
The points selected will accommodate required buildings, traffic and space for storage
and operations.
Layout and equipment must facilitate efficient and safe materials processing, movement,
and storage in compliance with local building codes.
Design must allow efficient and safe external access and internal traffic flow.
Support facilities like offices, sanitary block, electricity, ICT infrastructure, showroom of
final products, cooperative office, etc. should be included in the design.
The County Government shall initially support the Taka-n-Pesa Centres by budgeting for
personnel, equipment, building, and other expenses;
City Waste Recycling Park: An investment proposal to develop a Waste Recycling Park
for identified wastes in the city area is proposed at the existing Jomo Kenyatta Sports Ground
waste compositing area based at the CBD or the Kachok Dumpsite after successful
Decommissioning. In this park, the city shall encourage setting up of small-scale waste
recycling technologies that serve as a model for local businesses. The city should act as a
facilitator of the park while private investors/industrialists may own the individual recycling
machines in small spaces of about 15m2-25m2. The support infrastructure facilities shall be
provided by the city at a reasonable cost to ensure long-term sustainability.
The park will provide incubation and capacity building infrastructure to young investors from
the County to set up recycling industries in other major towns in Kenya, East Africa and Africa
in general. The park will also serve as a demonstration site for civil society, especially for
students and others interested to learn about waste recycling and resource recovery. The park
design should accommodate an environmental education training section with a library for
research and public information. The park should be designed in such a way that it does not
create any new environmental burdens for the city or the neighbouring businesses, thus
emulating the model of eco-industrial parks. It should be modelled to generate some basic
income at a no-profit basis to support its activities. The centre should target visitors from other
Counties and integrate itself to the existing western Kenya tourist circuit. The centre may
incorporate some services like mobile money transfer services (Mpesa, Airtel money etc), food
canteens, Eco-toilets, etc. for sustainability purposes.
Pilot Biogas Plant & Composting Station: Parallel to the development of the Waste
Recycling Park, an organic waste-based biogas generation unit and a composting station can
be developed to help convert organic waste into useful materials/energy and thus promote
resource efficiency. The Directorate of Environment will prepare an investment proposal to
secure private sector participation. The station shall be designed to use waste segregated at
source to ensure availability of clean biodegradable materials for the bio- generating unit and
composting station. The organic materials can be made available to the other industries in the
Waste Recycling Park. To ensure the quality of the final product and guarantee that the
compost produced is suitable as organic manure for urban and rural agriculture, expert advice
will be solicited. The composting station should also be designed based on modern scientific
standards and shall serve as a model training center for other counties.
Market development for waste materials and recycled products: City
management should pursue several options for market development for waste materials and
recycled products. This can be done through legislative options, economic incentives, recycling
technology developments and improvements, development of transportation networks and
systems, business development, education strategies, and cooperative marketing.
City recycling program organization: To be successful, the recycling program must
be run like a business, rely on trained personnel, and use the proposed institutionalized
structures (Ward/ Unit/Village system) within the community. Recycling programs may be
designed to be purely public (run by city management as a demonstration and source of
income), public and private (run through shareholding in a public company), or purely private
(non-profit or for profit).
A 12-component specific and step-by-step plan is proposed to provide an outline for a
successful city recycling program design:
Recycling goal: It is proposed that the City Management shall target to recycle about 15 % of
the inorganic solid waste collected in the City and 50% of organic waste.
Characterization of recyclables in terms of volumes and accessibility: Should be undertaken
by the City Environment Directorate once every year to obtain planning statistics and changing
trends in waste characteristics.
Assess and generate sustainable political support: City Environment Directorate should
engage community and elected leaders at the Ward and Unit levels to get their support in
source separation, willingness to pay for the waste management services, management of
community facilities like transfer stations/ skips/ waste collection containers.
Cooperative marketing: Joint/ cooperative marketing of recyclable material can enhance
marketability by increasing the volume of material available to buyers and consumers.
Organize waste materials sellers, pickers and small recyclers/ artisans into cooperatives. The
purpose of the cooperative movement will be to help waste sellers, pickers and small scale/
informal recyclers in the City to make savings and also market their waste materials and
recycled products at better and negotiated prices. It was clear from baseline surveys that waste
pickers and small –scale recyclers lose a significant amount of profits to middlemen who sell
the recyclables to industries. Establishing cooperatives, waste pickers, sellers and recyclers can
circumvent the middlemen majorly from Nairobi and increase their profits. The cooperative
should also provide welfare services for its members and help to dignify informal waste
recycling activities.
Cooperatives involved should have clear organizational structures and annual plans should be
developed by registered members. These cooperative(s) should be benchmarked with
successful similar cooperatives in Colombia, Brazil, Argentina, Mexico, Philippines, India, and
Indonesia, where the members of the cooperatives have benefitted from increased incomes
and profits.
The PPP approach proposed herein shall provide opportunities for cooperatives in the sector
to render services for a fee, such as the collection of wastes and / or recyclables, street
sweeping, composting operations, and materials recovery facilities. The incorporation of
small-scale waste actors into formal ISWM programs and the awarding of contracts to waste
management cooperatives can save the City money while providing a steady income to waste
pickers and small recyclers.
Assessment of markets, market structure and market development strategies for recyclables:
The above proposed cooperative through the technical support of the City Management to
undertake annual assessment of markets and market development strategies for recyclables.
The county government shall endeavour to secure stable, reliable markets by basing marketing
decisions on a clear understanding of the recyclables market system, and sharing decision
making among waste sellers, county government officials, the public, and other relevant
private sector actors. Assessing markets should involve identifying, profiling, selecting and
contracting buyers.
Appropriate waste management technology for collection and processing: Target to
undertake recycling at small and medium scale using appropriate technologies.
Annual budget for city recycling programs: Provide an annual budget of about Ksh. 5-10
million for supporting recycling activities by enterprising community groups and private
sector every year.
Design of storage containers/ facilities: A three colour (Green, Red and Yellow) waste
separation system at the point of generation or source is recommended where it will be
possible:-
Plate 10: Proposed colour-coding options for waste segregation/separation in
the County of Kisumu
GREEN: Organic / Wet/ bio-degradable and compostable waste (mainly food wastes)
YELLOW: Inorganic Materials/ Dry waste (waste paper, glass, scrap metals, plastics)
RED: Hazardous/ dangerous materials/ Others (Clinical waste generated at the homes,
batteries, pampers, expired chemicals and drugs, etc.)
The design, size and type of storage facilities must clearly distinguish the 3 colours and this
must be legalised by county laws. Various designs, sizes and types of containers are
recommended as outlined elsewhere in this strategy.
When small amounts of waste generated, a single container with three colours or plastic bags
of different colours should be designed and legalised by the county government for
households. For institutions, different containers with different colour codes are
recommended as the most appropriate facilities. These colour system/codes should be
implemented through a city-wide campaign and environmental education awareness system,
piloting, exhibitions and demonstrations using all forms of media by targeting all city
residents, students, etc. Mandatory waste separation at source and recycling regulations with
option and flexibility are recommended for this strategy to work in the short and long run.
Siting of collection points and options for preparing recyclables for collection: Eight hundred
and fifty (850) potential waste collection points were identified and geo-referenced (see
KISWM Baseline Survey Report, 2015) for long term planning on the siting of collections
points. The GPS points shall be used as a general guide to locations. However, the most
convenient, acceptable and cost-effective collection points shall be selected by the community
using the Ward Units / Village system and officials. Collection from the communal/ village
points is recommended to be contracted locally to a community group of youths or women or
a cooperative of waste management actors like waste pickers.
Recommended options for preparing recyclables for collection will depend on individual
community/ estate needs and circumstances that are appropriate. The options recommended
include the following:
Source separation using the 3-colour system (Green, Red and Yellow)
Curbside collection for multiple-family dwellings/ Apartments or gated estates
House-to-house/ door-to-door collection
Establishment of Taka-n-Pesa centres as drop-off centers for recyclables to support
the youths and women in the sector without pay or for cash from high and medium
income residents
Mixed waste collection for a higher fee (of upto three times is recommended)
Recommended options for collecting recyclables from collection points to the Taka-n-Pesa
centres may include the following:
Using existing city workers for waste and recyclables
Using private companies for recyclables only
Using private haulers for waste and recyclables.
A combination of the above three options for the city is recommended depending on the estate
and waste characteristics.
The proposed Ramp Platform to gather waste should integrate the recovery of materials from
the separation at source. They should be carefully management such a way by the city.
Start-up plan and commencement of recycling programme: The City management
in partnership with various stakeholders should start with a voluntary or pilot recycling
program, and use information and experience gained from it to plan for a large-scale recycling
program. The first step will be to select one Unit in High, Medium and Low estates to pilot the
waste segregation and recycling programs proposed in a period of about 6-12 months. Piloting
can also be done in one Unit per Ward depending on availability of funds. Then, the city
management shall use lessons learned and roll out a mandatory recycling program throughout
the 14 Wards and all approved Ward management Units.
Implement education and publicity program: The whole range of the system proposed
should be implemented through a city-wide campaign and environmental education
awareness system, piloting, exhibitions and demonstrations using all forms of media by
targeting all city residents, students, etc. The proposed section of Environmental Planning,
Education and Awareness (EPEA) within the Directorate of City Environment should take a
leading role in the implementation of education and publicity program. Program publicity,
promotion, and education must be a continuous process.
Monitoring and Evaluation (M&E): The whole program components shall be
continuously monitored and evaluated at the end of every financial year to undertake
necessary review and adjustments to achieve success. The City Directorate of Environment
will design monitoring system using indicators given in this strategy.
Composting Strategies
The compositing programs should target compostable portion (60%) of mixed solid waste,
including food wastes, waste paper products, and other decomposable organics. Composting
organic materials can significantly reduce waste generated and offers economic advantages for
the city and county government since the costs of other options are high. Composting as part
of recycling is the second component in the hierarchy of ISWM as source reduction. When
developing and promoting a composting program and when marketing the resulting compost,
Kisumu city planners and managers should stress that the composting process is an
environmentally sound and beneficial means of recycling organic materials, not a means of
waste disposal. Developing and operating successful composting programs in Kisumu City
presents several challenges. The challenges that need to be solved during the strategic period
include the following:
Lack of waste separation as source and collection systems
Developing markets and end uses
Inadequate or non-existing national standards for finished compost
Lack of knowledge and experienced technical staff on composting
Potential problems with odours
Controlling of contaminants from composting sites
Usually low price of sales
For this strategy to succeed, the composting procedures recommended at the community/
household level, Taka-n-Pesa Centres and at a large scale at the approved county
sanitary landfill are:
Collection of organic materials from the source and starting by markets where the organic
part is high
Making of compost piles at the household, institutional centres
Turning, monitoring and screening of final product
Packaging and marketing of the compost
Utilization of compost in agricultural farms, urban forestry, urban agriculture, and
landscaping
Political support: Get political support for changing the communitys waste management
approach by the residents, MCAs and other leaders, CBOs, NGOs, etc. Most city composting
projects, whether county or privately operated, will require some county governmental
political and financial support or approval.
Composting sites: composting is recommended at the community/ household level
(Backyard Composting), institutions, hotel backyards, Taka-n-Pesa centres in small-scales
and on a large scale at the approved county sanitary landfill. All actors must avoid using mixed
waste for composting purposes due to contamination. Construction of a composting facility at
an approved sanitary landfill is recommended because it will have its benefits. One of the
major advantages is the savings in transportation costs for the compost which should be close
to the markets and also for the non-compostable and non-recyclable wastes. A second
advantage is that the difficulty of acquiring a site is significantly reduced.
Potential compost uses and marketing: Marketing compost products is crucial to the
success of any program. Market outlets to be targeted to expand the market for compost
include crop farming applications (urban, peri-urban and rural areas), horticulture, tree
nurseries and greenhouses, parks, golf courses, soil remediation, cemeteries, landscaping of
the towns/ urban centres, surface quarry reclamation material, roadside landscaping
management, forestry applications as a top soil, office parks, new housing estates and
playgrounds. The compost can also be used as alternative cover on waste at the sanitary
landfill. All forms of marketing strategies should be used to create market for the compost
product.
Environmental education, awareness and capacity building programs:
- Establishing an effective two-way communication process between county government,
developers and the public is crucial, and public involvement in the must begin during the
planning stages.
- Concerns voiced by public representatives should be addressed as early in the project‟s
development as possible through video shows in various forums that include churches,
schools, radio talks, newspapers and magazines articles/ adverts, T.V. programmes and
public gatherings.
- Communication with community leaders and neighbours of composting sites should be
continuous.
- To ensure good relations, the public should be informed of the types of materials accepted
and prohibited and the collection schedules. A complaint response procedure will also be
important to document and respond to complaints promptly.
- City residents active in composting, planners and managers should visit successful
compost programs in Kenya and other African countries like South Africa to benchmark
an learn appropriate technologies.
Participation of the County Ministry of Agriculture: County Ministry in charge of
Agriculture will be required to take a leading role in market research, developing compost
quality standards, and running demonstration projects, involving of the local farmers and give
practical assistance to farmers and other users on the distribution and sale of the compost
product. Opportunity exists to enhance synergies between urban and peri-urban agriculture
and other urban sectors through multi-stakeholder consultations on rural and urban
agriculture policy, planning and management.
Inventory of materials available for composting: This should be done on a 5 year-
cycle basis for planning purposes. The planning process should include an accurate
assessment of the quantities of materials available for processing and their composition and
sources. This will also help in designing waste collection and other disposal programs.
Composting techniques, needs and compatibility: Composting at a household or
community-level and other centres (like markets) at a small-medium scale is recommended.
Pile, window and in-vessel composting systems are the most recommended in the city. A
successful composting program will require space, trained manpower, the correct tools, good
supply of quality and non-contaminated organic materials, enough water supply and ready
market for the compost. Whichever approach is chosen, it should be compatible with existing
collection, processing, and disposal systems. All composting facilities require some degree of
material separation, which can take place at the source (as with source-separated programs)
or at the processing facility. Labour intensive technologies should be given priority due to
availability of cheap labour in the county.
Organic materials collection: Recommended options for collecting organic materials for
composting purposes from collection points to the ramp platform sites may include the
following:
Using existing City workers for waste and recyclables
Using private companies for recyclables (including organic waste) only
Using private haulers for all waste and recyclables.
County Government composting policy: Composting standards and guidelines should
be regulated by amending the existing laws. The county government should explore the
possibility of setting prices for compost and provide guaranteed supply and flexible price
system. The County Government should also facilitate the process by providing permits,
zoning variances/ change of user, or special land use permits for all composting and recycling
facilities where need arises.
Budget and financing: The County government to budget for about Ksh. 50 million every
financial year (with an annual increment as per the inflation rates) to support composting
programs at various levels. This can be used in constructing composting facilities at the
municipal sanitary landfill and purchase marketing and supply equipment, if needed.
Monitoring and Evaluation: Routine testing and monitoring is an essential part of any
composting operation. At a minimum the following should be monitored: compost mass
temperatures, oxygen concentrations in the compost mass, moisture content, particle size,
maturity of the compost, pH, soluble salts, ammonia, organic and volatile materials content.
Overall, city management must also monitor the percentage of organic materials being
composted, employment opportunities generated, health and safety conditions in composting
sites, compost prices and general market conditions. Periodically, evaluation records will help
to identify where improvements will be needed and provide information necessary for making
the operations more efficient.
Investment in a Small-Scale Commercial Compost Composting Plant
Investment costs for the construction of the plant amount to approximately Ksh. 186,865,000
and include the cost of site, land, procurement of materials for the construction of necessary
facilities, procurement of equipment and machinery as well as the cost of management,
planning, design, and construction.
We assume that the organic waste is already in a landfill area hence avoiding additional
transportation costs. The other assumption is that the organic waste is already sorted out and
all hazardous and inorganic materials have been eliminated at the Central Transfer Station
(CTS).
The total finished product (Compost) is 40% of the total tons processed (400 tons) amounting
to 160 tons/day which translates to 58,400 tons/year. Sale of produced compost (58,400
tons/year), at a cost of 1,700 Ksh. /ton, achieves an annual (average) income of Ksh.
99,280,000. Annual expenses (average) amounting to Ksh. 37,986,543 include operating
costs, Human resource costs taxes and Marketing costs of Ksh. 1,440,000.
Assuming that the funds are provided from borrowed sources in the form of credit from a bank
(Ksh. 186,865,000), in the form of loans to 4 years and the interest rate of 12%, a complete
return on investment is made in 4 years, provided that annually 58,400 tons are produced and
sold. This translates to a positive Net Present value of Ksh. 34,881,451. The summary is shown
in table below (refer also to the photo below).
Table 3: Medium-Scale Compost Plant Financial Analysis Summary
In summary, for the CoK to venture into this option, the following conditions must be met
before a final policy and executive decisions are made:
Undertake a market feasibility study for organic compost in the county and western
region
Ensure all organic waste is separated at the source in all the county‟s urban centres so
us to get the required minimum uncontaminated organic waste material
Ensure that all organic waste is transported to the composting site at no extra cost to
the composting plant investor
Draft county policies and laws that promote organic farming by using organic compost
products produced by the county government. The county government can also
guarantee to purchase a given percentage of compost for farmers. The county
government may also opt to provide an initial short term subsidy to farmers that buy
the compost.
Establish quality control standards and procedures for organic approved by Kenya
Bureau of standards
STRATEGY 3: INCINERATION AND WASTE TO ENERGY
RECOVERY
Prioritization of Incineration for the City
Incineration is a waste treatment process that involves the combustion of organic substances
contained in waste materials. Incineration and other high-temperature waste treatment
systems are described as "thermal treatment". Incineration of waste materials converts the
waste into ash, flue gas, and heat. In some cases, the heat generated by incineration can be
used to generate electric power as will be explained briefly below.
Incinerators reduce the solid mass of the original waste by 80–85% and the volume (already
compressed somewhat in garbage trucks) by averagely 95%, depending on composition and
degree of recovery of materials such as metals from the ash for recycling. This means that while
incineration does not completely replace landfilling, it significantly reduces the necessary
volume for disposal. Furthermore, incineration has particularly strong benefits for the
treatment of certain waste types such as clinical wastes and certain hazardous wastes where
pathogens and toxins can be destroyed by high temperatures.
Incinerators may emit fine particulate, heavy metals, trace dioxin and acid gas, even though
these emissions are relatively low from modern incinerators. Other concerns include proper
management of residues: toxic fly ash, which must be handled in hazardous waste disposal
installation as well as incinerator bottom ash, which must be reused properly. Incineration is
recommended for Kisumu city since the global warming potential of the landfill gas emitted to
atmosphere is approximately 30% higher than the amount of Carbon dioxide (CO2) that would
be emitted by combustion process.
Waste-to-Energy (WtE)
Waste-to-Energy (WtE) or energy-from-waste is the process of generating energy in the form
of electricity and/ or heat from the incineration of waste. Most WtE processes produce
electricity and/or heat directly through combustion, or produce a combustible fuel
commodity, such as methane, methanol, ethanol or synthetic fuels. It is a common modern
development strategy of managing waste in Japan, Germany, USA, France, China, Canada and
other Countries. One problem associated with incinerating Municipal Solid Waste (MSW) to
make electrical energy, is the potential for pollutants to enter the atmosphere with the flue
gases from the boiler. These pollutants can be acidic and may cause environmental damage by
turning rain into acid rain. However modern industrial technology has solved this problem by
the use of lime scrubbers and electro-static precipitators on smokestacks. By- passing the
smoke through the basic lime scrubbers, any acids that might be in the smoke are neutralized
which prevents the acid from reaching the atmosphere and polluting the environment. Many
other devices such as fabric filters, reactors and catalysts also destroy or capture other forms
of pollutants.
Investment Analysis of Waste to Energy Plant
Small investment in a waste to energy plant has been estimated to cost Ksh. 2.0 billion. Such
resources are currently not within the reach of Kisumu County Government considering the
total resources currently earmarked for all her development programmes is less than Ksh.
billion as per its annuals financial reports. This means that the county may need to
http://en.wikipedia.org/wiki/Fly_ash
http://en.wikipedia.org/wiki/Incinerator_bottom_ash
consider financing for this project from external sources subject to guarantee by the National
Government.
Projects of this magnitude require a high tonnage to the sanitary landfill and the county will
have to increase the delivery to the landfill to about 400 tonnes up from the current 273 tonnes
per day available from the city. Collection will therefore have to be marshalled from all of
Kisumu county urban centres and some from neighbouring counties to make this feasible.
Further to this, the County would at a minimum have to negotiate with Kenya Power (KP) to
sell the 9 MWH produced from this investment at $ 35 per MWH for it to be feasible. Based
on this assumption, the payback period is 10 years with the NPV at the end of 20 years being
Ksh. 1,889,720 (see Table below for summary calculations).
It is recommended that further in-depth feasibility studies are carried to establish complete
viability of this venture by analysing waste characteristics on other urban centres in the County
and other surrounding counties like Vihiga, Kakamega, Homabay, Siaya, Kisii, Nyamira and
Nandi. This should explore the economic viability of investments in large-scale WtE plants of
over 1,000 tons. Before attempting the WtE initiative, it will also be essential to investigate
very carefully the moisture content and composition of the waste (after it has been picked over
by informal sector recycling workers) in all seasons because the energy value of some wastes
is so low that incineration is not feasible.
Table 10: Investment Analysis for the 400 ton Waste to Energy Plant
Recovery of energy from waste remaining after organic and recyclable solid waste is removed
is not likely to be cost-effective and could therefore even be counterproductive for the material
recovery projects. Moreover, the recent ban of plastic bags has even more reduced its interest
and benefits.
STRATEGY 4: PLANNING FOR A SUSTAINABLE SOLID
WASTE MANAGEMENT SYSTEM
This strategy focuses on the planning of sustainable storage, collection, transportation and
disposal systems. Storage, collection, transport and disposal are the four essential elements of
any solid waste management system. Compatibility between each of the three stages of storage,
collection and transport is essential to ensure economic operation. The objective of this
strategy is to partly containerise storage, collection and transport system, which does not allow
the waste material to come in contact with the ground at any stage of the collection system.
The proposed specific strategies are outlined under the following sub-headings.
Planning for Storage Facilities: Three Coloured Waste Separation System
The city management should apply the following criteria to select and purchase storage
facilities: Animal proof; insect proof i.e. be protective against breeding of flies/ should have a
lid; weather proof/water proof; washable; robust enough to meet the exigencies of normal use;
fire proof where it is applicable; cost effective and affordability by city residents; and must
have the three approved three (Green, Red and Yellow) colours to promote waste separation
at source wherever it is possible. It is recommendable that all primary and secondary storage
facilities should have excess capacity of 50% to avoid spillage at any point.
The design, size and type of storage facilities should clearly distinguish the 3 colours and this
must be legalised by county laws. Various designs, sizes and types of containers are
recommended as outlined elsewhere in this strategy. These colour system should be
implemented through a city-wide campaign and environmental education awareness system,
piloting, exhibitions and demonstrations using all forms of media by targeting all city
residents, students, institutions, etc. Mandatory waste separation at source and recycling
regulations with options and flexibility are urgently recommended for this strategy to work in
the short and long run.
It is also recommended that a 3-coloured waste separation bins are placed at public places and
various locations including roadsides, parks, schools, sports venues, leisure and cultural
facilities and Government office buildings, as well as public and private housing estates. The
county of Kisumu (CoK) Directorate of Environment shall consider any required adjustments
in the number and locations of the bins based on a number of factors, including requests from
the public, pedestrian flow and the actual amount of recyclables deposited in the bins. The CoK
should encourage and assist property management companies and resident organizations for
provision of waste separation facilities on each building floor to facilitate source separation of
waste by waste generators, as well as broaden the types of recyclables collected.
The city environmental laws should be reviewed to ensure that the responsibility of providing
standard storage facilities lies with waste generators including all businesses and shops in
commercial areas. Each business must provide facilities in strategic points for its customers.
The city can only provide storage facilities in public areas not covered by private businesses.
Only standard storage containers approved under the city laws should be used by waste
generators. Temporary and unstandardized containers e.g. oil drums, cartons, boxes, assorted
plastic bags and household containers should be prohibited.
A variety of facilities may be used for primary storage of solid waste provided they meet the
minimum criteria outlined above. Both, (1) primary i.e. individual and (2) secondary or
communal storage of facilities are recommended for the city. The storage volume/ capacities
and type required for solid waste should be a function of the: number of premises/ business
size served; rate of waste generation; family size/ household size; frequency of collection;
nature e.g. portions of organic/inorganic waste; and abrasiveness of materials e.g. glass,
recyclable or not.
Standardization of primary storage facilities is recommended to maximize labour and
transport productivity. Standardization should be a city-wide policy. Three types of primary
standard containers are recommended:
Standardized plastic bags of three colours (Green, Yellow and Red): Plastic bags
are suitable in a number of ways – they contain moisture if they have not been torn and they
are relatively clean and easy to handle. However, they will require careful organization to
distribute by service providers based on experiences from the private sector. The city must
provide general guidelines to avoid alternative use of the plastics bags and limit susceptibility
to tear by scavenging animals. Mass usage will reduce the cost of the bags and distribution.
Recovery of the bags is recommended so that they may be recycled into new bags, plastic poles
and other products.
Plastic or galvanized -iron bins with lids: These should be promoted in middle and
high income estates, hotels, offices, commercial areas/ businesses and institutions. Capacities
of 10-100 Kgs/ Litres are recommended. They should be used together with standard plastics
bags to promote hygiene standards (see Plate 13 below). Wastes from large containers should
be collected from source.
Street Containers: These should be in City three colours at every point at strategic points
for pedestrians to use. Continuous clarity of the 3 colours and display of environmental
awareness information is critical for waste separation in the streets. Trainers, environmental
inspectors and law enforcers will be required to monitor the usage of these street containers
to ensure their effectiveness.
Plate 13: Street containers with no guiding colours
Planning for Solid Waste Collection
The collection system proposed here below should be operated in an integrated way. This
means that all of the links in the management chain should be considered when any part of
the system is being designed, so that all system components are compatible.
Such a way, the CoK should be able to reach a higher collection rate than the current quarter
(25%) and achieve half of the waste (50%). This objective of collection rate should be achieved
by 2020 for the pilot areas and by 2030 for the whole city.
Frequency of collection: The frequency of collection is influenced by public expectations,
rate of fly breeding and decomposition. An average and general frequency of once per week is
recommended as the minimum standard for solid waste in the City to reduce the cost.
However, in high waste generation spots like markets and busy hotels and other eating places,
hospitals, etc., daily collection is recommended to avoid excess accumulation and
decomposition.
Time of the day and number of collection days: Collection should be done only during
the day (7am-7pm) since the City does not experience must traffic jams like large cities such
Nairobi and Mombasa. Collection at night may be preferred by collection crews during seasons
when daytime temperatures are very high and the sun is very strong. It is recommended that
collection vehicles to operate for 6 days of the week (including weekends) but workers should
be entitled to off-days and over-time where applicable as per labour and constitutional workers’
rights. Workers can work on well-organised shifts like those used in hospitals among medical
staff to ensure a continuous public health service to the city residents.
For industrial, demolition and construction wastes – A big percentage of wastes from
industries and construction sites are not biodegradable so they can be collected less frequently
than household wastes, either on a regular schedule or at the request of the generator. This
also applies to day schools and other institutions without kitchen wastes.
Waste collection points: The point of collection is the location at which the waste passes
from the control of the generator to the control of the collection stakeholder. It is the interface
between the service recipient and the service provider. Despite the time and effort required,
the generator should be responsible for the task of taking the waste to the point of collection
and must be willing to do this work. Accessibility should be considered by Ward-Unit leaders
when planning these points. Communal points should be prioritised by residents to kerbside
systems to reduce house-to-house collection costs. Table 11 below gives the existing 310 Ward-
Units that must be involved in selecting points of waste collections. The roles of Ward-Unit
leadership / environmental committees should be enshrined in the County environmental
laws for this proposed strategies to work.
Table 11: Existing Ward-Units in Kisumu City
S
/
N
Administrative Ward No. of Units
1
.
Migosi 06
2
.
Kondele 06
3
.
Nyalenda A 05
4
.
Nyalenda B 05
5
.
Manyatta B 03
6
.
Central Kolwa 30
7
.
Railways 30
8
.
Milimani/Market 19
9
.
Central Kisumu 36
1
0
.
North Kisumu 26
1
1
.
Kajulu 44
1
2
.
South West Kisumu 37
1
3
.
Kaloleni /Shaurimoyo 22
1
4
.
East Kolwa 41
T
o
t
a
l
310
Stationary waste collection facilities: Recommended secondary/ communal facilities
waste collection facilities may be either stationary or portable units.
The stationary units should be designed as covered containers made of heavy duty plastic or
steel material with access/ loading facilities and three (3) proportional compartments (Green,
Yellow and Red) to promote waste separation at source and prevention of contamination. They
should be placed on concrete platforms on communal points selected by the Ward-Unit
leaders/ officials. Container sizes should range between 0.5-5 tons depending on the waste
generation rates at a particular point and area. Stationary facilities are the most recommended
for all residential areas in the city to enable residents easily drop their wastes for collection.
See Plates below which can be modified with three colours and other basic environmental
standards/ criteria to serve the Kisumu residents effectively.
Plate 14: Sample of a communal / secondary stationary facility (must be
designed to have 3 colours)
Plate 15: Types of stationary skips / containers (3 Colours) proposed for
Communal Collection Points
The numerous collection points will be managed by the City and their location will be
confirmed or removed on a regular basis. Their number should remain as low as possible to
easier management.
Collection of municipal waste and recyclables: There are various kinds of vehicles that
have been designed to collect different types of waste in separate compartments, but such
systems are very expensive and not suited to the economic and social conditions in developing
countries. For the Kisumu city situation, it is better to encourage the informal or private
sectors to collect the recyclable fraction directly from the collection points through agreed
terms by the CoK and Ward-Unit administration/ leadership and as per the law.
Street sweeping management: It is recommended that all streets in the Central Business
District and major roads (Nairobi, Busia, Kakamega and Kibos Roads) should all be mapped
and their manual cleaning and landscaping/ beatification be privatised to local companies
through the public procurement procedures but restricted to youths, women, physically
challenged groups or small private collection companies in operation in the city. The tender
price and area to be cleaned should be based on the distance to be covered and estimated waste
generation statistics. The CBD can also be zoned to units and contracts can be awarded to
different groups to encourage competition and efficiency. The groups cleaning the streets
should be responsible in delivering the waste to CTS. Streets within residential estates and
industrial area should be cleaned during the mandatory monthly clean-ups by adjust
communities as it will be coordinated by the Ward-Units Environment Committees. Schools
and colleges should be integrated into the monthly clean-ups.
Ramp platforms (RP):
Waste transfer stations are facilities where municipal solid waste is unloaded from collection
vehicles and briefly held while it is reloaded onto larger long-distance transport vehicles for
shipment to landfills or other treatment or disposal facilities. By combining the loads of several
individual waste collection trucks into a single large truck, the city can save money on the
labour and operating costs of transporting the waste to a distant disposal site. They can also
reduce the total number of vehicular trips travelling to and from the disposal site.
Further to collection points, the household waste will then go through a few Ramp Platforms
(RP) that will be built and work like transfer station. Since the landfill will be located further
from the city center, this new step will be helpful to reduce transportation of waste which is a
costly part of SWM for the community.
A well-designed RP should be averagely 400 square meters should include the following
features: Road entrances and exits, traffic flow routes on site, queuing areas, the scale house,
primary functions at the transfer station building, buildings, parking areas, public
conveniences, buffer areas, holding area, leachate collection and treatment system, Taka-n-
Pesa Centre, health and safety facilities, and space for future expansion of the main transfer
building.
The sites proposed for these new facilities are already used as collection points and will cover:
1. Extended CBD (Taïfa park),
2. Housing estates (social centre),
3. Slum and outskirts (Ring road),
4. Big market (Kibuye market).
The map of covered areas by RP is shown below.
The basic design of the ramp platforms (RP) will be composed of :
- a ramp (less than 12% or 7°) allowing the small collecting vehicle to go up to,
- a platform where to drop waste into skips or trolleys.
With regard to the geometry of the available spaces, the portable secondary units (skips or
trolleys) will be located at the top of the platform.
The skips or trolleys will then be loaded into trucks and tipped off at the landfill after
transportation. The new equipment should be procured in consequence.
Portable secondary units: The skips will require the use of automatic skip-lifting
equipment, fitted on to collection vehicles for speedy waste- loading. This type of containers
are physically loaded on to collection vehicles and transported to standby large tonnage
vehicles at the RP for direct disposal to the sanitary landfill. In this system, which partially
exists in the city, vehicle productivity is maximized, since time taken to set down an empty
container and load a full one is very small (usually about 5-10 minutes). Tipping is also done
within 3-5 minutes. Such vehicles will be able to make several round trips compared to those
collecting from dustbins/primary storage facilities/ stationary facilities. The labour
requirement will also be minimal when compared with stationary units.
With a waste collection of about 145 tons/day (1,015tons/week), the city‟s commercial/
business centres/ nodes, markets and institutions require about 300 skips of averagely 5-
6 tons. This also includes an excess capacity of 50% for planning purposes and achievement
of high environmental standards. This excludes the facilities required in industries and
hospitals for hazardous waste. Public hospitals should use storage facilities as recommended
in the public health act on management of clinical waste. However all kitchen waste should be
stored in skips that should be accommodated in the above provision of 300 skips for the city.
The city requires 5-7 tractor skip loaders to serve the whole city effectively. Their role will
be limited to collection of waste from high generation points to the CTS proposed at Kasagam
area.
Skip loader and skip specifications: Guiding specifications of skip loaders and skips that
exist in Kisumu can be referred to the baseline study report for reference purposes. The
existing system (see plate 23 below) was found to be effective and needs expansion to cover
other high generation points in the city.
Plate 16: Recommended skip system for expansion with some minor
modifications
The sections and staff responsible for primary and secondary collections must be different but
should be well-coordinated by the City Director of Environment. A community-based scheme
operated at the Ward–Unit level should take a leading role in transferring waste from the
communal points to the RP. Procurement of an agent to operate at the Ward-Unit level should
be decentralised in terms of bidding and short listing while contracting should be done by the
County Government. The transfer from the RP to the final destination should be the
responsibility of the CoK management or their appointed/ contracted agents through public
procurement procedures.
Wastes already categorised as green waste, recyclables and hazardous waste should all be
received at the RP. All recyclables should be sorted out and sold to various Taka-n-Pesa
Centres. If communities based at Ward-Units offer programs that manage parts of the waste
stream separately, it might reduce expenses by locating the material management programs
at the RP. Since the RP will be publicly operated, it is more likely to be open to public use as
the CoK management may decide.
Figure 2 : Proposed Waste Collection System
Taka-n-Pesa Centres and City Zoning : To ensure the acceptance of the idea of the CTS
by the local communities and stakeholders, it is recommended that the CoK should integrate
Taka-n-Pesa (Waste-is-Money) centres to act as central Waste Materials Recovery Centres
(WMRCs). This will not only improve the overall goal of the ISWM Strategy but also put the
County Government on task to meet the set goals and standards of the proposed centres and
also create employment for the youths and women.
The key six (6) areas identified for potential Taka-n-Pesa Centres were: Kasagam (E
34.77336 N -0.11468 or E 34.774802 N -0.115010), Mamboleo, Kisat (E 34.749 N -
0.081928 or E 34.750103 N -0.081914 or E 34.753665 N -0.085151), Migosi (34.7875 N -
0.07034), Manyatta/ Kibos Road (E 34.78466 N -0.08095), and Dunga. Two Taka-n-
Pesa Centres have been recommended for Zone B due to it expansiveness and availability of
space. The County Government has to approve these centres before final designs and
development is undertaken to serve various estates/ zones identified. The zones are a guiding
factor to ensure all areas and residents of the City have an accessible Taka-n-Pesa Centre.
The SWM laws should ensure that zoning should not be used to discriminate who should
operate from those centres. The CoK should set criteria of allocation of space in the proposed
centres.
Figure 5: General Guiding Zones for Operating the Taka-n-Pesa Centres
Operation and maintenance of collection vehicles: A preventive maintenance
programme is recommended to optimize the waste collection vehicles. A section for minor
repairs for garbage vehicles should be created in the main city workshop yard along the Obote
road to serve the city Directorate of Environment.
Supervision of waste collection: Supervision will be needed for increasing safety and
efficiency, and for promoting good public relations. There is need of about 5 supervision
double cab pick-up vehicles for senior managers and field officers. Supervision will require
official documentarian and automation of the transport section by the city Directorate of
Environment.
Health and safety: Waste collection is a dangerous occupation. There are many kinds of
risks of infection and injury. Prevention of illness and injury shall be prioritised because it is
not just a humanitarian duty and an employer‟s responsibility, but can also improve morale
and motivation, reduce costs and improve service reliability.
Transportation Planning
The following factors were considered in undertaking waste transport planning process for the
city: Transport distance and road conditions within Kisumu city, to the CTS and to the landfill
site; local availability and sustainability; cost of vehicles and durability; vehicle bodies; waste
density; waste nature and characteristics; waste generation rates and points; past experience
of SWM staff, experts and experience from other towns; and the availability of spare parts and
servicing.
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While standardisation of vehicles has been taken into account to aid maintenance system,
Kisumu city requires more than one kind of vehicle due to its three-stage collection/ transfer
proposed system. This is due to the long distance to the proposed landfill site. Based on the
above factors, the following combination of refuse collection vehicles will apply for Kisumu
city.
Tractors and skip loaders (45-60 hp): Because of the widespread use and relatively low
cost of farm tractors in Kenya, the tractor and conventional open trailer is recommended for
handling areas with high generation points (hot spots) like markets, institutions, main CBD
bus park and commercial points. Tractors have longer economic lives than trucks because of
their low engine speeds and simple construction. 45-60 hp tractors with gross vehicle weight
of 11 tons and body volume (6m3) are the most recommended for the kind of waste densities
existing in the city (see Plates below). This kind of tractor hydraulic system will be used for
both picking up the 4-6 ton containers/ skips and for tipping the wastes without the driver
having to leave the tractor seat. To handle the proposed initial 300 skips, the city requires 5-7
tractor skip loaders (full sets) to serve the city‟s hot spots effectively. Their role will be limited
to collection of waste from high generation points to the CTS proposed at Kasagam area.
Plate 17: Proposed tractors and trailer system
Side loading roll-top Vehicles: Side loading roll-top vehicles with gross vehicle tare
weight of (10-12 tons) with a capacity of carrying loads of averagely 8 tons (pay load) are
recommended for waste collection from communal collection points at the ward –units to the
Central Transfer Station (CTS). Basic specifications include: 8 tons, overall length 8.7 m with
6-wheels. It is recommended that the county technical officials project engineers to
benchmark quickly with garbage trucks in use in Nairobi and other African cities and select
the best specifications for Kisumu.
Figure 6: Proposed side loading roll-top vehicles for communal points to the
CTS
Heavy Duty and Long Distance Trucks: A set of heavy duty and long distance trucks
with gross carrying capacity for loads of averagely 8 tons (pay load) and 20 tons (pay load) are
recommended for waste collection from the Central Transfer Station (CTS) to the proposed
landfill in (see sample plate 18 below). A total five 8-ton and five 20-ton trucks are required to
handle 272 tons per day. An investment of about Ksh. 117,000,000 is needed to invest in such
10 garbage collection trucks.
Plate 18: Sample of a heavy duty 20-ton garbage truck recommended for long
distance haulage
Tractor Shovels: The County government should also purchase tractor shovels for the CTS
and land fill operations. The same equipment can be used for clearing some hop stops with
garbage accumulations and for soils excavations for landfill soil cover. The numbers required
are summarised in the Table 12 below.
Table 12: Summary of Proposed Refuse Collection and Transportation
Equipment and Vehicles
Waste transportation, distance to disposal sites and investment venture
options
Since the minimum required distance under aviation policies of a landfill from an
international airport is 13 km, this analysis is based on 3 scenarios based on the distance to a
sanitary landfill site i.e. 45 km, 30 km and 15 km from the CBD and service provider options
(private and public options) as summarised below.
Scenario A: Analysis with Distance of 45 km from CBD
Private Investor Contracted: An investment of Ksh. 117,000,000 is needed to invest in
10 garbage collection trucks – 5 trucks carrying 20 tons and 5 carrying 8 tons. This investment
will enable the collection of at least 272 tons a day that are produced by Kisumu residents. If
we are working with an 8 ton truck costing Ksh. 8,100,000 while the 20 ton truck costs
Ksh.15,000,000; this brings the total cost of vehicles to Ksh. 115,000,000 plus set up costs for
this venture including registration and office space of about Ksh. 1,500,000. The number of
workers needed for this investment is 52 workers being 12 drivers and 40 waste collectors. The
total distance travelled each day by the trucks to meet the current waste tonnage to the sanitary
fill will be 90kms representing the distance to and from the landfill meaning each truck makes
2 trips a day. For anyone to invest in this venture for the city, a contract of at least Ksh. 75
million p.a. should be awarded so that positive returns are achieved from such an investment.
The summary table showing the viability and return from this contract is shown below
Table 4: The viability and return from private investor contracting for
Scenario A
County Government Investment: The County government could get involved in the
waste collection venture with the revenue stream for this being the collection from households.
The investment would remain the same at Ksh.117 million as a result of purchase of trucks and
setting up the operations. There are approximately 94,290 households in Kisumu who would
be charged for this service. It is expected that the collection from each household would bring
in revenues of up to Ksh. 10 million per month assuming each household pays Ksh.100 per
month for this service. The expenses for this operations excluding depreciation would however
go up by 25% as a result of general inefficiencies associated with public service to Ksh. 53,4
million. The payback period would be 4 years and the NPV in this case Ksh. 3,470,193 million.
The summary is presented below.
Table 5: Summary of investments & payback period from investments by
County government under Scenario A
Scenario B: Analysis with Distance of 30 km from CBD
Private Investor Contracted: A total investment of Ksh. 77,700,000 is needed to invest
in 6 garbage collection trucks – 4 trucks carrying 20 tons and 2 carrying 8 tons. The total
distance travelled each day by the trucks to the sanitary fill will be 60kms compared to 90kms
in the previous scenario. This will reduce the total fuel cost by Ksh. 5,119,200 per year meaning
that the contract price over the 5 year proposed can be reduced to Ksh. 50 million p.a. over
the 5 years to attract the same investment. The number of staff needed for this operation is 8
drivers and 26 waste collectors. Because of the cost reduction as a result of the relatively
shorter distance, the contract price should be at least 50 million per annum down from 75
million given to a private contractor in the previous scenario. The summary table showing the
viability and return from this contract is shown below.
Table 15: Summary of the viability and return from the contract with the
private investor under Scenario B
County government Investment: Here, there would still be no change in investment with
the investment of trucks and set up costs remaining at Ksh. 77.7 million. The workers also
remain the same as before. The revenue in this case will be collected by the county government
from the 94,290 households with collection totalling 67.8million assuming each household
contributes Ksh. 100 per month and a collection rate of 60%. The expenses in this case will
rise by approximately 25% as a result of inefficiency associated with public service. It therefore
means that while the total cost rises in this case to Ksh. 34.9 million up from 30.9 million.
The payback period for this investment will be 4 years while the NPV as detailed in the
summary below Ksh. 9.2 million.
Table 16: Summary of investments & payback period from investments by
County government under Scenario B
Scenario C: Analysis with Distance of 15kms from CBD
Due to the scarcity of land within 15Kms from the CBD, this option is viable if sanitary landfills
are established in the existing quarries under the proposed City Quarries Rehabilitation
Programme (CQRP) by using solid waste whose details are given later in this strategic
document.
Private Investor Contracted: A total investment of Ksh. 62,700,000 is needed to invest
in 5 garbage collection trucks – 3 trucks carrying 20 tons and 2 carrying 8 tons. The total
distance travelled each day by the trucks to the sanitary fill will be 30kms compared to 60kms
in the previous scenario. This will reduce the total fuel cost by Ksh. 3,434,400 per year
meaning that the contract price over the 5 year proposed can be reduced to Ksh. 40 million p.a
over the 5 years to attract the same investment as opposed to Ksh. 50 million for a private
investor when the distance is 30kms. The number of staff needed for this operation are 7
drivers and 21 waste collectors. The summary table showing the viability and return from this
contract is shown below.
Table 17: The viability and return from this contract under Scenario C
County Government Investment: Here, there would still be no change in investment with
the investment of trucks and set up costs remaining at Ksh. 62.7 million. The workers also
remain the same as before. The expenses in this case will rise by approximately 25% as a result
of inefficiency associated with public service. It therefore means that while the total cost rises
in this case to Ksh. 26.5 million up from 23.6 million. The payback period for this investment
will be 4 years while the NPV as detailed in the summary below Ksh. 6.8 million.
Table 18: Summary of investments and payback period under Scenario C
Sustainable Waste Disposal Options
Decommissioning and post closure management of Kachok Dumpsite: The
decommissioning and post closure management of Kachok Dumpsite is of priority at the
moment due to its poor environmental quality status. Two (2) prioritized options are
recommended for consideration by CoK management which could be combined.
Option One: Integrating decommissioning with rehabilitation of quarries in the city using solid
waste as a landfilling material: Land filling with solid waste is also a means of rehabilitating
quarry sites by filling large holes and reinstating the landscape to relatively natural surface
levels. For Kisumu city, it is proposed that the solid wastes may be used as a quarry
rehabilitation material (50-75% while the rest will be soil layers) for several dangerous open
quarries around the City in Migosi , Nyawita, Mamboleo, Riat/ Kanyakwar, Kisiani – Bondo
Road and Rabour quarry sites. This will require high environmental standards and community
partnership to succeed. This can be duped as the City Quarries Rehabilitation Programme
(CQRP).
The waste will have to undergo basic testing and treatment before they are used as a filling
material. Most operations are recommended to take place late at night to avoid
inconveniencing the members of the public with the smell. The public should be sensitised on
the activities to avoid conflicts with local communities who will finally benefit from safe
environmental conditions due to reduced hazards associated with open quarries to children,
adults (especially drunkards) and livestock. This will require NEMA approval using
procedures outlined in EMCA, 1999 and its subsidiary laws. This should also be done after
detailed studies on the hydrogeological features of those quarries to avoid contamination of
groundwater.
Areas to be rehabilitated can be under a raised plastic safety net/ wire mess protection to avoid
attraction of birds. The waste must be covered daily without fail. The best approach is to work
on a pilot project using the Migosi-Kakamega road quarry (GPS E 34.776874, N - 0.076119) in
partnership with other stakeholders like NEMA, Kenya Airports Authority (KAA), KCAA, local
communities and donors like AFD. The goal should be that of transforming the existing quarry
within a residential area into a community garden/ recreational/ public sports ground for local
residents. Ownership of the site should not be an issue because this should be through a
partnership approach with whoever might be the owner and local residents.
This proposed pilot site is approximately 0.29Ha and it is estimated to 4.5 Km from the Kachok
dumping site. The project will require environmental assessment approval by NEMA and a
Resettlement Action Plan (RAP) to reduce environmental and social impacts to local residents
near the site.
Option Two: Undertake procurement process for the decommissioning of the Kachok
dumpsite based on recommendations from the CoK environmental audit consultancy report:
The CoK consultancy report recommended that the Kachok dump site be closed in a phased
manner using a Progressive Closure Plan to realize environmental remediation and social
benefit by giving sufficient lead time for acquisition of land and operationalization of a new
landfill. This option will involve compacting and finally capping all the waste starting from one
end and systematically capping until all waste is finally covered to the desired height. This
decommissioning process may require an ESIA licence before implementation to ensure the
environment and local interested parties are protected and safe. During the decommissioning
process and transitional period to implement this startegy, the Kachok dumpsite may act as a
Temporary Central Transfer Station. This third option is the least preferred since the site is
very near to the CBD and sensitive and valuable developments and institutions around it.
Proposed Protocols of Closing and Rehabilitation of Kachok Dumpsite: The
dumpsite has reached the closure stage to avoid the many environmental social impacts
associated with it. The CoK will follow the following 10 standard steps used in dumpsite closure
and reclamation (or rehabilitation):
o Document the situation in and around the site, including water and air pollution,
scattering of waste, other visual aspects, effects surrounding settlements and other land
uses, on vegetation/ riverine vegetation/ wetland, on local stream, etc. The
decommissioning audit study report may serve this purpose.
o Make plans for the site including the area to be rehabilitated or closed and areas available
(if any) for future use
o Plan and establish monitoring systems for ground water control in the area surrounding
the dumpsite
o Make engineering designs for site closure and possible rehabilitation or reclamation of
the dumpsite for a different public use
o Undertake ESIA and public consultation of proposed rehabilitation or reclamation plans
o Determine the needs for equipment and manpower to carry out immediate works and any
future monitoring of the site
o Calculate financial outlays necessary to carry out the works and determine the sources of
finances
o Carry out the proposed site closure, rehabilitation and /or reclamation work as per the
public procurement laws. One contract of designing rehabilitation or reclamation works,
undertaking of ESIA and implementation of the approved plans should be grouped
together due to the urgency of the matter in order to avoid wastage of time and continued
environmental pollution.
o Undertake environmental audit after completion of the work
o Commissioning of the new land use
Construction, operations and best practices for the new sanitary landfill
Site selection procedures: The site for a new landfill should be selected carefully, taking
into account topography, geology and water resources, land use, distance from the centers of
waste generation, transport routes linking the site to the city and distance from housing and
airports. It cannot be expected that the nearest residents will welcome the site, but it is
important to secure their acceptance through consultation, negotiation and compensation. It
is also prudent that Kenya government public procurement procedures for land acquisition for
public use are followed. It is a good practice and precautionary measure for the CoK to initially
sign a Memorandum of Understanding (MoU) with the property owner to facilitate a feasibility
study, planning and Environmental and Social Impact Assessment (ESIA) and NEMA
approval before purchasing land for a landfill site. This strategy is undertaken on the
assumption that the landfill site is currently being considered at a maximum of 45Km as the
most possible sanitary landfill site distance.
Preparing the site: There are many factors that shall be considered when designing and
constructing a landfill site, but the primary issues are water pollution and operational
efficiency. Polluted water from the waste is prevented from reaching water resources by an
impermeable layer which may be a natural clay bed below the site, or an artificial barrier
constructed using imported clay, plastic sheeting, bitumen, or soil mixed with bentonite. A
sanitary landfill should have the following design features:
Leachate controls Utilities
Gas controls Recycling drop-off
Surface water controls Fencing
Access roads Lighting
Special working areas Wash racks/ sanitary facilities
Special waste handling Monitoring wells
Structures Landscaping
Operations: Continuous compaction of the wastes in the landfill makes the best use of the
void space and promotes decomposition. Compaction and daily covering of the wastes controls
smells, insects and rats. A high standard of management is required with strict control of the
types of wastes reaching the landfill. Large amounts of daily cover material are required,
involving the excavation, transport, spreading of this material and compaction using a landfill
compactor (see plate 19 below). Gas emissions from the decomposing wastes (mainly methane
and carbon dioxide) are collected and can be burnt on-site or sold for electricity generation if
they have a commercial value. The existing landfill compactor (see plate 19 below) can be
repaired and used for this purpose or a new one purchased.
Plate 1913: Existing landfill compactor parked next to Moi stadium
Preparing cells: Any landfill site should be divided into cells, one main cell being filled
before the next is started. Cells on flat land should be formed by excavating them. Excavators,
wheeled loaders or tracked loaders are used to excavate or construct cells and stockpile cover
soil, but on a smaller site like the one proposed for the City, they are not needed all the time.
The cells of about 1 acre each or slightly less are expected to be 5- 6 metres deep depending of
the water levels of the site.
Spreading the waste material: A bulldozer, tracked loader or a landfill compactor will be
required. To enable the wastes for easy compaction, they should be placed is layers of less than
50 cm thick.
Compacting and levelling the wastes: The waste are compacted to reduce the amount
of space required, and to control insects and rodents. This is normally done with a very costly
landfill compactor which is specially designed for this purpose, or a bulldozer pulling a
sheepsfoot roller.
Spreading cover material: To prevent litter blowing and to prevent flies and rodents
breeding in the wastes. Standard landfilling practice is to cover the compacted wastes every
day with a thin layer of soil. This will involve excavating and transporting soil / murram from
a nearby source. Wheeled loaders and tipping trucks are used for this purpose. A bulldozer is
used for spreading and levelling the cover soil.
Constructing and maintaining site roads and infrastructure: Is an important
function to ensure that trucks can travel on the site without difficulties or damage. A grader is
useful for this purpose. The site will also need connection to electricity, water and telephone.
Sanitary facilities for landfill workers should also be constructed at the site.
After each cell is filled: it is covered with a temporary or final cap, which is usually made
to be impermeable by means of clay or a plastic membrane. Topsoil is spread on the final cap
and seeded to promote the growth of vegetation which stabilizes the soil.
Stationary equipment: such as a weighbridge, office facilities, pumps, lighting, gas control
equipment and wastewater treatment systems are also required and landfill designing
engineer should undertake to do that into detail.
Maintenance of the machinery: The maintenance of the machinery to be used on the
landfill site is of crucial importance and should be managed according to the principles of
planned preventive maintenance.
Figure 7: Typical sanitary landfill design
Investment Analysis for a Sanitary Landfill
This is a highly capital intensive project that would require a minimum conservative estimate
investment of at least Ksh. 324,404,000 for the first phase of the landfill. This consists of plant
and equipment of Ksh.70million and the rest being civil works and setup costs for the landfill
as shown below.
Table 19: Estimated investment costs in a sanitary landfill project
A total of 30 staff are required for this venture being; 2 weigh bridge inspectors, 4 drivers, 2
machine operators, 2 sanitary inspectors and 20 waste collectors/ manual workers. We are
also assuming that the waste quantities increase by 2.5% per annum from the current 272
tonnes which impacts on the costs. The suggested estimated contract award for this phase is
Ksh. 1.2 billion over 10 years with the payback period for this venture being 8 years. The
summary of this investment is shown below.
Table 20: Summary of the investment and payback period
Establishment of a Controlled landfill Option
The CoK may consider to adapt a controlled landfill strategy rather that a sanitary landfill. This
is because of the city‟s financial status and if a new landfill will 30-45 Kilometres far-off from
the city in a remote area. A controlled dump is a planned landfill that incorporates to some
extent some of the features of a sanitary landfill described above: siting with respect to
hydrogeological suitability, grading, compaction in some cases, leachate control, partial gas
management, regular (not usually daily) soil cover, access control, basic record-keeping,
fencing and controlled waste picking. This may save up to an average of 50% of the operational
cost of sanitary landfilling operational expenses. This option should be considered as an
alternative option to save county resources by the landfill planners, engineering designers and
ESIA experts without compromising environmental and social impacts to the neighbourhood.
Proposed Implementation Approach for a Sanitary / Controlled Landfill:
Assuming that the land for a sanitary landfill is available and preliminary studies have been
undertaken the county should re-package the following as LOT 1 of the ISWM strategy for
implementation purposes under support by existing AFD funded Kisumu Urban Project. The
city management should release an Expression of Interest and Request for Proposal for: “Plan,
Design and Built a Landfill, Central Transfer Station, Supply of Equipment and other
Support Facilities and Services”. It will be prudent to use the design and build approach to
save time and resources. The Design and Build Contract is designed for construction projects
where the contractor carries out both the design and the construction work under one
agreement.
Regulatory requirements for landfills in relation to airport operations: Kisumu
International Airport is the busiest airport in Western Kenya and the third busiest airport in
the country in terms of passenger movement. The airport handles over 17 flights daily
including scheduled, chartered and non-scheduled. Following completion and commissioning
of the new terminal building and other associated infrastructure, the airport has shown
rapid increase in passenger movement. The airport is designed to accommodate large
aircrafts (Code „D‟) which operate within very stringent conditions.
There is therefore need to ensure that the airport is well protected in terms of safety and
security. Anything that can compromise safety in the vicinity of the airport needs to be
controlled as much as possible if not eliminated altogether in order for the airport to achieve
its dream of being the Hub of East Africa. The Kenya Civil Aviation Aerodromes Regulations
2013 require that aerodrome operators monitor the vicinity of the Aerodrome to ensure that
land use activities do not negatively impact aircraft operations in and out of the Airport. This
is part of the Safety Management Systems that need to be approved by the Civil Aviation
Authority. Regulation 65 is clear on dumpsites, waste management sites and any refuse
collection sites. The following is an extract from the Regulations.
An operator shall consult with the relevant authorities to take action to eliminate or to prevent
the establishment of refuse collection sites, garbage disposal dumps, landfill sites, or any other
source which may attract wildlife (includes birds) to the aerodrome, or its vicinity, unless an
appropriate wildlife (includes birds) assessment indicates that they are unlikely to create
conditions conducive to a wildlife hazard problem.
Refuse collection sites, garbage disposal dumps and landfill sites shall be located no closer
than a 13km circle centred on the aerodrome reference point and shall be located further, if
located in the vicinity of an approach and take-off path of an aerodrome, where studies of flight
lines of birds attracted to these sites prove that they may be problematic for the aerodrome.
Where the elimination of existing sites is not possible, the operator and the relevant authorities
shall ensure that any risk to aircraft posed by these sites is assessed and reduced to as low as
reasonably practicable.
It is therefore recommended that the proposed a new landfill should meet the above aviation
requirements. The proposed strategies on waste disposal and decommissioning of Kachok
dumpsite are within these guidelines.
Mainstreaming Gender Aspects ISWM
The roles that are available to men and women must clearly be defined at all the stages of the
solid waste management system to enasure gender aspects are integrated / mainstreamed into
the whole system. This should also be done at the proposed waste management committees
and institutions at the County, Ward and Ward-Unit levels.
STRATEGY 5: INSTITUTIONAL, ORGANIZATIONAL, POLICY
AND LEGAL REFORMS
After reviewing the strengths and weaknesses (status) in the existing organizational set-ups to
manage solid waste in the city, reforms are proposed in the following four (4) areas.
o Institutional reorganization of the City Directorate of Environment
o Establishment of the Ward-Unit/ Community-Based / Nyumba Kumi/ Residents
Association System
o Establishment of the Kisumu County Solid Waste Management Company Ltd
o ISWM Policy and Legal Reforms
Institutional Reorganization of the City Directorate of Environment
The City Directorate of Environment requires re-organisation and major reforms by
establishing three Deputy Director Positions for an easy implementation of this strategy. The
existing sections should be reviewed and upgraded as per the proposed new organogram
below. Staff with technical skills in relevant areas should be recruited to start-of the divisions.
The Executive Committee Member (ECM)/ County Minister for Environmental
Management / waste disposal will be in charge of policy and law reforms and resource
mobilization for CoK‟s Directorate of Environment.
The CoK Manager: should be responsible in facilitating the department in terms of human,
financial and technical resources.
The Director of Environment (DoE), Kisumu city: To be the focal point responsible
this strategy implementation and expected to exercise overall managerial responsibility for the
administration, coordination and implementation of this strategy. This office should be
responsible for human resource (HR), revenue collection and approval of all departmental
expenditures. CoK should target somebody with at least postgraduate training in
environmental studies or environmental engineering with specific experience in ISWM. All
issues on refuse collection equipment and vehicles, transportation and maintenance should be
handled by this Directorate instead of the City Engineer‟ Department. Any refuse collection
vehicles and relevant staff like drivers and supervisors should be transferred to this Directorate
for day-to-day operations. Usually, most of the vehicles in the municipal garage were waste
collection vehicles, so there is some justification for putting the workshop directly under the
person in charge of solid waste management operations.
Deputy Director of Environment (Technical Operations - TO): To be responsible for
the implementation of technical and operational matters on a day-to- day basis. CoK should
target somebody with at least graduate level training in environmental studies or
environmental engineering.
Deputy Director of Environment (Environmental Planning, Education and
Awareness- EPEA): To be responsible for the research, data collection, planning, public
education and awareness creation, partnerships, public relations/ communication, fund
raising and partly monthly community clean-ups. CoK should target somebody with at least
graduate level training in environmental studies or education.
Deputy Director of Environment (Inspection and Legal Affairs- I&L): To be
responsible for the implementation of environmental monitoring, inspection of facilities,
enforcement and compliance matters. This section should also handle all environmental cases
and prosecution issues at the City Magistrate Court. CoK should target somebody with at least
graduate level training in environmental Studies or environmental law and with basic training
in prosecution.
Establishment of the Ward-Unit/ Community-Based / Nyumba Kumi/
Residents Association System
First is important to note that, waste management systems must meet local community needs
and priorities if they are to be effective. Accordingly, solid waste management decisions must
be informed by community perspectives as well as by technical analysis. This approach
encourages participation and enhances the efforts of waste managers as they seek new
innovative ways to provide effective and efficient services to the community.
In Kigali City, Republic of Rwanda, this is commonly referred to as “Umuganda” - Time to
Clean Up! “Umuganda” also means a mandatory community service day that happens on the
last Saturday of every month. This mandatory service day exists to help clean up the streets in
Rwanda. Each “Umuganda”, the leader of the “Umudugudu” (neighbourhood) decides where
the village or estate-unit residents should focus and everyone will meet there to clean up the
area. This system was reviewed and recommendations are outlined below on how this would
be applied in Kisumu through the concept of the existing Residents Associations and Ward-
Units organisational set-ups.
This community-based approach recommended took environmental, social and cultural
sustainability into account. The views of the Kisumu residents also shaped the drafting of this
section of the strategy. The system from the source to collection points should be managed and
owned by the community groups/ associations. This will also help to increase environmental
awareness at grassroots and also distribute benefits fairly among community members.
One of the objectives and principles of this strategy is to improve the existing community level
solid waste source separation, collection, transportation and disposal systems through well-
structured and organized neighbourhood environmental management and awareness, with
emphasis on the 3 Rs (Reduce, Reuse and Recycle) principles. The participation of the
community at the grassroots levels especially in solid waste separation, collection,
transportation and disposal systems - through monthly neighbourhood environmental clean-
up and awareness creation campaigns, will, therefore, not only fulfil the requirements of the
law on citizens‟ participation, but will also build a grassroots owned, efficient and sustainable
solid waste management system for the City.
Apart from the need for an organized and informed community environmental structure as a
platform for realization of the end results of the city management interventions in SWM, it is
important that the community fully appreciates the mega interventions which currently
appear quite remote and abstract because of lack of precedence and the time it takes to realize
the same. This can only happen through innovative and action oriented awareness creation
that allows the community to own the micro level components of the interventions. It is
therefore important that as the bigger interventions are being implemented, micro level
interventions that encourage the 3Rs principles are initiated and support technically, legally
and financially.
We recommend strengthening and re-organisation of neighbourhood / Ward-Unit-level clean-
up campaigns and efforts in the city. The process of mobilizing, organizing and undertaking
community neighbourhood clean-up campaigns is a very effective platform for disseminating
information on solid waste management and even changing attitude of the citizens towards
management of the environment around them. There are many other good reasons to conduct
community clean-up efforts. Well implemented community clean-up campaign will not only
reduce unmanaged solid waste, but will improve physical community, as well as create
opportunities for social networks and improved security in the community. Cleaning up the
environment will also create more pleasant places to live within the neighbourhoods and a
good impression on prospective investors, tourists, and others who visit the city. In doing this,
the community clean-up campaign will provide a great opportunity to introduce community
members to each other, have fun, and build sustainable social connections.
Additionally, clean-up efforts will provide community health benefits such as the elimination
of mosquito breeding sites to reduce the malaria. Cleaning up a community (and keeping it
clean) may also have positive results corresponding to the reduction of crime, fear, and feelings
of helplessness in urban settings. Research also indicates there are many positive links
between the environment and how citizens feel about themselves. In comparing
neighbourhoods with varying levels of vegetation, researchers have found positive associations
with green neighbourhoods. Community neighbourhood clean-up campaigns will therefore
provide many opportunities for citizens to get involved in not only their immediate community
improvement, but also in achievement of the broader City SWM initiatives. The value of these
opportunities cannot be underestimated.
Establishment of County Environment Committee: Establish the “County
Environment Committee-CEC” as per EMCA, 1999 and county environmental laws to provide
leadership for strategic, policy and broader planning efforts on all the ten (10) strategic areas
in this document. It should allocate resources to the 14 wards within the city boundaries to
implement various activities proposed and actively promoting environmental awareness.
Establishment of Ward Environment Committees: Establish “Ward Environment
Committees-(WECs) within the county environment laws with representation from every unit
within a given ward. This WECs comprising of not more than seven (7) people with adequate
representation of stakeholders and gender, should be entrenched into the programmes of the
City Department of Environment. Its role will to coordinate and facilitate all activities planned
by each unit within the ward units and be responsible in monitoring performance in common
areas and streets.
Establishment of Ward-Unit Environment Committees: Establish “Ward-Unit
Environment Committees- WUECs” through the county environment laws at each of the city
wards and units comprising of not more than seven (7) people with adequate representation
of stakeholders and gender. Occasional attendance of key officers within CoK Directorate of
Environment, officials of relevant government agencies (e.g. NEMA, KIWASCO) to provide
technical advice and dissemination of county government and national government policies
will be important. Representatives of the civil society working on environment and
representatives of the private sector should be incorporated in the WUECs. The city
management should legally and politically mandate and support each Ward-Unit
Environment Committees to plan and rollout their neighbourhood specific community
sensitization, mobilization and organization processes. This structure should be entrenched
into the programmes of the City Department of Environment.
The functions of WUECs should include but not limited to:
- Providing guidance and direction on all issues relating to environmental services,
community sustainability, storm water management, solid waste management,
utilities /water and wastewater, water pollution control, urban forestry, and
management/ protection of open spaces.
- Recruitment of Ward-Unit residents, businesses and stakeholders and regular revision
and maintenance of a manual and digital register of members.
- Planning, organizing, supervising and executing monthly community clean-ups on
behalf of the city management
- To plan and rollout a community sensitization, mobilization and environmental
awareness programmes.
- Storage and general management of equipment and tools used for provision of the
environmental services
- Mobilization of participants, equipment and supplies, and facilitation of the monthly
clean-ups. The Ward-Unit Environment Committee will identify and strategize how to
bring on board those in the community who have an interest or investment in a clean
community. These will include neighbourhood groups, traders‟ associations in markets,
youth groups and women groups.
- Enforcement of County Environmental Laws and orders
- Facilitate and support the County government in revenue collection from all
households and other waste generators within the Ward-Units for sustainability of the
ISWM system.
- Local coordination and implementation of the annual city environment day events
- Each Ward-Unit Environment Committee should meet monthly or regularly to develop
a comprehensive programme with clear roles, dates, venues and time schedule for
various solid waste management activities including monthly clean- ups.
Utilization of the Nyumba Kumi, customary leadership systems and Residents
Associations Structures: The proposed system should also endeavour to utilize and be
integrated in the newly established Nyumba Kumi structures without creating parallel
structures that may cause confusion. Officials of the Nyumba Kumi initiative should be the
same for SWM system if possible. The Nyumba Kumi initiative is anchored on the principle
that one must know at least 10 of his/ her neighbours for security purposes. The resident
associations‟/ customary systems boundaries also need to be harmonised to the Ward-Unit
boundaries. This proposal brings to the door step of the city residents the mandate to ensure
neighbourhood environmental cleanliness is a collective responsibility and not for the county
government alone. This will mean that the county government appreciates that it cannot
handle the huge task of garbage disposal on its own. One can argue that the taxpayer pays the
national and county governments, so it should provide better environmental services by
employing both human and technology. This argument fails to consider the reality that
resources are always scarce and everyone has the primary concern of their environment and
should collaborate with government to make public health both a personal and institutional
endeavour.
ISWM Policy and Legal Reforms
ISWM Policy Guidelines: This strategy should be adopted as the main policy document for the
City of Kisumu on ISWM issues. The strategy sets a clear direction for the city for the next 10
years (2015/16-2025/26). It integrates views from various local and national stakeholders,
professional views and international best practices. It sets directions in a number of key areas
adopting strategies in key areas that include: 3Rs; planning of sustainable solid waste
management systems (storage, collection, transportation and disposal systems); institutional
reforms; introduction of PPPs; management of special wastes (e-waste, hospital, ELVs, etc.);
capacity building, environmental planning and environmental awareness; fundraising and
financing reforms required.
The City Directorate of Environment is expected to make annual action plans using this
strategic plan as the main policy guideline on solid waste management. The technical staff
must internalise most the guidelines on ISWM principles, vision, goals, objectives and specific
actions/ activities proposed. The policy should be reviewed at mid-term in 2020 or at any
other time as need may arise from the CoK management to address emerging concerns, new
policy dimensions and changes in internal and external factors. This strategy informs county
solid waste legislative initiatives required in order to implement this proposals fully.
Legal Frameworks for ISWM: The county government should adopt a legal framework
appropriate for achieving the objectives and implementation of the actions identified in this
strategy. Framework legislation will therefore be adopted that establishes:
- The overall role of City Directorate of Environment and its three (3) proposed Divisions
proposed to revitalize the the solid waste management sector.
- Revision of the existing county waste management laws and regulations by outlining the
roles, activities and operations of all stakeholders. They need re- drafting and passed as
a matter of urgency by the Kisumu County Assembly. The law must recognize key
stakeholders in the sector reforms which include NEMA, Ministries in- charge of
Environment and Urban Development, private collectors/ transporters, informal street
and dumpsite waste pickers, NGOs/CBOs, waste generators, dealers, traders (importers
and exporters), PPP system, residents/ business/ neighbourhood associations/ Nyumba
Kumi system; recycling industries, and county and ward level environmental committees.
- The long term focus on minimizing and reducing waste generation together with
achievable targets.
- Procedures for establishment of new sites and systems, and the upgrade or closure of
existing site in consultation with key stakeholders.
- Scheduled submission of monthly and annual plans within the context of the city ISWM
Strategy approved by the CoK. These plans will respond to the objectives of the policy,
identify implementable mechanisms while addressing the financing, cost recovery,
institutional and other frameworks necessary to implement the strategy. It will also
address the waste management facilities and systems to be developed, and the role, if any
of private sector waste management service providers. Also to be included will be the
scheduling of waste characterization studies, with the resulting strategies to manage the
collection, treatment and disposal of special wastes.
- The establishment of a new public entity (Kisumu County Solid Waste Management
Company) that will take over the SWM matters in the whole county (including the CoK)
in the long term.
- The responsibility of the CoK to issue licenses and permits for waste management
facilities and major equipment, to be operated in accordance with requirements set out
in licenses and permits requirement of the Kenya Constitution and NEMA waste
management regulations.
- Economic incentives and measures that will stimulate a search for or the development of
pollution control technologies by the business sectors in support of desired waste
management outcomes.
- The “polluter pay and ―user pay” principles with respect to solid waste management;
- Penalty and liability provisions in instances where individuals or organizations
contravene SWM legal requirements.
- The basis for local entities to undertake cost recovery and to retain private sector waste
management services.
- The institutional structures through which to deliver waste management services.
- The laws and regulations being drafted should use an integrated SWM approach by
providing legal guidelines on waste reduction programs, storage, transfer stations,
collection, disposal, treatment and recovery/ recycling systems and waste trade.
Legislation shall also be developed by the county government that will identify waste
management standards and the schedule of financial contributions / payments of residents
(high, medium and low incomes), businesses (large, medium and small), industrial entities
and manufacturers of products (large, medium and small) that become waste together with
the institutional framework through which they will participate in the management of those
contributions.
This approach will provide focus and coordination to the upgrading of solid waste
management systems, while at the same time provide flexibility in how this strategy will be
implemented. This will also lead to efficiency, effectiveness, improved environmental quality
and human life through improved incomes in Kisumu city and the county in general. The
proposed reforms will generate many green jobs in the short term and act as part of the city
climate adaptation and mitigation strategy.
The City management must resolve legal and land issues during the planning and
implementation process as crucial matters. The following legal and land issues shall be
streamlined by the City Management by reviewing the existing waste management County
Assembly Bill and align it to this strategy so that it can be used as a legal tool for
implementation of 3Rs and PPP programs. The CoK management shall pursue as a priority
the processing of land acquisition process that should include compulsory acquisition and
compensation as per the Constitution and Land Act 2012 in order to provide land required for
the CTS, waste collection points, landfill, proposed sites for materials recovery and other
facilities. All these should be achieved in the short term first by appointing a legal consultant
to update the existing laws and re-align them to this strategy.
STRATEGY 6: CAPACITY BUILDING, ENVIRONMENTAL
PLANNING, EDUCATION AND AWARENESS
Capacity Building in ISWM
Approach to capacity building: Developing integrated solutions for waste management
problems in Kisumu city requires capacity building, environmental planning, education and
awareness. To economically and efficiently operate a waste management programme requires
significant cooperation from generators, regardless of the strategies chosen- separating
recyclables from non-recyclables, community-based composting or using colour designed
waste storage and collection containers. To maintain long-term programme support, the
public needs to know clearly what behaviours are desired from them and why, in order to avoid
legal and social conflicts. Public education will stimulate interest in how waste management
decisions are made. And, when citizens become interested in their community's waste
management programs, they frequently demand to be involved in the decision-making
process.
This city management should support awareness creation and information dissemination
campaigns on the provisions of laws, policies and best practices in waste reduction, sorting,
re-use and recycling to all stakeholders. There is need for early education through the formal
and informal school education system on SWM. To achieve this, the strategy implementation
unit should target school going children and other institutions of higher learning, church-
based programmes to implement this strategy. The key strategies proposed are discussed
below.
Capacity building needs: Implementation of this strategy will require broad-based
capacity building at the level of county, city, ward and ward-unit levels, private sector and non-
governmental organizations. This section excludes capacity development in terms of waste
collection equipment which has been outlined elsewhere. The CoK should provide capacity
development opportunities at all levels through which all stakeholders can acquire the
knowledge and skills necessary for the effective implementation of this strategy. Partnerships
should also be established with tertiary institutions or any other professional firms/
institutions in Kenya and internationally to structure appropriate short term courses to meet
the local needs in the city’s solid waste management sector. Key capacity development needs
will include the following strategic areas: the 3 Rs and PPP approaches, waste to energy/
combustion/ incineration technologies, sustainable storage, collection, transportation and
disposal systems; policy, institutional, and legal reforms; and management of special wastes
(E-Waste, Hospital, ELVs, hazardous wastes). Capacity building of policy makers in ISWM is
required at county, ward and ward-unit levels for all residents, technical, administrative and
policy stakeholders. Capacity building on ISWM and the development of ISWM plans using
the PPP approach will have great multiplier effects.
Capacity Building through Demonstration Projects on ISWM: Demonstration /
pilot projects especially through the on-going CoK and other future SWM projects should form
the core of ISWM activities as these will be instrumental in developing in-depth capacity of
local partners on ISWM while at the same time leading to designing comprehensive ISWM
plans for the respective wards within the city. Demonstration projects with budgets of about
Ksh. 2.5 to 5 Million per ward should be supported in the short term. The existing waste
recycling / composting point at the Jomo Kenyatta Sports Ground should be the first to be
rehabilitated to cover the CBD and for wider publicity and awareness. Training of personnel
from partner institutions and organisations, policy makers and other stakeholders should also
be an integral part of the pilot / demonstrations projects on the ISWM and management of
specific waste streams in the city.
County, Ward and Ward-Unit Technical Training of Workers on ISWM
Training of workers at all levels is an essential part of a successful solid waste collection system.
Training SWM manual workers: Manual workers need training in: Working policies and
safe working practices; personal hygiene and basic first aid; and customer relations/ for
example on how to explain angry citizens their basic rights.
Training for Waste Collection Drivers: Drivers should participate in the same training
courses as manual workers, but they also need additional information, including: performing
daily vehicle checks and what to do if any deficiencies are detected; driving in ways that do not
cause unusual wear and tear; safe reversing procedures; driving on soft ground (if delivering
waste to a disposal site); what to do in the event of a breakdown, accident or puncture; use of
modern communication equipment, and first aid.
Training for mechanics, electricians and skilled tradesman: The training for these
trades in vocational technical schools/ colleges/ polytechnics can be of variable quality so it
will be necessary to rely on “on-the-job training”. Training provided by manufacturers and
equipment suppliers when new types of equipment are acquired should be given to the right
employees in the SWM sector.
Training for SWM managers, engineers and technicians: Because of the emerging
concerns in solid waste management, it is important that professional training is appropriate
to the conditions that the trainees are working in. It should cover all stages and components
of an ISWM, Environment, health and safety concerns.
Organisation of ISWM Training: Training of workers on ISWM is critical to raise
awareness of high level policymakers and to get political support for ISWM. ISWM training
should be organised to all members of CEC, WECs and WUECs. The goal of these programmes
will be to train practitioners as trainers to undertake the demonstration projects and
spearhead long term strategies. These trainings should be planned for short periods for every
target group to cover the basics of various components of ISWM strategies and technologies.
Such training should cover all the ten (10) strategic areas proposed. A budget of about 2.5
million for every ward will be sufficient to create positive impacts. Such training should be
undertaken by a solid waste management / environmental expert who clearly understands the
local city conditions.
Environmental Planning: Waste Inventory and Periodical Assessment
Inventory and periodical assessment of all waste categories in the city and the county in
general should be undertaken every five (5) years using monthly and annual analysed statistics
and primary data. This includes source identification, quantification of wastes, including
household, commercial, industrial wastes, and hazardous wastes (including medical wastes),
e-waste, etc. New findings can be used during the mid-term and final review on this strategy
in the years 2020 and 2025.
Capacity should be built to enable the County technical staff to conduct a comprehensive
assessment of the extent and effectiveness of the existing waste management practices from
collection to final disposal. In addition to the collection and analysis of secondary data, this
assessment requires a series of meetings to be held as well as several interviews to be
conducted with different stakeholder groups. The assessment shall analyse the extent and
effectiveness of the existing waste management system and the level of compliance with the
national and county solid waste management strategies, policies and regulations. It will also
identify constraints and areas for improvement to meet the desired level of performance.
Environmental Education Plan
The six steps of a successful city environmental education plan or program recommended
include the following:-
Awareness: At this stage, people will be learning about something new. The goal is to let
people know that a different way of handling waste is being proposed by the CoK management.
In the first instance, pre-primary schools that are within the city, through curriculum
structuring will be targeted as the key change agents that will influence the habits of the older
generation. Young people will be nurtured to develop habits that support best practices in the
waste diversion initiatives where appropriate responsibility and behavior will precede
misguided disregard for the environment. The private sector through the various commercial
and manufacturing associations will also be encouraged to participate as partners in bringing
about change in the workforce that they engage. Corporate mandates and directives could
begin to inculcate a new culture towards waste diversion, where labour will appreciate and
embrace this county initiative in defense of the environment.
Interest: After people have been made aware of waste management issues, they are likely to
seek more information. Program planners must use a variety of methods to inform people.
Voluntary programs require strong emphasis on promotion; mandatory programs should
make clear what is required. The CoK will therefore work with all key stakeholders, non-
governmental organizations, community organizations and other grass root stakeholders in
order to understand and respond to community priorities in solid waste management.
Evaluation: At this stage, individuals will decide whether to participate or not. Initial
participation should target at least 25-50% in the first 2 years. The city management should
make program requirements clear and easy to comply and increase participation over time to
over 75% in the next 10 years of this strategy.
Trial: Individuals will try the program at this stage. If they encounter difficulty, they may opt
not to continue participating. This must be avoided by all means by the CoK management.
Well-publicized hot lines and committees at the ward unit, ward and county/ city levels of
governance will provide additional instruction and information to ensure success of the
program. By this stage in the educational program, everyone should have the information
describing exactly what they are expected to do.
Adoption: If the education program has been well-planned and implemented, public support
and participation should grow. Participation should continue to grow after the 3rd year if the
first 2 years are successful. CoK management should initiate continuous education programs
to solicit for constructive feedback and provide new program information when and where
necessary.
Maintenance: At the sixth stage, the program is expected to be up and running. Using a
variety of intrinsic and extrinsic incentives will maintain and increase participation. CoK
management is expected at this stage to provide continuous incentives and education to keep
participation rates high at the Ward - units.
Public/ Community involvement plan
Effective waste management shall be a continuous process of public education, discussion,
implementation and evaluation. All options should be continually investigated and actively
debated, moving the community towards a consensus on the proper mix of source reduction
and waste management programs. Public involvement should be undertaken using the
following eight (8) stages.
Concern: Waste management concerns shall be put on the public agenda at the county, ward
and ward-unit levels. For example, new strategies, new sanitary landfill, decommissioning
plans of existing dumpsite, introduction of skips, etc. will require continuous discussions to
improve the performance in future.
Involvement: Representatives of various interest groups (regulatory officials, individuals
from communities, local waste management experts, representatives from environmental and
business groups), CEC, WECs and WUECs should be encouraged to participate.
Issue Resolution: Interest groups make their points of agreement and disagreement clear
to each other and to city waste managers.
Alternatives: Groups should make a list of available alternatives on levels of participation,
management and location of skips, siting of collection points.
Consequences: Economic and environmental consequences of each alternative should be
discussed.
Choice: Alternatives are decided upon by stakeholders.
Implementation: The steps necessary to carry out the program are described and potential
adverse impacts are mitigated, if possible.
Evaluation: The community should continually evaluate the program and solicit input.
Avoid politics in the whole process.
Environmental Awareness
The goal of the environmental awareness is to let Kisumu residents know that a different way
of handling waste being implemented is preferable to the historical way and that good reasons
for considering a change in their waste management practices do exist. A variety of publicity
methods suggested by the city residents during public consultations can increase community
awareness (see Table below 21). Low-cost methods include news articles and public service
announcements or shows on local radio and television. High cost efforts include television
commercials or billboards. City-wide events such as City Environment Day will also help in
stimulating public awareness.
It is recommended that the city should start with low cost methods of publicity in 0-2.5 years
(First Quarter) of the strategy and 2.5-5.0years (second quarter) before moving to high cost
options which are recommended in year 5.0-10 (last half) of the strategy (Refer to the Table 21
below).
Table 21: Proposed Methods of Publicity
Over the long term, education in city schools will be the best way of raising awareness as
implied above. School curricula introducing school children from nursery, pre-unit, and
primary on the concepts of source reduction, recycling, composting, and other waste
management techniques. The city education and social officers should use sports, cultural
days/ events, symbols/ cartoons, etc. that are popular with children, to promote and explain
its 3Rs programs. Besides educating the next generation of citizens, school programs will
indirectly help make parents aware of waste issues, because children frequently take home
information they have learnt and discuss it with their parents.
Education and awareness should also form the foundation of this strategy where all the
stakeholders understand the need for retirement of existing habits so as to embrace new and
innovative approaches offered by the strategy. A series of direct and sustained county
education and community participation programmes should be developed to engage all target
groups and to reinforce the importance of solid waste minimization and diversion through
reduction, reuse and recycling.
City Environment Day and City Environment Week
The City management shall organize and hold an annual City Environment Day/ forum on
every 5th June of every year. This will act as the local domestication of the World Environment
Day (WED) which is also globally celebrated every year on the same date to raise global
awareness to take positive environmental action to protect nature and the planet Earth. The
city management must work closely with NEMA which hosts the WED on an annual basis.
Stakeholders clean -ups, sports, public talks, fashion shows on County Miss Mazingira
competitions are some of the activities that must be integrated to the City Environment Day
events. A half-day stakeholder’s annual forum in the afternoon of the city environment day
should be organized to discuss the progress of the implementation of the city ISWM Strategy,
ward-units neighborhood monthly clean-ups and environmental concerns in general. Such
annual forums should be used to review and synchronise roles to be played by each stakeholder
and agency in the implementation of the ISWM system.
The City Environment Day should be followed by the City Environment Week where the city
management should hire several youths for 7 days every year to do cleaning of public places
and opening of drains. Extra private vehicles should be hired to transport the high amounts of
wastes collected during the week. The city management should also consider using National
Youth Service vehicles and manpower/ trained youths during the week so that local youths can
learn some community work skills.
Monthly Neighbourhood Clean-Ups
These should be planned, organized and undertaken through the 3 levels of leadership by
county, ward and Ward-Unit Environment Committees.
In establishing these County, Ward and Ward-Unit environmental management structures, it
must be remembered that the clean-up effort will require the involvement of all the community
members. When planning clean-up activities, efforts will therefore be made to reach out to
everyone to actively participate.
Shared leadership and involvement is vital for successful clean-up campaigns. Consideration
shall be made on how every community member subscribing into the campaign will share
responsibilities. Local leaders will be needed that are skilled in organization, publicity,
equipment distribution, transportation, communications and volunteer coordination. Various
levels of the structure will invite leaders from community organizations to participate.
Most community clean-up activities will involve public properties and utilities like major roads
and streets, hospitals, markets and institutions. Private property owners should involve all
relevant residents.
Every WUEC will, as part of its mobilization process, establish a working relationship with
local primary and secondary schools. In these relations, through environmental clubs, capacity
of the pupils will be built on solid waste management. Teachers will also be encouraged to
incorporate local content on solid waste management into their curriculum and extra-
curriculum activities.
The CEC, WECs and WUECs shall ensure that opinion shapers and key stakeholders
representatives within the neighborhoods are sufficiently briefed and made aware of the
objectives of planned clean-ups, the dates and expectations.
Select and concretize key and catchy messages using local language or national languages (in
English or Kiswahili, e.g. Our Environment/ Mazingira Yetu, Our Lives/ Maisha Yetu, Our
Health/ Afya Yetu, Our Future, One City, Taka n Pesa, etc.).
Allocate and synchronize roles to be played by all the key stakeholders and partners including
the residents, CoK staff, county government staff and partner agencies in government, private
collectors, CBOs/ civil society and business community including the informal sector.
Political goodwill and support
The city management must seek and obtain political goodwill and support of key political
stakeholders through various channels that include structured and regular environmental
meetings/ forums. Political goodwill and support of the Governor, the Senator, Members of
Parliament, Members of the County Assembly, National Government representatives at the
County and other influential opinion leaders is critical for success of this strategy. They should
be mobilized, even if not to sit in all planning sessions (monthly/ quarterly or annual), but to
at least show their commitment to the wider city environmental cleanness programmes by
participating in monthly community clean-up campaigns at the ward-unit level, City
Environment Day, media events and actual launch and implementation of various initiatives
and projects proposed in this strategy.
Media campaign on the Community-Based ISWM
The city management should carry out a comprehensive media campaign on the proposed
community-based / Nyumba Kumi / Residents Association system through:
o Regular media briefing sessions and media releases;
o Invitation of the media to cover planning sessions and waste management events,
including post clean up state of the neighbourhood environments.
o Regular radio and TV talk shows and advertising
o Newspaper advertising at county and national levels
o Bulk SMS/MMS releases to city residents
o Social media campaigns (including Facebook, Twitter, Instagram,
Foursquare, YouTube and Vimeo accounts among others)
o Production and dissemination of video documentary
o Production and dissemination of environmental education and awareness materials
including T-shirts, caps, bandanas, banners, brochures and posters.
STRATEGY 7: MANAGEMENT OF HAZARDOUS AND SPECIAL
WASTES: E-WASTE, MEDICAL WASTE, WASTE TYRES AND
ELVs
Hazardous Waste Management
The proposed strategy is to separate waste at source using the 3-colour system in order to
maximise the collection of hazardous materials with a view to reducing the environmental and
health impacts of any unregulated waste. All hazardous waste should be handled using NEMA
national standards, Waste Regulations of 2006 and guidelines during the strategic period.
For batteries, although some alkaline batteries can be disposed of as domestic waste,
rechargeable batteries and silver oxide batteries can contain heavy metals such as mercury and
cadmium which are classified as hazardous substances and may present an environmental
threat when disposed of to the landfill. There is no recycling or disposal facilities for alkaline,
rechargeable and silver oxide batteries and hence, they are disposed in landfills as per NEMA
guidelines. Lead-acid batteries that have been used are considered a hazardous waste. There
is an established recycling factory for these kind of batteries in Nairobi that already has trade
networks in Kisumu.
Health Care Waste/ Medical Waste Management
Health Care Waste (HCW) is generated in varying quantities at healthcare facilities and
because of its pathogenic characteristics, there is need to treat it before disposal. Systems to
support the proper segregation of HCW are not always in place in hospital wards and clinics
in the City. The wastes are disposed through incineration and some find their way to the
Kachok dumpsite. The National Ministry of Health has developed guidelines on the
management of health care waste which the County Government must embrace in all its health
facilities. Incineration facilities can also be developed through the PPP approach for this
category of the sector. Heavy penalties should be considered and enforced for violation of these
regulations.
E-Waste Recycling
Due to the many hazardous components and materials used in the manufacture of electronic
goods, including mercury, brominated flame retardants, and cadmium, e-waste is considered
a hazardous waste stream. NEMA has developed e-waste regulations which have taken into
consideration extended producer responsibility, recycling, reuse and exportation of the
problematic fractions. The CoK should take advantage by adopting the same instead of
developing its own regulations.
The NEMA e-waste guidelines provide a framework for identification, collection, sorting,
recycling and disposing of electrical and electronic waste (e-waste). The guidelines also
provide the basis for developing legal instruments to enhance enforcement. The purpose of
guidelines is to assist the national and county governments, private sector, learning
institutions among others to manage e-waste in a manner that enhances environmental
conservation.
Some of the strategic activities / opportunities recommended to strengthen E-waste
management include:
- Develop relevant e-waste guidelines for the county Government using the National
Guidelines published by NEMA in May 2011 to target local importers, assemblers,
consumers (government organisations, learning institutions and others), informal sector
e-waste collectors/ pickers, recyclers, refurbishers, standards for recycling facilities.
- Development / adoption and gazettement of e-waste regulations by the county
government
- Partner with potential e-waste stakeholders like Hewlett-Packard (HP), Dell, Philips,
Nokia and Reclaimed Appliances (UK) Ltd, Safaricom among other companies to
establish organised collection, semi-processing and processing systems and facilities in
the proposed Taka-n-Pesa Centres/ Waste Business Centres in the city for income
generation purposes.
- Up scaling current and starting new take back schemes in the city by manufacturers,
suppliers and service providers
- Create employment opportunities for local youths by sponsoring them to capacity
building programs, especially through certificate practicum courses on e-waste recycling
- Assist existing informal businesses in e-waste recycling to become sustainable by capacity
building and provide easy access to devolved funding from both County and national
governments through youth and women empowerment schemes like Constituency
Development Fund (CDF), Youth Enterprise Fund (YEF), UWEZO Fund, etc.
- To encourage and sensitize the final consumers to play an active role in environmental
management since consumers have long been ignored in a product cycle that is highly
dependent on them. This will expand the number of places where people can conveniently
dispose e-waste products for recycling purposes.
Waste Tyres Management
There are no established formal systems for collection and recycling of tyres with the exception
of retrading. The bulk of the tyres are informally collected and often illegally burnt on open
land to recover steel for recycling, presenting a health hazard and leaving environmentally
damaging residues in soil. It is recommended that the city applies the NEMA Waste Tyre
Management Regulations of 2013 regulations and any national guidelines on management of
this type of special waste.
Management of End of Life Vehicles (ELVs)
It is primarily the owner‟s will which designates a given vehicle an End-of-Life Vehicle (ELV).
However, in certain cases, a vehicle is considered ELV simply due to the condition it is in.
According to the Kenya Traffic laws, such vehicle may not be roadworthy. Today, however with
material prices on the rise, end-of-life vehicles are considered a valuable resource for many
different materials rather than waste. A vehicle irrespective of its age and its weight, is made
out of approximately 75% of metals both ferrous and non-ferrous with the non-ferrous steadily
increasing. The remaining 25% of the vehicle weight result from tires, fluids and other
compound materials. Most of these can be recovered. The large space recommended for Taka-
n-Pesa in Mamboleo is recommended for a large scale ELVs recovery centre. The Kisumu
County Assembly ought to make regulations on ELVs to reduce their numbers in the city (see
Photo below) by defining clear procedures of disposal and responsibilities of the vehicle owner,
recyclers, manufacturers, and other stakeholders.
http://ec.europa.eu/environment/waste/shipments/index.htm
Plate 20: End of Life Vehicles (ELVs) in a Jua-Kali area
STRATEGY 8: RESOURCE MOBILIZATION THROUGH
PUBLIC PRIVATE PARTNERSHIPS AND FINANCING
REFORMS
This strategy outlines recommendations of resource mobilization through the application of
the Public Private Partnerships (PPP) approach and undertaking various financing reforms at
the CoK and county levels.
Public Private Partnerships in ISWM Projects
"Public Private Partnership- PPP" in ISWM projects in CoK will entail an arrangement
between a county government of Kisumu and a private party under which a private party
undertakes to perform a public function or provide a service on behalf of the contracting
authority.
Based on the views of the community members and stakeholder consulted, the following PPP
activities to actualise the process are recommended for the CoK.
The CoK management should organize a technical consultation meeting with the Chief
Executive Officer (CEO) and senior staff of the Public Private Partnerships Unit (PPP Unit) at
the National Treasury and explore opportunities on ISWM through the PPP approach that can
be supported by the national government. If possible, the delegation should be led by the
Governor. Alternatively, CoK may invite the National Public Private Partnership Committee
to CoK for a meeting to discuss or how they can partner on ISWM and other projects through
the PPP framework:
o Establish a Public Private Partnership Node within the CoK (if it does not exist).
o Train CoK staff especially those in the PPP Node on ISWM through national PPP
framework for Counties
o Develop proposals on ISWM through PPP and submit to the National PPP Unit using
the procedures in the PPP Act, regulations and any other existing guidelines and
applicable laws
o CoK SWM staff to visit and benchmark on PPP in other Countries in Africa and
elsewhere.
The CoK management should support the participation of the private sector in waste
management in the following areas using the PPP options as outlined in the PPP Act (2013)
for various specific projects/ activities.
Main Streets/ Roads and CBD Sweeping: It is recommended that all streets in the CBD
and major roads (Nairobi, Busia, Kakamega and Kibos Roads) should all be mapped and their
manual cleaning and landscaping/ beautification be privatized to local companies through the
public procurement procedures but restricted to youths, women or small private collection
companies in operation in the city. The tender price, period and area to be cleaned should be
based on the size/ status of road and distance to be covered in Kilometers. The groups cleaning
the streets should be responsible in delivering the waste to the CTS.
Primary collection from communal/ collection points at the Ward- Units to the
RP: To support many companies, at the beginning, a company should be restricted to one
ward or ward-unit because of their small scale nature. As the companies grow in capacity, they
can be given more wards/ zones to handle. The CBD can also be zoned to units and contracts
can be awarded to different groups to encourage competition and efficiency. Small private
companies that have existing contracts with the following facilities should be allowed in the
transitional period (maximum of 5 years) to continue with their normal services encourage
competition.
Operation of the Central Transfer Station: This can be tendered and firms with
capability in terms of machinery and equipment to handle the unloading and loading
operations at the transfer station.
Secondary Transfer of Waste from the CTS to the Landfill: This can be tendered
openly with no restrictions and firms with capability in terms of machinery and equipment
may be awarded the contract to transfer waste from Kisumu to the landfill.
Operation of “Taka n Pesa Centres”: They should have various sizes of spaces for county
residents to bid for. The spaces should be privatized to local companies through the public
procurement procedures but restricted to youths, women or small private waste recycling
companies in operating in the city. Transparency in soace allocations will be key in this
strategy.
PPP methods proposed: During the public consultations, the Kisumu people proposed the
following PPP methods for implementation:
- Open competition for special, commercial, industrial and institutional waste
- Contracting of ISWM services to small/ local companies and community-groups in the
services listed above
- Franchising of ISWM services- for projects that require high and long-term investment -
e.g. Waste-to-Energy facilities. The waste collection fee charged by the Franchisee to the
city shall be decided according to the tender result. The Franchisee shall collect and
transport the waste from the RP.
In particular, the CoK should work with other public and private stakeholders to ensure that
the participation of private sector organizations in the waste management sector is undertaken
in the context of:
- Private sector service providers being considered as an implementation tool through
which the objectives of this strategy may be met;
- Legal, institutional and financial frameworks supportive of private sector service
organization participation in the waste management sector;
- Open competition, transparency and accountability;
- Equitable application of contractual obligations;
- Consideration of the social impacts associated with the participation of private sector
service organizations
Public Private Partnership Arrangements for ISWM Projects: The Public Private
Partnership arrangements should be adapted from the PPP Act 2013, Second Schedule and
applied on ISWM projects listed in the above section. These includes on procedures on:
management of PPP contracts, output performance based contracts, leasing, concession
administration, Build-Own-Operate-Transfer schemes, Build-Own Operate schemes, Build-
Operate-and-Transfer schemes, Build-Lease-and-Transfer, Build-Transfer-and-Operate,
Develop-Operate-and-Transfer, Rehabilitate-Operate-and-Transfer, Rehabilitate-Own-
and-Operate and Land Swap possibilities.
Resource Mobilization and Financing Reforms
From the field surveys, six (6) major sources of finance were identified : 1) Households, 2)
Commercial waste producers, 3) Advertisements (on Vehicles, Containers etc.- see table 22
below), 4) Licencing (Collectors), 5) Fines and Penalties, 6) Grants and Donations that can
generate up to Ksh.165.0 million/ year (65%) of an estimated operational expenditure
requirement of 252 Million/ year indicating an annual deficit of about Ksh. 87 million (35%).
All incomes were worked out at 70% collection efficiency that has to be supported by
environmental education and awareness programmes and enforcement of legal instruments.
It is recommended that the city management should diversity its financial sources for
sustainability of the sector.
Table 6: Potential Annual Incomes vs Operational Expenditures
CoK shall ensure sustainable financing of solid waste management programmes by filling up
the 35% financial gap through:
Develop systems of collecting rental income from releasing of spaces at the proposed
Taka-n-Pesa Centres especially at the RP level.
Create a well-equipped and IT-based section for collection of revenue from the sector
waste generators and other sources listed above.
The county government should implement a web based e-revenue collection system to
ensure maximized collection so as to seal loop holes through which leakages have been
experienced over the years in other sectors. It is recommended that the system shall
include SWM charges and fees approved by the county government. The full
implementation of this system for all sectors shall ensure financial sustainability in the
SWM sector.
Timely allocations of budgeted financing for capital, operations and research and
development expenditures to the CoK, Wards and Ward-Units
Application of appropriate fees, payments for services, county taxes, penalties and
charges for offences.
Creation of Taka-n-Pesa fund to support operations and management financing relating
to recovery and recycling services, incentives, deposit-refund schemes, waste recycling
cooperatives, etc.
Establishment of the Kisumu waste recyclers savings and credit cooperative society and
other small cooperatives that might emerge in future to be responsible for solid waste
management.
Providing incentives to private Small and Medium Enterprises (SMEs), NGOs and CBOs
for recycling initiatives that coincides with other fiscal incentives.
Maximizing global benefits relevant to Kisumu city from carbon trade initiatives in the
SWM sector.
Enabling public - private partnerships in areas identified in this strategy,.
Mobilization of the residents and corporate institutions to support important
environmental days.
Extending access to direct national funds for solid waste management and environmental
projects in the Country especially on urban reforms, climate change, etc..
Establish the position of Deputy Director of Environment - Environmental Planning,
Education and Awareness (EPEA) who will be in-charge of fundraising to support ISWM
programmes of the City.
CHAPTER THREE: INTEGRATED WASTE
MANAGEMENT INVESTMENT BUDGET
The investment matrix below shows the estimated and projected budget that needs to be
mobilised and invested in the implementation of this 10 year strategy. The matrix is based on
an initial figure of Ksh. 251 million in the base year (2015/16 Financial Year) that grows at a
rate of 10per cent per annum. This figure has been derived in the report and consists of
operational expenses while the base year has also an annual income stream of Ksh. 164 million
from major sources of finance (households, commercial waste producers, advertisements,
licensing, fines and penalties, grants and donations). The incomes are expected to increase at
a rate of 10% p.a. Capital costs are accrued over the 10 year period. For instance, investment
in a landfill and accompanying investments like trucks are done in year 2015/16 while an
investment in an energy plant is done later on. These investment costs are as per investment
costs estimated in the report. For the next 10 years, the County Government will invest
approximately Ksh. 3,547,127,624 for operations and Kshs.2,682,003,326 for capital costs.
This implies that the city requires approximately Ksh. 6,229,130,950.00 to meet its overall
goal. This excludes investments envisaged from the private sector.
CHAPTER FOUR: IMPLEMENTATION,
MONITORING AND EVALUATION
Implementation Schedule
This strategy will be implemented in phases and the strategies will be categorized into
immediate, short- term, mid-term and long-term strategies as indicated in Table 23 below.
Table 23: Implementation Schedule
Monitoring and Evaluation
Monitoring and evaluation is an important aspect of strategy implementation that ensures that
actions and projects are implemented in a cost effective and efficient manner according to
what is proposed in this policy document. The following are recommended as part of M&E.
Monthly Progress Report: CoK staff will conduct periodic visits to project sites in the city
based on a schedule that will be agreed with the Ward, Ward-Unit, and project coordinators/
officials. These periods will be factored in the annual work plans of the proposed actions. The
purpose of site visits will be to assess the progress in the implementation of specific
actions/project activities in the field. Monthly report based on annual set indicators and
performance will be prepared and submitted to the County Executive Member (Minister) in
charge of solid waste matters.
Annual Strategy Report: This report will be prepared by the CoK staff in the Directorate
of Environment and will be submitted to the County Government for discussion at the County
Executives meeting. The report will enable the ISWM stakeholders to obtain information on
the performance of the strategy with regard to the implementation of agreed annual actions/
activities/ projects. The ASR will also provide details on the strategy achievements, initial
evidence of success, including constraints in the implementation of agreed activities and how
those constraints/shortcomings will be addressed in subsequent years. The report will also
include a compilation of lessons learnt and financial expenditure statement. The review of ASR
should be based on agreed performance indicators at the commencement of each financial
year.
Mid-Term Evaluation Report: The proposed strategies should undergo an independent
Mid-Term Evaluation at the mid-point of strategy implementation. The mid-term evaluation
of this strategic document will focus on relevance, performance (effectiveness, efficiency and
timeliness), and issues requiring decisions and actions and initial lessons learned on the ISWM
projects design, implementation and management. The evaluation will be carried out using a
participatory approach - parties that benefit or are affected by the strategy will be consulted.
The Project Coordinators will prepare a management response to the mid-term evaluation
recommendations along with a plan for effecting the required changes in strategy
implementation. Mid-term revision may be undertaken if the main direction of dealing with
SWM requires to be changed due to some major changes in internal and external factors.
Terminal Evaluation Report: An independent final evaluation will take place at least three
(3) months prior to the final date of implementation of the this strategy. This terminal
evaluation will focus on the same issues as the mid-term evaluation but in addition it will also
examine the early evidence of strategy projects/ activities impact and sustainability of results,
including the contribution to capacity building and the achievement of environmental benefits
to the people of Kisumu and the City in general. The Terms of Reference for this evaluation
will be prepared by the CoK technical staff and evaluation will be done by an independent
consultant. The Terminal Evaluation will also provide recommendations for follow-up
activities and overall review of this strategy.
BIBLIOGRAPHY
County Government of Kisumu. (2014). County Government of Kisumu
Conservancy Act, 2014
Kenya Population Census (2009). Kenya National Bureau of Statistics.
Kibwage, J.K, (2002). Integrating the Informal Recycling Sector into Solid Waste
Management Planning in Nairobi City. Moi University, Kenya. Unpublished PhD, Thesis.
KISWAMP (2009). A baseline survey on Kisumu city integrated waste management project.‟
ILO / UN-HABITAT / MCK.
MCK Conservancy By-laws, 2008
Vera, J. A (2011). An Assessment of Medical Waste Management in Public and Private
Hospitals in Kisumu Municipality. Maseno University, Kenya. Unpublished MSC, Thesis.
COUNTY GOVERNMENT OF KISUMU
PROSPERITY HOUSE, 2ND FLOOR, P.O. BOX2738-40100,
KISUMU, KENYA
CITY OF KISUMU
P. O. BOX 105 – 40100, KISUMU TELEPHONE: +254 57 2023812
Email: townclerk_kisumu@yahoo.com
mailto:townclerk_kisumu@yahoo.com
‘WARD_NAME
CENTRAL KISUMU
KAJULU
‘KISUMU NORTH
‘KOLWA CENTRAL
KOLWAEAST
KONDELE
‘MANYATTA
‘MARKET MILIMANI
‘MIGOSI
‘NYALENDA ‘A!
‘NYALENDA'B’
‘RAILWAYS
'SHAURI MOYO KALOLENI
‘SOUTH WEST KISUMU
Total
POP2009
40.876
24,690
34739
48,004
27.952
18,902
19,826
32,430
34,924
14,806
2,306
404,160
EST2015
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GOVERNOR
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SEGA
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eves Ms Ronan services J YourH AFFAIRS, J HOUSING AND. SERVICE TIALSATION, [J COMMUN
TRANSPORT ff MANAGEMENT ff CopPERATE ff TION AND E-
DEVELOPMENT, J GOVERNMENT
Rory
WILDLIFE
PLANNING ff DevELopmENT ff DEVELOPMENT ram aaa
AND FisHERles J AND NATURAL oma DON
iteothasy
CONSUMER MARKET
* Street waste pickers
* Itinerant waste buyers
* NCCrefuse collectors
WASTE DEALERS
(Paper, Plastics, Scrap metals, Glass, Bones, Other materials)
Paper Plastic Metal Glass Bone Jua-kali Other waste
recycling || "ime | | recyding || recycling | | recyting metal recycling
Industrie | | iMustri@ | | industrie | | industrie | | industries workshops | | industries
>
Dumpsite waste pickers
Industrial Zone
ResidentialZone | | CommercialZone
Dumpsite
=< 5
:
Zed intone 4s 01s
Hospital/ Clinical Waste 25 85
agricultural, struction waste, 1.25 78.75
Organic Waste 235 63.1 85,850
‘Waste Paper 46 123 16,735
Plastics 38 10.2 13877
Glass » 32 4,354
Scrap Metals 5 13. 1,760
Others 37 9.9 13,469
Total 273. 100 136.054
* Includes industrial waste dumped at the City Dumping Site but excludes hospital waste
Ttem Amount (Ksh)
Total set up cost (capital, machinery & other start-up costs ) 156,865,000
Average Revenue/year/ contract price awarded 199,280,000
‘Average Operating Expenses including taxes/year 37,986,543,
‘Average Net Income/Year 61,203,457
Payback period 4 years
NPV @ 12% p.aafter 5 years 234.881.4521
setup cost ( r start-up costs) 2,025,825,000
Average Revenue/year 414,151,982
Average Operating Expenses including taxes/year 237,384384
‘Average Net Income /Year 377,790,797
Payback period 10 years
[NPV @ 6% p.a after 5 years 1,880,720
KEEP OUR
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‘are weieht minimum suber as per avadable
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funds and urgency eg.
an start with 5-7 (one
for every 2-3 wards)
ia aRSreE oR — Brooms wed For sect sveeping Number tobe calelte
Seepingtools barove/handeuts, "and internally by staffin
andequipment hand shovels, forks, cleaning of drainage charge of street
hand scooper, ete Sistems tions
2. Assorted ‘Sets for each worker “To protect workers: at 2 sets
Personal -forconfinedspaces, "frombealthand per workerin waste
Protective eveprotecton fll sefetyhazards
Equipment protection, general
en zafey,
hand protection,
respartory tract
setup cost ( ‘& other start-up costs ) 117,000,000
Average Reventue/year/ contract price awarded 175,000,000
Average Operating Expenses including taxes/year 46,935,489,
Average Net Income/year 3ATBIAT?
Payback petiod years
NPV @ 12% paafter 5 years 8,574,841
setup cost ( ‘S other start-up costs ) "117,000,000
Average Reventue/year/ contract price awarded 80,000,000
Average Operating Expenses including taxes /year 533377, 606
Average Net Income/year 33,288,971
Payback petiod years
NPV @ 10% paafter 6 years 3,470,193
set up cost ( ‘& other start up costs)
Average Reventue/year/ contract price awarded
Average Operating Expenses including taxes /year
Average Net Income/year
Payback period
NPV @ 10% paafter 5 years
"774700,000
50,000,000
30,884,802
23,687,108
years
7,951,988
Po C___| Amount (Ksh) |
Total set up cost (capital, machinery & other start up costs) "77,700,000
Average Revenue/year/ contract price awarded 153,000,000
‘Average Operating Expenses including taxes/year 34,955,902
‘Average Net Income /Year 16,098
Payback period 4 years
NPV @ 12% p.aafter 5 years 4.157146
“Total set up cost (capital, machinery & other startup costs )
Average Revenue/year/ contract price awarded
Average Operating Expenses including taxes /year
Average Net Income/year
Payback period
NPV @ 10% paafter 5 years
40,000,000
30,884,802
123,687,108
years
9,815,786
“Total set up cost (capital, machinery & other start-up costs )
Average Reventue/year/ contract price awarded 42,000,000
‘Average Operating Expenses incliding taxes/year 26,481,419
‘Average Net Income/Year 19,190,582
Payback period 4 years
[NPV @ 10% p.aafter 5 years 765.921
Capital Costs Estimates
KES
8,000,000.00
19.800,000.00
27,.800,000._00
Landfill Cell Development
Other infrastructure ( Roads,
Drains, Fencing, Building etc)
Land Costs
178, 704,000.00
16,000,000.00
30,000,000.00
‘Sub-Total
224,704,000.00
Total - Landfill Fac
ity &
252,504,000_00
Compost Plant Equipment
2 Backhoe Loader
Tipper Tractor
Water Tanker
Weigh Bridge
Landfill Compactors (2)
Plant and Machinery (other)
8,000,000.00
5,100,000.00
2,000,000.00
10,000,000.00
11,000,000.00
6.500,000.00
Sub-total C
42,600,000.00
Total Compost Plant
42,.600,000_00
[TOTAL CAPITAL COSTS A-B+C 295.104,000.00
Vehicle
Washing Facility Weight bridge
ge NGS sGproach Road
«
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Gas, =
Séfting pipe aioe
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Re leachate Treatment
sng = i
ing pl Rang waite,
inge=D
Section Retention Pope
Vertical Pipe
Pipe s
Protective Sand
Leachate Retention Pit
Underground Water
Drainage Pipe Liner
ITEM AMOUNT (Ksh)
Total set up cost (capital, machinery & other startup costs ) 324,404,000
Average Revenue/year/ contract price awarded 120,000,000
Average Operating Expenses including taxes/year 65,624,212
Average Net Income/year 54,375,788
Payback period 8 years
NPV @ 12% p.a after 5 years 209,367,412
‘Public facilities (Schools, Parks,
Social halls, etc.)
sweeping
(Caneass of animal on thestrets
‘Supermat
Petrol stations
‘Motor garages
|
vi
1 Households/ Domestic Waste Generators 95,044,320.00
2 Commercial and Industrial waste producers '50,400,000.00
3. Advertisements (Vehicles, Containers etc.) '5,000,000.00
4 Licencing (Collectors) 400,000.00
‘5 Fines and Penalties 6,000,000.00
6 Grants and Donations 8,130,180.00
Total Anmual Incomes 164,974,500.00
Estimated:
41 Source to Central transfer station costs 61,850,000.00
Annual Operational Costs (Waste Collection From
«pdms Operational Costs (waste »
‘3 Annual Operational Costs (Landfill Operation) 82,030,264.00
4 General Administrative costs 38,054,733.10
‘5 Education and awareness Costs 12,000,000.00
Total Annual Expenditures 251,570,510.10
Annual Deficit (86,596,010.10)
Note: Kisumu Residents proposed a Penalty for ofenders/ violators who ie
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‘Public Pavate| 7 7 7 7
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‘Management of _Specal | 7 7 7 7
‘Wastes (Ewaste,
City of Kisumu
Kisumu Integrated Solid Waste Management Plan (KISWaMP) by
horizon 2030
An updated, revised and operational version of the previous plan
December 2017
Vision:
A clean, prosperous and equitable city, empowered to protect and conserve our natural
resources, within a sustainable environment that enhances quality of life for the present and
future generations.
Mission:
To protect, restore and enhance environmental quality towards good public health,
environmental integrity and economic viability.
Core Values:
Excellence and professionalism
Results oriented
Efficiency and effectiveness
Integrity
Proactiveness
Sensitivity and responsiveness
Teamwork and partnership
Creativity and innovation
Accountability and transparency
Strategy Guiding Principles:
The Integrated Solid Waste Management (ISWM) strategy guiding principles are:
Community Participation: Participatory ISWM planning, development and governance
Equity: Access to resources and opportunities among the city residents;
Quality of service: Efficiency and effectiveness in resource use and service provision
Sustainability: Social, economic and environmental sustainability;
Inclusivity: The city will cater for all segments of urban residents including marginalized
and vulnerable groups engaged in formal and informal waste management and recovery
activities;
Good governance: Transparency and accountability to the people of Kisumu city
Connectivity: The city management shall be connected with ward and village units
Green Technologies: The city to have good quality Solid Waste Management (SWM)
infrastructure and services that are based on green and cleaner production technologies.
ACKNOWLEDGEMENTS
In reviewing the 10 year Kisumu City Integrated Solid Waste Management Strategy, the
consultant benefited from inputs from a team of specialists drawn from different
organizations. The task of preparing this strategy plan was led the consulting AWEMAC team
(Prof. Jacob K. Kibwage - Team Leader, Dr. Benson M. O. Agaya- Sociologist), Mr. Joshua
Onami Obiri - Hydro-Geologist, Dr. Romulus Abila Ecologist, Ms. Grace Moraa Momanyi-
Institutional / Community Development Expert and Mr. Peter O. Magati - Finance and
Economic Analysis expert)-. Our deep appreciation also goes to our field support staff for their
contributions in data collection and processing.
Special acknowledgement goes to the following for their key role and contributions towards
development of this strategy:-
The Governor of Kisumu County
Kisumu County Assembly Members
National Ministry of Lands, Housing and Urban Development
County Executive Member in charge of environment matters at the Kisumu County
Government
The Kisumu County Secretary
The City Manager, City of Kisumu
Director of Environment, City of Kisumu
Director of Planning Department, City of Kisumu
The Kisumu Urban Project (KUP) Technical Staff
Our sincere gratitude also goes to project partners and stakeholders not mentioned here by
name particularly all the participants of the community forums and stakeholder validation
workshop. Special mention goes to the AFD and the National Government (Ministry of Lands,
Housing and Urban Development) for their financial support to the City of Kisumu that
facilitated preparation of this document.
It is our hope that this strategy will provide practical actions for the ISWM sector through
support of various stakeholders. The strategy will also form basis for the formulation of
relevant county regulations to facilitate the enforcement of standards and procedures
stipulated for the appropriate management of solid waste. We are convinced that our
concerted efforts will collectively enhance the quality of the environment in the City of Kisumu.
FOREWORD
The Kenya Constitution under Article 42 states that every person is entitled to a clean and
healthy environment, while requiring each person to safeguard and enhance the environment.
This is given further impetus by Article 69 & 70 of the Kenyan Constitution, on Environment
and Natural Resources, which emphasizes on the obligations in respect of the environment
and enforcement of the rights respectively.
The solid waste management problem in the City of Kisumu is a big challenge to City managers
and the County in general. In summary, community sensitization and public awareness is low
among the City residents. A system of segregation of organic, inorganic and recyclable wastes
at source is lacking. Subsequent waste collection rates by the Kisumu city management are low
while the current County Laws governing the sector don‟t have adequate provisions to deal
effectively with the ever-growing problem of solid waste management.
The Ten Year Integrated Solid Waste Management (ISWM) Strategy presented here is as a
result of several participatory processes which began with extensive research that led to some
cumulative understanding of the status of solid waste management in the city. The research
reviewed that, the roles of all stakeholders including waste generators, micro and small
enterprises, the informal waste pickers, recyclers, private collectors and community-based
organizations have had an important role in the overall waste management system of the city.
The strategy also borrows from local and regional interventions that showcase potential for
replicating the knowledge on sustainable waste management.
I would like to thank all the key stakeholders, partners and local communities for their support
in developing this comprehensive strategic plan to deal with waste problem in the city. We are
all now heading in the same direction. Through a community-based and Public-Private
Partnership (PPP) approach, the strategy provides a road map for what the Kisumu city
management ought to focus on for the next 10 years (2015/16-2025/26). More specifically, it
proposes strategic objectives and key actions to improve the existing waste storage, collection,
transportation, recovery and sustainable disposal systems in the city. My government will soon
start the implementation of sustainable financing mechanisms, integrated SWM programs,
and enactment of required basic legislation, undertake adequate environmental awareness,
purchase of required vehicles and equipment and build necessary capacity of our staff involved
in waste management. We will be monitoring and doing necessary adjustments over time in
order to achieve the overall goal of making Kisumu a clean city and improve on the incomes
from the sector to various participants.
I am now happy that we now have the vision in pursuit of an effective and efficient Integrated
Solid Waste Management system for the city. We must work hard towards making it a reality
with zeal and determination. I call upon all the city residents to share the responsibility for
reducing the environmental and health challenges facing the city. I therefore appeal for the
support of every stakeholder in the implementation of this strategy to improve the health and
livelihoods of the city residents.
H.E. Prof. Peter Anyang’ Nyong’o,
Governor, Kisumu County Government
LIST OF ACRONYMS
AFD: French Agency for Development
AIDS: Acquired Immunodeficiency Syndrome
AMREF: Africa Medical Research Foundation
AWEMAC: Africa Waste and Environment Management Centre
CBD: Central Business District
CBOs: Community Based Organizations
CDF: Constituency Development Fund
CTS: Central Transfer Station
CQRP: City‟s Quarry Rehabilitation Programme
EAC: East African Community
EACR: East Africa Compliant Recycling
EALA: East African Legislative Assembly
EMCA: Environment Management and Coordination Act
EHS: Environment Health and Safety
ESIA: Environment and Social Impact Assessment
ESMF: Environmental & Social Management Framework
E-Waste: Electronic Waste
GPS: Geographical Positioning System
HCW: Health Care Waste
HIV: Human Immunodeficiency Virus
HP: Horse Power
ICT: Information Communication Technology
IRR: Internal Rate of Return
IT: Information Technology
ISUD: Integrated Strategic Urban Development
ISWM: Integrated Solid Waste Management
KAA: Kenya Airports Authority
KCAA: Kenya Civil Aviation Authority
KEBS: Kenya Bureau of Standards
KICOMI: Kisumu Cotton Manufacturing Industry
KIMCOG: Kisumu County Monthly Clean-Up Group
KISOWAMA: Kisumu Solid Waste Management Company
KIWASCO: Kisumu Water and Sewerage Company
KIWARE: Kisumu Waste Recyclers Cooperative Society
KLIP: Kisumu Local Interaction Platform
KMP: Kenya Municipal Programme
KP: Kenya Power
KUP: Kisumu Urban Project
KWRCS: Kisumu Waste Recyclers Corporative Society
LVBC: Lake Victoria Basin Commission
LVEMP: Lake Victoria Environment Management Project
MOU: Memorandum of Understanding
MCAs: Members of County Assemblies
MCIs: Millennium Cities Initiative
MMS: Multimedia Message Service
MRFs: Material Recovery Facilities
NGOs: Non Governmental Organizations
PCs: Private Collectors
PPE: Personal Protective Equipment
PPP: Public Private Partnership
RAP: Resettlement Action Plan
RETRAK: Retail Trade Association of Kenya
SDA: Seventh Day Adventist Church
SMEs: Small and Medium Enterprises
SMS: Short Message Service
SW: Solid Waste
SWM: Solid Waste Management
UNEP: United Nations Environment Programme
WARMA: Water Resources management Authority
WEC: Ward environment Committees
WEE: Waste Electrical Equipment
WUCS: Ward Unit Environment Committees
WED: World Environment Day
WEX: Waste Exchange Platform
WECs: Waste Exchange Centres
WtE: Waste to Energy
DEFINITION OF TERMS
Biomedical waste: Any waste which is generated during the diagnosis, treatment or
immunization of human beings or animals or in research activities pertaining thereto or in the
production or testing of biologicals and including categories.
Composting: This is the controlled biological decomposition of organic solid waste under
aerobic conditions. Decomposition refers to the breaking down into component parts or basic
elements. The material form from the composting process is called compost or humus.
Disposal site: Any area of land on which waste disposal facilities are physically located or
final discharge point without the intention of retrieval but does not mean a re-use or re- cycling
plant or site.
Domestic Waste/ Household Waste: Waste generated from residences.
E-waste: A term encompassing various forms of electrical and electronic equipment that are
old, end-of-life electronic appliances that have ceased to be of any value to their owners.
Hazardous waste: Waste with properties that make it dangerous, or capable of having a
harmful effect on human health and the environment. These wastes require special measures
in handling and disposal due to their hazardous properties (e.g. toxicity, ecotoxicity,
carcinogenicity, infectiousness, flammability, chemical reactivity) and are generally not
suitable for direct disposal into a landfill.
Medical/Healthcare Waste: Any cultures or stocks of infectious agents, human
pathological wastes, human blood and blood products, used and unused sharps, certain animal
wastes, certain isolation wastes and solid waste contaminated by any of the above biological
wastes.
Incineration: A waste treatment process that involves the combustion of organic substances
contained in waste materials. Incineration and other high-temperature waste treatment
systems are described as "thermal treatment". Incineration of waste materials converts the
waste into ash, flue gas, and heat.
Industrial Waste: Waste arising from processing and manufacturing industries or trade
undertakings and can take the form of liquid, non-liquid, solid and gaseous substances.
Integrated Solid Waste Management: A practice of using several hierarchy of options
(source reduction, recycling, combustion and landfill) of waste management techniques to
manage and dispose of specific components of municipal solid waste materials.
Privatization: A form of partnership between public, private, community-based and non-
governmental organizations, so as to mobilize all available experiences, talent and resources
to solve the household waste management problem.
Public–Private Partnership (PPP): is a government service or private business venture
which is funded and operated through a partnership of government and one or more private
sector companies.
Ramp platform : Is a facility allowing the waste to be gathered from Collection Points by
small vehicles and to transfer them to transportation truckes, a bit working like a Transfer
Station.
http://en.wikipedia.org/wiki/Private_sector
http://en.wikipedia.org/wiki/Private_sector
Recycling of waste: Refers to the processing of waste material into a new product of similar
chemical composition.
Reuse: Means waste reused with or without cleaning and/or repairing.
Sanitary Landfill: A method of disposing of refuse on land without creating nuisance or
hazards to public health or safety, by utilizing the principles of engineering to confine the
refuse to the smallest practical area, to reduce it to the smallest practical volume, and to cover
it with a layer of earth or soil at the conclusion of each days operation or at such more frequent
intervals as may be necessary.
Solid waste: Any solid or semi-solid garbage, refuse, or rubbish, sludge (from any facility
involved in the treatment of air, wastewater, or water supply), and other discarded material,
including any contained liquid or gaseous material, remaining from industrial, commercial,
institutional activities and residential or community activities.
Solid Waste Management: Refers to the activities, administrative and operational, that
are used in storage, collection, transportation, recovery, treatment and disposal of solid
wastes.
Source Reduction/ Minimization: The reduction, to the extent feasible, in the amount of
solid waste generated prior to any treatment, storage, or disposal of the waste.
Source Separation: Refers to any activity that separates waste materials at the point of
generation for processing.
Storage: The temporary placement of waste in a suitable location or facility where isolation,
environmental and health protection and human control are provided in order to ensure that
waste is subsequently retrieved for treatment and conditioning and/or disposal.
SWM infrastructure: All facilities (e.g. landfills, transfer stations, workshops), equipment
(e.g. vehicles, rubbish bins, crushers), and public infrastructure (e.g. roads, electrical
substations, SWM education programs) necessary for SWM.
Treatment: Any method, technique or process for altering the biological, chemical or
physical characteristics of wastes to reduce the hazards it presents.
Waste exchange: This is where the waste product of one process becomes the raw material
for a second process.
Waste Generator: Any person whose activities or activities under his or her direction
produces waste or if that person is not known, the person who is in possession or control of
that waste.
http://en.wikipedia.org/wiki/Waste
http://en.wikipedia.org/wiki/Raw_materials
http://en.wikipedia.org/wiki/Raw_materials
http://en.wikipedia.org/wiki/Raw_materials
CONTENTS
EXECUTIVE SUMMARY ...................................................................................................................... 11
General Background ...................................................................................................................... 11
Strategic Objectives ........................................................................................................................ 11
Proposed Strategies ....................................................................................................................... 11
CHAPTER ONE: INTRODUCTION ...................................................................................................... 14
Background of the ISWM Strategy ................................................................................................. 14
Strategy Methodology and Approach ............................................................................................. 14
Background on Kisumu County ..................................................................................................... 15
The Kenya Vision 2030 and Sustainable Development Goals ....................................................... 17
The Kisumu Urban Project ............................................................................................................ 18
The Integrated Strategic Urban Development Plan ...................................................................... 19
KISWaMP and 2010-2020 ISWM Strategy Shortfalls.................................................................. 20
Existing SWM institutional, policy and legal frameworks ........................................................... 20
Revenue from waste management and other environmental services ......................................... 34
Views of the community on the current SWM problems.............................................................. 35
CHAPTER TWO: STRATEGIC AREAS, OBJECTIVES AND PROPOSED ACTIONS ......................... 37
STRATEGY 1: WASTE REDUCTION AT SOURCE ....................................................................... 38
STRATEGY 2: WASTE RECYCLING AND COMPOSTING .......................................................... 44
STRATEGY 3: INCINERATION AND WASTE TO ENERGY RECOVERY ................................... 53
Prioritization of Incineration for the City ..................................................................................... 53
STRATEGY 4: PLANNING FOR A SUSTAINABLE SOLID WASTE MANAGEMENT
SYSTEM 55
STRATEGY 5: INSTITUTIONAL, ORGANIZATIONAL, POLICY AND LEGAL REFORMS ....... 76
STRATEGY 6: CAPACITY BUILDING, ENVIRONMENTAL PLANNING, EDUCATION AND
AWARENESS ................................................................................................................................ 82
STRATEGY 7: MANAGEMENT OF HAZARDOUS AND SPECIAL WASTES: E-WASTE,
MEDICAL WASTE, WASTE TYRES AND ELVs ........................................................................... 89
STRATEGY 8: RESOURCE MOBILIZATION THROUGH PUBLIC PRIVATE PARTNERSHIPS
AND FINANCING REFORMS ...................................................................................................... 92
CHAPTER THREE: INTEGRATED WASTE MANAGEMENT INVESTMENT BUDGET .................. 96
CHAPTER FOUR: IMPLEMENTATION, MONITORING AND EVALUATION ................................ 98
Implementation Schedule ............................................................................................................. 98
Monitoring and Evaluation ........................................................................................................... 98
EXECUTIVE SUMMARY
General Background
Solid Waste Management (SWM) is one of the key devolved functions that is handled within
the docket of the Ministry of Environmental Management in the County Government of
Kisumu. It is no doubt one of the major development challenges confronting the County
Government. A detailed contextual assessment was conducted in Kisumu City to determine
the status of the problem, its root causes, major stakeholders and what has already been done
in response to the issue.
The results indicate that the problem is a consequence of multiple factors which include: rapid
urbanization; limited human and financial resources; weak organizational structures;
ineffective laws on waste management; failure of garbage storage, collection, transportation,
recovery and disposal systems; low public awareness; lack of a framework for Public Private
Partnerships (PPP) for the sector; and emergence of new streams of waste (e.g. e-waste, End-
of-Life-Vehicles, sanitary waste) which pose new environmental management challenges.
Due to these factors, a large part (about 75%) of the solid wastes in the city remain uncollected.
Resultant effects include spread of infectious diseases, blocked sewers, litter in the streets and
pollution of Lake Victoria through crude dumping. With both direct and indirect linkages to
economic development, waste materials represent wasted money, in terms of the original cost
of the materials, the disposal and in its potential value as a recyclable and reusable resource.
Strategic Objectives
The overall objective of this strategy is to provide a framework for the development of the
sustainable management of solid waste in Kisumu city. A key means shall be source separation
and reduction which will eliminate the need to manage waste. Other means include law
enforcement, protection of the environment, promotion of local waste businesses, creation of
job opportunities and saving resources.
Therefore, the specific objectives of this strategy are:
o To establish a basis for a policy and regulatory frameworks on integrated solid waste
management.
o To enhance environmental protection from solid waste pollution.
o To establish a sustainable integrated solid waste management system based on
community support and PPP approaches.
o To provide sustainable and green jobs for the urban poor (especially youths and
women)
o To raise public awareness on sustainable management of solid waste in Kisumu.
Proposed Strategies
Utilizing the information from baseline surveys and public consultation, the ISWM strategy
proposed will address all issues of municipal waste in a holistic and integrated manner. The
strategic document presents an integrated ten (10) year (2015-2025) strategy that aims to
provide the city with practical ways, detailed intervention plans and financial requirement
guidelines on key areas for addressing SWM in the city. The Strategy has also taken the city
development plans into account and suggested options are aligned with these long term city
development efforts.
The strategy is formulated around the following eight (8) key proposed strategies:-
1. Waste Reduction at Source
2. Waste Recycling and Composting
3. Incineration and Waste To Energy Recovery
4. Planning for a Sustainable Solid Waste Management System
5. Institutional and Organizational Reforms
6. Capacity Building, Environmental Planning, Education and Awareness
7. Management of Hazardous and Special Wastes: E-Waste, Medical Waste, Waste Tyres
and ELVs
8. Resource Mobilization through Public Private Partnerships (PPPs) and Financing
Reforms
The preparation of this strategic plan and areas addressed above all within the framework
developed and provided by the National Government in Kenya. It also adopts partnership and
community approaches to ensure participation of service users, providers (which in some
cases are the same people), the CBO, NGOs, Research Institutions, donor communities as well
as political authorities are viewed as key to the successful operation of the proposed strategies
and systems. This is specifically, in the process of choosing, planning, designing, implementing
and management of the city‟s solid waste management infrastructure.
At stakeholder level, the ISWM Strategy proposes a supportive institutional framework. The
framework develops linkages with key stakeholders representing all community groups who
contribute to the problem and are affected by the solutions. The institutional framework also
ensures long-term sustainability of the ISWM plan. At operational level, the ISWM strategy
addresses the environmental education, awareness and training needs of the various
stakeholders involved in waste management, including City of Kisumu (CoK) personnel,
industries, civil society, and service providers in the field of waste management. It also
includes basic equipment specifications for different aspects of the waste management chain.
From the technical point of view, the strategy proposes a solid waste collection pattern in three
steps that are adapted on the type of area:
1. Pre-collection and sorting of recyclable waste through local CBOs using small vehicles and
bins, both straight from the households and Collection Points ;
2. Gathering of solid waste into trolleys at the designated Ramp Platforms covering specific
areas and allowing the sales of the recyclable waste ;
3. Collection from the Ramp Platforms to the dumpsite through trucks managed by CoK.
The Kachok dumpsite operation will be upgraded at various levels before being replaced by a
sanitary landfill with still the same collection pattern and facilities.
The implementation of this strategic plan will be spearheaded by the Kisumu city management
in close collaboration with various stakeholders. The key stakeholders to work with include
the Kisumu residents / community members, CBOs, NEMA, National Treasury, National
Government Ministries in charge of Devolution, Planning, Lands, and Urban Development;
County Public Health Department, informal recycling groups and Private Sector/ Companies.
The indicators for monitoring and evaluation at all levels will be generated annually and
evaluated continuously on an annual basis to ensure the direction of the strategy plan is
focused all the time.
CHAPTER ONE: INTRODUCTION
Background of the ISWM Strategy
This is a review of the 2010-2020 Kisumu Integrated Solid Waste Management Strategy was
supported by the National Government of Kenya through a credit obtained from the Agence
Française de Développement (Agency for French Development) (AFD) for implementing the
Kisumu Urban Project (KUP). The Kisumu City Management applied part of the proceeds to
develop this important strategic document through technical support from a local
environmental consultancy firm, Africa Waste and Environment Management Centre
(AWEMAC).
Strategy Methodology and Approach
This section outlines the methodology, approach and procedures used in drafting this strategy.
The process started in July 2014 and part of 2015 through baseline surveys, stakeholder
consultations and participatory approach. The review covered KISWAMP, SWM Strategy and
other associated documents and records. The review also included updating the situation
analysis of solid waste management in the CoK, so as to come up with updated data and
statistics on waste generated, waste collected, characteristics of waste, equipment owned by
the CoK for Solid Waste Management etc. The entire solid waste management system was
reviewed (i.e collection, recycling, transportation, final disposal). A total of ten (10) public/
community meetings were held at the ward levels to collect the views on the current situation
and way forward. A total of 915 (57.2% men and 42.8% female) people participated in the
meetings (KISWM Baseline Survey, 2015). The Kisumu City ISWM Strategy (2015-25)
Validation Workshop was held on 4th March 2015 involving the participation of all
stakeholders. A total of 96 participants attended the workshop.
A critical review of relevant literature to the objectives of this study was undertaken in
libraries. The following 14 key documents were reviewed to advice on this strategy:
KISWAMP Baseline Report, 2009
End of Programme Evaluation - Lake Victoria CDS
Kisumu County ISUD
Kisumu Investment Profile
Ten Year Integrated Solid Waste Management Strategy for Kisumu City, Kenya, 2010-
2020
ILO Guidelines for Successful Implementation of PPP In Municipal Service Delivery of
Solid Waste Management
Report of Planning Workshop on Participatory Monitoring and Evaluation
Technical Report on Training of Kisumu Municipal Technical Staff and Policy Makers on
Integrated Solid Waste Management
KUP Project Prefeasibility Study
MCK Conservancy by-Laws 2008
The County Government Of Kisumu Conservancy Act 2014
A Summary Report for the Sensitization workshop on Promotion of Public Private
Partnership (PPP) for Employment Creation and Municipal Service Delivery
Improvement
Siting Study to Identify Sites for Development of Sanitary Landfill in Kisumu
County Government of Kisumu, Solid Waste Management Bill, 2014
Decommissioning Audit Report of Kachok Dumpsite- Kisumu City, 2015 by E-Cue
Consultants
For waste disposal, an Integrated Solid Waste Management approach guided the review
process. An ISWM approach was used in undertaking the review work. According to EPA,
(1989) and Kibwage, (2002) integrated systems involve the use of a combination of techniques
and programmes to manage the municipal waste stream. Within the range of management
options, a hierarchy for SWM to be considered when planning and implementing integrated
waste management programmes will be as outlined in the figure below.
Briefly, the first level of the management hierarchy will be Source Reduction, which is the
reducing of the amount and/ or the toxicity of waste generated at source. The second level will
be Recycling, which is the collecting, reprocessing, marketing and using materials that were
once considered waste. This is commonly being referred as 3 Rs approach, i.e. Reduce, Recycle
and Re-Use. Waste Combustion or Waste to Energy (WTE) shall be considered next because
this method will reduce the bulk of municipal waste and will provide the added benefit of
energy production. A final level will be Landfilling, which is at the bottom of the hierarchy
which will be necessary to manage non-recyclable and non- combustible wastes (refer to the
figure below). The strategies proposed herein follow this internationally accepted sustainable
solid waste management approach.
Background on Kisumu County
Kisumu County is one of the newly devolved counties of Kenya. Its borders follow those of the
original Kisumu District, one of the former administrative districts of the former Nyanza
Province in western Kenya. Its headquarter is Kisumu city. Currently, the County is estimated
to have a population of 1,098,561 (projected based on the 2009 National Census). The Kisumu
city population which is about 45.5% of the County population is approximately 500,000
people (see table 1 below). The land area of Kisumu County totals to 2,085.9 km².
Kisumu County's neighbours are Siaya County to the West, Vihiga County to the North, Nandi
County to the North East and Kericho County to the East. Homa Bay County is its neighbour
to the South West. The County has a shoreline on Lake Victoria, occupying northern, western
and a part of the southern shores of the Winam Gulf.
County Poverty Level and Developmental Challenges
The Kisumu County Fiscal Strategic Paper of 2014-2015 indicates that high poverty level is one
of the major developmental challenges in Kisumu County. Estimates show that over 60 per
cent of the population are poor compared with the national average of 46 per cent as at 2006.
Poverty levels are higher in the urban areas (70 per cent) compared with rural (63 per cent).
The main causes of poverty include HIV and AIDS pandemic, collapse of local agro-based
industries, unemployment, low agricultural and fish production from Lake Victoria. Food
insecurity, inaccessibility to affordable healthcare, lack of proper storage facilities, erratic and
unreliable rainfall, poor and inaccessible road network, frequent floods, problems with the
sugar, rice, cotton and fish industries, lack of title deeds, poor water and sanitation systems,
malaria, and water borne diseases worsens poverty situation in the county (Kisumu County
Government, 2014).
http://en.wikipedia.org/wiki/Districts_of_Kenya
http://en.wikipedia.org/wiki/Nyanza_Province
http://en.wikipedia.org/wiki/Nyanza_Province
http://en.wikipedia.org/wiki/Kenya
http://en.wikipedia.org/wiki/Kisumu
http://en.wikipedia.org/wiki/Siaya_County
http://en.wikipedia.org/wiki/Vihiga_County
http://en.wikipedia.org/wiki/Nandi_County
http://en.wikipedia.org/wiki/Nandi_County
http://en.wikipedia.org/wiki/Kericho_County
http://en.wikipedia.org/wiki/Homa_Bay_County
http://en.wikipedia.org/wiki/Lake_Victoria
http://en.wikipedia.org/wiki/Winam_Gulf
Table 1: Kisumu City Population
County Organizational Structure
The organizational structure of the county is as outlined in Figure 2 below. This project falls
under the Ministry of Environmental Management but being directly administered through
Kisumu City management establishment.
Figure 1: Organizational Structure of Kisumu County Government
The City of Kisumu in Context
Devolution has presented a unique opportunity for Kisumu to re-engineer her city
development approaches to create a highly competitive city with the ability to stimulate
vibrant County development. The County inherited a city with some burden of unfulfilled
urban promises with ever-growing demands on basic needs such as appropriate housing,
waste disposal, water and sanitation services to more complex systemic issues such as
transportation, trade and commerce. The city land area is also dominated by freehold
ownership predisposing it to an aggressive private sector development influence.
Unlike Nairobi and Mombasa where the cities and Counties share physical boundaries,
Kisumu County expands beyond the city boundaries and hence has the benefit of additional
specialized production nodes with the city poised as the central node and pulse of the economy.
These productive nodes define the economic features of the County, predicated mainly on the
present form and profile of predominant economic activities.
Within this development prospect, investing in strengthening productivity of these
predominant activities provides the trigger required to germinate a vibrant and balanced
County economy that increases the competiveness of the County as a whole. The city economy
remains the anchor of the County carrying mixed specializations, connecting the County to
national and regional commerce and trade. Kisumu city serves as the administrative, business,
commercial and industrial confluence as well as the main international gateway through air,
rail and water transport to the entire western region of Kenya. The global status of Kisumu as
a Millennium city1 has further brought with it international attention that if well harnessed
bear the potential of elevating the city to global competitiveness with the attendant benefits.
1 Kisumu was declared a Millennium city in 2006 granting it a comparable portfolio to 11 other
millennium cities in the world.
In addition, Kisumu city hosts a few of regional bodies including the Lake Victoria
Development Authority (LBDA), and Lake Victoria Basin Commission (LVBC), an organ of the
East African Community (EAC) tasked with the mandate of overseeing development of the
Lake Region. The Lake Victoria region has been declared by the EAC as an economic growth
zone.
The Kenya Vision 2030 and Sustainable Development Goals
The Kenya Vision 2030 is the national long term development blue print that aims at
transforming Kenya into a newly industrialising, middle income County providing a high
quality of life to its entire citizens by 2030 in a clean and secure environment. The vision
comprise of three key pillars; Economic, Social and political. The economic pillar aims to
achieve an average economic growth rate of 10% per annum and sustaining the same until
2030. The social pillar seeks to engender a just, cohesive and equitable social development in
a clean and secure environment, while the political pillar aims to realize result – oriented and
accountable democratic system. The three pillars are anchored on the foundation of macro –
economic stability, infrastructural development, science, technology and innovation, land
reforms, human resource development, security and public sector reforms. The County
Government is keen on the progress of the vision implementation plans with a view of
integrating the medium term plans (2012 – 2017) into its planning framework.
After the Millennium Development Goals targets expired by on September 2015, United
Nations member countries adopted a set of Sustainable Development Goals (SDGs) to end
poverty, protect the planet, and ensure prosperity for all as part of a new sustainable
development agenda. Each goal has specific targets to be achieved over the next 15 years.
Following the adoption of the new Goals by all the 189 United Nation members states, Kenya
included, committed to help achieve the sustainable development goals by 2030. The county
government is, therefore, working towards achieving all the SDGs for improved quality of life
among its residents and this strategy on waste management will directly contribute towards
meeting most of them by ensuring environmental sustainability in its operations.
The Kisumu Urban Project
The Kisumu Urban Project (KUP) is a pilot project, considered to be innovative for both Kenya
and French Agency for Development (AFD). It is an urban development project funded by the
French Agency for Development (AFD), for a total amount of 40 million Euros (with
possibilities of extension of the project period). The project encompasses a global vision for
the city‟s development and the municipal management system, through a multi-sectoral
approach to the city‟s development and a cross-cutting approach to the municipal functions
and activities. KUP was conceived as a pilot project to inform broader multi-donor supported
programs, such as Kenya Municipal Program (KMP).
KUP key activities include strengthening local capacity (financial, technical and political) and
supporting investments (solid waste management, slum upgrading, commercial facilities and
other public infrastructure and facilities). The overall objective of the KUP is to improve the
living conditions of Kisumu‟s population by reinforcing the municipal capacities and
accountability in the context of ongoing decentralization. Thus, specific goals of the KUP are
modernization of public policies through enhancement of the municipal management systems
in order to improve public service delivery (improve the municipal management systems by
developing effective public policy), improve land management systems through spatial
planning and slum upgrading as well as rehabilitation and creation of public facilities, urban
infrastructure (improvement of urban infrastructure and services). KUP components include:
Capacity building, financial management and spatial planning,
Solid waste management targeting improved waste collection initiatives, economic
values (recycling and re-use initiatives), storage and transfer mechanisms as well as
ultimate waste disposal destination(s),
Comprehensive slum upgrading projects (with interventions targeted to Nyalenda,
Kaloleni, Bandani and Obunga informal settlements areas)
Commercial equipment and markets that will involve interventions for markets in
locations such as Kiboswa, Nyamasaria, Otonglo, Mamboleo, the Central Business
District, Kibuye and Jua Kali
Public facilities and infrastructural rehabilitation involving improvement of roads,
cycle tracks, social facilitates (health centres, bus and truck parks and selected
schools).
The programme is also focusing on the following cross-cutting issues: environmental
preservation and conservation, capacity building and employment issues, stakeholders‟
coordination, communication and participation, financial management and planning and
HIV and AIDS sensitization.
The Integrated Strategic Urban Development Plan
The basic necessities and the importance of the city as an engine of growth for the region
informed CoK investment in a planning process for the Kisumu City development is outlined
in the Integrated Strategic Urban Development (ISUD) plan. ISUD is a holistic and practical
document including essential baseline data; the plan itself; a capital investment strategy and;
implementation guidelines and recommendations.
While ISUD was crafted as a long term development plan for the city, the KUP components
were designed as a quick win, a four years pilot urban development project to enhance living
conditions of Kisumu‟s population by strengthening the local capacity (financial, technical and
political) and supporting investments (solid waste management, slum upgrading, commercial
facilities and other public infrastructure and facilities).
Urbanization in Kisumu
Kisumu is the third largest city in Kenya and one of the fastest growing cities in the Country.
It stands on the shores of Lake Victoria, the second largest fresh water lake in the world and
covers an area of approximately 417 Km2, 35.5% of which is Lake Victoria. It is located in
Kisumu Sub-County in Kisumu County and serves as both as the County headquarters and the
principal city in Western Kenya. Having developed progressively from a railway terminus and
internal port in 1901, the city has become one of the leading communication and trading
confluence for the Great Lakes region (Tanzania, Uganda, Rwanda and Burundi).
Surrounded by an agriculturally rich hinterland mainly supporting large-scale sugar industry
and rice irrigation, Kisumu's contribution to the National economy is significant. Its rich
endowments, such as the lake itself and fertile agricultural land, should give rise to a thriving
economy that provide employment opportunities in the fisheries industry and from large-scale
production of molasses, cotton, rice and sugar. Nonetheless, the population of the city has
rapidly been increasing, at a growth rate of 1.86%. Its current population is estimated at
500,000 people. Having the highest population density (10,000 people per km2), the peri-
urban area houses 50% of the total population, followed by the urban areas at 1,500 to 3,000
people per km2 and the rural areas at 170 to 680 people per km2 (Kisumu City Development
Strategy, MCK, 2014).
As a result of the rapid population growth and uncontrolled industrial development the urban
environment in Kisumu is seriously being degraded. The city generates an average of 385 tons
of waste per day and only 25% is effectively collected. The rest end in the backstreets, markets,
road sides and open spaces more so in the informal settlement. The city lacks a comprehensive
and strategic response to solid waste management. Coupled with this, there is a poor attitude
towards waste management and low capacity to offer waste services by Kisumu city
management. Waste is still not viewed as a resource by many city residents. While there are
some viable waste business enterprises within the city, they lack technical, financial and policy
support to achieve their goals.
The City’s Solid Waste Management Crisis
Kisumu city is faced with problems of lack of solid waste collection facilities and low
efficiencies in operation of existing facilities as well as the design, capacity and location of
final disposal sites. The poor management of solid waste has resulted into generation of
leachate which pollutes the ground water and soil, the spread of infectious diseases, blockage
of sewers and drainage systems, spread of foul smoke from private burning of waste as well as
pollution of Lake Victoria through run-off. Plastic waste used in most packaging is the most
conspicuous nuisance, littering many parts of the city‟s commercial, industrial and residential
neighbourhoods. Furthermore, scavengers and others are exposed to health risks as no
separation of hazardous waste fractions is practiced.
As stated above, most of the solid waste generated in the city remains uncollected with a
collection efficiency estimated at 25%. The collection that takes place is shared between the
city authority and a few private collectors mainly concentrated in the high income areas,
leaving the poor peri-urban neighbourhoods largely unattended. Waste transported to the
dumpsite for disposal is not properly managed, often applying open burning to reduce the
waste volume. Many households, particularly in the peri-urban and extended areas do not
have the privilege of any mode of collection, and have resorted to private burning of waste or
digging their own pits to bury the waste on site.
It is also notable that of the total amount of waste generated in Kisumu City, approximately
60-65% is organic in character presenting enormous potential for recycling for farm use. Most
clinical waste from the hospitals is incinerated, reducing the health related risks from
exposure. Some very positive reuse and recycling initiatives exist in the city albeit at micro
level. These small-scale initiatives include reuse and recycling of paper, plastic, organic waste
and scarp metals, all providing micro-enterprise engagement for a significant number of the
city inhabitants.
Cok interventions in response to the above situation includes investment in the following:
design and building of the sanitary land fill; review of the Kisumu Integrated Solid Waste
Management Plan (KISWAMP); decommissioning and rehabilitation of the current dumpsite
at Kachok; and development of Environmental and Social Management Framework (ESMF).
KISWaMP and 2010-2020 ISWM Strategy Shortfalls
Whilst the Kisumu Integrated Waste Management Project (KISWAMP) strategy, initially
developed in 2010 and now under review through KUP support outlined incoherent
environmental strategies for solid waste management, leading to limited implementation of
the strategy, especially at community level. The strategy realized only limited success due to
several factors, including:
o Misrepresentation of the KISWAMP to community members
o External political interference by then former councillors who captured the neighborhood
processes to reward supporters
o Weak institutional structures at the City of Kisumu (CoK) and community level
o Lack of a comprehensive investment strategy
o Inadequate material, human and financial resources to facilitate implementation of
KISWAMP.
Existing SWM institutional, policy and legal frameworks
Stakeholders Involved in Solid Waste Management in Kisumu
In Kisumu city, there exists a wide range of individuals, groups and organizations currently
involved in Solid Waste Management. These stakeholders include the following:-
National Government
National Treasury
Ministry of Lands, Housing and Urban Development
Ministry of Environment, Natural Resources and Regional Authorities
National Environment Management Authority (NEMA)
Ministry of Devolution and Planning
County Government of Kisumu
City of Kisumu Management- Ministry of Environmental Management
Kisumu Water and Sewerage Company Limited
Donors/ Development Partners, e.g. AFD
Private Companies/ Waste Collectors (PCs)
Informal Street and Dumpsite Waste Pickers
Non-Governmental Organisations (NGOs)
Community Based Organisations (CBOs): These include youth and women groups.
Waste Generators
Waste Dealers/ Wholesalers/ Brokers
Traders (importers and exporters)
Waste Recycling Industries (WRIs)
Residents/ business/ neighbourhood/ community associations/ groups
The roles of a few of the critical key stakeholders at the City level as outlined below.
County Government of Kisumu-and Ministry of Environmental Management:
The Ministry of Environmental Management at is one of the 10 Ministries established by the
County Executive in the County Government of Kisumu. The ministry has as its core business
the formulation, integration, co-ordination, supervision and implementation of policies, plans
and programmes, projects and activities relative to protection and conservation as well as the
management and enhancement of the environment within Kisumu County. This County
Ministry has the legal role of developing environmental and waste management laws policies
at the County level. It also prepares, facilitates and supervises annual budgets for SWM
activities at the County level. It also acts as a link between the City of Kisumu and the County
Assembly. The County Ministry of Environmental Management have the following specific
functions: solid waste management , control of air pollution, control of noise pollution ,
management and maintenance of county parks, environmental conservation, including
restoration of degraded sites and rivers, and county afforestation and tree planting.
City of Kisumu Department of Environment: City of Kisumu‟s Department of
Environment has three key Divisions namely: 1) Environmental Planning and Management,
2) Environmental Regulation, and 3) Urban Aesthetics. The operations of these three sections
are limited due to the existing financial and human resources. The functions of the department
broadly encompass street sweeping and collection, garbage collection and transportation,
waste disposal site operation and management, waste treatment and recycling and other
complimentary activities relating to solid waste management within the city‟s jurisdiction.
The Directorate of Environment within the City of Kisumu is generally the legal owner of waste
once it is collected or put out for collection. The department has serious limitations on human
and financial resources to measure up adequately to the responsibilities expected. The
department‟s major challenges are: Low priority of the Department, shortage of staff,
shortage of vehicles, low motivation, poor remuneration, lack of personal protective
equipment and inaccessibility to slum areas
The present situation indicates that only 15% of technical staff are available to serve the
Department. The department‟s establishment is also 28% filled with technical staff. With a city
of 500,000 people, it means that 1 support staff serves over 10,000 residents compared to a
UN recommended standard ratio of 1 to 500 (Kisumu City, 2014).
Subsequently, the present organizational structure of the Kisumu city gives it little leverage to
undertake effective solid waste management in the city boundaries. This is especially in view
of weak planning and development control frameworks and inadequate capacity to enforce
environmental regulations. Institutional norms are weak and unsupportive of environmental
planning and sanitation. Moreover, the procurement, maintenance and management of
garbage trucks is ineffective and inefficient because all waste collection and transportation
equipment is under the City Engineer’s Department.
Solid Waste Collection Private Companies: Kisumu has about 16-20 waste collection
private companies (registered and non-registered) (see details on the KISWM baseline report,
2015). As potential service suppliers, private sector enterprises are primarily interested in
earning a return on their investment by selling waste collection, transfer, treatment, recycling
and/ or disposal services. However, they use low capacity pickups of 0.5 to 1 tonne and old
trucks of 3-6tons of poor mechanical status. Private sector collectors are mainly contracted
directly by individual households, industries, CoK, institutions and restaurants. Constraints to
private sector activity are: limited assistance from CoK apart from the provision of a disposal
licence at a fee; legally not protected; lack of properly laid- down institutional procedures that
are followed by each of the companies interested in provision of SWM services and difficulty
in locating suitable sites for the secondary containers i.e. skip since each large skip requires
large space. There is also lack of legal framework on Public Private Partnerships (PPP).
The Informal Sector: Enormous opportunities exist for informal waste picking in Kisumu
city due to the high percentage of recyclable and reusable items in the waste stream (Refer to
the Box 1 below and current KISWM baseline survey report on role and characteristics of the
informal sector). The informal private sector on the other hand is unregistered and carries out
unregulated activities. They include CBOs, NGO, Jua Kali Artisans, waste pickers, waste
dealers, informal waste processors, youth and women groups, small-scale entrepreneurs and
waste salvagers. The groups undertake waste collection, small-scale recycling and composting
programmes as a source of income and a strategy to improve their surrounding environmental
health situation. They also help in raising people‟s awareness of waste management
problems, opening channels of communication between CBOs and government authorities,
raising CBO‟s voice in municipal planning and implementation processes, play a significant
role in resource recovery and provide services to informal settlements at affordable costs.
However, the base of the recycling sector in Kisumu is from salvagers, municipal waste
collectors, and the itinerant waste buyers. The street waste salvagers operate in the
commercial, residential and industrial zones. They obtain all kinds of waste materials from
open spaces (roadsides, riverbanks), communal dumps, dustbins and other waste receptacles.
The waste dealers in Kisumu then act as brokers i.e. a linkage between the waste pickers and
the WRIs and the SMEs workshops in the Kisumu and beyond. They buy their items from the
waste pickers and sometimes from the itinerant waste buyers. Consequently, waste is a source
of livelihoods to a large number of people. They face problems like: Lack of operation land,
poor access roads, harassment, lack of policy and punitive regulation, competition is high and
there is lack of economical recyclables/equipment.
Individual Households/ Waste Generators: The individual households are mainly
interested in receiving effective and dependable waste collection service at a reasonably low
price. In low- income residential areas, where services are unsatisfactory, residents normally
give priority to water supply, sanitation facilities and drainage. Solid waste is commonly
dumped onto nearby open sites, along main roads or railroad tracks or into drains and water-
ways.
Kisumu Solid Waste Management and Market Value Chain
The Kisumu Solid Waste Management and Market Value Chain is in the Figure 3 below.
Box 1: Facts on informal waste pickers in Kisumu city
96% of informal waste pickers in the city are males with only 4% being
female.
Majority (80%), of the informal waste pickers are single while 17% are
married and 13% widowed.
82% of the informal waste pickers do not engage their family members
in informal waste collection
90% of informal waste pickers in Kisumu City are involved in the
business as their major source of income.
36% of the informal waste pickers have lived in Kisumu for between 6-
10Yrs, with 35% having lived in the city for more than 11yrs and 22%
for 1-5Yrs and the remaining 7% have lived in the city for less than 1
year.
The informal waste pickers hail from Kisumu County and other
Westerm Kenya Counties
Majority of waste pickers earn average of Ksh. 200 (2.0 USD) per day.
77% of the waste pickers find this income not adequate to sustain their
daily expenses
67.5% of the wastes are collected from open dumpsites and the rest
(32.4%) from residential areas, streets, water courses, commercial
establishments, industries and construction sites.
Over 64% of the respondents spend more than 6-8hrs per day
collecting recyclables
Majority of the respondents (98.7%) use sacks to carry the waste items.
Informal waste pickers face a myriad of challenges and health risks
such as health hazards, lack of equipment, fluctuation of prices,
transportation, rainy season, insecurity, lack of finance, theft of
materials, lack of cooperation/coordination and technical service and
insufficient quality waste materials.
58% of waste pickers do not take any precautionary measures in using
Personal Protective Equipment (PPE)
Source: KISWM Baseline Survey, 2015
Figure 2: The Kisumu Solid Waste Management and Market Value Chain
Regulatory and Policy Environment
Solid waste management problems in Kisumu city are largely a result of lack of a waste
management policy and efficient legal framework that would improve the standards, efficiency
and management of the waste sector. The roles of the County Government overlap with those
of NEMA especially in enforcement and licensing.
The Kisumu County Fiscal Strategic Paper 2014-2015 indicates that the County Government
is in the process of developing a regulatory framework to control and manage waste. Such
regulation includes but not limited to landfills, incineration, recycling, sustainability,
biological reprocessing, energy/ resource recovery, and waste reduction requirements.
Currently, the City Environment Department relies on the city By-Laws on solid waste
management, but enforcement of the By-laws is weak as the responsible department does not
have adequate resources and human capital. While the city By-laws are comprehensive enough
for traditional waste management, it however, lacks provisions for dealing with emerging
waste streams like e-waste and does not provide for innovative ideas like waste recycling and
the incorporation of stakeholder participation in waste management.
The County Government‟s draft Waste Management Policy document which is awaiting
debate by the County Assembly before it becomes Law, envisages a new structure under a
“Solid Waste Management Authority” which will address the current shortcomings and
emerging issues in the County with no clear role in the city. This Solid Waste Management Bill
2014 is basically the former by-laws with a few amendments like the proposal to establish the
Kisumu Waste Management Authority. The Bill has many gaps that will require to be aligned
with this strategy.
The community and CBOs play only a small role in SWM because they are not integrated into
the formal system. Policies on community-based SWM service, in addition, have been lacking
although the situation is changing. Current national policy emphasizes development of
environmental partnerships with stakeholders, including promotion of environmental NGOs
and CBOs (Republic of Kenya, 2000). At the national level, considerable progress has been
made with respect to the policy and legal/regulatory framework for SWM over the last few
years, however. Thus, EMCA (1999) and the national solid waste management regulations of
2006 should guide the County legislation effort.
The most important of these is the right to clean environment allocated to the citizens by the
Kenyan constitution of 2010. The citizens can compel polluters, including indiscriminate solid
waste dumpers, to pay for the damage or nuisance caused. In reality, however, the cost of
litigation (both in term of finances and time) makes it difficult for most of the citizens to
exercise this right. Other important rights are those allocated to NEMA by EMCA 1999, for
example, with respect to licensing of waste disposal facilities. Institutional weaknesses in
NEMA and the lead agencies also affect the effectiveness with which this right has been
exercised.
Status of the Existing Solid Waste Management System
This section outlines the existing waste characteristics, storage, collection, transportation and
disposal systems. Detailed information can be referred to the KISWM baseline survey of 2015.
Kisumu City Solid Waste characteristics
The Kisumu solid waste stream consists of wastes from various sectors as summarized in the
table below in terms of waste types/categories and quantities/generation rates as summarized
in the tables 2 and 3 below.
Table 2: Generation rates for various sectors
Waste Composition: Composition of waste obtained from source is detailed in the Table
below.
Table 3: Kisumu City Waste Composition Characteristics
Waste Generation:
The total domestic waste generation rate for Kisumu city is 210 tons/day (1470 tons/Week)
with an average city generation rate of 0.42Kgs/Person/Day. With an average overall
household size in Kisumu of five (5), high income areas (e.g. Milimani) generate- 18.75 Kgs/
HH/Week- 0.54Kgs/ person/ day, middle Income Areas (e.g. Kenya Re) - 12.5 Kgs/HH/Week
- 0.45 Kgs/ person/ day and low Income Areas (e.g. Nyalenda and Manyatta) - 9.34 Kgs/
HH/Week- 0.27Kgs/ person/ day with each household generating an average of 10.4Kgs per
week.
Waste Amounts :
According to a household generation rate of 0.5 kgs/person/day, the generated amount of
waste for 2017 of 79 000 tons per year (or 1 529 tons per week) : these results have to be
compared to the amount of waste which is actually collected to calculate the collection rate,
currently being of around one quarter. Through population growth of 3% until 2020 and 2%
until 2030, this amount should grow up to 87 000 tons per year (or 1 671 tons per week) by
2020 and 94 000 tons per year (or 1 809 tons per week) by 2030.
Waste Storage:
96.6% of households have waste storage containers (metallic dustbins, plastic dustbins or
paper bags) with majority of the waste storage containers across board having an average
waste storage capacity of 6.5 Kgs. Households in Kisumu city have waste storage containers
with lower storage capacity than the waste generation rates; with containers in high income
areas holding 9.4kgs averagely against 16 Kgs produced by families in a week, containers in
middle income the containers holding an average of 7.4 Kgs, containers in low income areas
holding 4.5 Kgs against 7 Kgs weekly generation and peri urban areas 7.2 Kgs averagely against
15.7 Kgs weekly generation thus increasing the frequency of waste collection. Conclusively, the
amount of waste generated by households in greater than waste containers storage capacity
thus increasing the frequency at which waste is collected from the households.
Waste Collection:
Waste collection in the city is done by the county government, private collectors or CBOs
respectively for waste collection services. Majority of households do not pay for waste
collection services. 58.2%, 49.3 %, 20.1%, 18.5% of households in low income, middle income,
high income and peri-urban areas respectively do not pay for waste collection. The high
number of households that do not pay for waste collection in low income areas can be
attributed to low sources of livelihoods. Averagely, Low, Middle and High Income households
pay Ksh. 59, Ksh. 84 and Ksh. 176 for waste collection services. Averagely, households in
Kisumu pay Ksh. 106 for waste collection services. This survey revealed that the households
who do not pay for waste collection (64.1%) were however willing to pay for the collection
services. This therefore means that there are opportunities for investment in waste collection
hence job creation and a source of livelihood especially in the low income areas and peri urban
areas where unemployment is a major concern.
Waste Disposal:
33.6 % of households practice open-dumping, 26.1 % use compost pits, 23.8% use backyard
disposal, 7.7% road side disposal and 4.8% trenches. Only 3.1% of the household was is
collected for final disposal. In low income areas, 41.9% use open dumping. This underscores
the need of having central collection points within the estates to address the challenge of initial
waste disposal.
82% of households do not separate wastes at source with majority being at the low income
areas. This can be attributed to lack of information, knowledge, skills and benefits of waste
separating at source. 45.4% of the households re-use or sell some waste while 54.6% do not.
However, 83% of households revealed that they were willing to separate waste if they are
taught on the benefits and techniques of waste separation. This provides an opportunity for
training on integrated waste management to the city residents. It is also important to note,
that majority of the waste is handled by the households this should be the first the level for
sensitization and education.
Medical Waste Management:
According to the seventh schedule (regulation 38) of the Environmental Management and Co-
ordination (Waste Management) Regulations 2006, there are 11 categories of medical waste;
these are infectious, pathological, sharps, pharmaceuticals, genotoxic, pressurized containers,
general/non-infectious, radioactive, micro-organisms, wastes with high content of heavy
metals and chemical wastes.
According to the MOH (Ministry of Health) classification, Kisumu city has 50 healthcare
facilities, 8 hospitals (2 public and 6 private); the rest are classified into health centres and
dispensaries. Evidence from the revealed by KISWM baseline survey in 2014/ 2015 shows that
the current medical waste management procedures in hospitals in Kisumu city are not
satisfactory. Hospitals in Kisumu have adopted and practice poor Medical Waste Management
(MWM) procedures. There is poor storage of MWs with only 3 hospitals having well-built,
concrete storage rooms; one had a waiting bay and the remaining four had no specific places
designated for storage of MWs awaiting final disposal. Incineration, open burning and open
dumping are the most common method used for final disposal of MWs in hospitals in the city
with no prior treatment of waste. Apart from one public hospital, the other seven hospitals use
sub-standard and unlicensed incinerators for MWs incineration. These pose grave health and
safety concerns to the city‟s residents (See Plate Below).
Plate 1: Unhygienic handling of medical wastes in hospitals in Kisumu city
E-waste waste composition and management:
There are no estimates on e-waste generated in Kisumu city. However, according to a recent
UNEP study, electronic waste is now Kenya‟s fastest growing waste component. UNEP
estimates that over 17,350 tonnes of electronic waste is generated in Kenya annually. This
comprises approximately 11,400 tonnes from refrigerators, 2,800 tonnes from TVs, 2,500
tonnes from personal computers, 500 tonnes from printers and 150 tonnes from mobile
phones (Press Release UNEP, 2010). Using these national figures and urban populations in
the country, Kisumu generates approximately 200 tons (over 16 tons per month or 0.5 tons
per day) of e-waste per year. These figures are set to increase by the introduction of the Laptop
computers to every child entering standard one in all Kenyan primary schools according the
current National Government educational policy.
While electronic waste is a valuable resource, disadvantaged people carry out rudimentary
recycling practices such as burning cables to access the copper and discard the less valuable
parts which pollute the environment and are harmful to their health. Research has shown that
heavy metals such as lead and mercury in the soil contaminates the air and many people
working in the informal sector have respiratory problems and body abnormalities due to
heavy-metal poisoning Kenya is one of the African countries that have established large scale
recycling facilities in Nairobi city to approved international Health, Safety and Environmental
(HSE) standards.
E-waste management is carried out by both the formal and informal sectors. E-waste
management by the formal sector is being spearheaded by the Computer for Schools Kenya
(CFSK) which distributes refurbished computers to schools. Collected computers are
refurbished, some to TV monitors. Some monitors and boards are exported for disposal.
Mobile phone companies like Nokia and service providers like Safaricom have started national
mobile phones/ e-waste collection and recycling schemes which also cover Kisumu city. HP
has set up a national e-waste recycling and disposal facility in Nairobi‟s environs. This also
serves Kisumu city.
On the other hand, the informal e waste management sector in Kisumu city is, like the other
informal sectors, neither registered nor authorized and is characterized by inadequate skills.
This sector‟s activities revolve around dismantling discarded Waste Electrical and Electronic
(WEE) equipment items to recover usable parts, mainly, electronics and scrap metal such as
copper. The remainder is disposed with other domestic waste at the Kachok dumpsite or in the
open spaces.
The following are some of the main e-waste management challenges experienced in Kisumu
city.
Significant amount of second-hand equipment in the market with short remaining
lifespan
Increasing international dumping of e-waste by developed nations in the scheme of
donations to schools and institutions
Inadequate local County regulatory and policy structures to safeguard health,
environment and social consequences of e-waste
Limited capacity and management facilities to deal with e-waste by Kisumu city
management and National agencies like NEMA and KEBS
The city management is working with partners to address the emerging challenges of
electronic waste management. To this end, the city in collaboration with Safaricom launched
an e-waste management initiative, where e-waste receptacles are placed at Safaricom outlets
and residents can drop all forms of old phones for subsequent transportation to Nairobi for
further processing.
Waste Storage Systems
The City Management has managed to install 20 No. 3-in-one litter bins for source-
segregation of waste within the Central Business District (CBD) and 70 single unit litterbins,
all in an effort to manage litter within the CBD (See plate below).
Waste Collection Systems
Current daily collection of garbage is estimated at 25% of estimated daily generation of 385
tons within the city. Routine surface sweeping continues in the CBD of the city and markets,
though hampered by shortage of staff and equipment. Casual labourers are occasionally hired
to augment the regular staff.
All the waste spots with high generation areas within the city have been documented by the
City Department of Environment in a comprehensive report that was done in collaboration
with Millennium Cities Initiative (MCI). These include commercial areas like the CBD, Bus
park and its environs (including Jubilee Market), Kibuye market, Kondele, Manyatta,
Nyalenda, Migosi and Nyawita. Waste collection route plan to guide daily operations has also
been developed to ensure that all the spots are effectively covered and appropriate
interventions put in place.
Community groups have been mobilized within Nyalenda and Manyatta neighbourhoods to
participate in the SWM collection and disposal. The output of the process has culminated in
establishment of a central structure for coordinating the neighbourhood campaigns called
Kisumu County Monthly clean-up Group (KICOMOG). The participation levels in such clean-
ups still remain very low due to limited environmental education and poor attitude/
perception that County Government is responsible for SWM services rather than the waste
generators themselves.
Field investigation and city records showed that refuse collection vehicle types under City of
Kisumu and County Government include the following:-
Equipment operational include:
2 No. farm tractors (with trailers – 1No. in Muhoroni and Nyando sub- counties respectively)
1 No. tractor skip loader tractor in the city: mainly used for collection and transportation of
garbage from Jubilee market, Kibuye Market, other Food Markets and the bus stage.
1 15-ton tipper truck
1 4-ton refuse truck (Canter): It is usually loaded manually making the exercise
extremely labour intensive.
The truck is more often diverted for use in other activities hence minimizing its economic use
in SWM.
City Equipment with mechanical breakdown (62.5%):
1 wheel loader (shovel)
1 4-ton refuse truck (requires “diff” replacement)
1 5-ton skip loader (requires gear box and crank shaft replacement)
1 7-ton refuse compactor truck (old and dilapidated, operation and maintenance costs
are huge, spares not available)
1 40-ton landfill Compactor (requires specialized assessment to diagnose problem)
The equipment in the City under operation was about 37.5%. The refuse collection vehicles in
operation makes on average 1-2 trips per day while the tractor makes at least 2-4 trips per day.
There has been a steady decline in the volume of waste collected by the city management over
the years relative to the growth of the urban population due to various challenges outlined in
this strategic document.
Plate 2: One of the existing waste collection vehicle s at the City Workshop
Yard
Plate 3: One of the Existing Skips being Off-loaded at Kachok Dumping Site
(Photo credit: AWEMAC, 2014)
Status of Kachok Dumpsite
Around 1975, the dumping commenced at the present day Kachok at a disused borrow pit for
the construction of part of the main Kisumu – Nairobi highway. Although illegal, dumping
continued and in the 1990s the site was eventually „recognized‟ by the former City Council as
the official dumping site. Hence, Kachok dumpsite, which is about 2.73 hectares, is the only
designated site for waste disposal in Kisumu city (see plate 5 below). The dumpsite is
unplanned, particularly with respect to siting considerations since it is located in an area not
feasible for such a facility. Furthermore, operations at the site are haphazard without specific
operational guidelines and there is lack of appropriate equipment as well as the necessary
expertise. Often, burning of waste is done to reduce the volume of waste and preserve disposal
space at the site. The poor aesthetics, noise, odour from decaying organic matter, dust, smoke,
and gases generated from the site, insecurity concerns, public health implications do directly
and indirectly affect the neighbourhood of Kachok and residents of Kisumu city in general.
The facility has been undergoing rehabilitation by constructing a temporary perimeter fence
using corrugated iron sheets erected to restrict access and contain the waste within the
confined areas demarcated as the disposal site. The landfill compactor for management of
Kachok is broken down thus adding to the management challenges of the facility as this has
had crippled efforts to compact the waste to manage volumes and odour (see plate 6 below).
The facility, therefore, poses significant access challenges for trucks transporting waste for
disposal, more so during the rainy seasons. There is need to open up proper access roads to
facilitate movement of trucks and waste vehicles to ensure the dumping is carried out in a
structured and controlled manner. The drainages also need to be opened up to ease flow of
storm water and special drains opened for leachate control within the facility as
decommissioning is planned.
Plate 4: Status of Kachok Dumpsite (photo credit: AWEMAC, 2014)
Plate 5: Broken down landfill compactor abandoned at the entrance to Moi
Sports Stadium, Kisumu. (Photo credit: AWEMAC, 2014)
Status of the Proposed Sanitary Landfill
The siting study for a Modern Sanitary Landfill for the County has been ongoing in a bid to
relocate the current Kachok dumpsite and during the year 2014 the Consultant (Log Associates
Ltd) identified two potential sites as suitable, located at Kabonyo Settlements (North of Kibos
Sugar Factory) and Majiwa (Past KSR) after rigorous fieldwork exercises. However, formal
opinions from the key lead agencies, namely NEMA, WARMA, KCAA and KAA were not
positive due to their proximity to the Kisumu International Airport and existence of several
natural streams flowing from the neighbouring Nandi Hills. Their surrounding neighbours
were also not re-locating the site into their vicinity. This has greatly hampered the city
management from moving to the next step of design and construction of a sanitary landfill.
The process of identifying a landfill site within a radius of 45Km from the city centre in on-
going to pave way for decommissioning and subsequent rehabilitation of the Kachok site.
Areas in the Muhoroni direction are currently prioritized by the City management due to the
topographical nature in Kisumu.
Waste Recovery and Recycling Activities
There are some informal recycling initiatives within the city, mainly for plastics and paper as
an integrated component of solid waste management system. Most commonly recovered items
are waste paper, plastics, glass/ bottles, scrap metals and some organic wastes (see details in
KISWM baseline surveys of 2014-2015 on waste pickers and households respectively). The
plates below also demonstrate ongoing intensive waste recovery activities in the city.
Plate 6: A Plastics Recycling Centre, off-Ondiek Highway
Plate 7: Recycling of scrap metals in Kibuye Market by the informal sector
Environmental Awareness Activities
The Department of Environment, Kisumu County has made attempts in environmental
awareness through various initiatives and partnerships. These include: Environmental
Awareness Initiatives and City Monthly Clean-up Programme.
Environmental Awareness Initiatives: Increased awareness creation and community
participation in SWM, manifested in groups coming up to take responsibility over waste
management within their jurisdiction, e.g. Kibuye Traders Clean-up initiative. Presently the
initiative is being extended to Manyatta estate, with the support of Kisumu Local Interaction
Platform (KLIP). KLIP, which is an international NGO initiative, provides a public interactive
platform on environmental awareness through annual events that offer the participants the
opportunity to partake in bicycle races, exhibitions, traditional dances and songs as well as a
youth football tournament.
City Monthly Clean-up Programme: This programme was launched on 6th July 2013,
during a huge function held at the Jomo Kenyatta Sports Grounds, pursuant to a declaration
by H.E the Governor during Madaraka Day Celebrations on 1st June 2013 that the County
government would set aside every 1st Saturday of the month as a clean-up day. The Ministry of
Environmental Management took up the challenge and mobilized stakeholders for a very
successful launch which saw the participation from several stakeholders who, not only donated
several tools and equipment for clean-up purposes but also been turning up to participate in
the clean-ups that are held consistently at various focal points within the County (see plate
below). Subsequent clean-ups have been done every first Saturday (and first Sundays of every
month for the Seventh Day Adventists -SDA faithful who are many in the city). For Kibuye
market, there is also an effort to encourage all the market users to participate in clean-ups
every Monday morning since Sundays are the main market days.
The Kisumu City management is planning to procure the services of a community organizing
or private firm/ NGO to mobilise and organize community members into grassroots structures
for improving the existing community level solid waste collection, transportation and disposal
systems through monthly neighbourhood environmental clean-up and awareness creation
campaign, with emphasis on the 3 Rs (Reuse, Reduce and Recycle) principles. Community
Organizing for Monthly Neighbourhood Environmental Clean-Up Campaign will set in place
process of community ownership of the implementation of ISUD and all related city
environmental projects. This will act as a linkage with the Kisumu ISUD.
Plate 9: Kisumu City Monthly Clean-ups (Photo Credits: Kisumu County
Government)
Revenue from waste management and other environmental
services
The Department of Environment is primarily structured as a service delivery entity and thus
does not focus much on revenue collection. In the period 2013/2014 (July 1st 2013 – June 30th
2014) alone, the department collected total a revenue of Ksh. 2,257,700 as shown below,
indicating major gaps in revenue collection policies. It also shows that the county government
is not collecting any fee from waste generators in the city leaving a major financial gap. There
exists great potential for sustainability of the SWM services if reforms proposed in this strategy
are fully implemented.
Table 4: Revenue collection by the Department of Environment, Kisumu County
in the period 2013/2014
S
/
N
o
.
SOURCE AMOUNT
(Ksh)
1
.
Noise
regulation
license &
permit
622,800
2
.
Tipping fee 120,000
3
.
Cess (murram,
sand, etc)
1,439,900
4 Tree felling 75,000
TOTAL 2,257,700
Source: Kisumu County Government, 2014
The County Ministry of Environmental Management through the City Directorate of
Environment is in the process of establishing a section dealing with revenue collection by
deploying specific officers to handle the task as one of its key output areas. Other revenue
streams like solid waste permits, private tree nursery permits are planned to be implemented
as from the financial year 2015/16, as a move to streamline and strengthen the section, without
compromising the objectives of other programmes. The Ministry has also put in place
appropriate structures for collection of EIA review fees from developers to facilitate site visits
of emerging projects, but this lacks national legal support through EMCA, 1999.
Views of the community on the current SWM problems
Consultation of the community members through public forums at the Ward levels, City
Managers and key stakeholders, the extent and nature of the solid waste management problem
in the city can be summarized below (see details in the 2015 KISWM community consultation
report):
Rapid urbanization within the County, significantly impacting on the levels of waste
generation
Shortage of trained staff, both technical and labourer category for waste management
both in the public and private sectors.
Dilapidated infrastructure, including storage facilities, skips for collection and trucks
for waste transportation. The security of the skips is not guaranteed due to their poor
locations and lack of community ownership of the facilities. Delays in repairs of waste
transportation trucks and other refuel collection equipment is also common.
Lack of designated well-designed transfer stations
Poor attitude, limited sensitisation and lack of awareness among the city residents on
waste management. Mixed waste due to lack of source separation programmes is
critical to the failure of the whole system
Lack of effective and efficient organizational structures at the city.
Lack of designated disposal site outside the CBD. The waste collection and tipping
charges are unstandardized
Community participation and ownership is very low
Weak structures for enforcement (shortage of trained enforcement staff). This is also
due to limited community participation in the existing organizational structure.
Low level financial investment in solid waste management infrastructure for efficient
and effective collection, transportation, treatment and safe disposal
Poor systems and infrastructure for management of hazardous waste, including clinical
waste, asbestos (as residents replace old dilapidated roofing materials in old estates
like Ondiek, Arina, etc)
Low levels of waste reduction and recycling technology, including lack of adequate
infrastructure and policy framework for the same. There is increased use of plastics for
packaging, especially low density plastics
Inadequate training of youths and other community members on recycling of waste,
bones, plastics, scarp metals, glass, charcoal, tissue papers, organic waste, etc.
Delays in procurement of requisite tools and equipment (including trucks)
Lack of an effective framework for PPP in SWM at the county level, hence lack of
motivation to the private sector actors. For example, there is too much bureaucracy on
the tracking documents for the private collectors at CoK offices.
Emerging new streams of waste, e.g. e-waste, End-of-Life-Vehicles (ELVs), condoms,
and sanitary waste (pads and pampers) posing new environmental management
challenges
Inadequate county laws and policies to deal with solid waste management in the city
Lack of public toilets in all the wards and the CBD compared to the existing population
leading to disposal of human waste in open spaces or communal waste dumps leading
to contamination of waste at source. Street children also dispose human waste in the
streets at night due to inadequate sanitary facilities in the CBD.
Failure of most real estate property owners to provide space for garbage disposal
especially in Obunga, Manyatta and Kondele estates.
Inability of the urban poor to afford the services of the existing high charges of private
waste collectors. However, they are willing to pay form if the sector is reformed.
Poor planning during the construction of houses by the landlords because they are
either built close to roads, near trenches or without toilets which leads to lack of space
for storage facilities. It also hampers waste collection equipment.
Haphazard disposal of harzardous waste, plastic/polythene papers, condoms, and
sanitary waste (pampers and sanitary towels). The number of standard incinerators in
hospitals for hazardous waste management if the city are inadequate
The policies of integrating the informal sector actors into the mainstream activities of
the County government are limited
Political interference in matters of waste management in the city.
There is no designated yard established by the County government for disposal of the
End of Live Vehicles (ELVs)
CHAPTER TWO: STRATEGIC AREAS,
OBJECTIVES AND PROPOSED ACTIONS
Based on the baseline surveys; existing literature on the County, community and stakeholder
consultations, and existing city development plans, policies and laws, the existing ISWM
strategy was reviewed through a rigorous process and eight (8) prioritised strategic areas were
identified. The integrated SWM and PPP approaches have been applied in this process to
ensure sustainability in the proposed strategies.
The eight (8) strategic areas are to be implemented in the next 10 years of this strategic plan
include:-
1. Waste Reduction at Source
2. Waste Recycling and Composting
3. Incineration and Waste To Energy Recovery
4. Planning for a Sustainable Solid Waste Management System
5. Institutional and Organizational Reforms
6. Capacity Building, Environmental Planning, Education and Awareness
7. Management of Hazardous and Special Wastes: E-Waste, Medical Waste, Waste Tyres
and ELVs
8. Resource Mobilization through Public Private Partnerships (PPPs) and Financing
Reforms
Details of each of these strategies are outline below.
STRATEGY 1: WASTE REDUCTION AT SOURCE
Waste reduction at source is the first priority in the ISWM hierarchy. In this strategic plan,
source reduction implies reducing the volume of waste at the source/ point of generation by
changing the material-generating process. It includes incorporating reduction in the design,
manufacture, sale, purchase, and use of products and packaging. Other terms that may be used
to mean source reduction, include waste prevention and waste minimization.
Source reduction strategy objective is to reduce the amount of materials the City will produce
and the harmful environmental effects associated with their production and disposal. It
includes: reduced material use in product manufacture, increased useful life of a product
through durability and ease-to-repair, material reuse, reduced/ more efficient consumer use
of materials, and increased production efficiency resulting in less production of waste. Source
reduction will offer several opportunities for cost savings for the City management which
include direct savings on waste collection, transportation, and disposal costs. Specific actions
proposed are outlined below.
Waste Reduction Strategies and actions
Source reduction legislation: Source reduction legislation should be reviewed in order to
provide guidelines on the following:
County Government procurement and purchasing requirements
Packaging requirements and guidelines
Labeling guidelines
Business licensing and reporting requirements on waste management
Banning garden and farm waste from disposal in the City landfill to encourage
composting at the source
Banning specific types of packaging (especially unstandardized plastic bags) for items
bought from the supermarkets, shops, kiosks, markets, hardware shops, etc.
Economic incentives: Introduce both economic incentives and disincentives to encourage
source reduction.
Proposed possible economic incentives include the following:
Fund research and development of source reduction and education programs in
collaboration with public Universities in the region (like Maseno and Jaramogi Oginga
Odinga University of Science and Technology Universities) by postgraduate students or
postdoctoral works. For example, there is need for life cycle analysis of all products in the
market. The results should be formulated into waste management policy briefs for easy
utilization by the County Government
Supporting short term waste management and recycling technology training programs at
technical colleges targeting youths, disabled and marginalized individuals.
Establish waste business centers to act as waste exchange points. Waste exchange is
where the waste product of one process becomes the raw material for a second process.
This is similar to using pre-consumer recycled material in a product. This represents a
way of reducing waste disposal through reuse for that which cannot be eliminated.
The County Government should sponsor programs or create opportunities for volunteer
programs such as neighbourhood recycling workshops within the proposed Taka-n-Pesa
(Waste-is-Money) Centres.
Developing source reduction measurement standards and improved product designs to
ensure value addition to final products.
Funding other materials reuse programs and businesses
Provide grants and annual prizes to recycling businesses, e.g. for motor vehicles,
electronics, scrap metals, etc.
Provide prize recognition for businesses that embrace waste reduction at source,
especially plastic waste
Providing grants, prizes and incentives to schools and other learning institutions who
have put in place measures to reduce waste paper generation at source
Proposed economic disincentives include the following:-
Creating local taxes/ charges that reflect disposal costs of packaging
Increase charges for disposal of product that can be recovered at source and reused
Instituting volume-based rates for all waste collection programs. All large waste
generators to pay more.
Annual waste audits: Waste audits or assessments are the keys to successful source
reduction programs in Kisumu City. They will involve assessing the material flow through an
institution or businesses and preparing accounting for the amount of materials purchased,
used, recycled and disposed off. This should be integrated to the National Environment
Management Authority (NEMA) annual Environmental Audit of businesses by making it
mandatory for the City Management receiving copies of such audit reports as a feedback
mechanism. The City Directorate of Environment should develop work sheets and guidelines
that will help in guiding waste audits by various institutions and businesses in the city.
Selective purchasing: City management offices, organizations, institutions, and
individuals should be educated and required to preferentially purchase products that are
durable, reusable, and repairable; buy in bulk; and avoid purchasing single-use products. It is
important for solid waste, environmental, and purchasing officials at all levels of city
management to work together in planning, implementing, and monitoring source reduction
programs.
Reduction strategies for local industries: Kisumu city has some light industries. These
include textile, molasses, waste recycling plants and agricultural produce processors. Also
present in the main industrial area are large scale factories for maize milling, soft drinks, and
fish processing plants. Other small industries are active in tailoring, making of handicrafts,
housing and construction materials and boat-building. Proposed source reduction strategies
for local formal and informal industries include the following:
Designing products and packaging with durability, reuse, and ease of repair in mind
Initiating "in-house" source reduction programs at company facilities
Reduction strategies for offices, institutions and businesses: Proposed source
reduction strategies for private and public offices, institutions and organisation, and local
businesses within the city include the following:
All businesses, offices and institutions in the City to develop and integrate source
reduction internal policies
Promoting of copy double sided (back-to-back) printing in all offices, cyber cafes,
printing and photocopying bureaus.
Use of electronic mail among all staff of institutions/ organizations. Ensure all staff have
access to email address.
Install online systems that use bulk Short Message Service (SMS) among staff of the
County and other institutions will help local institutions and businesses to increase
overall efficiency, reduction of waste paper generation, office space for storage of
documents and overall operation costs. The system will further reduce advertising,
environmental education/ awareness and billing costs, and also improve on emergency
notifications. Bulk messaging will let the County Government deliver SMS messages on
waste management, reduction, recycling, etc. to all residents almost anywhere in the
County.
Circulate only one copy of printed material (memos, documents); use routing slips
indicating who should read it and who has already seen it.
Establish central physical and on-line document and file storage areas and systems.
Reuse paper that has been printed on only one side for different purposes.
Promote eco- shopping, i.e. the reuse and return of packaging materials
Establish waste exchanges through the proposed waste business centres.
Encourage businesses to sell items in reusable containers.
Shops and supermarkets to provide items in bulk (with discounts) and encourage
shoppers to buy in bulk to reduce packaging waste.
Supermarkets and businesses to provide shoppers with incentives to reuse packaging
materials like bags, cartons, boxes, etc.
City Environment Directorate to appoint waste reduction programs coordinator
Promote donation of household items like old clothes, utensils for re-use rather than
disposal to dumpsite. This can be done through material exchange/ reuse information
programs. Material exchange is where the City managers bring together residents who
would like to discard any unnecessary or unwanted items with residents who are looking
for used items in good condition. This could be done monthly or quarterly at city-wide
level.
Source reduction campaigns: Source reduction programs aimed at consumers and
residents can achieve significant benefits. An aggressive source reduction campaign for the
residential/consumer sector involves using a variety of approaches, in addition to regulatory
tools. Decision makers can consider using the following:
Economic incentives, such as weight-based garbage fees for all generators.
Environmental Education programmes in all Schools, Churches, Mosques, and
Institutions.
Provision of technical assistance and promotions aimed at increasing participation in
source reduction activities like plastic paper bags reduction programs. This should mainly
foster reducing the number of plastic bags emerging from major supermarkets (e.g.
Nakumatt, Uchumi, Tuskys, Tumaini, Naivas, Ukwala, Yatin, etc.) in the City in
agreement with the recent law.
Promotion of backyard composting practices especially in Schools, high income areas,
Hotels, Hospitals (kitchen waste only), and other Institutions that produce large amounts
of organic waste.
Educate the public on waste reduction legislations and best practices.
Reduction of Plastic Waste
Plastic bags have a number of advantages over their substitutes. As a result, they have, through
the years, replaced traditional and paper (khaki) bags and secured a firm place in the consumer
economy of today including within emerging urban centres and hence the fastest growing
component of the waste stream. They have also a number of good environmental qualities. In
this regard, some studies have documented reduced generation of solid waste, reduced
emissions to water and reduced energy consumption in the production of plastic bags as
compared to paper bags. However, an assessment of their environmental impacts cannot be
complete without consideration of their total lifecycle repercussions, especially end-of life
impacts.
It is estimated that over 200,000 plastics bags (2 bags per family) are generated daily
(73million/ per year) from Supermarkets and informal Shops in the City. The vast majority
destined to end up in the environment, clogging sewers and drains, act as mosquito breeding
grounds, blight of landscapes and trees, polluting soil and water, posing a danger to aquatic
life and causing death to livestock when inadvertently consumed. Plastic bags take a long time
to degrade. Community consultations indicated that flimsy plastic bags are also associated
with „flying toilets‟, another growing concern in slum settlements like Nyalenda, Manyatta,
Obunga and others. As a result, concern has been expressed from the public at large.
According to the banning law published in March 2017, city management should work with all
major supermarkets and shops in the City and reduce the number of plastic bags used to
package items for shoppers. Members of the public recommended the following measures for
implementation by the City management:
The use of bags made from cotton, sisal, corn, banana leaves, paper and cloth should
be encouraged. This includes the use of traditional baskets („kiondos‟).
Use of green bags/ bio-degradable/ photo-degradable plastic bags or brown bags. A
small fee to cover the bag costs can be added into products indirectly.
Use of milk dispensers in milk supermarkets and all shopping centres, etc. to reduce
the number of plastic milk packets.
Reusing of shopping sturdy bags
Households, hotels and food stores to refrigerate food in containers rather than plastic
bags.
Promote public awareness campaigns on reduction of plastic bag usage.
All Supermarkets operating in Kisumu to adopt the proposed 3-colour coding system proposed
in this strategic document. This is in line with the 3R principle of plastic waste management:
re-use, reduce, and recycle. Heavier/ standard bags will also be easier to collect and recycle.
This will increase jobs in the recycling (jua kali) sector for City residents.
Plate 9: Plastic bags versus green bags in Nakumatt Supermarkets in the East
Africa Region (Photo Credits: AWEMAC, 2014)
Successful Initiatives on Waste Reduction for Replication
From mid-2013, Nakumatt Holdings Ltd which has 2 major supermarket outlets in Kisumu
(Mega City and Nakumatt Nyanza (Mega Plaza branches) unveiled an internal initiative to
reduce the use of plastic paper bags across its branches in East Africa through an elaborate
behavioural change campaign. The Nakumatt campaign is geared at imploring shoppers to
consider allowing their shopping to be packed in reusable bags, used cartons and bales instead
of plastic or paper bags. The Project has already started bearing fruit with Nakumatt
management reporting a 15% reduction of its plastic and paper bag usage. To encourage the
uptake of the project, Nakumatt Smart shoppers also earn two extra Nakumatt smart points
every time they come shopping with their reusable bags at Nakumatt.
In addition, a donation is made by Nakumatt Holdings to Africa Medical Research Foundation
(AMREF) for every purchase of a Nakumatt re-usable bag. All these are efforts geared at
reducing the consumption of plastic bags by 85% in the long run. Nakumatt management
believes that the plastics war can only be won through an aggressive, ambitious, integrated,
focused and sustainable approach geared at sensitising end users and shoppers to adopt a
more responsible attitude by refraining from the use of plastic bags and opting to use reusable
bags. Besides shoppers, the company is also engaged in a consultative process with key
suppliers to reduce unnecessary use of plastics in product packaging.
Nakumatt, Naivas, Tuskys, Text Book Centre, Ukwala, and PC World have formed a national
forum hosted by the Retail Trade Association of Kenya (RETRAK) to push for Kenyan
shoppers to pay for the plastic bags used to pack groceries from supermarkets. This is aimed
at tackling the environmental menace posed by polythene bags and reduce operational costs.
On the other hand, over the past five years, campaigns to reduce the use of plastic bags in the
East African region have been gathering pace. Last year, the East African Legislative Assembly
(EALA) passed the Polythene Materials Act, which is supposed to impose levies on producers
and consumers of plastic bags. The levy was a compromise on the part of the East African
Community (EAC) member states after Kenya argued that a blanket ban on polythene bags
would harm the local economy. It is estimated that manufacturers of plastic bags in Kenya
currently employ thousands of people directly since there are many people engaged in the
distribution network, performing different jobs ranging from transportation to sales in the
streets near markets. However, the EAC Polythene Materials Control law is yet to be
implemented. The some of the above successful initiatives could be replicated by the City
management to reduce waste generation.
Monitoring and Evaluation of Source Reduction
Monitoring by the City Directorate of Environment should be an integral part of source
reduction programs. Although standardized methods to measure source reduction have yet to
be developed, tracking the costs associated with source reduction and integrating them into
the decision-making process is essential to developing accountability. Monitoring will also
facilitate evaluation of programs for efficiency and identifying other possible source reduction
measures and program revisions. For example, close monitoring programs with major
Supermarkets management will provide information on the number of plastic bags that have
reduced over time.
STRATEGY 2: WASTE RECYCLING AND COMPOSTING
Recycling is the process by which materials otherwise destined for disposal are separated at
source, collected, processed, and remanufactured or reused. This is increasingly being adopted
by urban communities as a method of managing municipal waste and source of income for the
urban poor. Whether publicly or privately operated, a well-run recycling program can divert a
significant percentage of municipal, institutional, and business waste from disposal and can
help to control waste management costs by generating revenue through the sale of recyclable
materials. Public support for establishing recycling programs continues to increase in Kenyan
towns.
As discussed earlier, there is a potential of recycling about 27% (waste paper, plastics, glass
and scrap metals) and composting up to 63% (organic waste) of the total solid waste produced
in Kisumu city (refer to KISWM baseline survey, 2015). For the recycling and composting
programs to succeed, the city management must aim at continually providing consistent
stream of high-quality (free of contaminants) recovered waste materials that meet the
standards of the marketplace and limit health risks to workers involved in the sector and
therefore consider an upstream sorting of the recyclable waste.
The strategies proposed are categorised into two: 1) recycling, and 2) compositing.
Recycling Strategies
Establishing an effective recycling program presents major administrative and political
challenges to the city. For a successful program, strategies proposed and procedures should be
continually reviewed and adjusted according to evolving conditions and changing community
needs and waste characteristics. The recycling program proposed uses systems approach -
where all program components are interrelated, with public participation, public convenience
and support in mind as it emerged from the community forums conducted. Proposed
strategies are:
Promote Reducing, Reusing and Recycling of waste (3Rs) approach: It is expected
that this will lead to the development of appropriate infrastructure to facilitate waste
separation and recovery at source, promotion of incentives as well as formalizing informal
waste entrepreneurs in the city.
Taka-n-Pesa Centres: Establishment of at least 4 to 5 well-designed and branded Taka- n-
Pesa (local language meaning Waste-is-Money) Centres (waste recycling / waste business
centres) in various parts of the city to filter off the recyclables within the waste pathway and
ensure economic benefits are extracted along the value chain. The proposed sites for Taka- n-
Pesa Centres are: Kasagam, Car Wash/ Manyattta, Migosi, Mamboleo and Kisat/ Airport, in
addition to smaller centres which will be located at the collection platforms used for household
waste. This idea should start with piloting around two (2) centres to assess their impact in
waste management and jobs creation. Mamboleo and Kasagam sites are the most
recommended for piloting in the first two years of this strategy because land acquisition and
availability might not be a major challenge at these sites. They also have sufficient space for
future expansion for other commercial activities.
To facilitate the waste exchange between industries and to market reusable materials at the
waste Centres, a computer-based Waste Exchange Platform (WEX) should be is established.
The WEX shall provide a database on the wastes available at the centres (industry waste as
well as post-consumer wastes) and operate on current marketing practices. Once the Centres
are in operation, individuals as well as businesses and industries can sell recyclable/reusable
waste to the Centres. The Centres should initially accept only inorganic recyclables that have
already been separated at the source from municipal solid waste generated by residential,
commercial, institutional or industrial sources.
The city management should in the short-term acquire the lands proposed and design
theTaka-n-Pesa Centres. Three crucial considerations in designing Taka-n-Pesa Centres
(Material Recovery Facilities- MRFs or Waste Exchange Centres- WECs) should be taken into
account by whoever will be undertaking detailed designs:
The points selected will accommodate required buildings, traffic and space for storage
and operations.
Layout and equipment must facilitate efficient and safe materials processing, movement,
and storage in compliance with local building codes.
Design must allow efficient and safe external access and internal traffic flow.
Support facilities like offices, sanitary block, electricity, ICT infrastructure, showroom of
final products, cooperative office, etc. should be included in the design.
The County Government shall initially support the Taka-n-Pesa Centres by budgeting for
personnel, equipment, building, and other expenses;
City Waste Recycling Park: An investment proposal to develop a Waste Recycling Park
for identified wastes in the city area is proposed at the existing Jomo Kenyatta Sports Ground
waste compositing area based at the CBD or the Kachok Dumpsite after successful
Decommissioning. In this park, the city shall encourage setting up of small-scale waste
recycling technologies that serve as a model for local businesses. The city should act as a
facilitator of the park while private investors/industrialists may own the individual recycling
machines in small spaces of about 15m2-25m2. The support infrastructure facilities shall be
provided by the city at a reasonable cost to ensure long-term sustainability.
The park will provide incubation and capacity building infrastructure to young investors from
the County to set up recycling industries in other major towns in Kenya, East Africa and Africa
in general. The park will also serve as a demonstration site for civil society, especially for
students and others interested to learn about waste recycling and resource recovery. The park
design should accommodate an environmental education training section with a library for
research and public information. The park should be designed in such a way that it does not
create any new environmental burdens for the city or the neighbouring businesses, thus
emulating the model of eco-industrial parks. It should be modelled to generate some basic
income at a no-profit basis to support its activities. The centre should target visitors from other
Counties and integrate itself to the existing western Kenya tourist circuit. The centre may
incorporate some services like mobile money transfer services (Mpesa, Airtel money etc), food
canteens, Eco-toilets, etc. for sustainability purposes.
Pilot Biogas Plant & Composting Station: Parallel to the development of the Waste
Recycling Park, an organic waste-based biogas generation unit and a composting station can
be developed to help convert organic waste into useful materials/energy and thus promote
resource efficiency. The Directorate of Environment will prepare an investment proposal to
secure private sector participation. The station shall be designed to use waste segregated at
source to ensure availability of clean biodegradable materials for the bio- generating unit and
composting station. The organic materials can be made available to the other industries in the
Waste Recycling Park. To ensure the quality of the final product and guarantee that the
compost produced is suitable as organic manure for urban and rural agriculture, expert advice
will be solicited. The composting station should also be designed based on modern scientific
standards and shall serve as a model training center for other counties.
Market development for waste materials and recycled products: City
management should pursue several options for market development for waste materials and
recycled products. This can be done through legislative options, economic incentives, recycling
technology developments and improvements, development of transportation networks and
systems, business development, education strategies, and cooperative marketing.
City recycling program organization: To be successful, the recycling program must
be run like a business, rely on trained personnel, and use the proposed institutionalized
structures (Ward/ Unit/Village system) within the community. Recycling programs may be
designed to be purely public (run by city management as a demonstration and source of
income), public and private (run through shareholding in a public company), or purely private
(non-profit or for profit).
A 12-component specific and step-by-step plan is proposed to provide an outline for a
successful city recycling program design:
Recycling goal: It is proposed that the City Management shall target to recycle about 15 % of
the inorganic solid waste collected in the City and 50% of organic waste.
Characterization of recyclables in terms of volumes and accessibility: Should be undertaken
by the City Environment Directorate once every year to obtain planning statistics and changing
trends in waste characteristics.
Assess and generate sustainable political support: City Environment Directorate should
engage community and elected leaders at the Ward and Unit levels to get their support in
source separation, willingness to pay for the waste management services, management of
community facilities like transfer stations/ skips/ waste collection containers.
Cooperative marketing: Joint/ cooperative marketing of recyclable material can enhance
marketability by increasing the volume of material available to buyers and consumers.
Organize waste materials sellers, pickers and small recyclers/ artisans into cooperatives. The
purpose of the cooperative movement will be to help waste sellers, pickers and small scale/
informal recyclers in the City to make savings and also market their waste materials and
recycled products at better and negotiated prices. It was clear from baseline surveys that waste
pickers and small –scale recyclers lose a significant amount of profits to middlemen who sell
the recyclables to industries. Establishing cooperatives, waste pickers, sellers and recyclers can
circumvent the middlemen majorly from Nairobi and increase their profits. The cooperative
should also provide welfare services for its members and help to dignify informal waste
recycling activities.
Cooperatives involved should have clear organizational structures and annual plans should be
developed by registered members. These cooperative(s) should be benchmarked with
successful similar cooperatives in Colombia, Brazil, Argentina, Mexico, Philippines, India, and
Indonesia, where the members of the cooperatives have benefitted from increased incomes
and profits.
The PPP approach proposed herein shall provide opportunities for cooperatives in the sector
to render services for a fee, such as the collection of wastes and / or recyclables, street
sweeping, composting operations, and materials recovery facilities. The incorporation of
small-scale waste actors into formal ISWM programs and the awarding of contracts to waste
management cooperatives can save the City money while providing a steady income to waste
pickers and small recyclers.
Assessment of markets, market structure and market development strategies for recyclables:
The above proposed cooperative through the technical support of the City Management to
undertake annual assessment of markets and market development strategies for recyclables.
The county government shall endeavour to secure stable, reliable markets by basing marketing
decisions on a clear understanding of the recyclables market system, and sharing decision
making among waste sellers, county government officials, the public, and other relevant
private sector actors. Assessing markets should involve identifying, profiling, selecting and
contracting buyers.
Appropriate waste management technology for collection and processing: Target to
undertake recycling at small and medium scale using appropriate technologies.
Annual budget for city recycling programs: Provide an annual budget of about Ksh. 5-10
million for supporting recycling activities by enterprising community groups and private
sector every year.
Design of storage containers/ facilities: A three colour (Green, Red and Yellow) waste
separation system at the point of generation or source is recommended where it will be
possible:-
Plate 10: Proposed colour-coding options for waste segregation/separation in
the County of Kisumu
GREEN: Organic / Wet/ bio-degradable and compostable waste (mainly food wastes)
YELLOW: Inorganic Materials/ Dry waste (waste paper, glass, scrap metals, plastics)
RED: Hazardous/ dangerous materials/ Others (Clinical waste generated at the homes,
batteries, pampers, expired chemicals and drugs, etc.)
The design, size and type of storage facilities must clearly distinguish the 3 colours and this
must be legalised by county laws. Various designs, sizes and types of containers are
recommended as outlined elsewhere in this strategy.
When small amounts of waste generated, a single container with three colours or plastic bags
of different colours should be designed and legalised by the county government for
households. For institutions, different containers with different colour codes are
recommended as the most appropriate facilities. These colour system/codes should be
implemented through a city-wide campaign and environmental education awareness system,
piloting, exhibitions and demonstrations using all forms of media by targeting all city
residents, students, etc. Mandatory waste separation at source and recycling regulations with
option and flexibility are recommended for this strategy to work in the short and long run.
Siting of collection points and options for preparing recyclables for collection: Eight hundred
and fifty (850) potential waste collection points were identified and geo-referenced (see
KISWM Baseline Survey Report, 2015) for long term planning on the siting of collections
points. The GPS points shall be used as a general guide to locations. However, the most
convenient, acceptable and cost-effective collection points shall be selected by the community
using the Ward Units / Village system and officials. Collection from the communal/ village
points is recommended to be contracted locally to a community group of youths or women or
a cooperative of waste management actors like waste pickers.
Recommended options for preparing recyclables for collection will depend on individual
community/ estate needs and circumstances that are appropriate. The options recommended
include the following:
Source separation using the 3-colour system (Green, Red and Yellow)
Curbside collection for multiple-family dwellings/ Apartments or gated estates
House-to-house/ door-to-door collection
Establishment of Taka-n-Pesa centres as drop-off centers for recyclables to support
the youths and women in the sector without pay or for cash from high and medium
income residents
Mixed waste collection for a higher fee (of upto three times is recommended)
Recommended options for collecting recyclables from collection points to the Taka-n-Pesa
centres may include the following:
Using existing city workers for waste and recyclables
Using private companies for recyclables only
Using private haulers for waste and recyclables.
A combination of the above three options for the city is recommended depending on the estate
and waste characteristics.
The proposed Ramp Platform to gather waste should integrate the recovery of materials from
the separation at source. They should be carefully management such a way by the city.
Start-up plan and commencement of recycling programme: The City management
in partnership with various stakeholders should start with a voluntary or pilot recycling
program, and use information and experience gained from it to plan for a large-scale recycling
program. The first step will be to select one Unit in High, Medium and Low estates to pilot the
waste segregation and recycling programs proposed in a period of about 6-12 months. Piloting
can also be done in one Unit per Ward depending on availability of funds. Then, the city
management shall use lessons learned and roll out a mandatory recycling program throughout
the 14 Wards and all approved Ward management Units.
Implement education and publicity program: The whole range of the system proposed
should be implemented through a city-wide campaign and environmental education
awareness system, piloting, exhibitions and demonstrations using all forms of media by
targeting all city residents, students, etc. The proposed section of Environmental Planning,
Education and Awareness (EPEA) within the Directorate of City Environment should take a
leading role in the implementation of education and publicity program. Program publicity,
promotion, and education must be a continuous process.
Monitoring and Evaluation (M&E): The whole program components shall be
continuously monitored and evaluated at the end of every financial year to undertake
necessary review and adjustments to achieve success. The City Directorate of Environment
will design monitoring system using indicators given in this strategy.
Composting Strategies
The compositing programs should target compostable portion (60%) of mixed solid waste,
including food wastes, waste paper products, and other decomposable organics. Composting
organic materials can significantly reduce waste generated and offers economic advantages for
the city and county government since the costs of other options are high. Composting as part
of recycling is the second component in the hierarchy of ISWM as source reduction. When
developing and promoting a composting program and when marketing the resulting compost,
Kisumu city planners and managers should stress that the composting process is an
environmentally sound and beneficial means of recycling organic materials, not a means of
waste disposal. Developing and operating successful composting programs in Kisumu City
presents several challenges. The challenges that need to be solved during the strategic period
include the following:
Lack of waste separation as source and collection systems
Developing markets and end uses
Inadequate or non-existing national standards for finished compost
Lack of knowledge and experienced technical staff on composting
Potential problems with odours
Controlling of contaminants from composting sites
Usually low price of sales
For this strategy to succeed, the composting procedures recommended at the community/
household level, Taka-n-Pesa Centres and at a large scale at the approved county
sanitary landfill are:
Collection of organic materials from the source and starting by markets where the organic
part is high
Making of compost piles at the household, institutional centres
Turning, monitoring and screening of final product
Packaging and marketing of the compost
Utilization of compost in agricultural farms, urban forestry, urban agriculture, and
landscaping
Political support: Get political support for changing the communitys waste management
approach by the residents, MCAs and other leaders, CBOs, NGOs, etc. Most city composting
projects, whether county or privately operated, will require some county governmental
political and financial support or approval.
Composting sites: composting is recommended at the community/ household level
(Backyard Composting), institutions, hotel backyards, Taka-n-Pesa centres in small-scales
and on a large scale at the approved county sanitary landfill. All actors must avoid using mixed
waste for composting purposes due to contamination. Construction of a composting facility at
an approved sanitary landfill is recommended because it will have its benefits. One of the
major advantages is the savings in transportation costs for the compost which should be close
to the markets and also for the non-compostable and non-recyclable wastes. A second
advantage is that the difficulty of acquiring a site is significantly reduced.
Potential compost uses and marketing: Marketing compost products is crucial to the
success of any program. Market outlets to be targeted to expand the market for compost
include crop farming applications (urban, peri-urban and rural areas), horticulture, tree
nurseries and greenhouses, parks, golf courses, soil remediation, cemeteries, landscaping of
the towns/ urban centres, surface quarry reclamation material, roadside landscaping
management, forestry applications as a top soil, office parks, new housing estates and
playgrounds. The compost can also be used as alternative cover on waste at the sanitary
landfill. All forms of marketing strategies should be used to create market for the compost
product.
Environmental education, awareness and capacity building programs:
- Establishing an effective two-way communication process between county government,
developers and the public is crucial, and public involvement in the must begin during the
planning stages.
- Concerns voiced by public representatives should be addressed as early in the project‟s
development as possible through video shows in various forums that include churches,
schools, radio talks, newspapers and magazines articles/ adverts, T.V. programmes and
public gatherings.
- Communication with community leaders and neighbours of composting sites should be
continuous.
- To ensure good relations, the public should be informed of the types of materials accepted
and prohibited and the collection schedules. A complaint response procedure will also be
important to document and respond to complaints promptly.
- City residents active in composting, planners and managers should visit successful
compost programs in Kenya and other African countries like South Africa to benchmark
an learn appropriate technologies.
Participation of the County Ministry of Agriculture: County Ministry in charge of
Agriculture will be required to take a leading role in market research, developing compost
quality standards, and running demonstration projects, involving of the local farmers and give
practical assistance to farmers and other users on the distribution and sale of the compost
product. Opportunity exists to enhance synergies between urban and peri-urban agriculture
and other urban sectors through multi-stakeholder consultations on rural and urban
agriculture policy, planning and management.
Inventory of materials available for composting: This should be done on a 5 year-
cycle basis for planning purposes. The planning process should include an accurate
assessment of the quantities of materials available for processing and their composition and
sources. This will also help in designing waste collection and other disposal programs.
Composting techniques, needs and compatibility: Composting at a household or
community-level and other centres (like markets) at a small-medium scale is recommended.
Pile, window and in-vessel composting systems are the most recommended in the city. A
successful composting program will require space, trained manpower, the correct tools, good
supply of quality and non-contaminated organic materials, enough water supply and ready
market for the compost. Whichever approach is chosen, it should be compatible with existing
collection, processing, and disposal systems. All composting facilities require some degree of
material separation, which can take place at the source (as with source-separated programs)
or at the processing facility. Labour intensive technologies should be given priority due to
availability of cheap labour in the county.
Organic materials collection: Recommended options for collecting organic materials for
composting purposes from collection points to the ramp platform sites may include the
following:
Using existing City workers for waste and recyclables
Using private companies for recyclables (including organic waste) only
Using private haulers for all waste and recyclables.
County Government composting policy: Composting standards and guidelines should
be regulated by amending the existing laws. The county government should explore the
possibility of setting prices for compost and provide guaranteed supply and flexible price
system. The County Government should also facilitate the process by providing permits,
zoning variances/ change of user, or special land use permits for all composting and recycling
facilities where need arises.
Budget and financing: The County government to budget for about Ksh. 50 million every
financial year (with an annual increment as per the inflation rates) to support composting
programs at various levels. This can be used in constructing composting facilities at the
municipal sanitary landfill and purchase marketing and supply equipment, if needed.
Monitoring and Evaluation: Routine testing and monitoring is an essential part of any
composting operation. At a minimum the following should be monitored: compost mass
temperatures, oxygen concentrations in the compost mass, moisture content, particle size,
maturity of the compost, pH, soluble salts, ammonia, organic and volatile materials content.
Overall, city management must also monitor the percentage of organic materials being
composted, employment opportunities generated, health and safety conditions in composting
sites, compost prices and general market conditions. Periodically, evaluation records will help
to identify where improvements will be needed and provide information necessary for making
the operations more efficient.
Investment in a Small-Scale Commercial Compost Composting Plant
Investment costs for the construction of the plant amount to approximately Ksh. 186,865,000
and include the cost of site, land, procurement of materials for the construction of necessary
facilities, procurement of equipment and machinery as well as the cost of management,
planning, design, and construction.
We assume that the organic waste is already in a landfill area hence avoiding additional
transportation costs. The other assumption is that the organic waste is already sorted out and
all hazardous and inorganic materials have been eliminated at the Central Transfer Station
(CTS).
The total finished product (Compost) is 40% of the total tons processed (400 tons) amounting
to 160 tons/day which translates to 58,400 tons/year. Sale of produced compost (58,400
tons/year), at a cost of 1,700 Ksh. /ton, achieves an annual (average) income of Ksh.
99,280,000. Annual expenses (average) amounting to Ksh. 37,986,543 include operating
costs, Human resource costs taxes and Marketing costs of Ksh. 1,440,000.
Assuming that the funds are provided from borrowed sources in the form of credit from a bank
(Ksh. 186,865,000), in the form of loans to 4 years and the interest rate of 12%, a complete
return on investment is made in 4 years, provided that annually 58,400 tons are produced and
sold. This translates to a positive Net Present value of Ksh. 34,881,451. The summary is shown
in table below (refer also to the photo below).
Table 3: Medium-Scale Compost Plant Financial Analysis Summary
In summary, for the CoK to venture into this option, the following conditions must be met
before a final policy and executive decisions are made:
Undertake a market feasibility study for organic compost in the county and western
region
Ensure all organic waste is separated at the source in all the county‟s urban centres so
us to get the required minimum uncontaminated organic waste material
Ensure that all organic waste is transported to the composting site at no extra cost to
the composting plant investor
Draft county policies and laws that promote organic farming by using organic compost
products produced by the county government. The county government can also
guarantee to purchase a given percentage of compost for farmers. The county
government may also opt to provide an initial short term subsidy to farmers that buy
the compost.
Establish quality control standards and procedures for organic approved by Kenya
Bureau of standards
STRATEGY 3: INCINERATION AND WASTE TO ENERGY
RECOVERY
Prioritization of Incineration for the City
Incineration is a waste treatment process that involves the combustion of organic substances
contained in waste materials. Incineration and other high-temperature waste treatment
systems are described as "thermal treatment". Incineration of waste materials converts the
waste into ash, flue gas, and heat. In some cases, the heat generated by incineration can be
used to generate electric power as will be explained briefly below.
Incinerators reduce the solid mass of the original waste by 80–85% and the volume (already
compressed somewhat in garbage trucks) by averagely 95%, depending on composition and
degree of recovery of materials such as metals from the ash for recycling. This means that while
incineration does not completely replace landfilling, it significantly reduces the necessary
volume for disposal. Furthermore, incineration has particularly strong benefits for the
treatment of certain waste types such as clinical wastes and certain hazardous wastes where
pathogens and toxins can be destroyed by high temperatures.
Incinerators may emit fine particulate, heavy metals, trace dioxin and acid gas, even though
these emissions are relatively low from modern incinerators. Other concerns include proper
management of residues: toxic fly ash, which must be handled in hazardous waste disposal
installation as well as incinerator bottom ash, which must be reused properly. Incineration is
recommended for Kisumu city since the global warming potential of the landfill gas emitted to
atmosphere is approximately 30% higher than the amount of Carbon dioxide (CO2) that would
be emitted by combustion process.
Waste-to-Energy (WtE)
Waste-to-Energy (WtE) or energy-from-waste is the process of generating energy in the form
of electricity and/ or heat from the incineration of waste. Most WtE processes produce
electricity and/or heat directly through combustion, or produce a combustible fuel
commodity, such as methane, methanol, ethanol or synthetic fuels. It is a common modern
development strategy of managing waste in Japan, Germany, USA, France, China, Canada and
other Countries. One problem associated with incinerating Municipal Solid Waste (MSW) to
make electrical energy, is the potential for pollutants to enter the atmosphere with the flue
gases from the boiler. These pollutants can be acidic and may cause environmental damage by
turning rain into acid rain. However modern industrial technology has solved this problem by
the use of lime scrubbers and electro-static precipitators on smokestacks. By- passing the
smoke through the basic lime scrubbers, any acids that might be in the smoke are neutralized
which prevents the acid from reaching the atmosphere and polluting the environment. Many
other devices such as fabric filters, reactors and catalysts also destroy or capture other forms
of pollutants.
Investment Analysis of Waste to Energy Plant
Small investment in a waste to energy plant has been estimated to cost Ksh. 2.0 billion. Such
resources are currently not within the reach of Kisumu County Government considering the
total resources currently earmarked for all her development programmes is less than Ksh.
billion as per its annuals financial reports. This means that the county may need to
http://en.wikipedia.org/wiki/Fly_ash
http://en.wikipedia.org/wiki/Incinerator_bottom_ash
consider financing for this project from external sources subject to guarantee by the National
Government.
Projects of this magnitude require a high tonnage to the sanitary landfill and the county will
have to increase the delivery to the landfill to about 400 tonnes up from the current 273 tonnes
per day available from the city. Collection will therefore have to be marshalled from all of
Kisumu county urban centres and some from neighbouring counties to make this feasible.
Further to this, the County would at a minimum have to negotiate with Kenya Power (KP) to
sell the 9 MWH produced from this investment at $ 35 per MWH for it to be feasible. Based
on this assumption, the payback period is 10 years with the NPV at the end of 20 years being
Ksh. 1,889,720 (see Table below for summary calculations).
It is recommended that further in-depth feasibility studies are carried to establish complete
viability of this venture by analysing waste characteristics on other urban centres in the County
and other surrounding counties like Vihiga, Kakamega, Homabay, Siaya, Kisii, Nyamira and
Nandi. This should explore the economic viability of investments in large-scale WtE plants of
over 1,000 tons. Before attempting the WtE initiative, it will also be essential to investigate
very carefully the moisture content and composition of the waste (after it has been picked over
by informal sector recycling workers) in all seasons because the energy value of some wastes
is so low that incineration is not feasible.
Table 10: Investment Analysis for the 400 ton Waste to Energy Plant
Recovery of energy from waste remaining after organic and recyclable solid waste is removed
is not likely to be cost-effective and could therefore even be counterproductive for the material
recovery projects. Moreover, the recent ban of plastic bags has even more reduced its interest
and benefits.
STRATEGY 4: PLANNING FOR A SUSTAINABLE SOLID
WASTE MANAGEMENT SYSTEM
This strategy focuses on the planning of sustainable storage, collection, transportation and
disposal systems. Storage, collection, transport and disposal are the four essential elements of
any solid waste management system. Compatibility between each of the three stages of storage,
collection and transport is essential to ensure economic operation. The objective of this
strategy is to partly containerise storage, collection and transport system, which does not allow
the waste material to come in contact with the ground at any stage of the collection system.
The proposed specific strategies are outlined under the following sub-headings.
Planning for Storage Facilities: Three Coloured Waste Separation System
The city management should apply the following criteria to select and purchase storage
facilities: Animal proof; insect proof i.e. be protective against breeding of flies/ should have a
lid; weather proof/water proof; washable; robust enough to meet the exigencies of normal use;
fire proof where it is applicable; cost effective and affordability by city residents; and must
have the three approved three (Green, Red and Yellow) colours to promote waste separation
at source wherever it is possible. It is recommendable that all primary and secondary storage
facilities should have excess capacity of 50% to avoid spillage at any point.
The design, size and type of storage facilities should clearly distinguish the 3 colours and this
must be legalised by county laws. Various designs, sizes and types of containers are
recommended as outlined elsewhere in this strategy. These colour system should be
implemented through a city-wide campaign and environmental education awareness system,
piloting, exhibitions and demonstrations using all forms of media by targeting all city
residents, students, institutions, etc. Mandatory waste separation at source and recycling
regulations with options and flexibility are urgently recommended for this strategy to work in
the short and long run.
It is also recommended that a 3-coloured waste separation bins are placed at public places and
various locations including roadsides, parks, schools, sports venues, leisure and cultural
facilities and Government office buildings, as well as public and private housing estates. The
county of Kisumu (CoK) Directorate of Environment shall consider any required adjustments
in the number and locations of the bins based on a number of factors, including requests from
the public, pedestrian flow and the actual amount of recyclables deposited in the bins. The CoK
should encourage and assist property management companies and resident organizations for
provision of waste separation facilities on each building floor to facilitate source separation of
waste by waste generators, as well as broaden the types of recyclables collected.
The city environmental laws should be reviewed to ensure that the responsibility of providing
standard storage facilities lies with waste generators including all businesses and shops in
commercial areas. Each business must provide facilities in strategic points for its customers.
The city can only provide storage facilities in public areas not covered by private businesses.
Only standard storage containers approved under the city laws should be used by waste
generators. Temporary and unstandardized containers e.g. oil drums, cartons, boxes, assorted
plastic bags and household containers should be prohibited.
A variety of facilities may be used for primary storage of solid waste provided they meet the
minimum criteria outlined above. Both, (1) primary i.e. individual and (2) secondary or
communal storage of facilities are recommended for the city. The storage volume/ capacities
and type required for solid waste should be a function of the: number of premises/ business
size served; rate of waste generation; family size/ household size; frequency of collection;
nature e.g. portions of organic/inorganic waste; and abrasiveness of materials e.g. glass,
recyclable or not.
Standardization of primary storage facilities is recommended to maximize labour and
transport productivity. Standardization should be a city-wide policy. Three types of primary
standard containers are recommended:
Standardized plastic bags of three colours (Green, Yellow and Red): Plastic bags
are suitable in a number of ways – they contain moisture if they have not been torn and they
are relatively clean and easy to handle. However, they will require careful organization to
distribute by service providers based on experiences from the private sector. The city must
provide general guidelines to avoid alternative use of the plastics bags and limit susceptibility
to tear by scavenging animals. Mass usage will reduce the cost of the bags and distribution.
Recovery of the bags is recommended so that they may be recycled into new bags, plastic poles
and other products.
Plastic or galvanized -iron bins with lids: These should be promoted in middle and
high income estates, hotels, offices, commercial areas/ businesses and institutions. Capacities
of 10-100 Kgs/ Litres are recommended. They should be used together with standard plastics
bags to promote hygiene standards (see Plate 13 below). Wastes from large containers should
be collected from source.
Street Containers: These should be in City three colours at every point at strategic points
for pedestrians to use. Continuous clarity of the 3 colours and display of environmental
awareness information is critical for waste separation in the streets. Trainers, environmental
inspectors and law enforcers will be required to monitor the usage of these street containers
to ensure their effectiveness.
Plate 13: Street containers with no guiding colours
Planning for Solid Waste Collection
The collection system proposed here below should be operated in an integrated way. This
means that all of the links in the management chain should be considered when any part of
the system is being designed, so that all system components are compatible.
Such a way, the CoK should be able to reach a higher collection rate than the current quarter
(25%) and achieve half of the waste (50%). This objective of collection rate should be achieved
by 2020 for the pilot areas and by 2030 for the whole city.
Frequency of collection: The frequency of collection is influenced by public expectations,
rate of fly breeding and decomposition. An average and general frequency of once per week is
recommended as the minimum standard for solid waste in the City to reduce the cost.
However, in high waste generation spots like markets and busy hotels and other eating places,
hospitals, etc., daily collection is recommended to avoid excess accumulation and
decomposition.
Time of the day and number of collection days: Collection should be done only during
the day (7am-7pm) since the City does not experience must traffic jams like large cities such
Nairobi and Mombasa. Collection at night may be preferred by collection crews during seasons
when daytime temperatures are very high and the sun is very strong. It is recommended that
collection vehicles to operate for 6 days of the week (including weekends) but workers should
be entitled to off-days and over-time where applicable as per labour and constitutional workers’
rights. Workers can work on well-organised shifts like those used in hospitals among medical
staff to ensure a continuous public health service to the city residents.
For industrial, demolition and construction wastes – A big percentage of wastes from
industries and construction sites are not biodegradable so they can be collected less frequently
than household wastes, either on a regular schedule or at the request of the generator. This
also applies to day schools and other institutions without kitchen wastes.
Waste collection points: The point of collection is the location at which the waste passes
from the control of the generator to the control of the collection stakeholder. It is the interface
between the service recipient and the service provider. Despite the time and effort required,
the generator should be responsible for the task of taking the waste to the point of collection
and must be willing to do this work. Accessibility should be considered by Ward-Unit leaders
when planning these points. Communal points should be prioritised by residents to kerbside
systems to reduce house-to-house collection costs. Table 11 below gives the existing 310 Ward-
Units that must be involved in selecting points of waste collections. The roles of Ward-Unit
leadership / environmental committees should be enshrined in the County environmental
laws for this proposed strategies to work.
Table 11: Existing Ward-Units in Kisumu City
S
/
N
Administrative Ward No. of Units
1
.
Migosi 06
2
.
Kondele 06
3
.
Nyalenda A 05
4
.
Nyalenda B 05
5
.
Manyatta B 03
6
.
Central Kolwa 30
7
.
Railways 30
8
.
Milimani/Market 19
9
.
Central Kisumu 36
1
0
.
North Kisumu 26
1
1
.
Kajulu 44
1
2
.
South West Kisumu 37
1
3
.
Kaloleni /Shaurimoyo 22
1
4
.
East Kolwa 41
T
o
t
a
l
310
Stationary waste collection facilities: Recommended secondary/ communal facilities
waste collection facilities may be either stationary or portable units.
The stationary units should be designed as covered containers made of heavy duty plastic or
steel material with access/ loading facilities and three (3) proportional compartments (Green,
Yellow and Red) to promote waste separation at source and prevention of contamination. They
should be placed on concrete platforms on communal points selected by the Ward-Unit
leaders/ officials. Container sizes should range between 0.5-5 tons depending on the waste
generation rates at a particular point and area. Stationary facilities are the most recommended
for all residential areas in the city to enable residents easily drop their wastes for collection.
See Plates below which can be modified with three colours and other basic environmental
standards/ criteria to serve the Kisumu residents effectively.
Plate 14: Sample of a communal / secondary stationary facility (must be
designed to have 3 colours)
Plate 15: Types of stationary skips / containers (3 Colours) proposed for
Communal Collection Points
The numerous collection points will be managed by the City and their location will be
confirmed or removed on a regular basis. Their number should remain as low as possible to
easier management.
Collection of municipal waste and recyclables: There are various kinds of vehicles that
have been designed to collect different types of waste in separate compartments, but such
systems are very expensive and not suited to the economic and social conditions in developing
countries. For the Kisumu city situation, it is better to encourage the informal or private
sectors to collect the recyclable fraction directly from the collection points through agreed
terms by the CoK and Ward-Unit administration/ leadership and as per the law.
Street sweeping management: It is recommended that all streets in the Central Business
District and major roads (Nairobi, Busia, Kakamega and Kibos Roads) should all be mapped
and their manual cleaning and landscaping/ beatification be privatised to local companies
through the public procurement procedures but restricted to youths, women, physically
challenged groups or small private collection companies in operation in the city. The tender
price and area to be cleaned should be based on the distance to be covered and estimated waste
generation statistics. The CBD can also be zoned to units and contracts can be awarded to
different groups to encourage competition and efficiency. The groups cleaning the streets
should be responsible in delivering the waste to CTS. Streets within residential estates and
industrial area should be cleaned during the mandatory monthly clean-ups by adjust
communities as it will be coordinated by the Ward-Units Environment Committees. Schools
and colleges should be integrated into the monthly clean-ups.
Ramp platforms (RP):
Waste transfer stations are facilities where municipal solid waste is unloaded from collection
vehicles and briefly held while it is reloaded onto larger long-distance transport vehicles for
shipment to landfills or other treatment or disposal facilities. By combining the loads of several
individual waste collection trucks into a single large truck, the city can save money on the
labour and operating costs of transporting the waste to a distant disposal site. They can also
reduce the total number of vehicular trips travelling to and from the disposal site.
Further to collection points, the household waste will then go through a few Ramp Platforms
(RP) that will be built and work like transfer station. Since the landfill will be located further
from the city center, this new step will be helpful to reduce transportation of waste which is a
costly part of SWM for the community.
A well-designed RP should be averagely 400 square meters should include the following
features: Road entrances and exits, traffic flow routes on site, queuing areas, the scale house,
primary functions at the transfer station building, buildings, parking areas, public
conveniences, buffer areas, holding area, leachate collection and treatment system, Taka-n-
Pesa Centre, health and safety facilities, and space for future expansion of the main transfer
building.
The sites proposed for these new facilities are already used as collection points and will cover:
1. Extended CBD (Taïfa park),
2. Housing estates (social centre),
3. Slum and outskirts (Ring road),
4. Big market (Kibuye market).
The map of covered areas by RP is shown below.
The basic design of the ramp platforms (RP) will be composed of :
- a ramp (less than 12% or 7°) allowing the small collecting vehicle to go up to,
- a platform where to drop waste into skips or trolleys.
With regard to the geometry of the available spaces, the portable secondary units (skips or
trolleys) will be located at the top of the platform.
The skips or trolleys will then be loaded into trucks and tipped off at the landfill after
transportation. The new equipment should be procured in consequence.
Portable secondary units: The skips will require the use of automatic skip-lifting
equipment, fitted on to collection vehicles for speedy waste- loading. This type of containers
are physically loaded on to collection vehicles and transported to standby large tonnage
vehicles at the RP for direct disposal to the sanitary landfill. In this system, which partially
exists in the city, vehicle productivity is maximized, since time taken to set down an empty
container and load a full one is very small (usually about 5-10 minutes). Tipping is also done
within 3-5 minutes. Such vehicles will be able to make several round trips compared to those
collecting from dustbins/primary storage facilities/ stationary facilities. The labour
requirement will also be minimal when compared with stationary units.
With a waste collection of about 145 tons/day (1,015tons/week), the city‟s commercial/
business centres/ nodes, markets and institutions require about 300 skips of averagely 5-
6 tons. This also includes an excess capacity of 50% for planning purposes and achievement
of high environmental standards. This excludes the facilities required in industries and
hospitals for hazardous waste. Public hospitals should use storage facilities as recommended
in the public health act on management of clinical waste. However all kitchen waste should be
stored in skips that should be accommodated in the above provision of 300 skips for the city.
The city requires 5-7 tractor skip loaders to serve the whole city effectively. Their role will
be limited to collection of waste from high generation points to the CTS proposed at Kasagam
area.
Skip loader and skip specifications: Guiding specifications of skip loaders and skips that
exist in Kisumu can be referred to the baseline study report for reference purposes. The
existing system (see plate 23 below) was found to be effective and needs expansion to cover
other high generation points in the city.
Plate 16: Recommended skip system for expansion with some minor
modifications
The sections and staff responsible for primary and secondary collections must be different but
should be well-coordinated by the City Director of Environment. A community-based scheme
operated at the Ward–Unit level should take a leading role in transferring waste from the
communal points to the RP. Procurement of an agent to operate at the Ward-Unit level should
be decentralised in terms of bidding and short listing while contracting should be done by the
County Government. The transfer from the RP to the final destination should be the
responsibility of the CoK management or their appointed/ contracted agents through public
procurement procedures.
Wastes already categorised as green waste, recyclables and hazardous waste should all be
received at the RP. All recyclables should be sorted out and sold to various Taka-n-Pesa
Centres. If communities based at Ward-Units offer programs that manage parts of the waste
stream separately, it might reduce expenses by locating the material management programs
at the RP. Since the RP will be publicly operated, it is more likely to be open to public use as
the CoK management may decide.
Figure 2 : Proposed Waste Collection System
Taka-n-Pesa Centres and City Zoning : To ensure the acceptance of the idea of the CTS
by the local communities and stakeholders, it is recommended that the CoK should integrate
Taka-n-Pesa (Waste-is-Money) centres to act as central Waste Materials Recovery Centres
(WMRCs). This will not only improve the overall goal of the ISWM Strategy but also put the
County Government on task to meet the set goals and standards of the proposed centres and
also create employment for the youths and women.
The key six (6) areas identified for potential Taka-n-Pesa Centres were: Kasagam (E
34.77336 N -0.11468 or E 34.774802 N -0.115010), Mamboleo, Kisat (E 34.749 N -
0.081928 or E 34.750103 N -0.081914 or E 34.753665 N -0.085151), Migosi (34.7875 N -
0.07034), Manyatta/ Kibos Road (E 34.78466 N -0.08095), and Dunga. Two Taka-n-
Pesa Centres have been recommended for Zone B due to it expansiveness and availability of
space. The County Government has to approve these centres before final designs and
development is undertaken to serve various estates/ zones identified. The zones are a guiding
factor to ensure all areas and residents of the City have an accessible Taka-n-Pesa Centre.
The SWM laws should ensure that zoning should not be used to discriminate who should
operate from those centres. The CoK should set criteria of allocation of space in the proposed
centres.
Figure 5: General Guiding Zones for Operating the Taka-n-Pesa Centres
Operation and maintenance of collection vehicles: A preventive maintenance
programme is recommended to optimize the waste collection vehicles. A section for minor
repairs for garbage vehicles should be created in the main city workshop yard along the Obote
road to serve the city Directorate of Environment.
Supervision of waste collection: Supervision will be needed for increasing safety and
efficiency, and for promoting good public relations. There is need of about 5 supervision
double cab pick-up vehicles for senior managers and field officers. Supervision will require
official documentarian and automation of the transport section by the city Directorate of
Environment.
Health and safety: Waste collection is a dangerous occupation. There are many kinds of
risks of infection and injury. Prevention of illness and injury shall be prioritised because it is
not just a humanitarian duty and an employer‟s responsibility, but can also improve morale
and motivation, reduce costs and improve service reliability.
Transportation Planning
The following factors were considered in undertaking waste transport planning process for the
city: Transport distance and road conditions within Kisumu city, to the CTS and to the landfill
site; local availability and sustainability; cost of vehicles and durability; vehicle bodies; waste
density; waste nature and characteristics; waste generation rates and points; past experience
of SWM staff, experts and experience from other towns; and the availability of spare parts and
servicing.
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While standardisation of vehicles has been taken into account to aid maintenance system,
Kisumu city requires more than one kind of vehicle due to its three-stage collection/ transfer
proposed system. This is due to the long distance to the proposed landfill site. Based on the
above factors, the following combination of refuse collection vehicles will apply for Kisumu
city.
Tractors and skip loaders (45-60 hp): Because of the widespread use and relatively low
cost of farm tractors in Kenya, the tractor and conventional open trailer is recommended for
handling areas with high generation points (hot spots) like markets, institutions, main CBD
bus park and commercial points. Tractors have longer economic lives than trucks because of
their low engine speeds and simple construction. 45-60 hp tractors with gross vehicle weight
of 11 tons and body volume (6m3) are the most recommended for the kind of waste densities
existing in the city (see Plates below). This kind of tractor hydraulic system will be used for
both picking up the 4-6 ton containers/ skips and for tipping the wastes without the driver
having to leave the tractor seat. To handle the proposed initial 300 skips, the city requires 5-7
tractor skip loaders (full sets) to serve the city‟s hot spots effectively. Their role will be limited
to collection of waste from high generation points to the CTS proposed at Kasagam area.
Plate 17: Proposed tractors and trailer system
Side loading roll-top Vehicles: Side loading roll-top vehicles with gross vehicle tare
weight of (10-12 tons) with a capacity of carrying loads of averagely 8 tons (pay load) are
recommended for waste collection from communal collection points at the ward –units to the
Central Transfer Station (CTS). Basic specifications include: 8 tons, overall length 8.7 m with
6-wheels. It is recommended that the county technical officials project engineers to
benchmark quickly with garbage trucks in use in Nairobi and other African cities and select
the best specifications for Kisumu.
Figure 6: Proposed side loading roll-top vehicles for communal points to the
CTS
Heavy Duty and Long Distance Trucks: A set of heavy duty and long distance trucks
with gross carrying capacity for loads of averagely 8 tons (pay load) and 20 tons (pay load) are
recommended for waste collection from the Central Transfer Station (CTS) to the proposed
landfill in (see sample plate 18 below). A total five 8-ton and five 20-ton trucks are required to
handle 272 tons per day. An investment of about Ksh. 117,000,000 is needed to invest in such
10 garbage collection trucks.
Plate 18: Sample of a heavy duty 20-ton garbage truck recommended for long
distance haulage
Tractor Shovels: The County government should also purchase tractor shovels for the CTS
and land fill operations. The same equipment can be used for clearing some hop stops with
garbage accumulations and for soils excavations for landfill soil cover. The numbers required
are summarised in the Table 12 below.
Table 12: Summary of Proposed Refuse Collection and Transportation
Equipment and Vehicles
Waste transportation, distance to disposal sites and investment venture
options
Since the minimum required distance under aviation policies of a landfill from an
international airport is 13 km, this analysis is based on 3 scenarios based on the distance to a
sanitary landfill site i.e. 45 km, 30 km and 15 km from the CBD and service provider options
(private and public options) as summarised below.
Scenario A: Analysis with Distance of 45 km from CBD
Private Investor Contracted: An investment of Ksh. 117,000,000 is needed to invest in
10 garbage collection trucks – 5 trucks carrying 20 tons and 5 carrying 8 tons. This investment
will enable the collection of at least 272 tons a day that are produced by Kisumu residents. If
we are working with an 8 ton truck costing Ksh. 8,100,000 while the 20 ton truck costs
Ksh.15,000,000; this brings the total cost of vehicles to Ksh. 115,000,000 plus set up costs for
this venture including registration and office space of about Ksh. 1,500,000. The number of
workers needed for this investment is 52 workers being 12 drivers and 40 waste collectors. The
total distance travelled each day by the trucks to meet the current waste tonnage to the sanitary
fill will be 90kms representing the distance to and from the landfill meaning each truck makes
2 trips a day. For anyone to invest in this venture for the city, a contract of at least Ksh. 75
million p.a. should be awarded so that positive returns are achieved from such an investment.
The summary table showing the viability and return from this contract is shown below
Table 4: The viability and return from private investor contracting for
Scenario A
County Government Investment: The County government could get involved in the
waste collection venture with the revenue stream for this being the collection from households.
The investment would remain the same at Ksh.117 million as a result of purchase of trucks and
setting up the operations. There are approximately 94,290 households in Kisumu who would
be charged for this service. It is expected that the collection from each household would bring
in revenues of up to Ksh. 10 million per month assuming each household pays Ksh.100 per
month for this service. The expenses for this operations excluding depreciation would however
go up by 25% as a result of general inefficiencies associated with public service to Ksh. 53,4
million. The payback period would be 4 years and the NPV in this case Ksh. 3,470,193 million.
The summary is presented below.
Table 5: Summary of investments & payback period from investments by
County government under Scenario A
Scenario B: Analysis with Distance of 30 km from CBD
Private Investor Contracted: A total investment of Ksh. 77,700,000 is needed to invest
in 6 garbage collection trucks – 4 trucks carrying 20 tons and 2 carrying 8 tons. The total
distance travelled each day by the trucks to the sanitary fill will be 60kms compared to 90kms
in the previous scenario. This will reduce the total fuel cost by Ksh. 5,119,200 per year meaning
that the contract price over the 5 year proposed can be reduced to Ksh. 50 million p.a. over
the 5 years to attract the same investment. The number of staff needed for this operation is 8
drivers and 26 waste collectors. Because of the cost reduction as a result of the relatively
shorter distance, the contract price should be at least 50 million per annum down from 75
million given to a private contractor in the previous scenario. The summary table showing the
viability and return from this contract is shown below.
Table 15: Summary of the viability and return from the contract with the
private investor under Scenario B
County government Investment: Here, there would still be no change in investment with
the investment of trucks and set up costs remaining at Ksh. 77.7 million. The workers also
remain the same as before. The revenue in this case will be collected by the county government
from the 94,290 households with collection totalling 67.8million assuming each household
contributes Ksh. 100 per month and a collection rate of 60%. The expenses in this case will
rise by approximately 25% as a result of inefficiency associated with public service. It therefore
means that while the total cost rises in this case to Ksh. 34.9 million up from 30.9 million.
The payback period for this investment will be 4 years while the NPV as detailed in the
summary below Ksh. 9.2 million.
Table 16: Summary of investments & payback period from investments by
County government under Scenario B
Scenario C: Analysis with Distance of 15kms from CBD
Due to the scarcity of land within 15Kms from the CBD, this option is viable if sanitary landfills
are established in the existing quarries under the proposed City Quarries Rehabilitation
Programme (CQRP) by using solid waste whose details are given later in this strategic
document.
Private Investor Contracted: A total investment of Ksh. 62,700,000 is needed to invest
in 5 garbage collection trucks – 3 trucks carrying 20 tons and 2 carrying 8 tons. The total
distance travelled each day by the trucks to the sanitary fill will be 30kms compared to 60kms
in the previous scenario. This will reduce the total fuel cost by Ksh. 3,434,400 per year
meaning that the contract price over the 5 year proposed can be reduced to Ksh. 40 million p.a
over the 5 years to attract the same investment as opposed to Ksh. 50 million for a private
investor when the distance is 30kms. The number of staff needed for this operation are 7
drivers and 21 waste collectors. The summary table showing the viability and return from this
contract is shown below.
Table 17: The viability and return from this contract under Scenario C
County Government Investment: Here, there would still be no change in investment with
the investment of trucks and set up costs remaining at Ksh. 62.7 million. The workers also
remain the same as before. The expenses in this case will rise by approximately 25% as a result
of inefficiency associated with public service. It therefore means that while the total cost rises
in this case to Ksh. 26.5 million up from 23.6 million. The payback period for this investment
will be 4 years while the NPV as detailed in the summary below Ksh. 6.8 million.
Table 18: Summary of investments and payback period under Scenario C
Sustainable Waste Disposal Options
Decommissioning and post closure management of Kachok Dumpsite: The
decommissioning and post closure management of Kachok Dumpsite is of priority at the
moment due to its poor environmental quality status. Two (2) prioritized options are
recommended for consideration by CoK management which could be combined.
Option One: Integrating decommissioning with rehabilitation of quarries in the city using solid
waste as a landfilling material: Land filling with solid waste is also a means of rehabilitating
quarry sites by filling large holes and reinstating the landscape to relatively natural surface
levels. For Kisumu city, it is proposed that the solid wastes may be used as a quarry
rehabilitation material (50-75% while the rest will be soil layers) for several dangerous open
quarries around the City in Migosi , Nyawita, Mamboleo, Riat/ Kanyakwar, Kisiani – Bondo
Road and Rabour quarry sites. This will require high environmental standards and community
partnership to succeed. This can be duped as the City Quarries Rehabilitation Programme
(CQRP).
The waste will have to undergo basic testing and treatment before they are used as a filling
material. Most operations are recommended to take place late at night to avoid
inconveniencing the members of the public with the smell. The public should be sensitised on
the activities to avoid conflicts with local communities who will finally benefit from safe
environmental conditions due to reduced hazards associated with open quarries to children,
adults (especially drunkards) and livestock. This will require NEMA approval using
procedures outlined in EMCA, 1999 and its subsidiary laws. This should also be done after
detailed studies on the hydrogeological features of those quarries to avoid contamination of
groundwater.
Areas to be rehabilitated can be under a raised plastic safety net/ wire mess protection to avoid
attraction of birds. The waste must be covered daily without fail. The best approach is to work
on a pilot project using the Migosi-Kakamega road quarry (GPS E 34.776874, N - 0.076119) in
partnership with other stakeholders like NEMA, Kenya Airports Authority (KAA), KCAA, local
communities and donors like AFD. The goal should be that of transforming the existing quarry
within a residential area into a community garden/ recreational/ public sports ground for local
residents. Ownership of the site should not be an issue because this should be through a
partnership approach with whoever might be the owner and local residents.
This proposed pilot site is approximately 0.29Ha and it is estimated to 4.5 Km from the Kachok
dumping site. The project will require environmental assessment approval by NEMA and a
Resettlement Action Plan (RAP) to reduce environmental and social impacts to local residents
near the site.
Option Two: Undertake procurement process for the decommissioning of the Kachok
dumpsite based on recommendations from the CoK environmental audit consultancy report:
The CoK consultancy report recommended that the Kachok dump site be closed in a phased
manner using a Progressive Closure Plan to realize environmental remediation and social
benefit by giving sufficient lead time for acquisition of land and operationalization of a new
landfill. This option will involve compacting and finally capping all the waste starting from one
end and systematically capping until all waste is finally covered to the desired height. This
decommissioning process may require an ESIA licence before implementation to ensure the
environment and local interested parties are protected and safe. During the decommissioning
process and transitional period to implement this startegy, the Kachok dumpsite may act as a
Temporary Central Transfer Station. This third option is the least preferred since the site is
very near to the CBD and sensitive and valuable developments and institutions around it.
Proposed Protocols of Closing and Rehabilitation of Kachok Dumpsite: The
dumpsite has reached the closure stage to avoid the many environmental social impacts
associated with it. The CoK will follow the following 10 standard steps used in dumpsite closure
and reclamation (or rehabilitation):
o Document the situation in and around the site, including water and air pollution,
scattering of waste, other visual aspects, effects surrounding settlements and other land
uses, on vegetation/ riverine vegetation/ wetland, on local stream, etc. The
decommissioning audit study report may serve this purpose.
o Make plans for the site including the area to be rehabilitated or closed and areas available
(if any) for future use
o Plan and establish monitoring systems for ground water control in the area surrounding
the dumpsite
o Make engineering designs for site closure and possible rehabilitation or reclamation of
the dumpsite for a different public use
o Undertake ESIA and public consultation of proposed rehabilitation or reclamation plans
o Determine the needs for equipment and manpower to carry out immediate works and any
future monitoring of the site
o Calculate financial outlays necessary to carry out the works and determine the sources of
finances
o Carry out the proposed site closure, rehabilitation and /or reclamation work as per the
public procurement laws. One contract of designing rehabilitation or reclamation works,
undertaking of ESIA and implementation of the approved plans should be grouped
together due to the urgency of the matter in order to avoid wastage of time and continued
environmental pollution.
o Undertake environmental audit after completion of the work
o Commissioning of the new land use
Construction, operations and best practices for the new sanitary landfill
Site selection procedures: The site for a new landfill should be selected carefully, taking
into account topography, geology and water resources, land use, distance from the centers of
waste generation, transport routes linking the site to the city and distance from housing and
airports. It cannot be expected that the nearest residents will welcome the site, but it is
important to secure their acceptance through consultation, negotiation and compensation. It
is also prudent that Kenya government public procurement procedures for land acquisition for
public use are followed. It is a good practice and precautionary measure for the CoK to initially
sign a Memorandum of Understanding (MoU) with the property owner to facilitate a feasibility
study, planning and Environmental and Social Impact Assessment (ESIA) and NEMA
approval before purchasing land for a landfill site. This strategy is undertaken on the
assumption that the landfill site is currently being considered at a maximum of 45Km as the
most possible sanitary landfill site distance.
Preparing the site: There are many factors that shall be considered when designing and
constructing a landfill site, but the primary issues are water pollution and operational
efficiency. Polluted water from the waste is prevented from reaching water resources by an
impermeable layer which may be a natural clay bed below the site, or an artificial barrier
constructed using imported clay, plastic sheeting, bitumen, or soil mixed with bentonite. A
sanitary landfill should have the following design features:
Leachate controls Utilities
Gas controls Recycling drop-off
Surface water controls Fencing
Access roads Lighting
Special working areas Wash racks/ sanitary facilities
Special waste handling Monitoring wells
Structures Landscaping
Operations: Continuous compaction of the wastes in the landfill makes the best use of the
void space and promotes decomposition. Compaction and daily covering of the wastes controls
smells, insects and rats. A high standard of management is required with strict control of the
types of wastes reaching the landfill. Large amounts of daily cover material are required,
involving the excavation, transport, spreading of this material and compaction using a landfill
compactor (see plate 19 below). Gas emissions from the decomposing wastes (mainly methane
and carbon dioxide) are collected and can be burnt on-site or sold for electricity generation if
they have a commercial value. The existing landfill compactor (see plate 19 below) can be
repaired and used for this purpose or a new one purchased.
Plate 1913: Existing landfill compactor parked next to Moi stadium
Preparing cells: Any landfill site should be divided into cells, one main cell being filled
before the next is started. Cells on flat land should be formed by excavating them. Excavators,
wheeled loaders or tracked loaders are used to excavate or construct cells and stockpile cover
soil, but on a smaller site like the one proposed for the City, they are not needed all the time.
The cells of about 1 acre each or slightly less are expected to be 5- 6 metres deep depending of
the water levels of the site.
Spreading the waste material: A bulldozer, tracked loader or a landfill compactor will be
required. To enable the wastes for easy compaction, they should be placed is layers of less than
50 cm thick.
Compacting and levelling the wastes: The waste are compacted to reduce the amount
of space required, and to control insects and rodents. This is normally done with a very costly
landfill compactor which is specially designed for this purpose, or a bulldozer pulling a
sheepsfoot roller.
Spreading cover material: To prevent litter blowing and to prevent flies and rodents
breeding in the wastes. Standard landfilling practice is to cover the compacted wastes every
day with a thin layer of soil. This will involve excavating and transporting soil / murram from
a nearby source. Wheeled loaders and tipping trucks are used for this purpose. A bulldozer is
used for spreading and levelling the cover soil.
Constructing and maintaining site roads and infrastructure: Is an important
function to ensure that trucks can travel on the site without difficulties or damage. A grader is
useful for this purpose. The site will also need connection to electricity, water and telephone.
Sanitary facilities for landfill workers should also be constructed at the site.
After each cell is filled: it is covered with a temporary or final cap, which is usually made
to be impermeable by means of clay or a plastic membrane. Topsoil is spread on the final cap
and seeded to promote the growth of vegetation which stabilizes the soil.
Stationary equipment: such as a weighbridge, office facilities, pumps, lighting, gas control
equipment and wastewater treatment systems are also required and landfill designing
engineer should undertake to do that into detail.
Maintenance of the machinery: The maintenance of the machinery to be used on the
landfill site is of crucial importance and should be managed according to the principles of
planned preventive maintenance.
Figure 7: Typical sanitary landfill design
Investment Analysis for a Sanitary Landfill
This is a highly capital intensive project that would require a minimum conservative estimate
investment of at least Ksh. 324,404,000 for the first phase of the landfill. This consists of plant
and equipment of Ksh.70million and the rest being civil works and setup costs for the landfill
as shown below.
Table 19: Estimated investment costs in a sanitary landfill project
A total of 30 staff are required for this venture being; 2 weigh bridge inspectors, 4 drivers, 2
machine operators, 2 sanitary inspectors and 20 waste collectors/ manual workers. We are
also assuming that the waste quantities increase by 2.5% per annum from the current 272
tonnes which impacts on the costs. The suggested estimated contract award for this phase is
Ksh. 1.2 billion over 10 years with the payback period for this venture being 8 years. The
summary of this investment is shown below.
Table 20: Summary of the investment and payback period
Establishment of a Controlled landfill Option
The CoK may consider to adapt a controlled landfill strategy rather that a sanitary landfill. This
is because of the city‟s financial status and if a new landfill will 30-45 Kilometres far-off from
the city in a remote area. A controlled dump is a planned landfill that incorporates to some
extent some of the features of a sanitary landfill described above: siting with respect to
hydrogeological suitability, grading, compaction in some cases, leachate control, partial gas
management, regular (not usually daily) soil cover, access control, basic record-keeping,
fencing and controlled waste picking. This may save up to an average of 50% of the operational
cost of sanitary landfilling operational expenses. This option should be considered as an
alternative option to save county resources by the landfill planners, engineering designers and
ESIA experts without compromising environmental and social impacts to the neighbourhood.
Proposed Implementation Approach for a Sanitary / Controlled Landfill:
Assuming that the land for a sanitary landfill is available and preliminary studies have been
undertaken the county should re-package the following as LOT 1 of the ISWM strategy for
implementation purposes under support by existing AFD funded Kisumu Urban Project. The
city management should release an Expression of Interest and Request for Proposal for: “Plan,
Design and Built a Landfill, Central Transfer Station, Supply of Equipment and other
Support Facilities and Services”. It will be prudent to use the design and build approach to
save time and resources. The Design and Build Contract is designed for construction projects
where the contractor carries out both the design and the construction work under one
agreement.
Regulatory requirements for landfills in relation to airport operations: Kisumu
International Airport is the busiest airport in Western Kenya and the third busiest airport in
the country in terms of passenger movement. The airport handles over 17 flights daily
including scheduled, chartered and non-scheduled. Following completion and commissioning
of the new terminal building and other associated infrastructure, the airport has shown
rapid increase in passenger movement. The airport is designed to accommodate large
aircrafts (Code „D‟) which operate within very stringent conditions.
There is therefore need to ensure that the airport is well protected in terms of safety and
security. Anything that can compromise safety in the vicinity of the airport needs to be
controlled as much as possible if not eliminated altogether in order for the airport to achieve
its dream of being the Hub of East Africa. The Kenya Civil Aviation Aerodromes Regulations
2013 require that aerodrome operators monitor the vicinity of the Aerodrome to ensure that
land use activities do not negatively impact aircraft operations in and out of the Airport. This
is part of the Safety Management Systems that need to be approved by the Civil Aviation
Authority. Regulation 65 is clear on dumpsites, waste management sites and any refuse
collection sites. The following is an extract from the Regulations.
An operator shall consult with the relevant authorities to take action to eliminate or to prevent
the establishment of refuse collection sites, garbage disposal dumps, landfill sites, or any other
source which may attract wildlife (includes birds) to the aerodrome, or its vicinity, unless an
appropriate wildlife (includes birds) assessment indicates that they are unlikely to create
conditions conducive to a wildlife hazard problem.
Refuse collection sites, garbage disposal dumps and landfill sites shall be located no closer
than a 13km circle centred on the aerodrome reference point and shall be located further, if
located in the vicinity of an approach and take-off path of an aerodrome, where studies of flight
lines of birds attracted to these sites prove that they may be problematic for the aerodrome.
Where the elimination of existing sites is not possible, the operator and the relevant authorities
shall ensure that any risk to aircraft posed by these sites is assessed and reduced to as low as
reasonably practicable.
It is therefore recommended that the proposed a new landfill should meet the above aviation
requirements. The proposed strategies on waste disposal and decommissioning of Kachok
dumpsite are within these guidelines.
Mainstreaming Gender Aspects ISWM
The roles that are available to men and women must clearly be defined at all the stages of the
solid waste management system to enasure gender aspects are integrated / mainstreamed into
the whole system. This should also be done at the proposed waste management committees
and institutions at the County, Ward and Ward-Unit levels.
STRATEGY 5: INSTITUTIONAL, ORGANIZATIONAL, POLICY
AND LEGAL REFORMS
After reviewing the strengths and weaknesses (status) in the existing organizational set-ups to
manage solid waste in the city, reforms are proposed in the following four (4) areas.
o Institutional reorganization of the City Directorate of Environment
o Establishment of the Ward-Unit/ Community-Based / Nyumba Kumi/ Residents
Association System
o Establishment of the Kisumu County Solid Waste Management Company Ltd
o ISWM Policy and Legal Reforms
Institutional Reorganization of the City Directorate of Environment
The City Directorate of Environment requires re-organisation and major reforms by
establishing three Deputy Director Positions for an easy implementation of this strategy. The
existing sections should be reviewed and upgraded as per the proposed new organogram
below. Staff with technical skills in relevant areas should be recruited to start-of the divisions.
The Executive Committee Member (ECM)/ County Minister for Environmental
Management / waste disposal will be in charge of policy and law reforms and resource
mobilization for CoK‟s Directorate of Environment.
The CoK Manager: should be responsible in facilitating the department in terms of human,
financial and technical resources.
The Director of Environment (DoE), Kisumu city: To be the focal point responsible
this strategy implementation and expected to exercise overall managerial responsibility for the
administration, coordination and implementation of this strategy. This office should be
responsible for human resource (HR), revenue collection and approval of all departmental
expenditures. CoK should target somebody with at least postgraduate training in
environmental studies or environmental engineering with specific experience in ISWM. All
issues on refuse collection equipment and vehicles, transportation and maintenance should be
handled by this Directorate instead of the City Engineer‟ Department. Any refuse collection
vehicles and relevant staff like drivers and supervisors should be transferred to this Directorate
for day-to-day operations. Usually, most of the vehicles in the municipal garage were waste
collection vehicles, so there is some justification for putting the workshop directly under the
person in charge of solid waste management operations.
Deputy Director of Environment (Technical Operations - TO): To be responsible for
the implementation of technical and operational matters on a day-to- day basis. CoK should
target somebody with at least graduate level training in environmental studies or
environmental engineering.
Deputy Director of Environment (Environmental Planning, Education and
Awareness- EPEA): To be responsible for the research, data collection, planning, public
education and awareness creation, partnerships, public relations/ communication, fund
raising and partly monthly community clean-ups. CoK should target somebody with at least
graduate level training in environmental studies or education.
Deputy Director of Environment (Inspection and Legal Affairs- I&L): To be
responsible for the implementation of environmental monitoring, inspection of facilities,
enforcement and compliance matters. This section should also handle all environmental cases
and prosecution issues at the City Magistrate Court. CoK should target somebody with at least
graduate level training in environmental Studies or environmental law and with basic training
in prosecution.
Establishment of the Ward-Unit/ Community-Based / Nyumba Kumi/
Residents Association System
First is important to note that, waste management systems must meet local community needs
and priorities if they are to be effective. Accordingly, solid waste management decisions must
be informed by community perspectives as well as by technical analysis. This approach
encourages participation and enhances the efforts of waste managers as they seek new
innovative ways to provide effective and efficient services to the community.
In Kigali City, Republic of Rwanda, this is commonly referred to as “Umuganda” - Time to
Clean Up! “Umuganda” also means a mandatory community service day that happens on the
last Saturday of every month. This mandatory service day exists to help clean up the streets in
Rwanda. Each “Umuganda”, the leader of the “Umudugudu” (neighbourhood) decides where
the village or estate-unit residents should focus and everyone will meet there to clean up the
area. This system was reviewed and recommendations are outlined below on how this would
be applied in Kisumu through the concept of the existing Residents Associations and Ward-
Units organisational set-ups.
This community-based approach recommended took environmental, social and cultural
sustainability into account. The views of the Kisumu residents also shaped the drafting of this
section of the strategy. The system from the source to collection points should be managed and
owned by the community groups/ associations. This will also help to increase environmental
awareness at grassroots and also distribute benefits fairly among community members.
One of the objectives and principles of this strategy is to improve the existing community level
solid waste source separation, collection, transportation and disposal systems through well-
structured and organized neighbourhood environmental management and awareness, with
emphasis on the 3 Rs (Reduce, Reuse and Recycle) principles. The participation of the
community at the grassroots levels especially in solid waste separation, collection,
transportation and disposal systems - through monthly neighbourhood environmental clean-
up and awareness creation campaigns, will, therefore, not only fulfil the requirements of the
law on citizens‟ participation, but will also build a grassroots owned, efficient and sustainable
solid waste management system for the City.
Apart from the need for an organized and informed community environmental structure as a
platform for realization of the end results of the city management interventions in SWM, it is
important that the community fully appreciates the mega interventions which currently
appear quite remote and abstract because of lack of precedence and the time it takes to realize
the same. This can only happen through innovative and action oriented awareness creation
that allows the community to own the micro level components of the interventions. It is
therefore important that as the bigger interventions are being implemented, micro level
interventions that encourage the 3Rs principles are initiated and support technically, legally
and financially.
We recommend strengthening and re-organisation of neighbourhood / Ward-Unit-level clean-
up campaigns and efforts in the city. The process of mobilizing, organizing and undertaking
community neighbourhood clean-up campaigns is a very effective platform for disseminating
information on solid waste management and even changing attitude of the citizens towards
management of the environment around them. There are many other good reasons to conduct
community clean-up efforts. Well implemented community clean-up campaign will not only
reduce unmanaged solid waste, but will improve physical community, as well as create
opportunities for social networks and improved security in the community. Cleaning up the
environment will also create more pleasant places to live within the neighbourhoods and a
good impression on prospective investors, tourists, and others who visit the city. In doing this,
the community clean-up campaign will provide a great opportunity to introduce community
members to each other, have fun, and build sustainable social connections.
Additionally, clean-up efforts will provide community health benefits such as the elimination
of mosquito breeding sites to reduce the malaria. Cleaning up a community (and keeping it
clean) may also have positive results corresponding to the reduction of crime, fear, and feelings
of helplessness in urban settings. Research also indicates there are many positive links
between the environment and how citizens feel about themselves. In comparing
neighbourhoods with varying levels of vegetation, researchers have found positive associations
with green neighbourhoods. Community neighbourhood clean-up campaigns will therefore
provide many opportunities for citizens to get involved in not only their immediate community
improvement, but also in achievement of the broader City SWM initiatives. The value of these
opportunities cannot be underestimated.
Establishment of County Environment Committee: Establish the “County
Environment Committee-CEC” as per EMCA, 1999 and county environmental laws to provide
leadership for strategic, policy and broader planning efforts on all the ten (10) strategic areas
in this document. It should allocate resources to the 14 wards within the city boundaries to
implement various activities proposed and actively promoting environmental awareness.
Establishment of Ward Environment Committees: Establish “Ward Environment
Committees-(WECs) within the county environment laws with representation from every unit
within a given ward. This WECs comprising of not more than seven (7) people with adequate
representation of stakeholders and gender, should be entrenched into the programmes of the
City Department of Environment. Its role will to coordinate and facilitate all activities planned
by each unit within the ward units and be responsible in monitoring performance in common
areas and streets.
Establishment of Ward-Unit Environment Committees: Establish “Ward-Unit
Environment Committees- WUECs” through the county environment laws at each of the city
wards and units comprising of not more than seven (7) people with adequate representation
of stakeholders and gender. Occasional attendance of key officers within CoK Directorate of
Environment, officials of relevant government agencies (e.g. NEMA, KIWASCO) to provide
technical advice and dissemination of county government and national government policies
will be important. Representatives of the civil society working on environment and
representatives of the private sector should be incorporated in the WUECs. The city
management should legally and politically mandate and support each Ward-Unit
Environment Committees to plan and rollout their neighbourhood specific community
sensitization, mobilization and organization processes. This structure should be entrenched
into the programmes of the City Department of Environment.
The functions of WUECs should include but not limited to:
- Providing guidance and direction on all issues relating to environmental services,
community sustainability, storm water management, solid waste management,
utilities /water and wastewater, water pollution control, urban forestry, and
management/ protection of open spaces.
- Recruitment of Ward-Unit residents, businesses and stakeholders and regular revision
and maintenance of a manual and digital register of members.
- Planning, organizing, supervising and executing monthly community clean-ups on
behalf of the city management
- To plan and rollout a community sensitization, mobilization and environmental
awareness programmes.
- Storage and general management of equipment and tools used for provision of the
environmental services
- Mobilization of participants, equipment and supplies, and facilitation of the monthly
clean-ups. The Ward-Unit Environment Committee will identify and strategize how to
bring on board those in the community who have an interest or investment in a clean
community. These will include neighbourhood groups, traders‟ associations in markets,
youth groups and women groups.
- Enforcement of County Environmental Laws and orders
- Facilitate and support the County government in revenue collection from all
households and other waste generators within the Ward-Units for sustainability of the
ISWM system.
- Local coordination and implementation of the annual city environment day events
- Each Ward-Unit Environment Committee should meet monthly or regularly to develop
a comprehensive programme with clear roles, dates, venues and time schedule for
various solid waste management activities including monthly clean- ups.
Utilization of the Nyumba Kumi, customary leadership systems and Residents
Associations Structures: The proposed system should also endeavour to utilize and be
integrated in the newly established Nyumba Kumi structures without creating parallel
structures that may cause confusion. Officials of the Nyumba Kumi initiative should be the
same for SWM system if possible. The Nyumba Kumi initiative is anchored on the principle
that one must know at least 10 of his/ her neighbours for security purposes. The resident
associations‟/ customary systems boundaries also need to be harmonised to the Ward-Unit
boundaries. This proposal brings to the door step of the city residents the mandate to ensure
neighbourhood environmental cleanliness is a collective responsibility and not for the county
government alone. This will mean that the county government appreciates that it cannot
handle the huge task of garbage disposal on its own. One can argue that the taxpayer pays the
national and county governments, so it should provide better environmental services by
employing both human and technology. This argument fails to consider the reality that
resources are always scarce and everyone has the primary concern of their environment and
should collaborate with government to make public health both a personal and institutional
endeavour.
ISWM Policy and Legal Reforms
ISWM Policy Guidelines: This strategy should be adopted as the main policy document for the
City of Kisumu on ISWM issues. The strategy sets a clear direction for the city for the next 10
years (2015/16-2025/26). It integrates views from various local and national stakeholders,
professional views and international best practices. It sets directions in a number of key areas
adopting strategies in key areas that include: 3Rs; planning of sustainable solid waste
management systems (storage, collection, transportation and disposal systems); institutional
reforms; introduction of PPPs; management of special wastes (e-waste, hospital, ELVs, etc.);
capacity building, environmental planning and environmental awareness; fundraising and
financing reforms required.
The City Directorate of Environment is expected to make annual action plans using this
strategic plan as the main policy guideline on solid waste management. The technical staff
must internalise most the guidelines on ISWM principles, vision, goals, objectives and specific
actions/ activities proposed. The policy should be reviewed at mid-term in 2020 or at any
other time as need may arise from the CoK management to address emerging concerns, new
policy dimensions and changes in internal and external factors. This strategy informs county
solid waste legislative initiatives required in order to implement this proposals fully.
Legal Frameworks for ISWM: The county government should adopt a legal framework
appropriate for achieving the objectives and implementation of the actions identified in this
strategy. Framework legislation will therefore be adopted that establishes:
- The overall role of City Directorate of Environment and its three (3) proposed Divisions
proposed to revitalize the the solid waste management sector.
- Revision of the existing county waste management laws and regulations by outlining the
roles, activities and operations of all stakeholders. They need re- drafting and passed as
a matter of urgency by the Kisumu County Assembly. The law must recognize key
stakeholders in the sector reforms which include NEMA, Ministries in- charge of
Environment and Urban Development, private collectors/ transporters, informal street
and dumpsite waste pickers, NGOs/CBOs, waste generators, dealers, traders (importers
and exporters), PPP system, residents/ business/ neighbourhood associations/ Nyumba
Kumi system; recycling industries, and county and ward level environmental committees.
- The long term focus on minimizing and reducing waste generation together with
achievable targets.
- Procedures for establishment of new sites and systems, and the upgrade or closure of
existing site in consultation with key stakeholders.
- Scheduled submission of monthly and annual plans within the context of the city ISWM
Strategy approved by the CoK. These plans will respond to the objectives of the policy,
identify implementable mechanisms while addressing the financing, cost recovery,
institutional and other frameworks necessary to implement the strategy. It will also
address the waste management facilities and systems to be developed, and the role, if any
of private sector waste management service providers. Also to be included will be the
scheduling of waste characterization studies, with the resulting strategies to manage the
collection, treatment and disposal of special wastes.
- The establishment of a new public entity (Kisumu County Solid Waste Management
Company) that will take over the SWM matters in the whole county (including the CoK)
in the long term.
- The responsibility of the CoK to issue licenses and permits for waste management
facilities and major equipment, to be operated in accordance with requirements set out
in licenses and permits requirement of the Kenya Constitution and NEMA waste
management regulations.
- Economic incentives and measures that will stimulate a search for or the development of
pollution control technologies by the business sectors in support of desired waste
management outcomes.
- The “polluter pay and ―user pay” principles with respect to solid waste management;
- Penalty and liability provisions in instances where individuals or organizations
contravene SWM legal requirements.
- The basis for local entities to undertake cost recovery and to retain private sector waste
management services.
- The institutional structures through which to deliver waste management services.
- The laws and regulations being drafted should use an integrated SWM approach by
providing legal guidelines on waste reduction programs, storage, transfer stations,
collection, disposal, treatment and recovery/ recycling systems and waste trade.
Legislation shall also be developed by the county government that will identify waste
management standards and the schedule of financial contributions / payments of residents
(high, medium and low incomes), businesses (large, medium and small), industrial entities
and manufacturers of products (large, medium and small) that become waste together with
the institutional framework through which they will participate in the management of those
contributions.
This approach will provide focus and coordination to the upgrading of solid waste
management systems, while at the same time provide flexibility in how this strategy will be
implemented. This will also lead to efficiency, effectiveness, improved environmental quality
and human life through improved incomes in Kisumu city and the county in general. The
proposed reforms will generate many green jobs in the short term and act as part of the city
climate adaptation and mitigation strategy.
The City management must resolve legal and land issues during the planning and
implementation process as crucial matters. The following legal and land issues shall be
streamlined by the City Management by reviewing the existing waste management County
Assembly Bill and align it to this strategy so that it can be used as a legal tool for
implementation of 3Rs and PPP programs. The CoK management shall pursue as a priority
the processing of land acquisition process that should include compulsory acquisition and
compensation as per the Constitution and Land Act 2012 in order to provide land required for
the CTS, waste collection points, landfill, proposed sites for materials recovery and other
facilities. All these should be achieved in the short term first by appointing a legal consultant
to update the existing laws and re-align them to this strategy.
STRATEGY 6: CAPACITY BUILDING, ENVIRONMENTAL
PLANNING, EDUCATION AND AWARENESS
Capacity Building in ISWM
Approach to capacity building: Developing integrated solutions for waste management
problems in Kisumu city requires capacity building, environmental planning, education and
awareness. To economically and efficiently operate a waste management programme requires
significant cooperation from generators, regardless of the strategies chosen- separating
recyclables from non-recyclables, community-based composting or using colour designed
waste storage and collection containers. To maintain long-term programme support, the
public needs to know clearly what behaviours are desired from them and why, in order to avoid
legal and social conflicts. Public education will stimulate interest in how waste management
decisions are made. And, when citizens become interested in their community's waste
management programs, they frequently demand to be involved in the decision-making
process.
This city management should support awareness creation and information dissemination
campaigns on the provisions of laws, policies and best practices in waste reduction, sorting,
re-use and recycling to all stakeholders. There is need for early education through the formal
and informal school education system on SWM. To achieve this, the strategy implementation
unit should target school going children and other institutions of higher learning, church-
based programmes to implement this strategy. The key strategies proposed are discussed
below.
Capacity building needs: Implementation of this strategy will require broad-based
capacity building at the level of county, city, ward and ward-unit levels, private sector and non-
governmental organizations. This section excludes capacity development in terms of waste
collection equipment which has been outlined elsewhere. The CoK should provide capacity
development opportunities at all levels through which all stakeholders can acquire the
knowledge and skills necessary for the effective implementation of this strategy. Partnerships
should also be established with tertiary institutions or any other professional firms/
institutions in Kenya and internationally to structure appropriate short term courses to meet
the local needs in the city’s solid waste management sector. Key capacity development needs
will include the following strategic areas: the 3 Rs and PPP approaches, waste to energy/
combustion/ incineration technologies, sustainable storage, collection, transportation and
disposal systems; policy, institutional, and legal reforms; and management of special wastes
(E-Waste, Hospital, ELVs, hazardous wastes). Capacity building of policy makers in ISWM is
required at county, ward and ward-unit levels for all residents, technical, administrative and
policy stakeholders. Capacity building on ISWM and the development of ISWM plans using
the PPP approach will have great multiplier effects.
Capacity Building through Demonstration Projects on ISWM: Demonstration /
pilot projects especially through the on-going CoK and other future SWM projects should form
the core of ISWM activities as these will be instrumental in developing in-depth capacity of
local partners on ISWM while at the same time leading to designing comprehensive ISWM
plans for the respective wards within the city. Demonstration projects with budgets of about
Ksh. 2.5 to 5 Million per ward should be supported in the short term. The existing waste
recycling / composting point at the Jomo Kenyatta Sports Ground should be the first to be
rehabilitated to cover the CBD and for wider publicity and awareness. Training of personnel
from partner institutions and organisations, policy makers and other stakeholders should also
be an integral part of the pilot / demonstrations projects on the ISWM and management of
specific waste streams in the city.
County, Ward and Ward-Unit Technical Training of Workers on ISWM
Training of workers at all levels is an essential part of a successful solid waste collection system.
Training SWM manual workers: Manual workers need training in: Working policies and
safe working practices; personal hygiene and basic first aid; and customer relations/ for
example on how to explain angry citizens their basic rights.
Training for Waste Collection Drivers: Drivers should participate in the same training
courses as manual workers, but they also need additional information, including: performing
daily vehicle checks and what to do if any deficiencies are detected; driving in ways that do not
cause unusual wear and tear; safe reversing procedures; driving on soft ground (if delivering
waste to a disposal site); what to do in the event of a breakdown, accident or puncture; use of
modern communication equipment, and first aid.
Training for mechanics, electricians and skilled tradesman: The training for these
trades in vocational technical schools/ colleges/ polytechnics can be of variable quality so it
will be necessary to rely on “on-the-job training”. Training provided by manufacturers and
equipment suppliers when new types of equipment are acquired should be given to the right
employees in the SWM sector.
Training for SWM managers, engineers and technicians: Because of the emerging
concerns in solid waste management, it is important that professional training is appropriate
to the conditions that the trainees are working in. It should cover all stages and components
of an ISWM, Environment, health and safety concerns.
Organisation of ISWM Training: Training of workers on ISWM is critical to raise
awareness of high level policymakers and to get political support for ISWM. ISWM training
should be organised to all members of CEC, WECs and WUECs. The goal of these programmes
will be to train practitioners as trainers to undertake the demonstration projects and
spearhead long term strategies. These trainings should be planned for short periods for every
target group to cover the basics of various components of ISWM strategies and technologies.
Such training should cover all the ten (10) strategic areas proposed. A budget of about 2.5
million for every ward will be sufficient to create positive impacts. Such training should be
undertaken by a solid waste management / environmental expert who clearly understands the
local city conditions.
Environmental Planning: Waste Inventory and Periodical Assessment
Inventory and periodical assessment of all waste categories in the city and the county in
general should be undertaken every five (5) years using monthly and annual analysed statistics
and primary data. This includes source identification, quantification of wastes, including
household, commercial, industrial wastes, and hazardous wastes (including medical wastes),
e-waste, etc. New findings can be used during the mid-term and final review on this strategy
in the years 2020 and 2025.
Capacity should be built to enable the County technical staff to conduct a comprehensive
assessment of the extent and effectiveness of the existing waste management practices from
collection to final disposal. In addition to the collection and analysis of secondary data, this
assessment requires a series of meetings to be held as well as several interviews to be
conducted with different stakeholder groups. The assessment shall analyse the extent and
effectiveness of the existing waste management system and the level of compliance with the
national and county solid waste management strategies, policies and regulations. It will also
identify constraints and areas for improvement to meet the desired level of performance.
Environmental Education Plan
The six steps of a successful city environmental education plan or program recommended
include the following:-
Awareness: At this stage, people will be learning about something new. The goal is to let
people know that a different way of handling waste is being proposed by the CoK management.
In the first instance, pre-primary schools that are within the city, through curriculum
structuring will be targeted as the key change agents that will influence the habits of the older
generation. Young people will be nurtured to develop habits that support best practices in the
waste diversion initiatives where appropriate responsibility and behavior will precede
misguided disregard for the environment. The private sector through the various commercial
and manufacturing associations will also be encouraged to participate as partners in bringing
about change in the workforce that they engage. Corporate mandates and directives could
begin to inculcate a new culture towards waste diversion, where labour will appreciate and
embrace this county initiative in defense of the environment.
Interest: After people have been made aware of waste management issues, they are likely to
seek more information. Program planners must use a variety of methods to inform people.
Voluntary programs require strong emphasis on promotion; mandatory programs should
make clear what is required. The CoK will therefore work with all key stakeholders, non-
governmental organizations, community organizations and other grass root stakeholders in
order to understand and respond to community priorities in solid waste management.
Evaluation: At this stage, individuals will decide whether to participate or not. Initial
participation should target at least 25-50% in the first 2 years. The city management should
make program requirements clear and easy to comply and increase participation over time to
over 75% in the next 10 years of this strategy.
Trial: Individuals will try the program at this stage. If they encounter difficulty, they may opt
not to continue participating. This must be avoided by all means by the CoK management.
Well-publicized hot lines and committees at the ward unit, ward and county/ city levels of
governance will provide additional instruction and information to ensure success of the
program. By this stage in the educational program, everyone should have the information
describing exactly what they are expected to do.
Adoption: If the education program has been well-planned and implemented, public support
and participation should grow. Participation should continue to grow after the 3rd year if the
first 2 years are successful. CoK management should initiate continuous education programs
to solicit for constructive feedback and provide new program information when and where
necessary.
Maintenance: At the sixth stage, the program is expected to be up and running. Using a
variety of intrinsic and extrinsic incentives will maintain and increase participation. CoK
management is expected at this stage to provide continuous incentives and education to keep
participation rates high at the Ward - units.
Public/ Community involvement plan
Effective waste management shall be a continuous process of public education, discussion,
implementation and evaluation. All options should be continually investigated and actively
debated, moving the community towards a consensus on the proper mix of source reduction
and waste management programs. Public involvement should be undertaken using the
following eight (8) stages.
Concern: Waste management concerns shall be put on the public agenda at the county, ward
and ward-unit levels. For example, new strategies, new sanitary landfill, decommissioning
plans of existing dumpsite, introduction of skips, etc. will require continuous discussions to
improve the performance in future.
Involvement: Representatives of various interest groups (regulatory officials, individuals
from communities, local waste management experts, representatives from environmental and
business groups), CEC, WECs and WUECs should be encouraged to participate.
Issue Resolution: Interest groups make their points of agreement and disagreement clear
to each other and to city waste managers.
Alternatives: Groups should make a list of available alternatives on levels of participation,
management and location of skips, siting of collection points.
Consequences: Economic and environmental consequences of each alternative should be
discussed.
Choice: Alternatives are decided upon by stakeholders.
Implementation: The steps necessary to carry out the program are described and potential
adverse impacts are mitigated, if possible.
Evaluation: The community should continually evaluate the program and solicit input.
Avoid politics in the whole process.
Environmental Awareness
The goal of the environmental awareness is to let Kisumu residents know that a different way
of handling waste being implemented is preferable to the historical way and that good reasons
for considering a change in their waste management practices do exist. A variety of publicity
methods suggested by the city residents during public consultations can increase community
awareness (see Table below 21). Low-cost methods include news articles and public service
announcements or shows on local radio and television. High cost efforts include television
commercials or billboards. City-wide events such as City Environment Day will also help in
stimulating public awareness.
It is recommended that the city should start with low cost methods of publicity in 0-2.5 years
(First Quarter) of the strategy and 2.5-5.0years (second quarter) before moving to high cost
options which are recommended in year 5.0-10 (last half) of the strategy (Refer to the Table 21
below).
Table 21: Proposed Methods of Publicity
Over the long term, education in city schools will be the best way of raising awareness as
implied above. School curricula introducing school children from nursery, pre-unit, and
primary on the concepts of source reduction, recycling, composting, and other waste
management techniques. The city education and social officers should use sports, cultural
days/ events, symbols/ cartoons, etc. that are popular with children, to promote and explain
its 3Rs programs. Besides educating the next generation of citizens, school programs will
indirectly help make parents aware of waste issues, because children frequently take home
information they have learnt and discuss it with their parents.
Education and awareness should also form the foundation of this strategy where all the
stakeholders understand the need for retirement of existing habits so as to embrace new and
innovative approaches offered by the strategy. A series of direct and sustained county
education and community participation programmes should be developed to engage all target
groups and to reinforce the importance of solid waste minimization and diversion through
reduction, reuse and recycling.
City Environment Day and City Environment Week
The City management shall organize and hold an annual City Environment Day/ forum on
every 5th June of every year. This will act as the local domestication of the World Environment
Day (WED) which is also globally celebrated every year on the same date to raise global
awareness to take positive environmental action to protect nature and the planet Earth. The
city management must work closely with NEMA which hosts the WED on an annual basis.
Stakeholders clean -ups, sports, public talks, fashion shows on County Miss Mazingira
competitions are some of the activities that must be integrated to the City Environment Day
events. A half-day stakeholder’s annual forum in the afternoon of the city environment day
should be organized to discuss the progress of the implementation of the city ISWM Strategy,
ward-units neighborhood monthly clean-ups and environmental concerns in general. Such
annual forums should be used to review and synchronise roles to be played by each stakeholder
and agency in the implementation of the ISWM system.
The City Environment Day should be followed by the City Environment Week where the city
management should hire several youths for 7 days every year to do cleaning of public places
and opening of drains. Extra private vehicles should be hired to transport the high amounts of
wastes collected during the week. The city management should also consider using National
Youth Service vehicles and manpower/ trained youths during the week so that local youths can
learn some community work skills.
Monthly Neighbourhood Clean-Ups
These should be planned, organized and undertaken through the 3 levels of leadership by
county, ward and Ward-Unit Environment Committees.
In establishing these County, Ward and Ward-Unit environmental management structures, it
must be remembered that the clean-up effort will require the involvement of all the community
members. When planning clean-up activities, efforts will therefore be made to reach out to
everyone to actively participate.
Shared leadership and involvement is vital for successful clean-up campaigns. Consideration
shall be made on how every community member subscribing into the campaign will share
responsibilities. Local leaders will be needed that are skilled in organization, publicity,
equipment distribution, transportation, communications and volunteer coordination. Various
levels of the structure will invite leaders from community organizations to participate.
Most community clean-up activities will involve public properties and utilities like major roads
and streets, hospitals, markets and institutions. Private property owners should involve all
relevant residents.
Every WUEC will, as part of its mobilization process, establish a working relationship with
local primary and secondary schools. In these relations, through environmental clubs, capacity
of the pupils will be built on solid waste management. Teachers will also be encouraged to
incorporate local content on solid waste management into their curriculum and extra-
curriculum activities.
The CEC, WECs and WUECs shall ensure that opinion shapers and key stakeholders
representatives within the neighborhoods are sufficiently briefed and made aware of the
objectives of planned clean-ups, the dates and expectations.
Select and concretize key and catchy messages using local language or national languages (in
English or Kiswahili, e.g. Our Environment/ Mazingira Yetu, Our Lives/ Maisha Yetu, Our
Health/ Afya Yetu, Our Future, One City, Taka n Pesa, etc.).
Allocate and synchronize roles to be played by all the key stakeholders and partners including
the residents, CoK staff, county government staff and partner agencies in government, private
collectors, CBOs/ civil society and business community including the informal sector.
Political goodwill and support
The city management must seek and obtain political goodwill and support of key political
stakeholders through various channels that include structured and regular environmental
meetings/ forums. Political goodwill and support of the Governor, the Senator, Members of
Parliament, Members of the County Assembly, National Government representatives at the
County and other influential opinion leaders is critical for success of this strategy. They should
be mobilized, even if not to sit in all planning sessions (monthly/ quarterly or annual), but to
at least show their commitment to the wider city environmental cleanness programmes by
participating in monthly community clean-up campaigns at the ward-unit level, City
Environment Day, media events and actual launch and implementation of various initiatives
and projects proposed in this strategy.
Media campaign on the Community-Based ISWM
The city management should carry out a comprehensive media campaign on the proposed
community-based / Nyumba Kumi / Residents Association system through:
o Regular media briefing sessions and media releases;
o Invitation of the media to cover planning sessions and waste management events,
including post clean up state of the neighbourhood environments.
o Regular radio and TV talk shows and advertising
o Newspaper advertising at county and national levels
o Bulk SMS/MMS releases to city residents
o Social media campaigns (including Facebook, Twitter, Instagram,
Foursquare, YouTube and Vimeo accounts among others)
o Production and dissemination of video documentary
o Production and dissemination of environmental education and awareness materials
including T-shirts, caps, bandanas, banners, brochures and posters.
STRATEGY 7: MANAGEMENT OF HAZARDOUS AND SPECIAL
WASTES: E-WASTE, MEDICAL WASTE, WASTE TYRES AND
ELVs
Hazardous Waste Management
The proposed strategy is to separate waste at source using the 3-colour system in order to
maximise the collection of hazardous materials with a view to reducing the environmental and
health impacts of any unregulated waste. All hazardous waste should be handled using NEMA
national standards, Waste Regulations of 2006 and guidelines during the strategic period.
For batteries, although some alkaline batteries can be disposed of as domestic waste,
rechargeable batteries and silver oxide batteries can contain heavy metals such as mercury and
cadmium which are classified as hazardous substances and may present an environmental
threat when disposed of to the landfill. There is no recycling or disposal facilities for alkaline,
rechargeable and silver oxide batteries and hence, they are disposed in landfills as per NEMA
guidelines. Lead-acid batteries that have been used are considered a hazardous waste. There
is an established recycling factory for these kind of batteries in Nairobi that already has trade
networks in Kisumu.
Health Care Waste/ Medical Waste Management
Health Care Waste (HCW) is generated in varying quantities at healthcare facilities and
because of its pathogenic characteristics, there is need to treat it before disposal. Systems to
support the proper segregation of HCW are not always in place in hospital wards and clinics
in the City. The wastes are disposed through incineration and some find their way to the
Kachok dumpsite. The National Ministry of Health has developed guidelines on the
management of health care waste which the County Government must embrace in all its health
facilities. Incineration facilities can also be developed through the PPP approach for this
category of the sector. Heavy penalties should be considered and enforced for violation of these
regulations.
E-Waste Recycling
Due to the many hazardous components and materials used in the manufacture of electronic
goods, including mercury, brominated flame retardants, and cadmium, e-waste is considered
a hazardous waste stream. NEMA has developed e-waste regulations which have taken into
consideration extended producer responsibility, recycling, reuse and exportation of the
problematic fractions. The CoK should take advantage by adopting the same instead of
developing its own regulations.
The NEMA e-waste guidelines provide a framework for identification, collection, sorting,
recycling and disposing of electrical and electronic waste (e-waste). The guidelines also
provide the basis for developing legal instruments to enhance enforcement. The purpose of
guidelines is to assist the national and county governments, private sector, learning
institutions among others to manage e-waste in a manner that enhances environmental
conservation.
Some of the strategic activities / opportunities recommended to strengthen E-waste
management include:
- Develop relevant e-waste guidelines for the county Government using the National
Guidelines published by NEMA in May 2011 to target local importers, assemblers,
consumers (government organisations, learning institutions and others), informal sector
e-waste collectors/ pickers, recyclers, refurbishers, standards for recycling facilities.
- Development / adoption and gazettement of e-waste regulations by the county
government
- Partner with potential e-waste stakeholders like Hewlett-Packard (HP), Dell, Philips,
Nokia and Reclaimed Appliances (UK) Ltd, Safaricom among other companies to
establish organised collection, semi-processing and processing systems and facilities in
the proposed Taka-n-Pesa Centres/ Waste Business Centres in the city for income
generation purposes.
- Up scaling current and starting new take back schemes in the city by manufacturers,
suppliers and service providers
- Create employment opportunities for local youths by sponsoring them to capacity
building programs, especially through certificate practicum courses on e-waste recycling
- Assist existing informal businesses in e-waste recycling to become sustainable by capacity
building and provide easy access to devolved funding from both County and national
governments through youth and women empowerment schemes like Constituency
Development Fund (CDF), Youth Enterprise Fund (YEF), UWEZO Fund, etc.
- To encourage and sensitize the final consumers to play an active role in environmental
management since consumers have long been ignored in a product cycle that is highly
dependent on them. This will expand the number of places where people can conveniently
dispose e-waste products for recycling purposes.
Waste Tyres Management
There are no established formal systems for collection and recycling of tyres with the exception
of retrading. The bulk of the tyres are informally collected and often illegally burnt on open
land to recover steel for recycling, presenting a health hazard and leaving environmentally
damaging residues in soil. It is recommended that the city applies the NEMA Waste Tyre
Management Regulations of 2013 regulations and any national guidelines on management of
this type of special waste.
Management of End of Life Vehicles (ELVs)
It is primarily the owner‟s will which designates a given vehicle an End-of-Life Vehicle (ELV).
However, in certain cases, a vehicle is considered ELV simply due to the condition it is in.
According to the Kenya Traffic laws, such vehicle may not be roadworthy. Today, however with
material prices on the rise, end-of-life vehicles are considered a valuable resource for many
different materials rather than waste. A vehicle irrespective of its age and its weight, is made
out of approximately 75% of metals both ferrous and non-ferrous with the non-ferrous steadily
increasing. The remaining 25% of the vehicle weight result from tires, fluids and other
compound materials. Most of these can be recovered. The large space recommended for Taka-
n-Pesa in Mamboleo is recommended for a large scale ELVs recovery centre. The Kisumu
County Assembly ought to make regulations on ELVs to reduce their numbers in the city (see
Photo below) by defining clear procedures of disposal and responsibilities of the vehicle owner,
recyclers, manufacturers, and other stakeholders.
http://ec.europa.eu/environment/waste/shipments/index.htm
Plate 20: End of Life Vehicles (ELVs) in a Jua-Kali area
STRATEGY 8: RESOURCE MOBILIZATION THROUGH
PUBLIC PRIVATE PARTNERSHIPS AND FINANCING
REFORMS
This strategy outlines recommendations of resource mobilization through the application of
the Public Private Partnerships (PPP) approach and undertaking various financing reforms at
the CoK and county levels.
Public Private Partnerships in ISWM Projects
"Public Private Partnership- PPP" in ISWM projects in CoK will entail an arrangement
between a county government of Kisumu and a private party under which a private party
undertakes to perform a public function or provide a service on behalf of the contracting
authority.
Based on the views of the community members and stakeholder consulted, the following PPP
activities to actualise the process are recommended for the CoK.
The CoK management should organize a technical consultation meeting with the Chief
Executive Officer (CEO) and senior staff of the Public Private Partnerships Unit (PPP Unit) at
the National Treasury and explore opportunities on ISWM through the PPP approach that can
be supported by the national government. If possible, the delegation should be led by the
Governor. Alternatively, CoK may invite the National Public Private Partnership Committee
to CoK for a meeting to discuss or how they can partner on ISWM and other projects through
the PPP framework:
o Establish a Public Private Partnership Node within the CoK (if it does not exist).
o Train CoK staff especially those in the PPP Node on ISWM through national PPP
framework for Counties
o Develop proposals on ISWM through PPP and submit to the National PPP Unit using
the procedures in the PPP Act, regulations and any other existing guidelines and
applicable laws
o CoK SWM staff to visit and benchmark on PPP in other Countries in Africa and
elsewhere.
The CoK management should support the participation of the private sector in waste
management in the following areas using the PPP options as outlined in the PPP Act (2013)
for various specific projects/ activities.
Main Streets/ Roads and CBD Sweeping: It is recommended that all streets in the CBD
and major roads (Nairobi, Busia, Kakamega and Kibos Roads) should all be mapped and their
manual cleaning and landscaping/ beautification be privatized to local companies through the
public procurement procedures but restricted to youths, women or small private collection
companies in operation in the city. The tender price, period and area to be cleaned should be
based on the size/ status of road and distance to be covered in Kilometers. The groups cleaning
the streets should be responsible in delivering the waste to the CTS.
Primary collection from communal/ collection points at the Ward- Units to the
RP: To support many companies, at the beginning, a company should be restricted to one
ward or ward-unit because of their small scale nature. As the companies grow in capacity, they
can be given more wards/ zones to handle. The CBD can also be zoned to units and contracts
can be awarded to different groups to encourage competition and efficiency. Small private
companies that have existing contracts with the following facilities should be allowed in the
transitional period (maximum of 5 years) to continue with their normal services encourage
competition.
Operation of the Central Transfer Station: This can be tendered and firms with
capability in terms of machinery and equipment to handle the unloading and loading
operations at the transfer station.
Secondary Transfer of Waste from the CTS to the Landfill: This can be tendered
openly with no restrictions and firms with capability in terms of machinery and equipment
may be awarded the contract to transfer waste from Kisumu to the landfill.
Operation of “Taka n Pesa Centres”: They should have various sizes of spaces for county
residents to bid for. The spaces should be privatized to local companies through the public
procurement procedures but restricted to youths, women or small private waste recycling
companies in operating in the city. Transparency in soace allocations will be key in this
strategy.
PPP methods proposed: During the public consultations, the Kisumu people proposed the
following PPP methods for implementation:
- Open competition for special, commercial, industrial and institutional waste
- Contracting of ISWM services to small/ local companies and community-groups in the
services listed above
- Franchising of ISWM services- for projects that require high and long-term investment -
e.g. Waste-to-Energy facilities. The waste collection fee charged by the Franchisee to the
city shall be decided according to the tender result. The Franchisee shall collect and
transport the waste from the RP.
In particular, the CoK should work with other public and private stakeholders to ensure that
the participation of private sector organizations in the waste management sector is undertaken
in the context of:
- Private sector service providers being considered as an implementation tool through
which the objectives of this strategy may be met;
- Legal, institutional and financial frameworks supportive of private sector service
organization participation in the waste management sector;
- Open competition, transparency and accountability;
- Equitable application of contractual obligations;
- Consideration of the social impacts associated with the participation of private sector
service organizations
Public Private Partnership Arrangements for ISWM Projects: The Public Private
Partnership arrangements should be adapted from the PPP Act 2013, Second Schedule and
applied on ISWM projects listed in the above section. These includes on procedures on:
management of PPP contracts, output performance based contracts, leasing, concession
administration, Build-Own-Operate-Transfer schemes, Build-Own Operate schemes, Build-
Operate-and-Transfer schemes, Build-Lease-and-Transfer, Build-Transfer-and-Operate,
Develop-Operate-and-Transfer, Rehabilitate-Operate-and-Transfer, Rehabilitate-Own-
and-Operate and Land Swap possibilities.
Resource Mobilization and Financing Reforms
From the field surveys, six (6) major sources of finance were identified : 1) Households, 2)
Commercial waste producers, 3) Advertisements (on Vehicles, Containers etc.- see table 22
below), 4) Licencing (Collectors), 5) Fines and Penalties, 6) Grants and Donations that can
generate up to Ksh.165.0 million/ year (65%) of an estimated operational expenditure
requirement of 252 Million/ year indicating an annual deficit of about Ksh. 87 million (35%).
All incomes were worked out at 70% collection efficiency that has to be supported by
environmental education and awareness programmes and enforcement of legal instruments.
It is recommended that the city management should diversity its financial sources for
sustainability of the sector.
Table 6: Potential Annual Incomes vs Operational Expenditures
CoK shall ensure sustainable financing of solid waste management programmes by filling up
the 35% financial gap through:
Develop systems of collecting rental income from releasing of spaces at the proposed
Taka-n-Pesa Centres especially at the RP level.
Create a well-equipped and IT-based section for collection of revenue from the sector
waste generators and other sources listed above.
The county government should implement a web based e-revenue collection system to
ensure maximized collection so as to seal loop holes through which leakages have been
experienced over the years in other sectors. It is recommended that the system shall
include SWM charges and fees approved by the county government. The full
implementation of this system for all sectors shall ensure financial sustainability in the
SWM sector.
Timely allocations of budgeted financing for capital, operations and research and
development expenditures to the CoK, Wards and Ward-Units
Application of appropriate fees, payments for services, county taxes, penalties and
charges for offences.
Creation of Taka-n-Pesa fund to support operations and management financing relating
to recovery and recycling services, incentives, deposit-refund schemes, waste recycling
cooperatives, etc.
Establishment of the Kisumu waste recyclers savings and credit cooperative society and
other small cooperatives that might emerge in future to be responsible for solid waste
management.
Providing incentives to private Small and Medium Enterprises (SMEs), NGOs and CBOs
for recycling initiatives that coincides with other fiscal incentives.
Maximizing global benefits relevant to Kisumu city from carbon trade initiatives in the
SWM sector.
Enabling public - private partnerships in areas identified in this strategy,.
Mobilization of the residents and corporate institutions to support important
environmental days.
Extending access to direct national funds for solid waste management and environmental
projects in the Country especially on urban reforms, climate change, etc..
Establish the position of Deputy Director of Environment - Environmental Planning,
Education and Awareness (EPEA) who will be in-charge of fundraising to support ISWM
programmes of the City.
CHAPTER THREE: INTEGRATED WASTE
MANAGEMENT INVESTMENT BUDGET
The investment matrix below shows the estimated and projected budget that needs to be
mobilised and invested in the implementation of this 10 year strategy. The matrix is based on
an initial figure of Ksh. 251 million in the base year (2015/16 Financial Year) that grows at a
rate of 10per cent per annum. This figure has been derived in the report and consists of
operational expenses while the base year has also an annual income stream of Ksh. 164 million
from major sources of finance (households, commercial waste producers, advertisements,
licensing, fines and penalties, grants and donations). The incomes are expected to increase at
a rate of 10% p.a. Capital costs are accrued over the 10 year period. For instance, investment
in a landfill and accompanying investments like trucks are done in year 2015/16 while an
investment in an energy plant is done later on. These investment costs are as per investment
costs estimated in the report. For the next 10 years, the County Government will invest
approximately Ksh. 3,547,127,624 for operations and Kshs.2,682,003,326 for capital costs.
This implies that the city requires approximately Ksh. 6,229,130,950.00 to meet its overall
goal. This excludes investments envisaged from the private sector.
CHAPTER FOUR: IMPLEMENTATION,
MONITORING AND EVALUATION
Implementation Schedule
This strategy will be implemented in phases and the strategies will be categorized into
immediate, short- term, mid-term and long-term strategies as indicated in Table 23 below.
Table 23: Implementation Schedule
Monitoring and Evaluation
Monitoring and evaluation is an important aspect of strategy implementation that ensures that
actions and projects are implemented in a cost effective and efficient manner according to
what is proposed in this policy document. The following are recommended as part of M&E.
Monthly Progress Report: CoK staff will conduct periodic visits to project sites in the city
based on a schedule that will be agreed with the Ward, Ward-Unit, and project coordinators/
officials. These periods will be factored in the annual work plans of the proposed actions. The
purpose of site visits will be to assess the progress in the implementation of specific
actions/project activities in the field. Monthly report based on annual set indicators and
performance will be prepared and submitted to the County Executive Member (Minister) in
charge of solid waste matters.
Annual Strategy Report: This report will be prepared by the CoK staff in the Directorate
of Environment and will be submitted to the County Government for discussion at the County
Executives meeting. The report will enable the ISWM stakeholders to obtain information on
the performance of the strategy with regard to the implementation of agreed annual actions/
activities/ projects. The ASR will also provide details on the strategy achievements, initial
evidence of success, including constraints in the implementation of agreed activities and how
those constraints/shortcomings will be addressed in subsequent years. The report will also
include a compilation of lessons learnt and financial expenditure statement. The review of ASR
should be based on agreed performance indicators at the commencement of each financial
year.
Mid-Term Evaluation Report: The proposed strategies should undergo an independent
Mid-Term Evaluation at the mid-point of strategy implementation. The mid-term evaluation
of this strategic document will focus on relevance, performance (effectiveness, efficiency and
timeliness), and issues requiring decisions and actions and initial lessons learned on the ISWM
projects design, implementation and management. The evaluation will be carried out using a
participatory approach - parties that benefit or are affected by the strategy will be consulted.
The Project Coordinators will prepare a management response to the mid-term evaluation
recommendations along with a plan for effecting the required changes in strategy
implementation. Mid-term revision may be undertaken if the main direction of dealing with
SWM requires to be changed due to some major changes in internal and external factors.
Terminal Evaluation Report: An independent final evaluation will take place at least three
(3) months prior to the final date of implementation of the this strategy. This terminal
evaluation will focus on the same issues as the mid-term evaluation but in addition it will also
examine the early evidence of strategy projects/ activities impact and sustainability of results,
including the contribution to capacity building and the achievement of environmental benefits
to the people of Kisumu and the City in general. The Terms of Reference for this evaluation
will be prepared by the CoK technical staff and evaluation will be done by an independent
consultant. The Terminal Evaluation will also provide recommendations for follow-up
activities and overall review of this strategy.
BIBLIOGRAPHY
County Government of Kisumu. (2014). County Government of Kisumu
Conservancy Act, 2014
Kenya Population Census (2009). Kenya National Bureau of Statistics.
Kibwage, J.K, (2002). Integrating the Informal Recycling Sector into Solid Waste
Management Planning in Nairobi City. Moi University, Kenya. Unpublished PhD, Thesis.
KISWAMP (2009). A baseline survey on Kisumu city integrated waste management project.‟
ILO / UN-HABITAT / MCK.
MCK Conservancy By-laws, 2008
Vera, J. A (2011). An Assessment of Medical Waste Management in Public and Private
Hospitals in Kisumu Municipality. Maseno University, Kenya. Unpublished MSC, Thesis.
COUNTY GOVERNMENT OF KISUMU
PROSPERITY HOUSE, 2ND FLOOR, P.O. BOX2738-40100,
KISUMU, KENYA
CITY OF KISUMU
P. O. BOX 105 – 40100, KISUMU TELEPHONE: +254 57 2023812
Email: townclerk_kisumu@yahoo.com
mailto:townclerk_kisumu@yahoo.com
‘WARD_NAME
CENTRAL KISUMU
KAJULU
‘KISUMU NORTH
‘KOLWA CENTRAL
KOLWAEAST
KONDELE
‘MANYATTA
‘MARKET MILIMANI
‘MIGOSI
‘NYALENDA ‘A!
‘NYALENDA'B’
‘RAILWAYS
'SHAURI MOYO KALOLENI
‘SOUTH WEST KISUMU
Total
POP2009
40.876
24,690
34739
48,004
27.952
18,902
19,826
32,430
34,924
14,806
2,306
404,160
EST2015
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GOVERNOR
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TRANSPORT ff MANAGEMENT ff CopPERATE ff TION AND E-
DEVELOPMENT, J GOVERNMENT
Rory
WILDLIFE
PLANNING ff DevELopmENT ff DEVELOPMENT ram aaa
AND FisHERles J AND NATURAL oma DON
iteothasy
CONSUMER MARKET
* Street waste pickers
* Itinerant waste buyers
* NCCrefuse collectors
WASTE DEALERS
(Paper, Plastics, Scrap metals, Glass, Bones, Other materials)
Paper Plastic Metal Glass Bone Jua-kali Other waste
recycling || "ime | | recyding || recycling | | recyting metal recycling
Industrie | | iMustri@ | | industrie | | industrie | | industries workshops | | industries
>
Dumpsite waste pickers
Industrial Zone
ResidentialZone | | CommercialZone
Dumpsite
=< 5
:
Zed intone 4s 01s
Hospital/ Clinical Waste 25 85
agricultural, struction waste, 1.25 78.75
Organic Waste 235 63.1 85,850
‘Waste Paper 46 123 16,735
Plastics 38 10.2 13877
Glass » 32 4,354
Scrap Metals 5 13. 1,760
Others 37 9.9 13,469
Total 273. 100 136.054
* Includes industrial waste dumped at the City Dumping Site but excludes hospital waste
Ttem Amount (Ksh)
Total set up cost (capital, machinery & other start-up costs ) 156,865,000
Average Revenue/year/ contract price awarded 199,280,000
‘Average Operating Expenses including taxes/year 37,986,543,
‘Average Net Income/Year 61,203,457
Payback period 4 years
NPV @ 12% p.aafter 5 years 234.881.4521
setup cost ( r start-up costs) 2,025,825,000
Average Revenue/year 414,151,982
Average Operating Expenses including taxes/year 237,384384
‘Average Net Income /Year 377,790,797
Payback period 10 years
[NPV @ 6% p.a after 5 years 1,880,720
KEEP OUR
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funds and urgency eg.
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for every 2-3 wards)
ia aRSreE oR — Brooms wed For sect sveeping Number tobe calelte
Seepingtools barove/handeuts, "and internally by staffin
andequipment hand shovels, forks, cleaning of drainage charge of street
hand scooper, ete Sistems tions
2. Assorted ‘Sets for each worker “To protect workers: at 2 sets
Personal -forconfinedspaces, "frombealthand per workerin waste
Protective eveprotecton fll sefetyhazards
Equipment protection, general
en zafey,
hand protection,
respartory tract
setup cost ( ‘& other start-up costs ) 117,000,000
Average Reventue/year/ contract price awarded 175,000,000
Average Operating Expenses including taxes/year 46,935,489,
Average Net Income/year 3ATBIAT?
Payback petiod years
NPV @ 12% paafter 5 years 8,574,841
setup cost ( ‘S other start-up costs ) "117,000,000
Average Reventue/year/ contract price awarded 80,000,000
Average Operating Expenses including taxes /year 533377, 606
Average Net Income/year 33,288,971
Payback petiod years
NPV @ 10% paafter 6 years 3,470,193
set up cost ( ‘& other start up costs)
Average Reventue/year/ contract price awarded
Average Operating Expenses including taxes /year
Average Net Income/year
Payback period
NPV @ 10% paafter 5 years
"774700,000
50,000,000
30,884,802
23,687,108
years
7,951,988
Po C___| Amount (Ksh) |
Total set up cost (capital, machinery & other start up costs) "77,700,000
Average Revenue/year/ contract price awarded 153,000,000
‘Average Operating Expenses including taxes/year 34,955,902
‘Average Net Income /Year 16,098
Payback period 4 years
NPV @ 12% p.aafter 5 years 4.157146
“Total set up cost (capital, machinery & other startup costs )
Average Revenue/year/ contract price awarded
Average Operating Expenses including taxes /year
Average Net Income/year
Payback period
NPV @ 10% paafter 5 years
40,000,000
30,884,802
123,687,108
years
9,815,786
“Total set up cost (capital, machinery & other start-up costs )
Average Reventue/year/ contract price awarded 42,000,000
‘Average Operating Expenses incliding taxes/year 26,481,419
‘Average Net Income/Year 19,190,582
Payback period 4 years
[NPV @ 10% p.aafter 5 years 765.921
Capital Costs Estimates
KES
8,000,000.00
19.800,000.00
27,.800,000._00
Landfill Cell Development
Other infrastructure ( Roads,
Drains, Fencing, Building etc)
Land Costs
178, 704,000.00
16,000,000.00
30,000,000.00
‘Sub-Total
224,704,000.00
Total - Landfill Fac
ity &
252,504,000_00
Compost Plant Equipment
2 Backhoe Loader
Tipper Tractor
Water Tanker
Weigh Bridge
Landfill Compactors (2)
Plant and Machinery (other)
8,000,000.00
5,100,000.00
2,000,000.00
10,000,000.00
11,000,000.00
6.500,000.00
Sub-total C
42,600,000.00
Total Compost Plant
42,.600,000_00
[TOTAL CAPITAL COSTS A-B+C 295.104,000.00
Vehicle
Washing Facility Weight bridge
ge NGS sGproach Road
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Vertical Pipe
Pipe s
Protective Sand
Leachate Retention Pit
Underground Water
Drainage Pipe Liner
ITEM AMOUNT (Ksh)
Total set up cost (capital, machinery & other startup costs ) 324,404,000
Average Revenue/year/ contract price awarded 120,000,000
Average Operating Expenses including taxes/year 65,624,212
Average Net Income/year 54,375,788
Payback period 8 years
NPV @ 12% p.a after 5 years 209,367,412
‘Public facilities (Schools, Parks,
Social halls, etc.)
sweeping
(Caneass of animal on thestrets
‘Supermat
Petrol stations
‘Motor garages
|
vi
1 Households/ Domestic Waste Generators 95,044,320.00
2 Commercial and Industrial waste producers '50,400,000.00
3. Advertisements (Vehicles, Containers etc.) '5,000,000.00
4 Licencing (Collectors) 400,000.00
‘5 Fines and Penalties 6,000,000.00
6 Grants and Donations 8,130,180.00
Total Anmual Incomes 164,974,500.00
Estimated:
41 Source to Central transfer station costs 61,850,000.00
Annual Operational Costs (Waste Collection From
«pdms Operational Costs (waste »
‘3 Annual Operational Costs (Landfill Operation) 82,030,264.00
4 General Administrative costs 38,054,733.10
‘5 Education and awareness Costs 12,000,000.00
Total Annual Expenditures 251,570,510.10
Annual Deficit (86,596,010.10)
Note: Kisumu Residents proposed a Penalty for ofenders/ violators who ie
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‘Wastes (Ewaste,
Email domain
yahoo.comPhone numbers
- 10000030000
- 10000032900
- 23563185
- 1257875
- 273100136054
- +254572023812
- 10000060000
- 10000015000
- 10000033000
- 273840100
- 1000006000
- 3810213877
- 2348814521
Phone numbers
- 100000 15000
- +254 57 2023812
- 100000 32900
- 100000 33000
- 2738-40100
- 235 63.1 85
- 100000 30000
- 234.881.4521
- 273. 100 136.054
- 100000 6000
- 1.25 78.75
- 38 10.2 13877
- 100000 60000
Law clause
- Article 42
- Article 69
Law code
Filename extension
pdfCountries
etl_file_b:
1
1
etl_enhance_mapping_id_time_millis_i:
0
0
etl_enhance_mapping_id_b:
1
1
etl_filter_blacklist_time_millis_i:
0
0
etl_filter_blacklist_b:
1
1
etl_filter_file_not_modified_time_millis_i:
22
22
etl_filter_file_not_modified_b:
1
1
etl_enhance_file_mtime_time_millis_i:
0
0
etl_enhance_file_mtime_b:
1
1
etl_enhance_path_time_millis_i:
0
0
etl_enhance_path_b:
1
1
etl_enhance_entity_linking_time_millis_i:
1326
1326
etl_enhance_entity_linking_b:
1
1
etl_enhance_multilingual_time_millis_i:
2
2
etl_enhance_multilingual_b:
1
1
etl_export_solr_time_millis_i:
2
2
etl_export_solr_b:
1
1
etl_export_queue_files_time_millis_i:
0
0
etl_export_queue_files_b:
1
1
etl_time_millis_i:
11934
11934
etl_enhance_extract_text_tika_server_ocr_enabled_b:
1
1
etl_count_images_yet_no_ocr_i:
0
0
X-Parsed-By:
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- [org.apache.tika.parser.DefaultParser, org.apache.tika.parser.ocr.TesseractOCRParser, org.apache.tika.parser.jpeg.JpegParser]
- [org.apache.tika.parser.DefaultParser, org.apache.tika.parser.ocr.TesseractOCRParser, org.apache.tika.parser.image.ImageParser]
- [org.apache.tika.parser.DefaultParser, org.apache.tika.parser.ocr.TesseractOCRParser, org.apache.tika.parser.image.ImageParser]
- [org.apache.tika.parser.DefaultParser, org.apache.tika.parser.ocr.TesseractOCRParser, org.apache.tika.parser.image.ImageParser]
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- [org.apache.tika.parser.DefaultParser, org.apache.tika.parser.ocr.TesseractOCRParser, org.apache.tika.parser.image.ImageParser]
- [org.apache.tika.parser.DefaultParser, org.apache.tika.parser.ocr.TesseractOCRParser, org.apache.tika.parser.jpeg.JpegParser]
- [org.apache.tika.parser.DefaultParser, org.apache.tika.parser.ocr.TesseractOCRParser, org.apache.tika.parser.image.ImageParser]
- [org.apache.tika.parser.DefaultParser, org.apache.tika.parser.ocr.TesseractOCRParser, org.apache.tika.parser.image.ImageParser]
- [org.apache.tika.parser.DefaultParser, org.apache.tika.parser.ocr.TesseractOCRParser, org.apache.tika.parser.image.ImageParser]
- [org.apache.tika.parser.DefaultParser, org.apache.tika.parser.ocr.TesseractOCRParser, org.apache.tika.parser.jpeg.JpegParser]
- [org.apache.tika.parser.DefaultParser, org.apache.tika.parser.ocr.TesseractOCRParser, org.apache.tika.parser.jpeg.JpegParser]
- [org.apache.tika.parser.DefaultParser, org.apache.tika.parser.ocr.TesseractOCRParser, org.apache.tika.parser.jpeg.JpegParser]
- [org.apache.tika.parser.DefaultParser, org.apache.tika.parser.ocr.TesseractOCRParser, org.apache.tika.parser.image.ImageParser]
- [org.apache.tika.parser.DefaultParser, org.apache.tika.parser.ocr.TesseractOCRParser, org.apache.tika.parser.image.ImageParser]
- [org.apache.tika.parser.DefaultParser, org.apache.tika.parser.ocr.TesseractOCRParser, org.apache.tika.parser.image.ImageParser]
- [org.apache.tika.parser.DefaultParser, org.apache.tika.parser.ocr.TesseractOCRParser, org.apache.tika.parser.image.ImageParser]
- [org.apache.tika.parser.DefaultParser, org.apache.tika.parser.ocr.TesseractOCRParser, org.apache.tika.parser.jpeg.JpegParser]
- [org.apache.tika.parser.DefaultParser, org.apache.tika.parser.ocr.TesseractOCRParser, org.apache.tika.parser.jpeg.JpegParser]
etl_enhance_extract_text_tika_server_time_millis_i:
7996
7996
etl_enhance_extract_text_tika_server_b:
1
1
etl_enhance_pdf_ocr_time_millis_i:
11
11
etl_enhance_pdf_ocr_b:
1
1
etl_enhance_detect_language_tika_server_time_millis_i:
50
50
etl_enhance_detect_language_tika_server_b:
1
1
etl_enhance_contenttype_group_time_millis_i:
1
1
etl_enhance_contenttype_group_b:
1
1
etl_enhance_pst_time_millis_i:
1
1
etl_enhance_pst_b:
1
1
etl_enhance_csv_time_millis_i:
4
4
etl_enhance_csv_b:
1
1
etl_enhance_extract_hashtags_time_millis_i:
26
26
etl_enhance_extract_hashtags_b:
1
1
etl_enhance_warc_time_millis_i:
6
6
etl_enhance_warc_b:
1
1
etl_enhance_zip_time_millis_i:
1
1
etl_enhance_zip_b:
1
1
etl_clean_title_time_millis_i:
1
1
etl_clean_title_b:
1
1
etl_enhance_rdf_annotations_by_http_request_time_millis_i:
27
27
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1
1
etl_enhance_rdf_time_millis_i:
0
0
etl_enhance_rdf_b:
1
1
etl_enhance_regex_time_millis_i:
539
539
etl_enhance_regex_b:
1
1
etl_enhance_extract_email_time_millis_i:
419
419
etl_enhance_extract_email_b:
1
1
etl_enhance_extract_phone_time_millis_i:
410
410
etl_enhance_extract_phone_b:
1
1
etl_enhance_extract_law_time_millis_i:
553
553
etl_enhance_extract_law_b:
1
1
etl_export_neo4j_time_millis_i:
498
498
etl_export_neo4j_b:
1
1
X-TIKA_content_handler:
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- ToTextContentHandler
- ToTextContentHandler
- ToTextContentHandler
- ToTextContentHandler
- ToTextContentHandler
- ToTextContentHandler
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- ToTextContentHandler
- ToTextContentHandler
- ToTextContentHandler
- ToTextContentHandler
- ToTextContentHandler
- ToTextContentHandler
- ToTextContentHandler
- ToTextContentHandler
- ToTextContentHandler
- ToTextContentHandler
- ToTextContentHandler
- ToTextContentHandler
X-TIKA_embedded_depth:
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X-TIKA_parse_time_millis:
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X-TIKA_embedded_resource_path:
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