NEW PARTNERS FOR LOCAL GOVERNMENT IN SERVICE

DELIVERY: SOLID WASTE MANAGEMENT

IN ADDIS ABABA

15th of February 2007

Submitted in partial fulfilment of the requirements for the, Degree of

Master of Science in Urban Management at the University of

Technology, Berlin

II

Statement of Authenticity

This thesis contains no material which has been accepted for the award of any other

degree or diploma in any institution and to the best of my knowledge and belief, the

research contains no material previously published or written by another person, except

where due reference has been made in the text of the thesis.

Selamawit Alem

15th February, 2006

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ACKNOWLEDGEMENTS

First of all I would like to extend my thanks to my advisors Professor Peter Herrle and Dr.

Sonia Nebel for their constant encouragement. Secondly, I would like to extend my thanks

to all the staff of Urban Management Studies Department. My special thanks goes to Ms

Bettina Hamman for her understanding and friendly assistance to make my stay with

Technical University of Berlin comfortable.

My thanks also go to Mr Guenter Meinert and Mr Rene Hohmann of GTZ, at Eshborne.

Their consultation and assistance helped me very much in carrying out this study. I am very

grateful to all my informants who are working for City Sanitation, Beautification and Park

Development Agency, officials at Addis Ketema Sub City, Kebele 13/15, Ministry of

Federal Affairs, Addis Ababa City Government and community and Idir leaders at Kebele

13/15 (Addis Ketema Sub-city) for sharing their experiences and knowledge.

I would like to express my gratitude to DAAD for financing my study in Germany and my

organisation, Urban Development Capacity Building Office and Ato Gutema Bulcha for

granting me a study leave. My heartfelt thanks also go to Ato Yaheya Aman for his support

and inspiration during my study.

My special thanks and heartfelt gratitude go to Dr. Alexander Wegener for his unreserved

assistance and advice and Dr. Seble Mengesha and W/ro Tsion Yenenehe for their untiring

support for making my stay in Berlin comfortable.

Finally I would like to thank my mother and other family members for their support and

encouragement. My special thanks and appreciation go to my sister Genet Alem for her

steady support and encouragement.

Finally, my humble gratitude goes to the Almighty God for blessing me with health and life

opportunities including the opportunity for this study.

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ABBREVATIONS AACG Addis Ababa City Government

AAEPA Addis Ababa Environment Protection Agency

CBO Community Based Organisation

EPA Environment Protection Authority of Ethiopia

FDRE Federal Democratic Republic of Ethiopia

MOFED Ministry of Finance and Economic Development of Ethiopia

FEDB Finance and Economic Development Bureau

FGE Federal Government Ethiopia

NGO NGOs Governmental Organisation

MSSE Micro and Small Scale Enterprises

MSW Municipal Solid Waste Management

MOFA Ministry of Federal Affairs

SBPDA Sanitation Beautification and Park Development Agency

TIDO Trade and Industrial Development Office

UNIDO United Nations Environmental Program Division of Industry

USD United State Dollar

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TABLE OF CONTENTS

ACKNOWLEDGEMENTS III ABBREVATIONS IV ABSTRACT VIII INTRODUCTION 1 1.1 CHALLENGES OF SOLID WASTE MANAGEMENT WITH SPECIAL REGARD TO ADDIS ABABA 1 1.2 PROBLEM STATEMENT AND HYPOTHESIS 4 1.3 OBJECTIVES OF THE STUDY 5 1.4 SCOPE, LIMITATION AND RELEVANCE OF THE STUDY 6 1.5 ORGANISATION OF THE STUDY 7 CONCEPTUAL FRAMEWORK 9 2.1. INTRODUCTION 9 2.2. GOVERNANCE OF SOLID WASTE MANAGEMENT 10 2.2.1 MANAGEMENT OF SOLID WASTE SERVICE 12 2.2.2 RESOURCE MOBILISATION AND ALLOCATION 13 2.2.3 THE ECONOMICS OF SOLID WASTE MANAGEMENT 14 2.2.4 ACTORS AND PARTNERS IN SOLID WASTE MANAGEMENT 15 2.3 SUMMARY 16 CBOS IN SOLID WASTE MANAGEMENT 20 3.1 INTRODUCTION 20 3.2 LEVEL, TYPES AND ORGANISATION OF CBOS’ PARTICIPATION IN SOLID WASTE

MANAGEMENT 21 3.3 LESSONS FROM CBOS INVOLVEMENT IN SOLID WASTE MANAGEMENT 23 3.4 CBOS IN ETHIOPIA 24 3.5 SUMMARY 25 METHODOLOGICAL APPROACH 27 4.1 INTRODUCTION 27 4.2 RESEARCH AREA 27 4.3 DATA COLLECTION INSTRUMENTS 28 4.4 RELIABILITY, VALIDITY AND GENERALIZATION 32 4.5 METHOD OF DATA ANALYSIS 33 4.6 LIMITATIONS 33

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DISCRIPTION AND ANALYSIS OF THE STUDY AREA 36 5.1 INTRODUCTION 36 5.2 BACKGROUND INFORMATION ABOUT THE STUDY AREA 37 5.2.1 THE COUNTRY’S PROFILE 37 5.2.2 URBANISATION IN ETHIOPIA 38 5.2.3 ADDIS ABABA CITY 39 5.3 SOLID WASTE MANAGEMENT IN ADDIS ABABA 46 5.3.1 TRENDS OF SOLID WASTE MANAGEMENT 47 5.3.2 LEGAL INSTRUMENTS 48 5.3.3 COMPOSITION, VOLUME AND SOURCE OF SOLID WASTE 50 5.3.4 ORGANISATION OF THE SERVICE AND PLANNING 55 5.3.5 ACTORS OF SOLID WASTE MANAGEMENT 57 5.4 SUMMARY 78 CONCLUSION AND RECOMMENDATION 81 6.1 INTRODUCTION 81 6.2 SUMMARY OF THE FINDINGS 82 6.2.1 INSTITUTIONAL ARRANGEMENT 82 6.2.2 LEGAL INSTRUMENTS 83 6.2.3 RESOURCE MOBILISATION 83 6.2.4 PLANNING 84 6.2.5 PARTICIPATION 85 6.3 THEORY VS. FINDINGS 87 6.4 CONCLUSION 88 6.5 RECOMMENDATIONS 88 6.6 FURTHER STUDY 90 REFERENCE 91 ANNEXES 1

VII

LIST OF TABLES TABLE 1: ACTORS OF SOLID WASTE MANAGEMENT 17 TABLE 2: STATUS AND NUMBERS OF INFORMANTS FORM PUBLIC INSTITUTES 30 TABLE 3: COMPOSITION OF SOLID WASTES IN ADDIS ABABA 51 TABLE 4: ADDIS KETEMA SUB-CITY HUMAN RESOURCE 59 TABLE 5: ADDIS KETEMA SUB-CITY CONTAINER AVAILABILITY 60 TABLE 6: ADDIS KETEMA SUB-CITY TRANSPORTATION TRUCK 60 TABLE 7: BUDGET ALLOCATION IN 2004/05 BUDGET YEAR - ADDIS KETEMA SUB-CITY 61 TABLE 8: HUMAN RESOURCE - SBPDA 66 TABLE 9: SELECTED IDIRS: BASIC INFORMATION 74 TABLE 10: NGOS INDIRECTLY INVOLVED IN SWM IN ADDIS ABABA 78

LIST OF BOXES BOX 1: GOVERNANCE 11 BOX 2: SUMMARY OF CBOS PARTICIPATION IN SOLID WASTE MANAGEMENT 22 BOX 3: ORGANISATIONAL MODELS OF CBOS PARTICIPATION IN SOLID WASTE

MANAGEMENT 23 BOX 4: A CASE OF GURAGE PEOPLES SELF HELP AND DEVELOPMENT (GPSDO) 26 BOX 5: SUMMARY OF THE PROVISIONS OF ENVIRONMENTAL POLICY OF ETHIOPIA

REGARDING SANITATION SERVICE 49 BOX 6: SUMMARY OF ADDIS ABABA CITY WASTE MANAGEMENT, COLLECTION AND

DISPOSAL REGULATION 50 BOX 7: SUMMARY OF OPPORTUNITIES AND CHALLENGES OF SWM ADDIS ABABA CITY 86

LIST OF FIGURES AND GRAPHSFIGURE 1: RESEARCH PROCESS 35 FIGURE 2: MAP OF FEDERAL DEMOCRATIC REPUBLIC OF ETHIOPIA 38 FIGURE 3 MAP OF ADDIS ABABA CITY 42 FIGURE 4: MAP OF ADDIS KETEMA SUB CITY 45 FIGURE 5: ADDIS ABABA SOLID WASTE ORGANISATION CHART 57 GRAPH 1: AACG VS SPPDA EXPENDITURE: 2003/04 TO 2004/05 BUDGET YEAR 67

VIII

ABSTRACT

Solid Waste Management Service is one of the major city services that city governments

are expected to provide their residents. However, continuous neglect, inappropriate

organisation, inadequate financing, lack of human resource and low community

participation have hindered the effectiveness of the service delivery in developing

countries, specially in Sub-Saharan African countries like Ethiopia.

This study was conducted so as to investigate this serious problem and find out the possible

solutions. The required data were gathered through document inspection, interview and

field survey. A total of 45 subjects were involved in the study. In addition, informal

discussions were held with seven community leaders and other five business men living in

the study area.

The study reviews the solid waste management system in Addis Ababa city, particularly in

Addis Ketema Sub-city, Kebele 13/15. It tries to investigate the roles and responsibilities

of the actors, the service providers, service users and partners that are involved in the solid

waste management. The findings of the study show that the solid waste management in

Addis Ababa specifically in Addis Ketema Sub-city, Kebele 13/15 has not been given due

attention. Though an attempt has been made towards reforming solid waste management

service, its effectiveness is still influenced by some challenges associated with the legal and

policy framework and problems related to sound administration of the service.

The study also has come up with the possibilities of involving CBOs in solid waste

management service as partners of local governments. The findings have indicated that

CBOs can play important roles particularly in educating, raising the awareness, and

mobilising the community’s labour and financial contribution for the improvement of the

service.

CHAPTER ONE

INTRODUCTION

1.1 Challenges of Solid Waste Management with Special Regard to Addis Ababa In many developing countries solid waste management has become a serious challenge.

High urbanization rates and changes in the life styles and steady rise in living standards

have resulted in the increase of solid waste both in type and volume. Some studies, for

example, Palcyzynski (2002)p;2, estimated that with the existing level of urbanization in

developing countries, there would be two fold increase of solid waste generation in the

current decade.

More serious threat is the disposal of this waste. According to the report by UNIDO (2006),

i.e. United Nations Environmental Program Division of Industry, Technology and

Economics, in most African cities on average only 50% of the total generated solid waste is

collected. Nevertheless, 95% of the collected waste is indiscriminately thrown away at land

fill sites without proper measures to control silts or hazardous gas emission. The open

damping sites are excellent breeding places for rodents and insects which can cause or

transmit some deadly diseases. Moreover, as the existing damping sites are filled quickly,

finding other new sites becomes more and more difficult. Hence, the cost of disposing solid

waste increases. This in turn brings about additional strain on the already marginal budgets

of local authorities (UNIDO, 2006).

Basically, waste management is the responsibility of government or municipalities.

Nevertheless, small private groups/individuals are seen involved in the work.

Municipalities carry out the solid waste management service under legally established local

authorities, but it is costly and relatively unaffordable for the majority of the citizens in the

overcrowded slums. On the other hand, the small private groups and individuals that

operate informally base their livelihoods on collecting, separating, recycling and selling of

wastes (UNIDO, 2006).

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In fact, to improve the effectiveness of solid waste management, the government has tried

to decentralize waste management responsibilities to local authorities. However,

Palcyzynski (2002), reported that lack of sufficient budget, limited investment and

administrative weakness have hindered the municipalities not to discharge their

responsibilities as expected.

The study further revealed that direct municipal charges for waste disposal are relatively

new experiences that are not widely practiced. In many African cities, dwellers pay taxes

directly to central governments’ coffers. The central governments in turn allocate budget to

regional governments. Again, the regional governments distribute the budget to local

administrative authorities. This leads to low budget allocation to solid waste management,

which in turn causes inefficiency in its accomplishment. For example, some inappropriately

organized, under staffed and under financed local governments of sub-Saharan African

countries have given up providing the service to the whole areas of cities long time ago

(Palczynski, 2002:vi).

The condition in Addis Ababa also seems to be similar to most African cities. For instance,

SBPDA (2005) reported that the daily solid waste generation of the city is about 2253m3.

The Agency also estimated that the solid waste generation increases on average by 3.9%

annually. Based on this assumption, by the year 2013, the daily waste generation of city

will reach 2828m3.

Regarding the waste collection capacity, the Agency’s report indicated that the city

administration collected only about 65%. This suggests that unless actions are taken to

build up the city administration capacity and involve some other capable partners, the

problem will become worse. SBPDA officials and technicians of the sub- cities SBPDA

team also remarked that the issue has not yet received considerable attention. Their reports

show that solid waste management service has been affected by insufficient human

resource and low technical capacity. For example, among 1894 employees of the Agency,

only 39 are professionals (see table 5). Besides, a total of 991 communal bins for solid

waste are placed at central places, i.e., one bin on average for about 3835 people (see

table6).

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On the other hand, until recent time, the City Government is the sole formal solid waste

management service provider. It is starting from 2004, that the City Government has

involved micro and small scale enterprises (MSSEs) in door to door collection and disposal

of solid wastes.

The other worth mentioning point is that, till one year ago apart from indirect taxes that are

imposed on some service providing organizations such as hotels, restaurants, shops, etc.

and factories, the service was delivered to all dwellers free of charge. Though the City’s

waste management and collection Regulation No 13/2004 states that anyone receiving

sanitation service should pay sanitation fee, standardized charge determination practice and

systems are not yet institutionalized.

What is worse, the City has only one 40 –years- old landfill site which is surrounded by

residences. Moreover, this landfill does not have separate disposal area for hazardous

wastes and is not protected for leaching and gas emissions. Concerned environmental

authorities and the residents are voicing their fear for environmental pollution and spread of

related diseases. Due to the seriousness of the problem, one elementary school

neighbouring this disposal site has been closed recently1. The revised master plan of the

City proposes three additional landfill sites, but because of some other environmental

problems, only one site is found appropriate.

Although some attempts have been made, the problem has not been solved, rather it seems

aggravated. There may no single option to overcome the problems of solid waste

management across cities, as the composition of wastes varies from place to place

depending on the commercial manufacturing and service sector activities. The attitudes and

capacities of people towards waste generation and disposition can also be different. Thus,

it’s vital for the City Government to develop its own policy and approach to waste

management services. In fact, the City Government and its local authorities are primarily

responsible for solid waste management. And their effectiveness depends on their existing

legal framework, environmental policy, institutional arrangement and organization of the

1 The information is taken from the comment of Addis Ababa City Care taker Administration Mayor.

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service. In addition, institutional capacity, use of modern management systems and

appropriate technology are claimed in improving the service delivery (UNIDO, 2006).

However, unless the City Government and the local authorities involve concerned NGOs

and CBOs and work hand in hand with them, their attempts of improving waste

management service might not be successful. Hence, the researcher bases this study on the

above claims and tries to find out if CBOs specifically ‘Idirs” could be capable partners in

the management of solid waste disposition in Addis Ababa.

1.2 Problem Statement and Hypothesis The ever increasing volume and composition of solid waste in Addis Ababa has become a

serious problem that should be given due attention by the residents, environmental

organizations and government bodies. Several campaigns, programmes and projects have

been initiated to alleviate this problem. Nevertheless, their effort failed to yield any

sustainable solution to the problem.

The factors for the failure might be many. But the major ones are: inability of both

government and NGOs government waste managing projects to involve CBOs and the

informal sector operators, the absence of well developed private sectors and strong civil

society that supplement the effect, and incapability of most City dwellers to pay cost

recovery service charge. Hence, this problem seems to be connected with lack of

implementing waste management policy, lack of sound institutional organization,

inadequate budget allocation and poor utilization of human resource.

On the other hand, the City consists of a number of capable Community Based

Organizations that can play important role in providing solid waste service. These CBOs

are established to solve socio- economic problems of their members with no discrimination

in ethnicity, religion, gender and economic background. They have cumulative capital and

rich human resources. Therefore, with workable environmental policy and effective

institutional capacity building, it might be possible to involve these organisations in solid

waste management services.

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Based on this assumption, the researcher develops these hypotheses.

i. Integrating the governmental and NGOs-governmental organizations might help to

alleviate the problems of solid waste management service.

ii. CBOs particularly, Idirs could be strong partners in solid waste management

service.

1.3 Objectives of the Study The major purpose of this study is to find out whether CBOs could contribute to the

management of solid waste service in Addis Ababa. It also tries to investigate the existing

legal framework, relevant policies, capacity and characteristics of the stakeholders. In

addition, the study attempts to identify the challenges of and opportunities for providing

solid waste management services.

The study specifically aims at:

- Identifying the types, characteristics and capacity of both formal and informal

solid waste management service giving sectors in Addis Ababa;

- Exploring if Idirs2 can be potential partners in solving the problem of solid

waste management service in Addis Ababa.

In line with these, the study attempts to address the following research questions:

- How is solid waste management service managed in Addis Ababa?

- What organizations or groups are currently involved in solid waste management

tasks?

- Is there any legal framework or environmental policy for solid waste

management service?

- Are Idirs taking part in solid waste management services?

- What potential capacities can Idirs have in solid waste management service?

2 Idir is one type of local community based organisation that exists all over Ethiopia.

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1.4 Scope, Limitation and Relevance of the Study Scope of the Study There are some other CBOs that can engage themselves in the delivery of solid waste

management services in Addis Ababa. For example, youth and women associations and

different school clubs can contribute a lot if they are integrated with projects and

programmes of solid waste management services. However, this study is restricted only to

investigating the possible roles and contributions of Idirs to solid waste management

service in Addis Ababa. As Idirs have longer age, broader community base and wider

acceptance as compared to other CBOs in Addis Ababa, this research deals with the study

of their potential in solid waste management activity.

Limitation of the Study Addis Ababa City comprises 10 sub- cities that consist of about 240 Kebele. But the

researcher has selected Kebele 13/15 from Addis Ketema sub-city.

Hence, the samples may not by any means represent the whole population of the City. Due

to time constraint other sub-cities and the remaining Kebeles in the sample sub- city are

not included in the study. Nevertheless, the chosen Kebele is one of the oldest slums. It is

highly overcrowded, poor and neglected localities. It is also neighboring Kebeles which

share more or less some common features such as low economic status and informality. All

these features contribute a lot to the seriousness of the problem of solid waste management

in the areas.

These Kebele, on the other hand, have large number of resourceful Idirs that have the

potential to work with the local authorities. These particular samples, therefore, are found

to be appropriate for this study.

The study would have been more comprehensive if it had incorporated more areas and

made a kind of comparative study between the newly established residences and the oldest

ones. Thus, the limitations of applicability of the study need to be taken into account.

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Relevance of the Study The findings of this research are intended to have the following contributions:

1. Helping the City Government and Local Authorities to review their Environmental

polices and integrate their efforts with capable CBOs so at to effectively manage

solid waste disposition in Addis Ababa.

2. Motivating Idirs to consider some other social services they can provide rather than

only performing funeral ceremonies and providing financial supports to their

members during condolence. This is to say that the outcomes of the research may

assist Idirs to improve and update their regulations and become involved in the

management of solid waste service.

3. Initiating interested NGOs to support Idirs so that they will be able to play

important roles in providing services to do away with solid wastes in Addis Ababa.

4. Encouraging other interested individuals to carry out further research in the area.

1.5 Organisation of the Study

The study is organised into six parts. Chapter one is the introduction part. This chapter

constiute the discussion of the challenges of solid waste in the developing country with

particular reference to Addis Ababa city, the presentation of the problem statement and the

hypothesis of the study and the scope and limitation and relevance of the study. The second

chapter discuss the conseptual framework on which the study is framed. CBOs participation

Working Definition

Solid Waste is used as an equivalent word to municipal solid waste and it

constitutes “all solid waste generated in an area except industrial and agricultural

wastes. Sometimes includes construction and demolition debris and other special

wastes the may enter the municipal waste stream. Generally excludes hazardous

wastes except to the extent that they enter the municipal waste stream” (ISWA,

2006).

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in solid waste management is discussed in chapter three. Chapter four is devoted to the

discussion of methodological approach. Chapter five constitutes the discussion and analysis

of the study findings grouped in five parts. In chapter five, first the history of solid waste

management in Addis Ababa is discussed. Secondly, legal instruments governing the

service and the relationship between the actors is briefely reviewed. Thirdly, the

composition, volume and source of solid waste management in the city is discussed

followed by the discussion of the organisation and planning of the service in the fourth part.

Then the actors which are directly and indirectly involved in the solid waste management

service of the city are analysed classified in groups of service providers, service users and

partner organisations.

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CHAPTER TWO

CONCEPTUAL FRAMEWORK This chapter presents the discussion of important concepts such as the concept of

governance, the governance of solid waste management, and the actors and partners

involved in solid waste management.

2.1. Introduction Several studies conducted on solid waste management services in the cities of developing

countries showed that the problem of ineffective and inefficient solid waste management

has mostly been associated with the governance capacity of the local governments. The

findings of the studies, for example, mainly indicate that in most African cities:

• waste management was inadequately funded and costs were not recovered,

• inefficient waste collection methods were adopted, and the coverage of the

collection was insufficient,

• inappropriate disposal systems have been practiced,

• there were no specific legislations and regulatory initiatives to manage waste

disposition and to reduce hazardous wastes,

• privatisation systems are copied from more advanced countries but could not be

practical (Palczynski, 2006:iv)

According to 1990’s decentralisation and restructuring move, those developing countries

were able to transfer the responsibility of service delivery to local governments. The

decentralisation and restructuring has increased the participation of NGOs. It also raised the

awareness and involvement of the public concerning issues related to environment and

solid waste management. However, challenges such as lack of cooperation between

different governmental and NGOs-governmental organisations, inadequate investment and

budget, ineffective implementation capacity and limited involvement of the civil society

have affected the achievements (UNHSP, 2003; Tannerfeldt, 2006).

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In fact, in the past few decades, several projects aimed at overcoming solid waste

management problems of developing countries, (e.g. in Egypt and Brazil) had been

developed and implemented.

Those projects were the result of cooperative effort of governmental agencies and NGOs, or

in some cases the result of the communities own initiatives. Though the degree of the

success of the projects varied, the experiments brought valuable lessons that led to the

development of different approaches to solid waste management services. Among the

developed approaches, integrated solid waste management approach has become the

commonly implemented one.

The experiments, regarding solid waste management, on the other hand, revealed that a

uniform implementation system could not be developed. This is because the differences in

the nature and volume of wastes, the characteristics of the actors and partners, the practice

and attitude of the society towards waste management demands tailored solutions (Herrle P.

et al, 2001).

2.2. Governance of Solid Waste Management Management of solid waste involves the interaction between service providers and users

including public institutes, formal and informal private sector organisations, CBOs, NGOs-

governmental organisations and international donors (Schübeler and et al, 1996:20-24).

Solid waste management is one of the public service areas where effectiveness can be

easily gauged, even by naked eyes. As the main responsibility for solid waste service

delivery ultimately rests on the public sector, its legitimacy, accountability, managerial and

organisational capacity and the overall legal and policy frame work affects the effectiveness

of the service. In addition, transparent decision making and participatory process has

significant contribution on the efficiency and effectiveness of the public sector.

Moreover, the management of this service involves dealing with actors having conflicting

interests and most of the time contradictory and politically sensitive economic and social

objectives. For example, efficiency in service delivery presupposes cost recovery and

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efficient use of resources while achieving efficiency might mean in the other side

disregarding equity objective. Everyone may agree with the principle of sustainability and

protecting the environment for the future generation. However, most may not be willing to

bear the financial consequences. These kinds of conflicting interests occur at every phase of

the cycle of solid waste management: waste generation, separation, collection, treatment

and disposal phases. Coming up with the system that accommodates the interest of all

actors in sustainable manner requires understanding of the organisation of the services and

identification of the actors together with their roles and interests (motivation).

Thus, the examination of the governance of solid waste management should look at least at

management of the service, resources mobilisation and allocation, the economic aspect of

the service and the actors and partners interacting in the system.

Box 1: Governance

The term ‘governance’ describes the multi dimensional and complex relationship that

exists between government, range of stakeholders and citizens in a given country.

Unlike government, which is all about action, governance is a concept that describes a

process and it “comprises the mechanisms, processes and institutions through which

citizens and groups articulate their interests, exercise their legal rights, meet their

obligations and mediate their differences (UNDP, 1997: 2-3).

Placed at the centre of the governance relationship, the State plays a leading role

steering the process, making final decisions on priorities, defining objectives and

enforcing plans, polices and rules and regulations (Pierre and et al, 2000: 4). The

government it self constitutes national, state and local levels, depending on the extent

of decentralisation that a country has adopted, backed by laws, legislations and

regulations, the tiers of the government interact and compete for resource accesses.

Usually, lots of duties and responsibilities are assigned to the lower tiers of

government, but with inadequate resources. Therefore, the immediate solution for their

problems is either to reduce the quality and quantity of services or to increase service

charges. This measure has an implication on the overall governance process

(Onibokum 1999:5).

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2.2.1 Management of Solid Waste Service Solid waste management in urban area is complex activity that involves the collection,

transfer, treatment, recycling, resource recovery, and disposal of solid waste generated in a

city. The complexity of the service and the requirement of high level of organisational,

technical and managerial capacity make it difficult to be handled by local governments

single handed. Therefore effective service delivery requires cooperation between numerous

stakeholders in both the private and public sectors. For successful operation, it is advisable

to integrate stakeholders from the very beginning of the management phase – goal setting

(Bernstein, 2004; UNDP, 1999).

Likewise, effectiveness of solid waste management service is dependant on sustainability of

the management of the services. Sustainability in its turn depends, among other, on the way

the management of the service is planned; the institutional and financial capacity of the

service providers and supporting organisations; the choice and use of technology; the

private sector involvement; and community participation. Provision of effective and

sustainable solid waste management service requires going even further to formulation of

specific objectives and implementation of appropriate measures regarding political,

institutional, social, financial, economic and technical aspects of the service (World Bank,

2006; Schübeler and et al, 1996: 27-49).

Duties and responsibilities of solid waste management service are often discharged by

municipalities, while tasks such as formulating legal and policy framework, setting

standards and establishing the control and monitoring indicators are carried out at the

national level. Frequently sighted challenges of decentralisation such as conflicts of

interests and duplication of tasks and waste of resources could be mitigated through clear

definition of roles, responsibilities, legal obligations and jurisdictions. This not only serves

to improve the effectiveness of the service provider, but also significantly enhances the

enforcement capacity of the local governments and maximises the satisfaction of service

receivers (World Bank, 2006).

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In reality, solid waste management involves not only local governments but also wide range

of actors: different public institutes which are indirectly involved in service delivery,

partner NGOs-governmental organisations, civil societies and direct service users such as

households and different business organisations. Thus, smooth functioning of the service

requires the cooperation and coordination among all actors, partners and service users.

The other worth mentioning point is Institutional competence. The organisational structure,

internal procedures, rules, regulations and the capability of the human resources of the

public sector together with the above mentioned external variables determines the capacity

of the public sector to deliver the service with the expected quality, quantity and coverage

(UN-DESA, 2003).

2.2.2 Resource Mobilisation and Allocation

Resource mobilisation for solid waste management can be looked at least from two

dimensions- financing the service and procuring partnerships among the diverse groups

concerned in the management of the service. Likewise, financing of solid waste

management also has two aspects i.e. financing the initial investment and covering the

operation and maintenance cost. The investment cost comprises costs associated with

establishing the organisation, construction of disposal and treatment sites, transfer facilities

and the purchase of vehicles and machineries. The operation and maintenance cost includes

costs such as salaries, allowances and other overhead expenses associated with the smooth

running of the collection, treatment and disposal facilities and machineries.

The main financier of the initial investment and the operation and maintenance costs is the

public sector. However, in places where privatisation is well practiced the private sector has

also paid for acquisition and maintenance of facilities and machineries. Other sources of

investment are loan, donation and user voluntary contributions (UN 2003, Herrle and et al,

2005:84, UN 2005).

Resources for covering the initial investment and paying the running cost are, at least

theoretically, mobilised from sources such as direct service charges, indirect taxes,

polluters’ fee etc. The use of the options depends on the political, socio-economic and

14

cultural conditions of a given country. However, hundred percent cost covering is rarely

possible. In addition, cost recovery is highly dependant first on determination of the real

costs of the service, through proper use of financial management instruments, employing

appropriate budgeting mechanisms, and controlling of accounts and secondly on the

collection ability of the responsible body (Palczynski 2002:10-15 ; Herrle and et al,

2005:41, UN 2005).

In developing countries, full cost covering is impossible firstly because of the inability of

local governments to determine the actual cost of the service. Secondly, even if they are

able to come up with an estimated cost, the majority of the populations are too poor to pay

even the cost incurred for collection leave alone the full management costs. The collection

weakness of the local government is another impediment. Besides, in some cases, unethical

conduct, lack of transparency and failure to deliver standardised service erode the

willingness of the users to pay (Berstein, 2004; Onibokum, 1999:5).

2.2.3 The Economics of Solid Waste Management

Solid waste management has a far-reaching impact on the urban development and overall

economy. As urban economy grows so do industries of different sizes and other business

grow. Increase in volume and types of waste (including toxic and other hazardous waste)

demands fast removal, treatment and safe disposition. This costs a lot. However, failure to

deliver the service would adversely affect citizens’ health, which leads to an increase in the

health service expense as well as a decrease in the people’s productivity. High solid waste

management cost, in the other side, is again a burden on the economy (Cointreau, 2004:3).

The local government cannot deny the fact that solid waste services should be provided

even if the community is unable to pay for the service received. Environmental concern is

also not a matter of luxury though it is a very expensive undertaking. Most of all, many are

not happy to pay a service charge covering costs constituting collection as well as

environmental protection.

Privatisation is one of the favourite options used for the purpose of efficiency as well as

effectiveness. It is proved being helpful in many places. Private firms achieve efficiency,

15

among other, using modern equipments and less labour. This affects many municipal

employees and poor people whose lively hood is completely dependant on collecting and

picking wastes. Thus, care is to be taken when developing economic objectives –

maintaining balance between economic and income generation and employment creation

objectives (Palczynski 2002: op cit; Cointreau, 2004:3).

An alternative suggestion could be reduction of waste generation, minimizing operational

cost but enhancing efficient utilisation (Bernstein, 2004, and Schübeler and et al, 1996).

2.2.4 Actors and Partners in Solid Waste Management

Municipal solid waste management concerns individuals, community groups, government

and NGOs government organisations and institutions as service users, service providers,

intermediaries, regulators and partners. Accordingly, the group of service users includes

households, small and big business organisations (e.g. hotels, restaurants, and

supermarkets), industries and other service providers (e.g. hospitals and schools). Local

governments are classified as service providers while the national government is the body

that embraces institutions and organisations responsible for formulating institutional and

legal framework of municipal solid waste management services. It is also responsible for

the provision of assistance in case of cross-jurisdictional problems. Both formal and

informal private sector actors are also considered as actual or potential service suppliers.

The NGOs governmental organisations are described as bodies that are operating between

the private and the governmental realms. External supporting agencies are bilateral and

multilateral international agencies involved in solid waste management issues as part of

urban management or related programmes (Schübeler and et al, 1996).

Most of the time, the interests of the two groups i.e. service users and service providers are

conflicting. The service suppliers are interested in covering their cost while the service

users want to get the service with low cost. Nonetheless, smooth running of the service and

optimisation of the interests of both parties could be achieved only through working

together and streamlining roles and responsibilities (World Bank, 2006). The summary of

the actors their characteristics, roles, interests and capacities are summarised in Table1

below.

16

2.3 Summary Solid waste management service in African cities is ineffective and inefficient due to

problems associated with the capacity of local governments. Though, decentralisation and

privatisation are being viable solutions in many cases, in Africa ill conceive privatisation

hinders the results.

Governance is a concept which describes the multidimensional relationship existing

between government bodies, formal and informal stakeholders, the community as

individual and represented by different formal and informal structures such as CBOs,

associations, unions etc,. The concept of governance also describes the way citizens as

individuals and in groups articulate their interests, exercise their legal rights, meet their

obligations and mediate their differences (UNHSP, 2002).

Governance of solid waste management describes the interaction between range of actors

grouped into service providers, users, and partner organisations. The interests and the

objectives of the actors as well as the partner organisations are mostly conflicting.

Governance of the service is also about how the service is managed, resources are

mobilised and allocated and how the economic interests are handled. Thus, efficient and

effective service delivery depends on managerial and organisational efficiency,

accountability, legitimacy and responsiveness of the public sector. Furthermore,

transparent and participatory decision making processes are required to achieve sustainable

results.

Table 1: Actors of Solid Waste Management ACTORS

CHARACTERSTICS

INTEREST/MOTIVATION

Role

Capacity

Service Providers

Loca

l Gov

ernm

ents

• Different in human, financial and institutional capacity

• Discharging responsibility

• Financial viability • Political interest • User satisfaction • Cost reduction

• Formulation, issuance and enforcement of by laws • Enforcement of standards • Development and implementation of user guidelines

for safe collection, treatment and disposal of wastes • Stakeholders mobilisation • Resource mobilisation • Direct service delivery • Collection of service charges/taxes

• Legitimacy • Enforcement right • Financial, human and

institutional capacity

Nat

iona

l G

over

nmen

t

• A highest level of authority in a country

• Citizen health • Sustainable

development • Political interest • Cost Reduction

• Formulation of policy and legal framework • Formulation and follow up of the implementation of

standards for safe collection, treatment and disposal of wastes

• Building the capacity of local governments • Allocation of budget and other resources • Involving in the service delivery

• Legitimacy • Enforcement right • Financial, human and

institutional capacity

Form

al

Priv

ate

Sec

tor

• Constitutes large, small and micro enterprises

• High return on investment

• Cost reduction

• Involve in solid waste collection, transporting, treatment and disposal tasks

• Introduction of innovative and cost reduction approaches

• Technical know how • Financial capacity

Info

rmal

Sec

tor

• Disorganised and have very low financial capacity

• Mainly works for earning lively hood

• Door to door waste collection and waste picking • Waste separation • Recycling

• Provide service at low service charge

• Provide employment

ACTORS

CHARACTERSTICS

INTEREST/MOTIVATION

Role

Capacity

Service Users

H

ouse

hol

ds

• Includes low, middle and high income neighbourhoods

• Mainly concerned about removal of solid waste from immediate neighbourhood

• Interested to get service with low service charge

• Dispose waste in proper places at appropriate time • Keep the neighbourhood clean • Pay service charges or taxes

• Contribute for cost reduction via reduction of wastes

• Participate in service delivery via financial and labour contribution

• Contribute to the improvement of the service through participating in opinion surrey and other participatory initiatives

Indu

strie

s

• Constitutes small, medium and large sized industries

• The type and volume of waste produced is largely varied between industries

• Interested to get efficient service at lower cost

• Interested to reduce treatment cost

• Reduction of pollutant wastes • Contribute to the improvement of waste

management service through financing researches and innovations

• Pay service charges or taxes

• Financial resources • Technical know how

Oth

er b

usin

ess

and

orga

nisa

tions

• Includes shops, hotels, restaurants, and other small and big business and offices

• Efficient service • Low service charge

• Reduce waste • Contribute to the effectiveness of the service

through reduction of wastes and use of appropriate storing materials

• Financial capacity • Technical know how

ACTORS

CHARACTERSTICS

INTEREST/MOTIVATION

Role

Capacity

Partner Organisations

Other business and

organisations

• Includes shops, hotels, restaurants, and other small and big business and offices

• Efficient service • Low service charge

• Reduce waste • Contribute to the effectiveness of the service

through reduction of wastes and use of appropriate storing materials

• Financial capacity • Technical know how

NGOs • Includes organisations involved in development works, humanitarian activity and environmental protection advocacy tasks

• Environmental protection

• Equitable service delivery

• Sustainable development

• Community health related interests

• Advocacy of environmental protection related issues • Promotion of sustainable development agenda • Advocacy of equitable distribution of resources and

services

• Technical know how • Financial capacity • Training experience

CBOs • Constitutes reach, medium and low income neighbourhood CBOs

• Objectives varied according to the priority of their members

• Improved neighbourhood services

• Healthy environment • Fair service charge • Income generation • Employment creation

• Controlling neighbourhood cleanness • Monitoring collection of solid waste services • Collecting service charges • Representing the community • Maintaining contact between local government

offices and the community • Managing primary services • Educating the community

• Organised human resource

• financial capacity • Community trust and

acceptance

Reference: own made

20

CHAPTER THREE

CBOs IN SOLID WASTE MANAGEMENT

3.1 Introduction In developing countries, local governments alone may lack financial, human and technical

resources to provide basic services to the entire urban residents. As a result, the poor parts

of the cities might be excluded from getting basic services like clean water supply, waste

management services and road construction. Nevertheless, it is not only the poor area that

has born the burnt of the public sector ineptness and misconduct, the middle and reach

areas are also suffer from undependable schedule and poor service. One approach that has

been found useful in addressing the challenges is procuring the cooperation of the

community via Community Based Organisations CBOs (Herrle and et. el, 2006:4-6

Onibokun, 1999:5).

The CBOs are a very important existing capacity that almost all developing countries have

in common. More importantly, approaching the challenges through the already existing or

newly organised CBOs could have a leverage of strengthening stakeholders and local

institutions capacities, developing ownership and increasing commitment (FAO, 2006).

Regarding solid waste management, in addition to the above stated advantages,

approaching CBOs is preferred because an individual household actor could achieve best

by participating in survey, election, or payment of service charges. In contrast, significant

contribution in direct management of the services and attracting local governments’

attention to the problem of the community are possible only when the people organise

themselves in self-help groups or in CBOs.

Experiences have shown that CBOs working in solid waste management services are

established by development organisations or local governments sometimes for income

generation and job opportunities, or sometimes purely for improving the effectiveness of

the service delivery. In some cases the poor organise themselves to impose collective

pressure on local governments to improve their plight. Whereas the CBOs in the middle

21

and high income localities are mostly organised to push or influence the local governments

to improve the already existing services or to establish their own primary waste collection

system where there isn’t any – peripheral areas (Anschutz, 2006:24).

The characteristics and nature of these CBOs greatly vary from country to country and from

rural to urban areas. They could be religious organisations, solely ethnical or clan based,

gender related, profession related or multipurpose aiming at achieving certain objectives

(FAO, 2006).

There might not be single definition that describes community-based organisations (CBOs).

Most of the literatures in this area describe these organisations based on their activities and

involvements. Some people call them grass root organisations while some others call

them indigenous organisations or community self-help associations etc. Whatever name

they are given and how invisible they are for governments and development agencies

working in developing countries, these organisations are numerous and formally or

informally functional all over Africa (Onibokun, 1999).

In rural Africa, CBOs are the permanent features and main sources of support in time of

needs and mediators in time of conflicts for centuries. In urban areas these organisations

are able to adapt to the context and works to alleviate socio-economic problems of the

society. Now a day, in Africa, these organizations are playing active roles in the

“administration of justice, maintenance of laws and orders, peace-keeping, provision of

security and conflict resolution” (Olowu and et. al., 2006:6) filling the gap left open by

weak, ineffective and inefficient local governments.

3.2 Level, Types and Organisation of CBOs’ Participation in Solid Waste

Management Levels and Types of CBOs Participation CBOs participation in solid waste management

could vary from low to high level depending on their legitimacy, institutional capacity, and

the community’s trust in them. At minimum, CBOs roles could be limited to raising the

awareness of the community about appropriate waste handling and disposal methods,

communicating the concern of the neighbourhood to the local government and mobilising

22

the society to participate in a periodic neighbourhood cleaning campaign. At best CBOs

could directly involve in the management of solid waste services. In this case, CBOs

leaders could participate in controlling the neighbourhood cleanness, being members of the

localities’ waste management committee or by taking responsibilities to employ and control

the private service and collect service charges. Nevertheless, community participation, in

most cases, is restricted to the primary phases of the service, i.e. the phases of waste

generation and disposal at central collection sites (Anschutz, 2006:17-21).

Box 2: Summary of CBOs Participation in Solid Waste Management

Low level – Maintaining contact with local government • Educating the community on good behaviour • Mobilising periodical neighbourhood cleaning campaigns

Medium level – Maintaining contact with local government • Communicate about the coordination of primary and secondary collection systems • Exercise political pressure on the municipality • Forward complaints on quality of the service • Control the behaviour of households (watchdog function). High level – Management and administration of the service • Be a member of local waste management service committee in local government • Collection of service charge • Full administration of local service • Contracting services and employing operators • Control and monitor private services • Managing fee collection

Organisation of CBOs Participation CBOs engaged in solid waste management tasks could be organised in different models.

According to related experiences, as shown in the Table3 below, there are at least three

forms of CBOs organisational structures. The models are CBO – Government model, CBO

– Micro Enterprise model and CBO - NGO model (See op. cit.:23-27).

23

Box 3: Organisational models of CBOs Participation in Solid Waste Management

CBOs and Local Government: Here the CBO is responsible for the operation of the service while the responsible government body provides assistance for the self-help group established by the community. The assistance takes the form of control the overall management of the CBO to technical and material support (such as vehicle contribution).

CBOs and Micro-enterprise: CBO contract out the collection and the neighbourhood cleaning tasks, oversee the performance of the private operator and effect the payment from the service charge collected from the households.

CBO and NGO: In this case the NGO is responsible for establishing the CBOs, and extended financial and technical assistance. Usually the NGO supervises the operation, control the finance disbursement, recruit and train management committee and operators. The CBOs role is limited to participate in the operation and management of the service (Anschütz, Justine 1996).

3.3 Lessons from CBOs Involvement in Solid Waste Management In general, projects implemented around the world showed that organised participation of

the community in solid waste management services have contributed to solve socio-

economic problems of local nature (primary waste collection related schemes). They have

also helped to experiment innovative approaches to integrate the informal sectors, create

job opportunities, develop environmental protection and health related concerns, and

improve service delivery in the poor and neglected localities (Herrle and et al., 2005: 40-41;

Anschutz, 1996).

The lessons regarding sustainability of the approach showed that, sustainable CBO’s

involvement in solid waste management is primarily connected to the existence of felt need

in the locality that the project was launched. Experiences have showed that in most poor

communities the need for solid waste management comes after water, health care, and

energy related issues (Herrle and et al., op. cit.).

Social acceptance of the approach is the other prerequisite for the success of the solid waste

management. However, according to relevant studies, persistence education and awareness

raising initiatives coupled with the concrete results have helped to overcome suspicion and

related hurdles.

24

The existence of legal framework for the introduction of the approach is probably the main

determinant factor. Nevertheless, lack of willingness, even where the legal framework

exists, has stifled CBOs effort in some cases.

Other lessons drawn from research findings have showed that the representatives of CBOs

of the local communities, the accountability of local leaders to their members, transparency

of their working have increased the success of the initiatives.

3.4 CBOs in Ethiopia There are many types of CBOs in Ethiopia. Some are traditionally established and

practised by the society, (e.g. ‘yetsiwa mahber’,’ikub’ and ‘idir’), while others are

established based on gender, age and occupations, (e.g. youth associations, women’s

associations, farmers’ associations, etc.). However, this study is mainly concerned with

Idir because of its multicultural composition and its significant dominance and influence

on the day to day life of the society all over the country, but more importantly in Addis

Ababa.

Idirs were first established and became effective in Addis Ababa mainly through strong

commitment of the members of ethnic group-the Gurage3 people- who have traced their

root in central Ethiopia. Idirs were basically established to provide financial support and

facilitate funeral ceremonies when members die or lose their close relatives. But, in

addition to these primary objectives of Idirs, the Gurage people have managed to inject

progressive thinking which grows up to integrate development tasks, democratic work

procedures, relatively modern financial management practices, and elected leaders into

traditional roles of Idirs.

These Idirs were established based on two major criteria - working together and living in

the same neighbourhood. Membership in these Idirs is free from ethnic, religious, gender,

political or other discriminations.

3 The Gurage people are traditionally farmers as well as wise traders. With the development of

urbanisation the one who came to settle in towns and cities are mostly end up being business men (personal experience and Idir leaders opinion).

25

As mentioned earlier the main objective of Idirs is to provide financial and labour

assistance in time of mourning or other serious personal or family problems that members

may encounter. Moreover, they are sometimes involved in settling down disputes and

conflicts in their neighbourhood. They also mobilise the community whenever the needs for

community services arise. Despite their existence in formal and informal realms, Idirs are

used by the government authorities whenever the real cooperation of the community is

required. As Idirs have such important contributions to the life of the society, almost all

Ethiopian household is a member of at least one of such a community based organisation,

i.e. Idir. A sample case of a contribution of one Idir is presented in box 4.

3.5 Summary Local governments in the developing countries lack financial, human and technical

resources to provide basic services to the entire urban residents single handily. One

approach that has been found useful in addressing the challenges was procuring the

cooperation of the community via Community Based Organisations (CBOs).

CBOs participation in solid waste management services delivery varies from high level

participation i.e. managing the primary collection service, to low level i.e. educating their

members on good behaviour. There are at least three models of organisations in which

CBOs are engaged in solid waste service delivery: CBO – Government model, CBO –

Micro enterprise model and CBO NGO model.

Nevertheless, the success of CBOs approach depends on:

• the existence of the felt need and the social acceptance of the approach;

• the existence of the legal framework and the willingness of the local governments;

• the accountability of CBOs leaders, and to what extent they are transparent

26

Box 4: A Case of Gurage Peoples Self Help and Development (GPSDO)

The organisation was started at request of the rural elders by a group of urban elite of

Gurage ethnic group background in 1961 in Addis Ababa. Initially the objective of the

organisation is to mobilise the community resources for the purpose of constructing roar

network and connect the Gurageland with the national highway. This initiation able to

systematise and further developed the already existing urban rural tie of this particular

ethnic group. In the following years the organisation developed and become in 1981

Gurage People’s Self help and Development Organisation (GPSDO). Though the

organisation works and cooperates with some NGOs, almost all the funds for the road

construction and other development work comes from individual and group

contribution of the members of the ethnic group living in urban and rural area and

organised in hundreds of Idirs and investments made by GPSDO.

The organisation able to connect every village in the Sebat Bet Gurage area with the all

weather road. More detailed achievements of the organisation include the construction

and maintenance of more than 500 km of all weather roads, six high schools, adult

literacy centres and many primary schools. In cooperation with NGOs the organisation

has provided several towns and villages with access to safe drinking water, electricity

and telephone services. The other important achievement of the organization is

facilitation of customary practices, laws and way of life. The organization works on

awareness of AIDS and elimination of harmful practices.

This community based organisation in four decades of intensive and continuous effort

was able to mobilise the community resources and single handily without significant help

from the government or other development agencies and bring the Gurage people to the

21st Century and raise their self respect and belief on their ability to achieve change. Due

to this organised community action once neglected and marginalised community is now a

respected and envied ethnic group of the country.

Ref: Leroi Henry, Participatory development and the construction of civic virtue in the Sebat bet

Gurage communities, Paper prepared for the conference of ‘Participation: From Tyranny to

Transformation?, Manchester, 2003

27

CHAPTER FOUR

METHODOLOGICAL APPROACH

This Chapter deals with the research methods that were used to collect the desired data so

as to attain the objectives of the study. It discusses the subjects, data collection instruments,

data collection procedures and the method of data analysis used in carrying out the

research.

4.1 Introduction Research methodology is consistent set of procedures and rules used by researchers to

investigate their environment, a particular phenomenon or situation in order to answer

specific questions and solve scientific or practical problems (Mikkelsen, 1995). A

researcher may choose qualitative, quantitative or a combination of qualitative

methodology depending on the type of environment or situations under the study and the

type of the questions attempted to be answered (Bryman, 1988).

The types of questions that this research attempts to answer are related to what and how

specific service is organised. In addition the study attempts to examine the interplay of all

variables in order to understand a particular event as much as possible. The research tries to

arrive at comprehensive understanding of the case being investigated through broad

description of the case under investigation. For this reason the methodology used for this

research was case study approach supported with rich qualitative data.

4.2 Research Area The research area chosen for this study was Addis Ababa. Addis Ababa was chosen

because apart from being the capital city it is the only prime city in the country and it

consists hundreds of CBOs varied in human and financial capacity.

Kebele 13/15 from Addis Ketema Sub-city was chosen because firstly it is poor and

neglected area. The small scale businesses such as street sellers, retailers, etc. contribute to

28

the solid waste management challenge in the Kebele as well as in the Sub-City. According

to the survey results and my personal experience, I believe that the solid waste management

in this Kebele can represent the situations in most other Kebeles in Addis Ababa.

Therefore, purposeful random selection was used to select these sample areas.

Regarding the selection of the sub-city and Kebele SBPDA officials, and Idir leaders,

availability sampling was used because those subjects were the right resource persons to

obtain the required data. On the other hand, the informants from the small and micro

enterprises (MSSEs) that are involved in solid waste collection and the Kebele dwellers

were chosen randomly.

Unit of Analysis The first level of unit of analysis in this study is Sub City. The sub-City level of analysis is

chosen because under the new decentralized arrangement they are responsible to deliver

services. Besides, the probability of finding detail data on service delivery is high at sub

city level. Hence, one municipality that has large numbers of strong CBOs and high

frequency of solid waste removal service is chosen.

The next level of analysis is Kebele level. Here one type of CBO specifically established

for socio economic purposes and households were analysed to find out the opinion of the

citizens and community leaders about the attitude of the community to solid waste

management service; the arrangement and the quality of the service being delivered; the

degree of the community participation and the willingness of the community to involve in

the management of the service; and the willingness of the community to pay and to

cooperate with the local government.

4.3 Data Collection Instruments Qualitative Data Collection Qualitative methodology employs naturalistic approach to understand phenomena in

context-specific settings. In other words, the approach is the process of examination of the

"real world setting [where] the researcher does not attempt to manipulate the phenomenon

29

of interest” (Patton, 2001:39). Unlike quantitative research that seeks causal determination,

prediction, and generalization of findings, qualitative research instead seeks illumination,

understanding, and extrapolation to similar situations (Hoepfl, 1997).

Data Types Both primary and secondary data were collected during the research to attain

comprehensive understanding of the management and organisation of solid waste

management service in Addis Ababa City. In addition, the potential and capacity of the

main actors involved in the governance of the service were described using data gathered

from both primary and secondary sources.

Primary Data Unstructured interview: This approach was preferred because it allows interviewee to

express themselves more freely. The cultural background and experiences of decades of

suppression and political turbulence made the people of Ethiopia generally suspicious of

any formal interviewees. Personal experience gained in working in urban development

related organisation taught me that many people tailor their response to what they think the

interviewer is looking for. In contrast, the probability of getting more realistic response is

higher when the interview is conducted in less structured way. Though this approach

coasted me lots of time, the final result was more truthful and helped me to understand how

the residents, the municipal staff and other officials see their role, the quality of the service

and the problems and challenges they are facing.

30 randomly selected informants were interviewed from the residents group. These

informants were contacted in market while they are working at their shops, in the villages

while they are entering their houses or getting out of their houses, while they are engaged in

household chores, and causally contacted on the roads. The interview with these

informants always started with causal conversation about life in general, the weather and

the family health issue. More than one time I bought articles I did not require for purpose

of starting up discussion. The epidemic that affected the city few months ago was used

most of the times and helped me to introduce my real purpose without big discomfort.

30

Guided discussion: Guided discussion was used to draw information from public sector

informants. The informants from city public organisations are chosen systematically from

each level organisation. The fact that I am an employee of the organisations working on

urban development area helped me to establish colleague status with the local government

staffs and officials. I used personal contacts and official letters from my organisation to get

introduction to investigated organisations. Knowing the culture and the working of the

Ethiopian public sector facilitated my discussion more than the official letter. In total 8

officials, 9 experts and 7 municipal staffs were contacted during the research.

CBO leaders are contacted through Kebele Administration and personal contacts. Focus

group discussion was used to draw information from 5 CBOs leaders contacted through

Kebele Administration. While guided discussion was used to draw information from two

other CBO leaders contacted through personal contacts.

Table 2: Status and Numbers of Informants form Public Institutes Institution No. of

informant

Position Remark

AACG 2 Mayor and one other official I was fortunate to meet the AACG officials

during their official visit of GTZ, Eshborn.

SBPDA 5 General Manager, Division Heads and

experts

Because of several meetings the arranging

discussion with SBPDA staff took me several

days

Addis

Ketema

Sub-city

14 Team leaders, Experts (sanitarians,

accountants, public relation workers,

code enforcement staffs…) Vehicle

Operators, and road street cleaning

workers and foremen

Repetitive attempt to contact the solid waste

collection and administration team leader has

failed because of meetings and other personal

problems.

Kebele

13/15

Administrat

ion

3 Kebele Chief Executive, Office Head,

and Sanitarian

Total 24

Source: compiled by the author from the interview held with government officials (January 2007).

31

Observation and photography: This method was used to check the reliability of the data

collected through interview, guided discussion and focus group discussion. The observation

was used to understand and corroborate the information gathered from informants about

status of city sanitation, collection frequency and methods, type and size of communal

containers and other observable practices and facts. The observation is supported with

pictures taken with the full cooperation of MSSEs staffs, Sub-City staffs and citizens.

Photography method was not openly accepted by all informants. However, confidence

building strategy like asking nicely, explaining the reasons helped to get permission of

taking photographs.

Secondary Data Secondary data were collected from archive, statistical reports and abstracts, published and

unpublished materials and internet sources. The main sources of secondary data were City

Sanitation, Beautification and Park Development Agency (SBPDA), archive documents of

Office for the revision of Addis Ababa Master Plan Office (ORAAMP), Addis Ababa City

Government, Addis Ketema Sub-City and Kebele 13/15 Administration of Addis Ketema

Sub-City.

Analysis of data varied between qualitative and quantitative depending on the way

information was obtained. The analysis of data, obtained in figures from documented

information and counting during the fieldwork, was quantitatively analysed and tabulated.

Focus had been given to the opinion of individuals with respect to their position,

knowledge on the area and the information provided against the tangible evidences. This

was done by comparing information obtained from officials in higher posts against the

opinion of common experts working as sanitarian, code enforcement experts, and training

and organising capacities. After drawing a whole picture of the waste management system

from the information obtained through discussion with the officials, it was triangulated with

what was said by service users and informants from support and partner organisations.

32

4.4 Reliability, Validity and Generalization Reliability in a research work is affected by the possible error emanating from the

employed instruments. The similarity of results from employing the same tools in different

operations is one of the methods for assuring reliability of research. The significance of the

discrepancy between results may reduce or increase the reliability of the employed tool. At

the same time, this may affect the findings of the research (Yin, 1984). On the other hand,

validity refers to the relationship between what is measured and what the researcher in

reality wants to measure. This relationship is very important because in most cases in

social science, a measurement is taken indirectly (Yin, 1984:165).

The objective of the research was clarified for the informants before starting any kind of

discussion to make sure the interest and objectivity of the participant to provide correct and

relevant information. Checklists were prepared to guide the discussion and permit the

informant say what he or she thinks important.

Assistance of friends and relatives who have understanding of the culture of the society

were procured for purpose of gathering information mainly from residents and community

leaders. The role of the assistant was to open discussion and register directly what is being

said by the informants while my role is listening and guiding the interviews. This approach

allowed the interviewee to express their real opinion while at the same time reducing

information loss during such kind of unstructured interview.

In writing the report an attempt was made to enhance the reliability of the research by

directly referring to the sources of information, i.e., name, institutions and date. In this

regard, somebody else can easily follow the data sources, verify them and draw own

conclusion.

Generalization of Findings As it has been mentioned before, the research is based on a single case study. Thus,

generalization of this study will not depend on statistical results but from significance of the

problem to similar situation. “Case studies like experiment are generalisable to theoretical

33

propositions. Case study is to expand and generalise theories (analytic generalisation) and

not to environment frequencies (statically generalisation)” (Yin, 1994:10) Solid waste

management system might be different in different cities but researches and real life

problems have shown that shortcomings of the system can be generalised and the solutions

devised for a specific case could be adopted for the use of overcoming challenges in a

wider context.

4.5 Method of Data Analysis The research method selected to be employed in this study is case study approach. This

approach was chosen because the study has examined the interplay of all variables in order

to provide a complete understanding of the situation.

The basic analysis of the collected data involved the descriptive analysis of

- the existing policy, rules and regulations, guidelines and reports regarding solid

waste management service in terms of their implementation;

- the findings of the field survey and the information obtained from the interview

and the informal discussions held with the informants;

- finally, from the finding, conclusions and possible recommendations were made

4.6 Limitations The methodology used for conducting this research was case study approach. As collection

of primary data for case study is highly dependant on drawing data from large number of

informants having different social and income status allocating sufficient time is required to

build trust between the informant and the interviewer. Contrarily, the time I had for

conducting this research was insufficient compared the number and the cross section of

people I intended to meet.

The fact that I was public employee working in the urban sector helped me to open the door

of several offices. However, getting sufficient time to ask the entire question I prepared

was difficult because of busy schedule of officials and the experts. Several scheduled and

34

unscheduled meetings that the officials were expected to attend wasted valuable research

time.

My being public employee helped me to facilitate my research most of the times.

However, it also misled some municipality staffs and residents to suspect I was there to

conduct official business and tends to dwell on other government business. For example,

some street sweepers I interviewed asked me to convey their complaint on their working

conditions and other administration related problems to relevant city government officials.

The other major limitation I encountered during my research was the absence of recent and

coherent data. The most recent data I was able to find was of 3 years. The absence of basic

data such as number of population and area of Kebele administration was frustrating.

Thus, number and socio economic status of the population of the sample Kebele are drawn

from opinions and estimation of public officials, community leaders and my personal

observation.

35

Figure 1: Research Process

Reference: own drawn

36

CHAPTER FIVE

DISCRIPTION AND ANALYSIS OF THE STUDY AREA

This chapter deals with the presentation and interpretation of the data obtained through

document inspection of the content of the proclamations, policies, Charter and reports of

different units of Addis Ababa City Administration, field survey and interview. It presents

the findings in 4 major sections.

5.1 Introduction Solid waste management in urban area is complex activity that involves the collection,

transfer, treatment, recycling, resource recovery, and disposal of solid waste generated in a

city. The complexity of the service and the requirement of high level of organisational,

technical and managerial capacity make it difficult to be handled by local governments

single handed. Therefore effective service delivery requires cooperation between numerous

stakeholders in both the private and public sectors (Bernstein, 2004). Moreover, effectiveness of solid waste management service is dependant on sustainability

of the management of the services. Sustainability in its turn depends, among other, on the

way the management of the service is planned; the institutional and financial capacity of the

service providers and supporting organisations; choice and use of technology; private sector

involvement; and community participation. Provision of effective and sustainable solid

waste management service requires going even further to formulation of specific objectives

and implementation of appropriate measures regarding political, institutional, social,

financial, economic and technical aspects of the service (World Bank, 2006; Schübeler,

1996).

Having this note at the background the solid waste management practice in Addis Ababa

City is examined under subtitles of trends and solid waste management, legal instruments;

composition, volumes and sources of solid waste; organisation of the service and planning

and actors of solid waste management.

37

5.2 Background Information about the Study Area

5.2.1 The Country’s Profile

Ethiopia is located in the eastern part of Africa that is particularly known as the Horn of

Africa. Ethiopia borders Sudan on the west, Eritrea on the north, Djibouti and Somalia on

the east, and Kenya on the south. The total area of the country is about 1,127,127 km²

which consists of 9 semi autonomus regions and two city administrations. The regions are

Tigray, Amhara, Afar, Benishangul, Gambela, Southern, Oromiya, Harari and Somali,

while the city administrations are Addis Ababa and Dire Dawa.

The topography of the country includes a significant portion of the great African Rift

Valley dividing the central high plateaus into northern and southern highlands surounded

by lowlands. The highest point in the country is Mount Ras Dashen found in the Amhara

Region with 4,620 meters above sea level. The lowest and the hottest place on earth is also

found in this country- the Denakil Depression, 115 metres below sea level, is located at

northern part of the country in the Tgray Region. The country boasts a chain of inland lakes

mostly found in the southern part of the Rift Valley, however the bigest Lake is Lake Tana

located in the Amhara Region, northwest part of the country (CSA, 2006).

The country’s climate varies between the coldest areas of the centeral highlands and the

hottest areas in the lowelands. The temeprature also ranges between 11°C around the

centeral highlands and 50°C in the Eastern lowlands and the Danakil Depression

(ClimateZone, 2006; AACG, 2006).

The total projected population at present is about 76,067,000 comprising 86% of rural and

24% of urban dewlers. The country has tottaly 927 urban areas from which Addis Ababa is

the only metropltean and prime city (CSA, 2006).

38

Figure 2: Map of Federal Democratic Republic of Ethiopia

Source: Google Image, http://images.google.com, 20/10/06

5.2.2 Urbanisation in Ethiopia

Urbanisation in Ethiopia is as old as the Axum era, i.e. around 1 A.D. Old towns such as

Lalibela (built in the 13th century), Gondar (in the16th Century) and Harar (in the 11th

Century), are still serving as administration, economic and cultural centres. Nevertheless,

modern urbanisation in Ethiopia has started in the 19th century, specifically with the

foundation of Addis Ababa. At present about 16.2% of the country’s population are urban

dwellers and this steady growth is expected to continue at least in the foreseeable future

(Paulos G., 1991).

39

It might be due to unbalanced urbanisation that the only prime city in the country is Addis

Ababa. The country’s biggest educational institutions, social and cultural organisations,

commercial and business centres, factories and industries, and better infrastructure are

found in Addis Ababa. Even population wise, Addis Ababa accounts for 24.4% of the total

urban population, while Dire Dewa, the country’s second biggest city with the population

of about 296,000, accounts for only 2.2% of the total urban population. According to the

recent projection by the CSA, among the 927 towns in the country, only 10 towns boast to

have population reaching hundred thousands (Annex 3). Ethiopia has undergone a profound change following the ousting of the Military

Government in 1991. As a result, the traditionally centralised government structure of the

country has been replaced by a decentralised Federal Government arrangement comprising

nine semi-autonomous regional states. The governance structure has 4 tiers of government,

namely, Federal Government, States, Worda4 and Kebele5.

5.2.3 Addis Ababa City Basic Information Ethiopian history has given much credit to Empress Taitu for influencing her husband,

Emperor Menlik II to choose Addis Ababa for his emperial sit. Established in 1887 with

few tents and scattered huts, Addis Ababa has shown a great geographical expansion to the

area of about 540km². It has an average temperature of 16°C6 and lies at 2400 meters above

see level. These favourable conditions contributed a lot for its establishment as well as its

subsequent development (AACG, 2006).

Some people estimate the population of Addis Ababa above 4 million; however, according

to the CSA’s population projection report, the population of Addis Ababa in the current

year is about 2,973,004. The same report indicates that 48% of the City’s populations are

males while the remaining 52% are females. 4 Worda is a name for tier of government an equivalent to District 5 Keble is the name to the lowest level of local government established at neighbourhood level 6 Calculated based up on data gathered from climate zone, www.climate-zone.com, 20/10/06

40

Furthermore, the CSA’s 2006 population report reveals that the unemployment rate in

Addis Ababa is about 35% of the total population, and from this total unemployed

population 42% are females. Regarding the poverty condition in the city, the study carried

out by Abebe, (2001) disclosed that about 60% of the Addis Ababa city population are to

be classified as the poorest that live below the poverty line.

Addis Ababa City Governance The City Municipality was recognised as a local government for the first time in 1954 when

Notice No. 172/1954 gave the Charter status to the city. This notice was the first tentative

attempt ever taken by the Ethiopian government towards the recognition of the self-

governing right of the city dwellers. Then, the administration of the city was entrusted to

the city council consisting of 22 elected councillors, 8 government officials representing

different ministries and a Kentiba7 who was nominated by the Emperor. The fact that the

city was given full freedom to administer its internal affairs, to issue its own structure, and

to generate fund from internal sources had given the municipality significant political and

financial autonomy (Ayenew, 1999 and Shimelis, 2003).

The progress towards self- administration faced set-back following the ousting of Emperor

Haileselasie I in 1974. During the Derg regime, i.e., the Military Government8 (1974-1991),

the three proclamations made between 1975 and 1978 drastically affected the organisation

and management of Addis Ababa Municipality. First, the proclamation No 47/1975 issued

to nationalise the land and all extra houses of private owners significantly reduced the

municipality’s revenue base – property tax. Then, proclamations, No.4/1976 and No.

206/1981 which were prepared to confirm the plan-led and highly centralised economic

policy of the government changed the organisational structure of the city. Crippled by the

sudden decline of revenue, lack of power and the new organisational structure that changed

the city government to urban dwellers’ associations with a role of ideological promotion,

the municipality has neglected its service delivery and infrastructure development tasks for

more than a decade (ORAAMP, 2000 and Shimelis, 2003).

7 Kentiba is an Amharic equivalent term for Mayor 8 The Military Government has ruled the country from 1974 to 1991

41

Even after the radical government decentralisation of the country in 1991 and later on,

during the adoption of the FDRE Constitution, municipalities seemed to remain

overlooked. The governance problems had not been restricted to Addis Ababa, but also

transmitted to all urban sectors of the country. They aggravated the ever increasing of the

urban poverty and unemployment rate, the decaying and disintegration of the infrastructure,

and the almost malfunctioning of basic services such as solid waste management, primary

education, and health services. In general, the deterioration of the city to huge slums

became a burning issue that convinced the government to look for possible solutions in the

late 1990. As the result, in 1997, Addis Ababa became a chartered city with significant

self-government rights (TGE, 1991, FDRE, 1994, 1997, UDCBO-GTZ 1999).

Addis Ababa City Government: At present Addis Ababa City Government is structured

along three layers: The City Government, Sub-cities and Kebeles. Under the present

structure the units of the City Government includes a City Council, a Mayor, City Cabinet,

the Office of the Chief Auditor and City Judicial Department. The City Government

undertakes its functions through 8 bureaus which are accountable to the Mayor and 11

agencies, institutes and offices organised under City Manager Office (See annex 1) (FDRE,

2003).

Sub-Cities: Sub-cities are second layer of the Addis Ababa City Government and each sub-

city is structured comprising three departments: a Sub-city Council, a Sub-city

Administration and an Executive body.

Kebeles: These are the lowest level of government in Addis Ababa City Administration,

and each Kebele consists of a Council, a Kebele Administration, an Executive body and a

Social Court.

Power and Responsibilities of Addis Ababa City Governance: According to Article 11 in

Proclamation No. 361/2003, Addis Ababa City Government has legislative, executive and

judiciary power to function over issues specified in the city charter and that have not been

included in the powers and functions of the executive units of the Federal Government of

42

Ethiopia. Proclamations No.261/2003 indicates that the city has a right to generate its own

revenue from designated sources, obtain loans from local resources, and establish its own

executive bodies, institutions and enterprises. Moreover, the City Government is

responsible to define the power and duties of each unit in it. It also issues and enforces

regulations and directives on matters connected with its jurisdiction. For further details

about the power and functions of the City Government (see Annex 5).

Figure 3 Map of Addis Ababa City

Ref: Chekole, 2006

43

The Sub-cities: The functions and power of each Sub-city Council in general are related to

governing the Kebele Administrations within its boundary and ensuring how laws and

orders are being exercised.

The Kebele Administrations: The roles and responsibilities of the Kebeles, according to

Proclamation No361/2003 Article No. 38/b are mainly facilitating conditions to make sure

the availability of services within the reach of residents as much as possible.

Addis Ketema Sub-City Historically, Addis Ketema Sub-city is the outcome of the Italian racial planning

experiment of segregation. During their short lived occupation, they managed to move

90% of the population and their main market to the western Addis Ababa. The final result

of their experiment was “Merkato” consists of sprawling open market located at the

northern part and grid lined dominantly residential area to the south-western part of Addis

Ketema (ORAACMP, 2000).

At present Addis Ketema Sub-city covers a total area of 739 ha. Despite the fact that it is

the smallest sub- city, Addis Ketema is the most overcrowded area. It includes 9 Kebele

Administrations with 348,063 permanent residents, i.e., on average 448persons/ha (See Fig.

3). As ‘Merkato’, the biggest open market in the country, as well as in Africa, is located in

it, Addis Ketema Sub-City is the economic core of the whole country. It has transportation

access to every part of the city. Hundreds of city buses, small taxis and mini bus taxis from

every corner of the city make easy for the society to reach ‘Merkato’. In addition, the main

bus terminal where about 950 buses per day serve passengers to different parts of the

country is located in this Sub-City. Thus, excluding the people who visited the area on foot

an estimated 200,000 people visits Addis Ketema per day for doing business or searching

for job (ORAACMP, 2001).

44

Kebele 13/15 Since the Kebele was restructured by merging 9 previous Kebele administrations two years

ago, obtaining reliable information about the area and the number of residents is difficult at

present. Hence, all the information gathered related to the size of the Kebele, the number

of the population and the socio economic conditions of the dwellers are estimates of the

Kebele Administration officials and community leaders.

According to Kebele 13/14 Officials, the number of population in the Kebele is estimated

about 50,000. Most business centres such as hotels and shops are found in the neighbouring

Kebele 10/11/12 following the main road separating the two Kebele Administrations. Even

the shops existing along the road are of small scale. The rest of the area accommodates

very poor people who earn their livelyhood by preparing and selling local alcoholic drinks,

renting their own beds for short stay travellers who cannot afford to rent hotel room, selling

vegetables and spices on roadsides and engaging in other petty business. The Kebele

officials and the community leaders also remarked that 80% of the populations in this

Kebele are living under the poverty line.

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Figure 4: Map of Addis Ketema Sub City

Source: Addis Ketema Sub- city Administrative Office

N

W

E S

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5.3 Solid Waste Management in Addis Ababa A study by Ayenew, (1999) disclosed that solid waste management service is one of the

basic urban services that have been neglected most. Further, the information obtained from

the inspected SBPDA reports indicates that even after the city was restructured, solid waste

management has continued to encounter problems associated with improper organisation,

lack of innovative approaches and insufficient resources. Until recently, the city

government has been the sole provider of solid waste management services. Though the

private sectors (mostly small micro scale enterprises) are currently involved, the service is

still limited to the primary level.

Furthermore, the report indicated that encouraging progress has been registered at all levels

of the city government regarding the preparation of polices, laws, rules and regulations of

solid waste management. However, the data gathered from the documents of the concerned

organisations, community leaders, residents and personal observation show that the solid

waste management in Addis Ababa is still a serious problem that requires a joint effort of

both the community and the city government.

Municipal solid waste management involves “refuse storage and collection, street and drain

cleaning, solid waste transfer and transport, solid waste disposal, and resource recovery.

MSWM also involves vehicle maintenance repair; financial management; administrative

activities such as routing, scheduling, and record keeping; staff management and

development, and strategic MSWM planning” (Bernstein, 2004:p4) Nevertheless, in

Ethiopia solid waste management includes the collection, recycling and disposal phases

only. Therefore, the waste management system in Addis Ababa is described in terms of

how the solid wastes are collected, recycled and disposed. In addition, the governing laws,

policies and regulations, the way the services are organised, the actors in management of

the service and the nature of their relationships are examined and described in the following

parts.

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5.3.1 Trends of Solid Waste Management The first known legal document regarding solid waste management services was the Public

Notice 25/1944. This Public Notice among other public hygienic concerns prohibited the

burning and disposal of any type of wastes at public places and in streets. It also obliged the

removal of animal carcass from public places within twenty four hours.

Later in 1954, with its reestablishment, the City Municipality was given the responsibilities

for controlling the hygiene conditions and providing waste management services based on

the General Notice No.172/1954.

Sanitation service was introduced for the first time in Public Notice No. 148/1958 by The

Ministry of Health. This Notice identified sanitation services as the surveillance of food

stuffs, beverages, buildings, factories. It also provided guidelines which had to be employed

for the construction and use of water wells, drainages, garbeage and sewerage systems.

What is worth mentioning is that the landfill site the City has still been using was

established in 1965. Though it is small and incompatable as compared with the volume and

types of wastes genereted at present, it is still serving the City as the only waste disposal

place.

All these imply that the solid waste management has remained obscured. Despite the early

recognition of the importance of the services, it was not given due consideration until 1994.

By this time the solid waste management responsibilities were transferred to the newly

established Sanitation Service Team under the City Administration Health Bureau. The

other significant change was the elevation of the services from Sanitation Service Team to

Sanitation Service Department in 2001 under the same Bureau.

The reorganisation of the City in 2003 by the Proclamation Number 2/2003 has brought a

major change in status of the solid waste management services. This Proclamation

decentralised the solid waste services to the local authorities at the Sub-City and Kebele

levels. In addition, it allowed the establishment of the Sanitation, Beautification and Park

48

Development Agency which is responsible to design policies and regulations for solid

waste management services.

5.3.2 Legal Instruments Remarkable progress has been witnessed regarding the formulation and issuance of

workable policies for solid waste management services, environmental protection and

pollution control. Below is given the summary of the main policies and legal documents.

Federal Level Legal Instruments At the higher level the Constitution of Fedral Democratic Republic of Ethiopia recognised

the right to live in clean and healthy environment and the state obligation of allocating

resources to provide health, education and other social services to citzens are recognised

under the provision of Article 44.1 and 44.4 of The Constitution of FDRE (FDRE,1994).

The next federal level legal instrument governing the waste management is the

environmental policy of Ethiopia was approved in 1997. Particularly part 3 and 4 of the

environmental policy gave attention to the sanitation service and environmental protection

aspects. Among other, the part 3 of the policy that deals with the human settlement, urban

environment and environmental health and part 4 that deals with control of hazardous

materials and pollution from industrial waste give particular attention to the sanitation

services and environmental related issues. Some of the provisions of the policy are

summarised in box 4. In addition, EPAE issued Environment Impact Assessment and Environmental Pollution

proclamations and Integrated Pollution Prevention and Pollution Control and Strategic

Environmental Assessment guidelines in order to facilitate the principles of the

environmental policy with regard to sanitation issues (EPA, 2002).

49

Box 5: Summary of the Provisions of Environmental Policy of Ethiopia Regarding Sanitation Service

• Bringing environmental issues to federal and regional government agenda • Promote conducive conditions to provide domestic waste disposal facilities and to enable the

community to improve their immediate habitats • Promote behavioural change through education and public awareness for community led

environmental programmes and sustainable use and maintenance of sanitation facilities • Bring about and promote partnership between the government, communities and NGOs for the

development of an integrated sanitation delivery system • Ensure that housing and sanitation technologies and regulatory standards are set at a level and

cost that are within reach of the users and flexible enough to be adaptable to the very varied socioeconomic, epidemiological, climatic and physical site conditions which are found in urban areas

• Give priority to waste collection services and to its safe disposal and establish safe limits for the

location of sanitary landfill to protect water bodies from pollution • To adopt the "polluter pays" and ensure that polluter organisations, and responsible local

governments provide their own pollution control facilities • To promote practice of waste minimization recycling whenever possible Reference: FDRE. "Environmental Policy“, 1997.

City Level

The first ever comprehensive regulation formulated and issued for regulating and managing

solid waste service in the country is the Addis Ababa City waste management, collection

and disposal regulation issued in 2004 (AACG, 2004). The main provisions of the

regulation are summarised in the box 6.

Following the issue of this regulation SBPDA has developed and put in use several

implementation guidelines. These guidelines have provided detail implementation

directives on issues such as,

• selecting appropriate places for communal containers

• reducing solid waste generation, selecting, providing competency certificates and

administering MSSEs involved in solid waste management services

• collection, handling and disposal of hazardous wastes (SBPDA archive documents)

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Box 6: Summary of Addis Ababa City Waste Management, Collection and Disposal

Regulation

Addis Ababa City waste management, collection and disposal regulation, • made responsible individuals and any other waste generating organisation for proper

management of solid wastes • made responsible solid waste service organisation for proper collection and safe keeping and

transporting of wastes and prohibited disposal of waste in unauthorised place • made provision for proper handling and disposal of hazardous wastes • made provision for privatisation of the sanitation services • described the power and responsibility of SBPDA, Sub-City, Kebele and other relevant organs

regarding solid waste management tasks • provided legal basis for establishment sanitation fee • provided penal code on offences related disregard of sanitary regulations sanitary

Reference: Addis Ababa City waste management, collection and disposal regulation, No. 316/2004

5.3.3 Composition, Volume and Source of Solid Waste Composition As reported by SBPDA, out of the total waste generated in the city, about 60% is organic in

nature, while about 15% of this waste is characterised as recyclable waste. Regarding the

composition of the total collected waste, about 65% is of all fine type, 19.3% is

combustible leaves and vegetable, 6.8% is of rubber, plastics, glasses, metals, and papers,

5.8% consists of wood, textile and bone, whereas the remaining 2.5% is NGOs-combustible

stone (See table 6). According to the same report, from the total solid waste collected in

the city, only about 70% could be reused for biogas generation or fertiliser and about 15%

could be recycled.

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Table 3: Composition of Solid Wastes in Addis Ababa

Type Volume

1 All fine 65.0%

2 Combustible leaves 15.1%

3 Vegetables 4.2%

4 Rubber or plastics 2.9%

5 Paper 2.5%

6 NGOs-combustible stones 2.5%

7 Textiles 2.4%

7 Wood 2.3%

Source: CSBPDA, (2003).

Volume and Source The daily per capita waste generation in Addis Ababa is 0.221 kg per person (SBPDA,

2003). According to this estimate the daily waste generation in Addis Ababa at present if

calculated on the projected 3.8 million population can be about 2521.9m³/ person and

907891,9 m³/day. See Annex 5.

Regarding the sources of solid wastes, the major contributors are the city households. Their

share is about 76% of the total generation of wastes. The different types of business and

service giving organisations, street sellers, industries, hotels and restaurants, and hospitals

contribute 9%, 6%, 5%, 3% and 1% of the solid wastes generated in the City respectively

(SBPDA, 2003).

Street Sweeping A study conducted by SBPDA (2004) shows that street sweeping in Addis Ababa is done

manually by the Sub-City employees or private organisations. There is no uniform working

hour for the starting and ending of street sweeping. In addition, the same report discloses

that street sweeping in the city is conducted without operational work plan.

However, the street sweeper working in Addis Ketema Sub-City said that they normally

start work at 4 a.m. and finishes at around 11 a.m. in order to finish up their job before the

52

traffic gets congested. The working condition of the street sweepers is also deplorable. The

street sweeper interviewed said that the protective devices provided by the Addis Ketema

Sub-City are inappropriate and below standards, the medical and insurance coverage is

inadequate. They are not provided with job description and work manual. In spite of their

odd working hour, they do not have transport allowances or provided transportation.

Moreover, their performance is restricted by problems such as shortage of wheel barrows,

broom, and shovels and newly provided inappropriate push carts.

Collection During the field survey the researcher observed that solid waste collection in Addis Ababa

incorporates door to door collection, communal container collection and institutional

collection systems. The service involves the SBPDA, the Sub-city administrations, Kebele

administrations, formal and informal private sector enterprises (MSSEs) and individual

collectors at different phases.

The data obtained from the interview conducted with the Sub-City and Kebele officials

show that, in line with the City’s Government long-term strategy of privatising the solid

waste management, the Municipality stopped its previous door to door solid waste

collection. It has rather concentrated on the collection of solid wastes from 991 communal

waste containers and temporary collection sites where there are no communal waste bins.

Regarding the frequency of collecting the solid waste, the public notice of 25/1994 imposes

the obligation of removing animal carcass within twenty four hours. Other than this

document the frequency of collection service is mentioned in the guideline issued for

delimitation of operation zones and service provision systems of micro enterprises engaged

in door to door collection. According to this guideline, the minimum weekly service

collection that should be provided to households, restaurants, vegetable and fruit retail

sellers, and small businesses is twice a week (SBPDA, 2005).

The data gathered for this research by interviewing private operators, city sanitary workers

and the professionals indicate that on average door to door collection from households is

conducted twice a week. But the frequency of collecting wastes from restaurants, vegetable

53

and fruit retail sellers and other similar small business ranges from four days to seven days

a week depending on the volume of the solid waste these business centres produce. The

same interviewees have also made clear that this frequency of collection is highly

dependent on the capacity of the municipality to transport the solid waste from communal

collection sites to the land fill.

Concerning the frequency of collection by the municipality, the SBPDA (2003) report

shows that collection of solid wastes from communal containers of 8m³ sizes ranges from

three times a week to once a week, from communal containers of 1.1m³ sizes ranges from

every day to once every two days, and dust bins placed on the main roads are picked every

day. Here, also the interview result reveals that this schedule is usually interrupted due to

break down of collection vehicles and the dozers and compactors working at land fill

(SBPDA, 2003).

The interviewee has also indicated that the frequency of collection is highly dependant on

the capacity of the municipality to transport the solid wastes from communal containers and

collection points to the land fill site and on the weather condition of the city. The weather

condition becomes a problem since few years ago because of the usage of the land fill site

even after it is full to the brim (see the excerpt below for an example of cited by SBPDA

official). It seems that the city officials are dreading the next rainy season due to its effect

on the collection schedule. In addition, the location of the land fill site, which is far from

most of the city parts, coupled with the traffic conjunction of the city further reduced the

collection capacity of the city. Thus, collection and disposal of solid wastes in Addis Ababa

has become increasingly infrequent.

Last winter, the dozers working at the land fill site were unable to spread newly collected solid wastes because of the rain that soaked the wastes already disposed. Due to this reason collection of wastes from the city was stopped for one day. This incidence created accumulation of large quantity of solid waste especially in Merkato. Since Addis Ketema Sub-City do not have sufficient containers or transfer points in Merkato the wastes that were accumulated on the road and near public squares completely disrupted human and vehicle movement for more than one day and led to big public outcry “Example cited by SBPDA official”

54

Therefore, SBPDA estimated that only 67% of the daily generated wastes were collected in

2004. In addition, the same official commented that transferring the ownership of

transporting vehicles to Sub-Cities without giving SBPDA power to mobilise the resources

according to demand reduced the collection capacity to some extent and resulted inefficient

use of scarce resources. As an example the official explained that collection in Sub-City

such as Addis Ketema is disrupted many times due to vehicle break down while other Sub-

Cities such as Bole, which have less solid waste generation capacity, has extra capacity that

could have been easily deployed if there is formal mechanisms that allows sharing of

resources.

Transporting Transporting of solid waste in Addis Ababa includes transporting of wastes from where the

waste is generated to communal collecting sites and from communal collection sites to the

disposal landfill. The municipality and the private sector of small scale enterprises are

involved in transporting solid waste from where the waste is generated to the communal

collection sites. The municipality uses lift trucks, side loaders, and compactors for

collection as well as transportation purposes, while most of the private enterprises use push

carts and wheel barrows.

Waste Separation and Recycling

A report compiled by SBPDA (2004) indicates that out of the total waste, about 15% is

recyclable whereby only 5% are recycled mostly by the individuals. According to the

information obtained through the informal discussion the researcher had with some

community members plus personal experience, the community widely separates papers,

containers of different types, iron scraps, woods, old cloths and shoes etc., for reusing,

selling to informal collectors or exchanging for new household utensils. In fact the

community at large does not consider papers, card boards, and containers of different types,

iron scraps, tins, woods, old cloths and shoes etc., as wastes.

Regarding composting, the same report shows that out of the total generated waste in the

city, about 70% is considered as the type that can be composted or used for biogas

55

generation. The same report indicates that the city is only about 5% of the total solid waste

can be compost able.

The report has also made clear that in the year 2004, three small enterprises were engaged

in recycling and composting activities. However, the majority of the recycling activity was

conducted by well organised and extensively networked informal recycling business and

individuals. The recycling business includes individual door to door collectors, receiver and

reseller shops, small scale producers of different household utensils, used cars spare parts,

shoes and other useful parts and individual waste pickers at the land fill site (SBPDA, 2003,

and Bjerkli, 2005).

Disposal The city’s very old and only landfill site is owned by the city government. The land fill

administrator, Sanitary, Beautification and Park Development Agency revelled that the site

is more than 40 years old and it does not have separated facility and systems for disposing

normal and hazardous wastes. Though some industries which are engaged in leather

processing use the land fill for disposing their waste, the land fill does not have either

incinerator or square land fill. It is not protected from leaching gas emissions and

migration of hazardous gas (SBPDA, 2004; Kumma, 2004). Actually, as the researcher

found out from discussion with the City Mayor, the gas emission from the dumping site has

already created a problem in the immediate vicinity. Good example of the problem is that

the City closed one primary school located near to the dumping site due to repeated student

fainting incident suspected to be caused by the hazardous gas emission from the dumping

site.

5.3.4 Organisation of the Service and Planning Organisation The solid waste management service of the city was decentralised starting January 2003

following proclamation No.2/2003 that allows the establishment of the city executive and

municipal service bodies. At present the service is managed by two level municipal service

56

bodies. The first level is the Sanitation, Beautification and Park Development Agency

organised under the Office of the City Manager Office. The second level of service delivery

body is the Sub-City level organised under the Sub-City chief executive as Sanitation,

Beautification and Park Development Team (see figure 4).

Planning Planning is the biggest weakness of the country’s public sector let alone the neglected and

forgotten service like solid waste management service.

No comprehensive and city wide solid waste management plan is found during this

research. The examination of relevant documents revealed that though preparation of city

wide plan is not included in SBPDA functions in spite of its responsibility of coordinating

the sanitary service giving organisations and monitoring and reviewing the preparation and

implementation of Sub-City plans.

Developing solid waste management plans and programmes requires collection and

compilation of accurate up to date information related to the types, volume and sources of

waste generated in the city. However, in Addis Ababa, neither the SBPDA nor the Sub-

City level organisations claims of collecting and compiling up to date information for

purpose of planning or any other uses. The latest study regarding solid waste profile and

status of the city was conducted 10 years ago. During the research I have found out that few

months have passed since the division responsible for planning and research division of

SBPDA is closed due to the resignation of the responsible staff and inability of the

organisation to replace him.

57

Figure 5: Addis Ababa Solid Waste Organisation Chart

5.3.5 Actors of Solid Waste Management As mentioned earlier, the task of solid waste management concerns individuals, community

groups, different governmental and NGOs and institutions. The service involves actors, and

partners classified into groups of service users, service providers, intermediaries and

regulators (Schübeler, 1996). The cycle of formal solid waste management in Addis Ababa constitutes only three phases:

collecting, transporting and disposing. However, several studies in the area and the

interview results of this research revealed that the separation and recycling of wastes is

practiced widely among informal individuals. Thus, in practice, the solid waste

management includes five phases.

Therefore, waste management in the city includes formal institutes engaged in actual

service delivery i.e., collection, transporting and disposal tasks; institution and

organisations responsible for setting up of the institution, policy and regulatory framework;

AACG

SBPDA Manager

D/Manager

Planning, Research &Coordination Dept.

10-Sub-CitiesSolid Waste Collection &

Administration Team

10-Sub-CitiesSolid Waste Collection &

Administration Team

Park Development &Administration TeamOperation Department

10- Sub-CitiesPark Development Team

10- Sub-CitiesPark Development Team

Administration &Finance Dept.

Contract Admin.

2- Teams2- Teams

Solid Waste Collection& Admin. Team

Transport Admin. &Maintenance Team

Land Fill Admin.Team

4 - Teams4 - Teams

AACG

SBPDA Manager

D/Manager

Planning, Research &Coordination Dept.

10-Sub-CitiesSolid Waste Collection &

Administration Team

10-Sub-CitiesSolid Waste Collection &

Administration Team

Park Development &Administration TeamOperation Department

10- Sub-CitiesPark Development Team

10- Sub-CitiesPark Development Team

Administration &Finance Dept.

Contract Admin.

2- Teams2- Teams

Solid Waste Collection& Admin. Team

Transport Admin. &Maintenance Team

Land Fill Admin.Team

4 - Teams4 - Teams

58

partner organisation concerned on issues such as employment creation, poverty alleviation

and environmental protection and informal sector involved in collection, separation and

recycling of solid wastes.

For the sake of convenience and following the classification used in part 2.3.actors in solid

waste management are presented classified in service providers, service users and partner

organisations.

Service Providers Addis Ketema Sub-City

Organisation, Roles and Responsibilities: At the sub city level the solid waste

management task is organised at a team level. The team contains a team leader, a

sanitarian, logistic officer, auto mechanic, drivers and driver assistants, street sweepers and

street sweeping supervisors.

The powers and functions of the sub cities regarding solid waste management tasks are

mainly related to undertaking the day to day operational activity of solid waste

management in the city. Among others, the power and function of the Sub-Cities regarding

solid waste management includes:

• Developing and implementing Sub-City level solid waste management plan,

program and budget;

• Providing daily and emergency refuse collection and cleaning street, public places,

market areas and illegally dumped wastes etc., services;

• Regulating, inspecting and monitoring and supporting micro and small enterprises

engaged in sanitary service tasks;

• Adopting and implementing revenue generating measures and mobilising technical

and material support from government and NGOs government organisations;

• Organising, encouraging and coordinating community sanitation campaigns;

• Maintaining performance statistics (Proclamation No. 2/2003; Regulation

No.13/2004)

59

Human Resource: The Sub-City have a total of 198 staff out of which about 58% are

involved in street sweeping and related tasks, 27% are container attendants, 12% are

working in transporting the wastes from communal containers and collection points to

disposal site and 0.5% are working as maintenance staff or auto mechanics. The remaining

1% of the work force includes staff working on supervisory positions (SBPDA, 2005). In

addition, the share of Addis Ketema from the total work force is 10%.

However, from the interview conducted with the municipal workers, it was found out that

they did not have any kind of manual or received job description when they started work.

Table 4: Addis Ketema Sub-City Human Resource

Prof

essi

onal

(Tea

m

Lea

ders

+

Sani

tari

an)

Dri

ver

Ass

ista

nt C

rew

Log

istic

Off

icer

Stre

et S

wee

per

Stre

et S

wee

per

Fore

men

t

Con

tain

er

Att

enda

nt

Aut

o M

echn

ic

Tot

al

Addis Ketema 2 9 16 1 111 4 54 1 198

Ten Sub Cities 20 72 140 10 1107 30 505 10 1894

Share of Addis Ketema From the Total Work

Force 10 13 11 10 10 13 11 10 10 Reference: Compiled from data gathered from Addis Ketema Sub-City and SBPDA.

Technical Resource: The technical resources of Addis Ababa City consist of communal

containers, roadside dust bins and transporting vehicles. Regarding the communal

containers, according to the SBPDA (2003) report, the City has a total number of 991

communal containers. From this the share of Addis Ketema Sub-Municipality is 64 or 6%.

The communal containers have the capacity of 8m³ and 1.1³. From the total number of 64

containers, about 80% have the capacity of 8m³ and the remaining 20%, 1.1m³ respectively.

The total number of dust bins in use in the city is 446. In addition, on average the Sub-City

has allocated one container for 5438 persons.

60

Table 5: Addis Ketema Sub-City Container Availability

Container Size

8m³ 1.1m³ Total

Addis Ketema 51 13 64 Ten Sub Cities 512 479 991

Share of Addis Ketema From the Total 10 3 6 Reference: Compiled from data gathered from SBPDA, 2003

At present the Addis Ababa city use three types of collection and transporting trucks,

namely, lift trucks, side loaders and compactor trucks. The total number of the trucks under

the ownership of the Addis Ketema Sub-City is 10 out of which 1 are commonly used with

Kolfe Sub-City. Though there are 10 trucks available for the service, the Sub-City official

and the SBPDA report admit that due to break down mainly caused by old age and lack of

spare parts, usually only 50% of the vehicles are on duty.

Table 6: Addis Ketema Sub-City Transportation Truck

Container Lift Truck

Nissan Side Loader Compactor Total

Addis Ketema 5 3 2 10Ten Sub Cities 38 24 10 72Share of Addis Ketema From the Total 13 13 20 14

Reference: Compiled from data gathered from SBPDA Report 2003

Financial Resource: The description of the powers of the Sub-City includes adopting

and implementing revenue generating measures and mobilising technical and material

support from government and NGOs government organisations. Nonetheless, the

investigation conducted in the study area indicates that the only revenue source that Addis

Ketema Sub-City has at present is the budget allocated from the city government. In the

current year the total budget allocated for solid waste service team is USD 698273.69.

Regarding the budgetary distribution, the lion share goes to salary and allowance expenses

and this is 60.3% from the total share. The second big share or 25% of the budget goes to

the overhead expenditure. The capital expenditure, including expenditure for pilot compost

61

project, construction of platform for communal containers and purchase of push carts share

is only 15%.

The review of the previous year budget allocation revealed that the share of the solid waste

management service from the total Sub-City budget was about 1%. According to SBPDA

(2002) report, the share of the solid management service on average for a long time was

less than 1%.

Table 7: Budget Allocation in 2004/05 Budget Year - Addis Ketema Sub-City

Recurrent Capital Type of Expenditure/Budget

Budget Expenditure Budget Expenditure Total Budget

Total Sub-City 22509183 19094643 37368557 6084768 85057150

Solid Waste Management Service 270055 224047 37806 37806 569714

Solid Waste management Share 1,20 1,17 0,10 0,62 0,67

Reference: Addis Ketema Sub-City,

The Private Enterprises

Organisations, Roles and Responsibilities: At present in Addis Ababa three types of

private enterprises are involved in collecting, separating and recycling and to a very limited

extent transporting of solid wastes (SBPDA, 2005). The private enterprises engaged in

door to door collection of solid waste and recycling activity are of two types- formal and

informal. The private sector mostly includes micro enterprises and hundreds of individuals.

In addition, the formal micro enterprises engaged in the area are of the ones privately

owned and the ones which are established by Kebele Micro and Small Scale Enterprises

Development Office in line with the poverty reduction and job creation program of Addis

Ababa City Government.

Nobody seems to know exactly how many private enterprises and MSSEs are operating in

the city at present. The only information I got on the private sector is related to MSSEs

62

operating in Addis Ketema at the beginning of 2005. The expert working in Trade,

Industry and Development Office told me that they have organised 18 MSSEs in 2005.

Regarding the private sector operating in the city, according to SBPDA report, in 2004, 149

registered micro enterprises and 8 small scale enterprises were operating in the city.

However, the officials of relevant offices explained that at present only 4 small enterprises

are operating in solid waste collection and transporting service.

According to the relevant guidelines, the solid waste service that private enterprises are

allowed to involve in are door to door collection and transportation to municipality owned

communal collection points, transporting solid wastes to or from communal collection

point to disposal site and recycling of solid wastes (AACG, 2004). Accordingly, all private

enterprises that are engaged in solid waste service have the responsibilities of preparing

solid waste collection schedule; keeping solid waste until properly disposed or put in to

use; maintaining the safety of the environment while rendering services; and using barrows

with lid or sacks tied at mouth for collection and transporting solid wastes.

Private sector enterprise employee collecting wastes from households

63

Human Resources: Nobody seems to now exactly how many private enterprises and

MSSE are operating in the city at present. The only information the researcher got

regarding the number of the private sector was related to MSSEs operating in Addis

Ketema at the beginning of 2005. The expert working in Trade, Industry and Development

Office explained that they have organised 18 MSSEs in 2005.

Regarding the private sector operating in the city, according to SBPDA report, in 2004, 149

registered micro enterprises and 8 small scale enterprises were operating in the city.

However, the officials of relevant offices explained that at present only 4 small enterprises

are operating in solid waste collection and transporting service. A study conducted on a

sample of 48 micro and small enterprises indicated that the total number of work force

engaged in delivering solid waste service in the year 2004 were 853. And according to the

same study the number of employees working in a single enterprise ranges from 6 persons

to 93 persons.

Technical Resource: The working equipment of the micro enterprises engaged in the city

includes simple push carts, wheel barrows, shovels, forks, hoes, brooms, and other simple

tools. But the equipment that single small enterprises are expected to posses for getting

permit of operation are at least two appropriate trucks each having a minimum carrying

capacity of 8m³ wastes and communal waste collection containers with the capacity

between 7 to 8m³ in case of delivering communal service. In case of delivering service to

households, the small enterprise is expected to supply plastic or other type of containers of

appropriate sizes (SBPDA, 2004). According to the above mentioned report, the total

number of equipment employed by private enterprises in the year 2004 was 10 vehicles,

315 wheel carts, 127 shovels, 102 forks and other simple hand tools.

The same report indicates that between November and April 2004, the small scale

enterprises engaged in solid waste collecting and transporting services disposed about

4,275m³ solid wastes at the landfill site.

Financial Resources: The annual operating capital of the micro enterprises is below Birr

10,000 or USD 1000. The private organisation operating with the yearly operation capital

falling between USD 1100 and 5,556 are classified under the group of small enterprises.

64

The small scale enterprises charge USD 2.22/ m³ solid wastes. The Micro enterprises

charges between USD 0.33 to 0.56 for twice weekly collection from house holds and on

average of USD 4.44 for day to day collection service delivered to small business,

restaurants and other similar establishments. Regarding the basis of charge determination

the interviewee operating in micro enterprises and city officials indicated that the service

charge of this group is determined by taking the number of family members, volume of

waste, and house hold income into consideration while the service charge of the small scale

enterprises is fixed by the municipality.

Informal Sector The informal sector involved in solid waste management service in Addis Ababa comprises

unregistered, unregulated family or individual owned micro scale enterprises, individual

door to door collectors and scavengers from communal containers, streets and land fill site.

The sector involves at the first level individual door to door collectors who buys or barters

recyclable wastes such as old cloths and shoes, papers, old exercise books, news papers,

broken kitchen and other house hold utensils, plastic and glass made containers, tins and

other scrap materials etc. and scavengers who picks wastes from street, communal

containers and land fill site.

The second level constitutes middle men who receive recyclable wastes from the door to

door collectors and scavengers. The businesses operating at this level are mostly small

shops engaged simply in buying and distributing activity and workshops which are engaged

in modifying house hold items and vehicle spare parts. Most of these businesses and

workshops are located in Merkato - Addis Ketema Sub-City. The researcher found out that

the businesses operating at this level are operating in between formal and informal sector.

Many of the business have licence for engaging in retail or whole selling business

activities. Though, the recycling businesses is conducted mostly informally it is highly

organised and networked activity that reaches the whole country with its long tentacle.

65

Waste separation and recycling business in Merkato (Addis Ketema)

The number individuals and informal micro enterprises engaged in solid waste management

related activities are not known. But it is known that hundreds of individual collectors scour

the city to buy or barter scrap materials form households.

Regarding scavengers, SBPDA (2004) reported that in 2004 about 300 individuals were

earning their lively hood from picking wastes from the land fill site. In addition, the

workers of MSSEs are engaged in separating and selling of recyclables out of the solid

wastes they collect from the households.

Addis Ababa City Sanitation, Beautification and Park Development Agency Organisation, Roles and Responsibilities: As it is shown by figure 5, solid waste tasks

are organised under operation department in three teams, namely, solid waste collection and

administration team, transport administration and maintenance team and land fill

administration team. As the role of the agency is related to regulatory, and policy

formulation, its responsibilities include preparing city level solid waste management

framework; reviewing, monitoring and coordinating sub-cities waste management plans

and programmes; granting permit, following up, and evaluating service rendering

enterprises; coordinating government and NGOs government organisations working in

solid waste management related tasks; building the city’s capacity with regard to solid

66

waste management; and establishing, developing and administering landfills, transfer

stations and material recovery facilities (SBPDA, 2004) (see annex 2).

Human Resource: The agency has 73 employees out of which 5 experts and technicians

and 14 landfill workers are involved in the solid waste related tasks under operation

department excluding the officials and supervisors and park development and

administration department and supporting staff (SBPDA, 2004).

Table 8: Human Resource - SBPDA S/N Title/Position Total employed

1 Operation Department Head 1

2 Division Heads 3

3 Experts and professionals 5

4 Land fill workers 14

Reference: SBPDA Report 2003.

Technical Resources: Under the present arrangement, the agency is responsible for the

administration of the only landfill site the city has and the 2 bull dozers and 2 compactors

working on the landfill site. Besides, the landfill has been used for disposing the city’s solid

waste for 40 years now. Despite the fact that the site has no separate system for storing and

disposing dangerous wastes, leather processing industries are allowed to dispose hazardous

wastes at the landfill (SBPDA, 2004). Due to old age, lack of preventive maintenance and

spare parts, the few vehicles working at the landfill break down several times.

Financial Resource: Review of the powers and function of the agency provided by

relevant legal documents and guidelines indicated that the agency has no power in raising

its own revenue. The city government has started charging indirect tax for sanitation

services calculated at 5% of the household water bill starting last year. In addition, the city

collects indirect tax from Chat9 sellers and collects about USD 0.44/m³ wastes disposed at

9 Chat is a mild intoxicating green leaf brought to the city every day in large quantity. Since only the young

leaf are consumed large amount of stem that is thrown away everyday are creating large quantity of wastes ever day.

67

the land fill site by small enterprises and other organisations (AACG, 2004; SBPDA,

2003). Presently, the agency’s only revenue source is the budget allocated from the city

government (SBPDA, 2003). However, the interviewed officials indicated that the revenue

generated from indirect taxes and disposal charges goes directly to the city coffer. Besides,

the review of the financial performance report of the city reveals that the city does not even

have separate revenue title neither for sanitary taxes nor for waste disposal charges (FEDB,

2005). Furthermore, the collection of the indirect taxes and charges is not well organised

and not directly related to service provision (SBPDA, 2003).

The SBPDA (2004) report indicates that the share of the solid waste management service

from the total city expenditure is on average 1%. The reviewed financial report of Addis

Ababa City shows that during the 2003/04 and 2004/05 budget years, the total budget

allocated to SBPDA was USD 7,057,778 and 371,111 respectively. The share of CSBPDA

from the total budget in the same budget years amounts 5.39% and 0.18% respectively.

Examination of the capital expenditures of the same years shows that SBPDA’s capital

expenditures were 9.59% and 0.02% of the total city capital expenditure (See annex 7).

Graph 1: AACG Vs SPPDA Expenditure: 2003/04 to 2004/05 Budget Year

Source: AACG Finance and Economic Development Bureau 2003/2004 to 2004/2005

0

50000000

100000000

150000000

200000000

250000000 Expenditure in USD

2003/2004 2004/2005Budget Years

AACG ExpenditureSBPDA Expenditure

68

Service Users

Households, Business, Shops and Other Organisations Addis Ketema Sub-City accommodates the biggest market of the country. About 14,800

legal businesses, 24 Kindergartens, 36 schools, 9 churches and mosques and 39 health care

centres are operating in the area. In addition, the Sub-City is the home of 320,389 residents

(AKSC, 2006, and ORAMP, 2002). Though there are hundreds of small work shops

mostly engaged in producing household items there are no big industries in the area.

Waste Management: The findings of this research show that waste separation is widely

practiced in the area. The biggest waste recycling business in the country is operating in

Addis Ketema Sub-City. The interviewed residents in the area under study reported that

they sell or barter old clothes, shoes and broken household plastic utensils, cooking pans to

door to door collectors. The business owners also made clear that they separate and sell

most of the card boards, paper containers, news papers and synthetic and plastic containers.

All interviewed community leaders and Kebele officials pointed out that waste separation is

a usual practice in Addis Ketema Sub-City.

Regarding storing and disposition of wastes, the interviewed residents said that they store

their wastes in old buckets or synthetic sacks when they are sure of getting services,

otherwise they will through away their wastes into rivers or to a place where it is already

dirty with solid wastes. Asked about the reason why they are doing so, they reported that

the communal containers are kept at places far away from their living areas. Some of the

respondents also explained that some Kebele residents are irresponsible when it comes to

solid waste disposal. The business owners in their part responded that they do not store

their solid wastes for more than one day due to lack of storing space. Thus, they said that

they employ formal or informal door to door collectors to remove their wastes from their

area of business on daily basis.

Asked about what they do when there is no waste collection service, both the sample

residents and business men responded that they have never thrown away wastes on to

forbidden areas. However, the leaders of Idirs and Kebele officials reported that throwing

69

away of wastes is practiced both by residents and business owners. The difference between

the residents and the business owners, according to the interviewed community leaders, the

residents mostly use the member of their households while the business owners employ

children and irresponsible individuals to dispose wastes. The Kebele officials are also of the

same opinion. Regarding the reason for solid waste mismanagement, the officials and

community leaders to a large extent associate the practice with bad behaviour, and being

irresponsible and to some extent lack of awareness.

Satisfaction on Service Provided: Both residents and business men responded that solid

waste management service has been improving for the last few months. However, they

commented that they are not sure whether or not this improvement is long lasting. Their

ground for being pessimists was that the improvement was due to the cleaning campaign to

get rid of the recently developed epidemic which caused death in some areas. The sample

residents and business men thought that the cleaning may not continue after the disease is

eradicated. Surprisingly, both officials of Kebele 13/15 reinforced the views of the

residents and business men.

Willingness to pay: Most of the interviewed sample residents said that they are willing to

pay as long as they get timely service. Moreover, they commented that compared to the

service they receive, the amount of money they are charged is very low. Interviewed

business owners also confirmed that they are willing to pay provided they get timely

services.

The Kebele officials and the Idir leaders agree the amount of money the private sector is

charging at present for the collection of wastes is low. Thus, it seems that they have their

own reservations about the sustainability of the service with such a low fee. They are also

doubtful about the willingness of the community to pay a higher fee. Asked to explain their

doubt of the paying capacity of the community in case the fee increases, both the Idir

leaders and the Kebele Officials pointed out that an estimated 80% of the populations of the

Kebele are earning their lively hood from engaging themselves in small micro scale

informal businesses. Thus, the affordability of increasing fee is questionable.

70

Willingness to Participate: Most of the interviewed Kebele dwellers and business owners

said that they are willing to participate in solid waste management as long as the local

governments are willing to organise the tasks. Asked about to what extent they are willing

to participate in the solid waste management, the interviewees responded that since they

believe that management of solid waste is the responsibility of local governments they are

willing to participate only in keeping their immediate vicinity clean and in occasional

neighbourhood campaigns. Some of them also commented that the municipality is usually

unable to remove the already collected solid wastes during cleaning campaigns. They

further commented that from what they see in their areas the timely removal of wastes from

communal containers is becoming more and more frustrating.

The community leaders and the Kebele officials also share the idea of keeping the

neighbourhood clean and participation in cleaning campaign as the highest form of

participation that they expect from the community members.

Partners City Sanitation and Care Council

Organisation, Roles and Responsibilities: Regulation No. 13/2004 Article 28 indicates

that a city sanitation and care council is established at each level comprising of

representatives of different government and NGOs government organisations, community

associations, higher education, research institutions, and prominent personalities. However,

the data gathered for this study reveal that at present these committees are organised only at

Kebele level.

The duty of the sanitation council according to Regulation No. 13/2004 Article 28 is to

deliberate the city sanitation and beautification matters. Apart from this, no legal document,

guideline or any kind of written documents are found that explain the roles and

responsibilities of the council. The informal discussion conducted with some members of

the Kebele sanitation committee reveals that detail roles and responsibilities of the sanitary

committee are yet to evolve. Nonetheless, the roles and responsibilities of the sanitation

committees seems to include educating the community on sanitary related matters, playing

71

intermediary role between the community and Kebele Administration, monitoring illegal

disposal of wastes and facilitating its removal and working together with Kebele

Administration to find solutions to sanitary problems.

Capacity: According to the documents the researcher inspected, the number of sanitation

council in a given Kebele depends on the number of menders10 it has. Therefore,

Kebele13/15, (from Addis Ketema Sub-City,) has 24 sanitation councils. The members of

the councils are elected from the community on public gathering called for the same

purpose. Despite the provision of the regulation regarding the composition of the council

members, the councils in the study area include only individuals elected from residents of

Kebele 13/15. Two Kebele Sanitarians interviewed explained that due to the fact that

council members are working during their free time without any financial or other

incentives, it is difficult for them to know how many individuals are working as members

of sanitation councils at present. However, the estimated number of individual council

member ranges from a minimum 5 to a maximum 7.

Community Based Organisations – Idirs

Roles and Responsibilities: The organisational structure of Idirs includes Management

Committee, Executive Committee, and General Assembly. Though there is a slight

difference in the number of the committee members, the position held by the committee

members is similar in every Idir. Accordingly, the Management committees of the Idir

consist of Yeidir Dagna11, Deputy Yeidir Dagana, Secretary, Assistant Secretary,

Accountant and Auditor. The leaders of the Idirs are elected every two years by the general

assembly.

At City level the city government has organised Idir council including representatives of all

formally registered Idirs in the city. However, both the city officials and Idir leaders

explained that apart from being called for exchanging information and being asked to

mobilise people for development and health related campaigns, they did not see any visible

contributions or important role being played by the council.

10 Mender is an equivalent of neighbourhood 11 Yiedir Dagna is an equivalent of Chairperson.

72

The interview result obtained from the sample Idir leaders indicates that the main

objectives of the organisation is providing financial and labour assistance when there is a

death incident in the member household and providing financial assistance in case of

accidents considered beyond the capacity of the members. The leaders have also reported

that due to the increasing death from HIV/AIDS they have started to consider the question

of looking ways and means of financially assisting infected members, HIV orphans and old

people left without family support. The Idir leaders and Kebele officials emphasised that besides financial contribution, Idirs

are playing a vital role mobilising the community to participate in neighbourhood cleaning

campaigns and other infrastructure development works. The Kebele officials indicated that

they get significant cooperation from the community when they manage to convince Idir

leaders so as to carry out their project or campaigns.

Regarding solid waste management tasks both Idir leaders and Kebele officials agree that,

at present, they are playing an important role in educating the community about the

importance of proper solid waste management and the dangerous associated with

irresponsible disposing of wastes.

Number of Idirs and Their Ages: According to the information gathered from the Kebele

officials chosen for this study there are about 39 strong Idirs in Kebeles 13/15. These Idirs

are considered to be strong due to the role they are playing in educating their members

about issues related to HIV/AIDS, their involvement in development programmes and their

ability of designing their own action plan.

Out of five Idirs selected for this study the oldest Idir was founded in 1969.

Capital: The capital of Idirs includes money collected from members, materials such as

tents, chairs, cooking and eating utensils.

Number of Members: Membership in Idir is possible through the head of the house hold.

Therefore, a member could be a female or male depending on whom the head of the family

is. Among the sample Idirs, the largest with respect to number of members is Addis Hiwot

73

Idir with 270 member house holds while the smallest is “St Hanna Idir” with 90

members.

Revenue and Expenditure: The revenue source of all Idirs is the members’ monthly

contribution. However, if the capital of the Idir goes down due to unusual high expense,

members contribute a fixed amount of money for a limited time. According to the

information the researcher got from the sample Idir leaders, the monthly contribution is

between USD 2.00 to 1.00 (See Table 10)..

The expenditure of Idir contains payment made to members in case of death, money paid

for buying tents, chairs, cooking and eating utensils.

Idir Leaders

74

Representativeness: The members of the Idirs are of different economic status, both male

and female or adults who are willing to join and who are living in the same neighbourhood.

There is no discrimination based on ethnicity, religion, sex or physical disability. Idirs are

usually organised by people living in the same neighbourhood. However, membership

does not expire because of moving out to another neighbourhood. It can be transferred from

parents to children with payment of limited amount for re-registration. Therefore, all the

five selected Idirs embrace members living in the same neighbourhood, or even members

who moved out to other areas of the city for various reasons but would like to stay in the

Idir.

Accountability: The interviewed Idir leaders and some community members whom the

researcher informally talked to made clear that almost all Idirs in the Kebele have their own

rules and regulations which the leaders should abide by. Some of the duties that Idir

leaders carry out are:

• facilitating election of leaders every two years

• reporting the financial position of the Idir

• initiating members to contribute in improving and revisiting the regulations

• open a and running saving account the in the name of the Idir

• adopt, change or formulate new regulations. This is possible only after the leaders get

the confirmation of the general assembly

Table 9: Selected Idirs: Basic Information

Number of Members

Name

Year of

Establish Female Male Total Monthly

Contribution Ragueal Idir 1973 140 125 265 2.00

St. Gabreal Idir 1969 120 59 179 1.44

St. Hana Idir 1992 50 42 92 1.22

Addis Hiwot 1984 - - 270 1.11

Tatek Idir 1980 80 50 130 2.00

Reference: Own compiled from data gathered during the research.

75

Development Work Experience: All Idir leaders reported that they are always ready to

engage themselves in development activities. Asked about their previous experience in

development activities, they responded that their Idir contributed money for the expansion

of schools. The leaders also mobilised their members to contribute their labour and money

for the construction of roads and bridges and also for cleaning campaigns.

Willingness to Engage in Solid Waste Management Tasks: The opinion of the Idir leaders

and some community members regarding the participation of Idirs in solid waste

management is surprisingly similar, i.e., both agree that it is the responsibility of the local

government.

Asked about the role of the community, all Idir leaders and the interviewed individuals said

that the Idirs can play significant role in educating the community. Their main reasons not

to engage in the management of the service are that they are suspicious of the sustainability

of the project initiated by local governments, being afraid of left saddled with the

responsibility beyond their administration and financial capacity and not being sure of that

solid waste management is at present the priority agenda of their members. All interviewed

Idir leaders made clear that there is lack of willingness and commitment on the part of the

local government to enforce regulations for exacerbation of solid waste problem in the area.

Surprisingly, the officials of local government agree with this comment which says that the

code enforcement section of the local governments gives little attention to the solid waste

regulations.

Some interviewed Individual members of the selected Idirs also confirmed these opinions

saying that the main problem lies with the inability of the local government to implement

its own regulations. In addition, the interviewed dwellers of Kebele 13/15 said that their

priority is water supply and the availability of decent toilets. Asked about their comment

on the involvement of Idirs in solid waste management tasks, the opinion of the Kebele

dwellers is that they do not mind the involvement of Idirs as long as the government is

refrained from interfering in the day to day operation of Idirs.

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Addis Ababa Code Enforcement Service Article 27 (a) and (b) of Proclamation No. 13/2004 gave the responsibility of assigning

code enforcement personnel, who ensure the respect of sanitary service of the city and

control illegal disposition of wastes. Moreover, the code enforcement personnel are

empowered to impose penalties on the spot.

Trade and Industry Development Office (TIDO) The office is responsible to organise, encourage and train micro and small scale enterprises

engaged in solid waste management services. The Office is also expected to facilitate credit

and other organisational and institutional support (SBPDA, 2005) The Trade and Industry

Office discharges these responsibilities through offices organised at each tiers of

government, Sub-City Trade and Industry Offices and Kebele Micro and Small Enterprises

Development Offices.

In summary, the office is responsible for granting licence to private enterprises interested to

engage in solid waste service management activities; organising and facilitating financial,

technical and training support for micro and small enterprises; and maintaining and sharing

information related to micro and small enterprises (SBPDA, 2005).

Addis Ababa Environmental Protection Authority (AEPA) The authority involvement in solid waste management service is related to giving support

to the SBPDA in matters concerning disposal of industrial and hospital waste, preparation

of landfill, prevention and control of environmental pollution.

However, both SBPDA officials complained that lack of cooperation and coordination

between the two organisations. One example is that the SBPDA officials complain that the

AEPA unnecessary criteria regarding environmental protraction created obstacles on the

SBPDA plan in selecting a new site for development of new dump site. The AEPA in its

part complained that SBPDA is disregarding environmental protection concerns.

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Federal Environmental Protection Authority Environmental Protection Authority of Ethiopia is responsible for developing policies, legal

framework and standards for the management and protection of the environment.

Specifically, Environmental proclamation article 5.2 and 5. 4 FDRE gave EPEA the power

of monitoring and evaluating the adequacy of municipal waste management systems,

monitoring the situation of and the availability of disposal facilities and ensure availability

of satisfactory disposal facilities all over the country in collaboration with other relevant

Organisations.

Ministry of Federal Affairs The Ministry of Federal Affairs is given the power to follow up the activities of the city and

support the city's efforts in capacity building. Moreover, the city government has an

obligation to submitting annual and periodic performance reports on its plan, budget and

the overall state affairs of the state (FGE, 2003).

Non-Governmental Organisations At present, in Addis Ababa City there is no NGOs directly engaged in solid waste

management or related tasks. Though, solid waste management is not yet a priority agenda

of most of NGOs operating in the city, some of them working in health, poverty reduction

and employment creation, and environmental protection areas are considered as potential

partners. The objectives and the roles of the potential partners and NGOs are summarised

in Table 10.

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Table 10: NGOs indirectly involved in SWM in Addis Ababa Organisation Objectives Present Work

ENDA Ethiopia: It is the

branch of Environmental

Development Action in the

Third World NGOs

governmental organisation

based in Dakar, Senegal

Support local initiatives to fight poverty,

preserve or improve environment and

promote active citizenship.

Presently it involves in supporting

the efforts of grass roots groups in

Addis Ababa to improve living within

their environment. Specifically, the

organisation is involved in training

local government staffs and other

community members on preparation

of compost.

Plan Ethiopia: World wide NGOs governmental

organisation working to achieve lasting

improvements for children living in

poverty in developing countries

Involved in sanitary education and

maintenance of water and sanitation

schemes, support construction of

latrines

CCF (Christian Children’s

Fund)

Works to identifying and addressing the

root causes of poverty, alleviating child

poverty, vulnerability and deprivation

Work to facilitate access to safe

water to protect against childhood

disease and to mange water

resources efficiently

Gashe Abera Mola Project The NGOs governmental organisation

that has served as the driving force in

mobilising the youth to clean and green

the Addis Ababa

Involved in cleaning and greening

the city and creating a job for un

employed youth. The project was a

winner of a 2000 award for

contributing significantly to sanitary

condition in Addis Ababa

Gashe Abera Mola Project The NGOs governmental organisation

that has served as the driving force in

mobilising the youth to clean and green

the Addis Ababa

Involved in cleaning and greening

the city and creating a job for un

employed youth. The project was a

winner of a 2000 award for

contributing significantly to sanitary

condition in Addis Ababa

Clean and Green Addis

Society

Working to improve environmental

sanitation in Addis Ababa

Involved in greening the squares,

street and side ways in model areas,

organising cleaning campaigns, and

other related activities

Reference: Own compiled from data compiled during the research

5.4 Summary The importance of solid waste management service was recognised as early as 19 century

though it takes the Addis Ababa city decades to establish independent body solely

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responsible for handling the whole range of activities at each level of the Government

strata. Remarkable progresses were achieved since 1997. The establishment of Addis

Ababa City Sanitation and Beautification and Park Development Agency in 2003, the

foundation of environmental policy in 1997 and environmental pollution control laws in

2002, the introduction of regulation for collecting and disposing solid wastes in 2004 were

all the main achievements for the past few years.

Though Addis Ababa is fairly urbanised city the per capita solid waste generation capacity

of the population is estimated to reach only 0.252dg/person/day. The major solid waste

generators are households and the type of the waste is mainly organic in nature. At present

the daily per capita waste generation in the city is 251.9 m³/day. Regarding the composition

of the waste, 60% of the waste is considered to be organic in nature. Due to household

waste separation practices, only 15% of the daily collected waste is recyclable. However,

the same estimate puts about 70% of the waste as the part that can be used for production of

organic fertlisers and biogas. Regarding the sources of waste, 65% householdes are the

main source of the solid waste in Addis Ababa.

The formal management of solid wastes of the city has to do with only collecting,

transferring and disposing activities. However, waste separation and recycling is widely

practiced by householdes and individual and business men who run their own businesses

informally..

The government and NGOs-government bodies that are directly involved in solid waste

management comprises Addis Ababa City Sanitation Beautification and Park Development

Agency, Sub-City Sanitation, Beautification and Park Development Team, Kebele

Sanitation and Beutification Coordinator and the private sector that consists formal micro

and small scale enterprises and informal door to door collectors. The actors that are not

directly involved but important for the well functioning of the solid waste management are

Idirs, the Federal and City level Environmental Protection Agency and Minstry of Federal

Affairs, the Code Enforcement service and Trade and Industry Devlopment Office at City

level and NGOs-Governmental Organisation operating in environmental protection,

poverity reduction and related areas.

Roles Capacity

Collection from communal containers, transporting and street sweeping Regulating, monitoring and supporting MSCEs Adopting and implementing Revenue generating schemes

Door to door waste collectionTransporting of wastes Street sweeping

Door to door waste collection and separation Recycling wastes Picking recyclable wastes from land fill sites and communal containers

Provision of policy and legal frame work and standards Regulating, monitoring, supporting and build the capacity of local governments Supporting and coordinating service giving organisations Develop and administer land fill sites Grant permit and competency certificate to private sector

Deliberate on sanitation issues

Educate and raise the awareness of the community Mobilise the community labour and financial contribution

Compost preparation and use training Hygiene education and training

Low human, financial, vehicles and infrastructure capacity

Very low human, financial, vehicles and infrastructure capacity Use rudimentary tools

Use rudimentary tools Disorganised Lacks financial capacity

Lacks enforcement capacity Limited financial, human and institutional capacity

Have almost all the house holds as members Have the trust of the community Organisational and institutions capacity

Very low human, financial, vehicles and infrastructure capacity

Very low human, financial, vehicles and infrastructure capacity

Local government Sub-city Kebele administration

Formal Private sector Micro enterprises Small enterprises

Informal Private Sector Individual door to door collectors Small recycling business Waste pickers

SBPDA EPA MFA Code Enforcement Office

City Sanitation and care Council

Community Based Organisations

NGOs Governmental Organisations

Actors

Table 11: Summary of Actors Solid - Waste Management

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CHAPTER SIX

CONCLUSION AND RECOMMENDATION

This chapter presents the conclusions drawn from the findings of the study and the

recommendations forwarded by the researcher based on the findings.

6.1 Introduction The aim of this study was to investigate how solid waste management is practiced in Addis

Ababa, Addis Ketema Sub-City, Kebele 13/15 and the other actors involved in the

management of the service together with their present and potential capacity. It also aims

finding out the possible partner organisations that can cooperate with the local government

to deliver effective solid waste service to the Kebele dwellers. The hypothesis crudely

formulated at the beginning of the study was that community based organisations could be

possible partners in this regard.

The case study approach was selected for addressing the problem under investigation.

Addis Ababa city was selected for the reason that it is the capital city of the country of

significant population size, the only prime city which has relatively developed service

regarding solid waste management. The possibility that any solutions appropriate for Addis

Ababa, at least theoretically, can be replicated in other towns in Ethiopia, makes Addis

Ababa convenient for the research. The study was specifically conducted at three levels of

analysis: Addis Ababa City, Addis Ketema Sub-City and Kebele 13/15.

In general, I can point out that recent achievements related to policy formulation,

promulgation of waste management regulation and privatisation improved solid waste

management in Addis Ababa. This is justified by the following findings; the door to door

collection service has improved due to the involvement of MSSEs, the city seems more

clean than it was for years, the population started to appreciate the importance of proper

storing and disposal of wastes and evidences showed that the service is getting increased

attentions of the FDRE and AACG and local governments since the past few years.

82

Despite the above achievements, the findings of the study showed that solid waste

management service in Addis Ababa still lacks due attention and there are some issues

which put a question mark on the sustainability of the achievements and success of the

government effort towards improving the effectiveness of the service delivery. The main

challenges that stand on the way to be successful are mainly associated with the governance

of the service, i.e., such as lack of institutional and organisational capacity, inadequate

policy and legal instruments, lack of integration among public organisations and between

public and private sector organisations and meaningful participation of the community are

still limiting the effectiveness of solid waste management service. The main findings of the

study regarding the institutional arrangement, policy and legal instruments, resource

mobilisation, planning practice and participation of the community are summarised as

follows.

6.2 Summary of the Findings

6.2.1 Institutional Arrangement

The formal phases of the solid waste management in the city constitute collection,

transporting and disposing phases and it is done in old conventional end of pipe approach.

There is no strong and well tailored policy or practical intervention that encourages waste

separation and recycling at household levels as well as by small scale enterprises.

However, in reality waste separation and recycling is widely practiced in the city.

The responsibility of the service was completely decentralized to local governments.

However the decentralization process stopped short of decentralizing significant

responsibility to the lowest level of local government in the city -Kebele Administrations.

Moreover, decentralization in the city was not accompanied with sufficient allocation of

fiscal resources. Integration and coordination among different levels of local governments,

between public organizations and other service delivery organizations and partner

organizations are still lacking. Furthermore, mechanisms that allow feed back on planning,

evaluation, upgrading, flow of relevant experience, innovation and knowledge from both

83

local and external professional organizations and research institutes to local governments is

still lacking.

Privatization is allowed starting 2004. However, it seems that privatization is adopted too

hastily before the city managed sufficient regulatory and monitoring capacity. Nonetheless,

up to the present days the service fails to attract bigger private enterprises mainly due to

law profitability. Thus, currently only MSSEs are engaged in the primary part of the solid

waste management service.

6.2.2 Legal Instruments

Absence of country wide as well as city level clear policy and law regarding solid waste

management in the city created confusion, weak integration and poor coordination among

different level of public bodies. The relevant regulations have neglected the existing

community based organisations - Idirs. The legal instruments are not also clear about the

roles of the sanitary committees supposed to represent community participation and NGOs.

In addition, lack of implementation guidelines which are instrumental for putting into

practice the provision of the legal instruments have limited the successful implementation

of polices and regulations issued in relation to waste management.

6.2.3 Resource Mobilisation

Solid waste service is a neglected service in Addis Ababa City. AACG is the main

financier of solid waste operation and infrastructure costs in the city. Lack of adequate

investment on transport vehicles for more than 10 years and on land fill site for more than

40 years shows the extent of neglect of the solid waste service in the city. Up to the present

day, the share of solid waste service is only about 1% of the total city budget. It is the same

in Addis Ketema Sub-City.

The cities capacity regarding transporting vehicles and machineries are also very weak. In

total that city owns 72 waste transporting vehicles from which only 50% are available for

duty on a given day due to old age and frequent breakdown. From the total 72 the share of

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the Addis Ketema Sub-City is only 14%. Regarding communal containers the city places

only one container for the use of 3835 persons. However, in the case of Addis Ketema the

container per person ratio is 1 container to 5438 persons.

Regarding the human resource, the same report indicated that the total work force directly

involved in solid waste delivery services are 1894 and from this only 39 are professionals.

The share of Addis Ketema from the total work force is 10%. In absence of significant

involvement of the private sector and the community based organisations the number of the

human resources the city deployed for serving the city is very much insufficient.

The only significant financier of the service operation and investment cost is the public

sector. MSSEs involved in the service are using the city communal containers and disposal

site. Thus, at present contribution of the private sector to resource mobilisation is

negligible.

Though the city does not have well organised financial management system that allows

correct determination of the service costs, responsible officials confirmed that the direct

service charge, indirect taxes and other users charges imposed on service users do not cover

the service costs.

The sanitation charges are collected by the city and directly transferred to the city

government coffer. Therefore, neither SBPDA which are responsible for administration of

the cities single landfill site nor the sub-cities which are directly responsible for the day to

day delivery of sanitary services are directly in control of the revenue sources.

6.2.4 Planning

Planning is probably the biggest weakness of the local governments operating the solid

waste service. The study findings showed that the city has no city wide solid waste plan.

Neither the SBPDA and nor Sub-Cities has systematic data base on profiles and basic

information of solid waste management service. Besides, few months have passed since the

responsible body for reviewing and monitoring of Sub-City plans and maintaining data

85

base at SBPDA is closed due to the resignation of the department head. The agency did not

manage to replace him up to now.

6.2.5 Participation

Regarding community participation the city tries to engage the community through creating

City Sanitation and Care council. However, after five years of effort the city has managed

to create the council only at Kebele Administration level. Besides, the objectives, duties

and functions of these counsels are still not clearly formulated. And neither the local

governments nor the council members have clear idea of what role these organisations are

expected to play in the management of the service.

In contrast the city has showed little interest of integrating strong community based

organisations such as Idirs despite their significant community mobilisation capacity. The

fact that Idirs has proved several times that they have the community trust and

organisational capacity to manage infrastructure and other community activities seems to

have little influence on government decisions towards involving them in waste

management tasks. It seems that the city is wasting its time creating new organisation from

scratch instead of tapping the already existing, organised and trusted CBO – Idir.

In spite of the limited interest from the government part, the assessment of Idirs in the case

area revealed that Idirs are very much aware of the importance of participation for the

improvement of the solid waste service. However, Idirs willingness to participate in solid

waste management tasks are limited to educating and raising the awareness activities,

mobilising community labour and finance for the betterment of the service and consulting

the local governments about the preferences of the community. The findings also showed

that the Idirs are unwillingness to involve more deeply in to the management of service is

the result of previous bad experiences regarding government actions. The community feels

that government actions are unsustainable. Moreover, the majority of the population feels

that service delivery is fully the responsibility of government and blames government

inadequacy rather than lack of participation for poor service delivery.

86

Regarding NGO, the findings of the research showed that the majority of the NGOs in

Addis Ababa are not interested in solid waste management activities. Few NGOs which are

working in job creation, poverty alleviation, community health and environmental

protection area have contributed to the improvement of the service indirectly.

Box 7: Summary of Opportunities and Challenges of SWM Addis Ababa City

Opportunities • The provision of the FDRE Constitution for citizens right to clean and healthy environment • The existence of Environmental Policy • The existence of AACG waste management, collection and regulation policy • Existence of law and regulation that provides for decentralisation and privatisation of the

service • The existence of laws and regulation and policy for involving the community into the

service • Decentralisation of the service • Privatisation of the process • The introduction of service user charge • The willingness of the community to pay for solid waste management service • The community based organisations are willing to participate in solid waste management

service through educating and raising the awareness of the community and mobilising the labour and financial contribution of the community,

Challenges

• Lack of the waste management policy • Lack of federal level waste management regulation • Inefficient use of scarce resources, i.e., transporting vehicles • Lack of proper financial management mechanism that assists correct determination of the

cost of the service; • Inadequate financing of the service and lack • Limited community involvement • Lack of NGOs interest to involve in solid waste services • Inadequate integration between service provision and support organisations • Lack mechanism to allow feed back on planning, evaluation and upgrading mechanisms • Lack of mechanisms that allows professionals and institutions to share experience, transfer

innovation for upgrading the service and planning of the service provision; • Separation of function responsibility and enforcement power • Weak implementation capacity • Absence of Impact assessment • Lack of organised data base about profile of waste and performance of the sector • Lack of comprehensive solid waste management plan

87

6.3 Theory vs. Findings The findings of the study clearly supports the conclusion of Berstein (2004) and Cointreatru

(2001) which shows that effectiveness in service delivery is dependent on the cooperation

and involvement of both the private and public sector actors and the integration of their

effort throughout the cycle of waste management. In addition, Schübeler(1996) shows that

sustainability of effective waste management service is dependant on the planning,

institutional and financial capacity of the local governments, the involvement of the private

sector and community participation.

The present improvement in cleanness of the city, the enthusiasm of the community and

Idirs and the increased attention of the local governments are the result of the recent

government decisions related to decentralisation, privatisation and limited community

participation. The present concern about the sustainability the improvement in solid waste

management service is the result of lack of integration among different local and federal

level government institutes, lack of coordination between the public and the private sector

and the disinterest of the government to meaningfully participate the community based

organisations which truly represents the community.

There is also confusion on who is responsible to follow up the integration of the informal

sector into the formal system. So up to the present day the informal sector is not integrated

in the system and the city has no clear plan regarding the integration of this sector in the

near future.

Challenges associated with institutional capacity such as conflicting interests, duplication

of roles, functions and responsibilities are often cited as the limiting factors to the success

of decentralisation and the enforcement capacity of local governments (Palczynski, 2002).

In addition, inappropriate organisation, inadequacy and in some cases absence of internal

procedures, rules and regulations are observed decreasing the quality, quantity and

coverage of public services (UN-DESA, 2003).

The Addis Ababa City officials point their finger at each other regarding the

implementation and enforcement of the provisions of polices and regulations due to gap

88

created by hastily designed and implemented decentralisation and privatisation measures

and lack of detailed implementation guidelines, procedures and standards. These

weaknesses limited the success of the present encouraging changes and put the question

mark on sustainability of the achievements the city has managed to register up to date.

6.4 Conclusion The involvement of the private sector, both formal and informal, has improved solid waste

management service in the city to large extent. The success is mainly the result the

involvement of the MSSEs which are providing door to door collection service with service

charge that is affordable by the majority of the house holds. The low service charge is made

possible through indirect subsidy provided to MSSEs. For example, the city has allowed the

MSSEs to use municipality owned infrastructure free of charges.

The effort of creating new community organisations disregarding existing CBOs has

robbed AACG strong partners which might have achieved significant sustainable result in

improving the service especially in the poor parts of the city. Also lack of recognition and

disregard of the informal sector by the existing legal instruments is costing the city a

possibility of having successful supporting service provider. There is legal instrument gap that led to confusion of roles and lack of coordination among

public sector organisations and between the public and the private sector and the role of the

community in the service.

6.5 Recommendations

Sustainable solid waste management is achieved through integrating waste management

objectives with social objectives, ensuring cost recovery of the service, raising the

awareness of the community, and guaranteeing reliable and effective service. Thus,

following recommendations are forwarded for the betterment of the effectiveness of the

solid waste management service in Addis Ababa City.

89

Measures Required from Federal Level • The Federal Government of Ethiopia should develop and issue country wide waste

management policy and regulations. Further regulatory and policy making responsibility

should be given to new organisation established solely for this purpose or assigned to

relevant existing institution.

• Since the investment required to upgrade the city solid waste management capacity is

very large the Federal Government should assist the city government in financing the

city solid waste infrastructure. Measures Required from AACG

• The City should direct its effort towards improving administration, and the institutional arrangement of the service to allow integration, information flow and exchange of experience and innovation;

• The City should build its regulatory and monitoring capacity to monitor and regulate the private sector operation;

• The city should lead its solid waste operation base on city wide plan. Thus, it needs to

improve its planning capacity through building the capacity of the planning department and establishing systematic data base;

• Service charges should be determined based on correct determination of costs. Thus, the city needs to establish proper financial management mechanisms that allows correct determination of costs of the service;

• The improvement of the solid waste management service depends on involvement of the community as well as improvements in other area. Therefore, the city should encourage the involvement of established community based organisations such as Idirs through capacity building and other incentive mechanisms and determine their proper role and responsibility in the management of the service;

• The city should optimise the use of existing organisations in hat ever form they are

operating. Therefore, the city should integrate and build the capacity of the informal sector to upgrade their services delivery capacity;

• Lastly, the city should invest on the disposal site, transporting vehicles and other proper

technologies;

90

6.6 Further Study Finally, it has been mentioned that at the beginning of the study a simple hypothesis was

formulated regarding the possible partnership between local governments and community

based organisations for effective provision of solid waste management services. Though

the topic is very relevant to the current situation of the City, time limitation and shortage of

resources were major constraints so as to investigate the problem thoroughly. Thus, the

researcher recommends that further study should be carried out.

In addition, it seems that there is a need for further study on organisation and institutional

arrangement of the solid waste management service to improve the performance of the

decentralisation arrangement.

Further study on the profile of the service, i.e., the volume, the quantity, the composition,

and generation of solid wastes in Addis Ababa appears to be essential to improve the solid

waste management system.

91

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Waste Management', <http://rru.worldbank.org/Toolkits/SolidWasteManagement/>, accessed 10/10/06.

SBPDA - Sanitation, Beautification and Park Development Agency (2003), 'Solid Waste Management Status Report of Addis Ababa', (Sanitation, Beautification and Park Development Agency).

SBPDA - City Sanitation, Beautification and Park Development Agency (2005), 'guideline issued to delimit zone of operation and service delivery procedures of micro and small enterprises engaged in solid waste service'.

SBPDA - Sanitation, Beautification and Park Development Agency (2004), 'Addis Ababa City Solid Waste Management Status Report', (Addis Ababa: Sanitation, Beautification and Park Development Agency).

SBPDA -Sanitation, Beautification and Park Development Agency (2004), 'Assessment of Micro and Small Enterprises Engaged in Solid Waste Management in Addis Ababa', (City Sanitation, Beautification and Park Development Agency).

Shimelis Alebachew, Ethiopia (2003), 'decentralization For Effective Municipal Governance And Poverty Reduction: The Case Of Ethiopia', Paper Given At Africa Local Government Action Forum Phase III.

Staniškis, J. 'Integrated Waste Management: Concept and Implementation', (updated 08/08/2006) < http://ohioline.osu.edu>.

Sub-City, Addis Ketema (2005), 'Addis Ketema Sub-City Profile', in Public Relation (ed.). Tesfaye, Shewaye (1999), 'Urban Development and Management in Ethiopia: The Present

Context', (Urban Development Support Office). UNDP (1997), 'Governance for Sustainable Human Development', (New York: UNDP). United Nation Environmental Program Division of Industry, Technology and Economics -

UNIDO (2006), <http://www.unep.org> United Nations, Department of Economic and Social Affairs Division For Social Policy

And Development 'Improving Public Sector Effectiveness', [Report of the Expert Group Meeting*].

Weakpdea (updated 20/10/2006).

94

1

ANNEXES

Annex 1 Addis Ababa City Administration Organizational Structure

Federal Government Addis Ababa City Residents

Addis Ababa City Council

City Mayor City Court General Auditor

City Manager City Cabinet

Land

Management

Infra.& Constriction works Auth

Transport Authority

Cleaning & Beautification

Agency

Acts & Civil Record Service

Sub-city

Fire &Emergency service

Code Enforcement

Service

Housing Agency

Water and

Sewerage

A.A

Road

Finance& Economic

Bureau

Trade & Indus. Bur

Information& Culture Bureau

Social & Civil Affairs

Bureau

Capacity Building Bureau

Justice & legal Bureau

Education Health Bureau

FinanceDept.

RevenueAgency

Policy Studies & Plan Commission

EnvironmenProtection Authority

Trade & Industry

Cooperativeorg.& Promotion

Tourist Commissi

MSE Age

InvestmenAuthority

Env’tal Developmen

Urban Agriculture

Information&Culture

Mass Media

Theater

Cinema House Adm.

Cinema Ethiopia

Cinema Empire

Social Affairs

Non-Gov Organizatio

Labor Affairs

Women Affairs

Youth & Sport

Commission

Civil service commission

Urban Management

Productivity Improvement

Center

Kotebe Teachers Training College

ProsecutionOffice

Police Commission

Penitentiary Administration

10 sub-city council

Land Development

Agency Sub-City

2

Annex 2: Sanitation, Beautification and Park Development Office Function with Regard Solid Waste Management

• Prepare solid waste management policy and laws; and upon approval, follow up

their implementation;

• Prepare directives and systems for effective implementation of SWM;

• Prepare standards criteria, guidelines and manuals on SWM;

• Prepare city-level solid waste management framework;

• Review and monitor the implementation of sub-city waste management plans;

• Coordinate the efforts and operation of sub-cities in implementation of solid

waste management plan and programme

• Deal with cross cutting issues of sub-cities;

• Coordinate the activities of various sectoral agencies and NGOs operating on

SWM; To maximum extent feasible, utilizing existing resources, provide

technical and capacity building assistance, support and advice to sub-cities;

• Develop and prescribe procedures of appropriate permits and licenses for the

private sector;

• Review the incentive scheme for effective solid waste management;

• Formulate and implement the necessary educational efforts and activities,

promote awareness creation and information campaign strategies, and develop

IEC materials on SWM;

• Organize and carry out city level, national and international events (workshop,

seminar, symposium, conference, etc) on SWM;

• In collaboration with concerned bodies, propose fair, equitable and reasonable

tariffs for SWM service delivery,

• Collect and compile data for research;

• Promote and conduct policy-oriented, operational and city-level research

programmed on SWM by mobilizing internal and external resources;

• Make joint efforts with concerned offices or institutes for initiation of research

activities;

• Encourage and assist the participation of private sector and micro enterprises in

solid waste collection, transportation and disposal,

3

• Recommend measures to generate resources, funding and implementation of

projects and activities;

• Propose and adopt regulations requiring the source separation and post separation

collection, segregated collection, processing, marketing and sale of organic and

designated recyclable material generated in each sub-city;

• Establish guidelines for sitting, design, operation and maintenance of SWM

facilities (materials recovery, composting, recycling, transfer, and disposal

facilities);

• Ensure that SWM programmes conducted by various bodies comply with SWM

rules and regulations;

• Establish multi-sectoral technical committees and special task forces as required

to assist in the effective implementation of integrated SWM prorammes;

• Facilitate conditions that will promote the creation of domestic capacity for the

development of appropriate technologies for SWM;

• Establish effective working relationships with international agencies and donors;

• Develop and administer landfills, transfer stations and materials recovery

facilities,

• Facilitate training and education on integrated solid waste management;

• Establish and manage solid waste management information base and institute a

sound information exchange system;

• Promote the development of recycling;

• Promote the implementation of waste minimization and reduction in sub-cities;

• Prepare annual city solid waste management status report;

• Recommend policies to eliminate barriers to waste reduction, recycling and

recovery;

Reference: SSBPDA Solid Waste Management Status Report of Addis Ababa: The Way Forward

4

Annex 3: Powers and Function of Addis Ababa City Government

• Levy and collect taxes and duties on revenue sources reserved to it, ( it is odd

not to find it among the listed powers of the city government on its website)***

• Formulate and execute economic and social development programmes;

• Approves and administer its own budget; and borrow money from internal

sources;

• Administer land and other natural resources within the territory of Addis Ababa;

• Establish a police force to maintain public order and peace within Addis Ababa;

• Establish and define the powers and duties of offices, institutions and enterprises

of the City government;

• Determine the administration of its civil servants and their condition of work;

• Issue and enforce regulation and directives on matters failing within its

jurisdiction;

• Enter into technical, economic, and cultural protocol agreements with its

jurisdiction;

• Establish relations and enter into agreements with the organs and institutions of

the Federal Government as well as with regional governments

5

Annex 4 List of Ethiopia Major Towns and Population size

S/N Town Population Share of Urban Population Remark

1 Addis Ababa 2973000 24,42 National Capital

2 Dire Dewa 269000 2,21

3 Nazererth 228623 1,88 Oromia National Regional State Capital

4 Gonder 194773 1,60

5 Mekele 169207 1,39 Tigray National Regional State Capital

5 Dessie 169104 1,39

6 Bahir Dar 167261 1,37 Amhara National Regional State Capital

8 Jimma 159009 1,31 9 D/Zeiet 131459 1,08

10 Awassa 125315 1,03 South Nation, Nationalities and People Regional State Capital

11 Harar 122000 1,00 City State and Town 12 Jijiga 98076 0,81 Somali National Regional State Capital

Ref: Prepared based on the Central Statistical Agency of Ethiopia 2005 Report, Addis Ababa

6

Annex 5 : Waste Generation Addis Ketema/Addis Ababa City-Sub City Waste Generation 10 Year Projection

Year 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 Addis Ketemal Sub

City Estimated Number of Population 332564 345201 358319 371935 386068 400739 415967 431774 448181

Daily Waste Generation 204 211 220 228 237 246 255 275 275

Waste generation per year 74371 77197 80130 83175 86336 89617 93022 96557 100226

Total Addis Ababa City Total Population 3035138 3150473 3270191 3394455 3523418 3657339 3796318 3940578 409320

Waste Generation/day 2014 2091 2170 2253 2338 9427 2519 2615 2715

Waste Generation/year 735110 763215 392050 822345 853370 885855 919435 954475 990975

Reference: Own compiled from data gathered from SBPDA

7

Annex 6 Environmental Policy

Summary of Environmental Policy Provisions With Regard to Waste Management

• To adhere to the precautionary principle of minimizing and where possible

preventing discharges of substances, biological materials or their fragments from industrial plants and personal or communal appliances or any other external sources that could be harmful, and to disallow the discharge when they are likely to be hazardous;

• To adopt the "polluter pays" principle while endorsing the precautionary

principle since pollution is likely to occur, and ensure that polluting enterprises and municipalities and wereda councils provide their own appropriate pollution control facilities;

• To establish clear linkages between the control of pollution and other policy

areas including water resources, agriculture, human settlements, health and disaster prevention and preparedness;

• To provide adequate regulation of agricultural (crop and livestock) chemicals

and micro-organisms; • To ensure that pollution control is commensurate with the potency, longevity

and potential to increase or reproduce of the pollutant; • To establish safe limits for the location of sanitary landfill sites in the vicinity

of wells, bore holes and dams, and issue regulations to enforce them; • To review and develop guidelines for waste disposal, public and industrial

hygiene and techniques to enable the cost-effective implementation of defined standards of control, and to issue regulations to enforce them;

• To formulate and implement a country-wide strategy and guidelines on the

management of wastes from the medical, agriculture and other sectors that may use potentially hazardous biological organisms, their fragments or chemicals, and to issue the necessary regulations to enforce them;

• To establish a system for monitoring compliance with land, air and water

pollution control standards and regulations, the handling and storage of hazardous and dangerous materials, mining operations, public and industrial hygiene, waste disposal, and water quality;

• To maintain an up-to-date register of toxic, hazardous and radioactive

substances, and to make the information available on request;

8

• To maintain regular environmental audits to ensure the adoption of environmentally sound practices in all public and private development activities including industrial and mining operations;

• To enforce the exhaustive labelling and detailing of the contents usage and

expiry date of foods, drugs, cosmetics, other chemicals, and when any of the contents are poisonous or dangerous in any other way, the fixing of strikingly visible labels to that effect;

• To maintain an up-to-date register of toxic, hazardous and radioactive

substances, and to make the information available on request; • To maintain regular environmental audits to ensure the adoption of

environmentally sound practices in all public and private development activities including industrial and mining operations;

• To enforce the exhaustive labelling and detailing of the contents usage and

expiry date of foods, drugs, cosmetics, other chemicals, and when any of the contents are poisonous or dangerous in any other way, the fixing of strikingly visible labels to that effect;

• To promote waste minimization processes, including the efficient recycling of

materials wherever possible; • To create by law an effective system of control, distribution, utilization and

disposal after use or expiry of chemicals, biological organisms or fragments of organisms that could be hazardous but are required for use;

• To prohibit from importation to and from transit through Ethiopia hazardous

materials, organisms or fragments of organisms as agreed by African states in Bamako;

• To hold as legally liable an employer who deploys employees in using or

handling hazardous materials without adequately training them on how to deal with the hazard and without adequate equipment to protect each one of them for physical harm or disease that is caused by working conditions whether the harm or disease starts in the place of work or away from it;

• To foster better understanding of the dangerous effects of chemicals and

organisms and their fragments through the provision of information in a form understandable to users, and provide or enforce the provision of information on the appropriate methods and technologies for the treatment and disposal of wastes.

• To adhere to the precautionary principle of minimizing and where possible

preventing discharges of substances, biological materials or their fragments from industrial plants and personal or communal appliances or any other external sources that could be harmful, and to disallow the discharge when they are likely to be hazardous;

9

• To adopt the "polluter pays" principle while endorsing the precautionary principle since pollution is likely to occur, and ensure that polluting enterprises and municipalities and wereda councils provide their own appropriate pollution control facilities;

• To establish clear linkages between the control of pollution and other policy

areas including water resources, agriculture, human settlements, health and disaster prevention and preparedness;

• To provide adequate regulation of agricultural (crop and livestock) chemicals

and micro-organisms; • To ensure that pollution control is commensurate with the potency, longevity

and potential to increase or reproduce of the pollutant; • To establish safe limits for the location of sanitary landfill sites in the vicinity

of wells, bore holes and dams, and issue regulations to enforce them; • To review and develop guidelines for waste disposal, public and industrial

hygiene and techniques to enable the cost-effective implementation of defined standards of control, and to issue regulations to enforce them;

• To formulate and implement a country-wide strategy and guidelines on the

management of wastes from the medical, agriculture and other sectors that may use potentially hazardous biological organisms, their fragments or chemicals, and to issue the necessary regulations to enforce them;

• To establish a system for monitoring compliance with land, air and water

pollution control standards and regulations, the handling and storage of hazardous and dangerous materials, mining operations, public and industrial hygiene, waste disposal, and water quality;

• To maintain an up-to-date register of toxic, hazardous and radioactive

substances, and to make the information available on request; • To maintain regular environmental audits to ensure the adoption of

environmentally sound practices in all public and private development activities including industrial and mining operations;

• To enforce the exhaustive labelling and detailing of the contents usage and

expiry date of foods, drugs, cosmetics, other chemicals, and when any of the contents are poisonous or dangerous in any other way, the fixing of strikingly visible labels to that effect;

• To maintain an up-to-date register of toxic, hazardous and radioactive

substances, and to make the information available on request;

10

• To maintain regular environmental audits to ensure the adoption of environmentally sound practices in all public and private development activities including industrial and mining operations;

• To enforce the exhaustive labelling and detailing of the contents usage and

expiry date of foods, drugs, cosmetics, other chemicals, and when any of the contents are poisonous or dangerous in any other way, the fixing of strikingly visible labels to that effect;

• To promote waste minimization processes, including the efficient recycling of

materials wherever possible; • To create by law an effective system of control, distribution, utilization and

disposal after use or expiry of chemicals, biological organisms or fragments of organisms that could be hazardous but are required for use;

• To prohibit from importation to and from transit through Ethiopia hazardous

materials, organisms or fragments of organisms as agreed by African states in Bamako;

• To hold as legally liable an employer who deploys employees in using or

handling hazardous materials without adequately training them on how to deal with the hazard and without adequate equipment to protect each one of them for physical harm or disease that is caused by working conditions whether the harm or disease starts in the place of work or away from it;

• To foster better understanding of the dangerous effects of chemicals and

organisms and their fragments through the provision of information in a form understandable to users, and provide or enforce the provision of information on the appropriate methods and technologies for the treatment and disposal of wastes.

11

Annex 7

Addis Ababa City Government Recurrent and Capital Expenditure In 2003/2004 and 2004/2005 Budget year

Recurrent Expenditure Capital Expenditure Total Expenditure

2003/2004 2004/2005 2003/2004 2004/2005 2003/2004 2004/2005

Addis Ababa City Government - Total Expenditure 59883333 75304444 71056667 128584444 130940000 203888889

SBPDA share from the total Expenditure

241111 346667 6816667 24444 7057778 371111

Percentage Share of SBPDA from the total Expenditure

0,40 0,46 9,59 0,02 5,39 0,18 Reference: Own compiled from data gathered from AACG Finance Burearu

12

Annex 8: Question for Municipal Officials and Professionals

Guiding Questions for Discussion with the Municipality Officials and professionals (1)

- Apart from the municipality what organisations are involved in solid waste

service formally and informally? And in which part of the service (collection, transport, treatment, …)

- Do you think the existing legal and policy framework sufficient for properly

undertaking your task? - Do you have performance standards to measure yours as well as other partner’s

performance?

- Do you have working manual guiding your day to day activity?

- What challenges are limiting the organisation performance? - How do the community or other users pay for the service?

- In case of service charge how was the charge determined? - How does your organisation cooperate with other public and non-public

organisations working in waste management related area? (policy, enforcement, and environment protection)

- In what kind of activity is the community at present participating? - Do you think the involvement of the CBOs help alleviating the solid waste

management problem in your area? - According to your opinion in what area of the service should the CBOs get

involved? - What kind of relation do you have with the informal collectors?

13

Annex 9: Guiding questions for solid waste workers - Municipality • Basic information of respondent: Sex: F M • How long have you been working in this job? • Do you have a job description? • Do you have a work manual or guideline telling you how to do your job, what

protection you should use etc? ? • If your answer for the above question is no, how do you learn to do your job? • Would you please describe your daily job step by step? • How often do you serve a particular location you are assigned? • Do you cooperate with private collectors (both formal and informal)? • Are you satisfied with the level of service being provided to the community? • What kinds of problems are limiting your performance? • In order to improve your performance level what kind of support do you need

from the community, organisations, or other service users?

14

Annex 10: Questions for Private Waste Collectors

Basic information of respondent: Sex: F � M � iii. How long have you worked in this job? iv. How frequent do you serve particular location? v. What kind of problems limited your performance? vi. In order to improve your performance level what kind of support do you need

from the community, organizations, or other service users? vii. How much do you charge for your service? viii. How was the service charge determined? ix. What kind of relationship do you have with the local government? (financial,

material, training) x. Have you ever got any kind of support from NGOs? xi. What kind of problem do you face while doing your job?

15

Annex 11: Question for Community Leaders

Discussion Participants list

What are the objectives of Idirs? How are Idirs organised? What is the quality of solid waste management service in the area? Who provides solid waste service in the area? Is the service charge comparable with the service being provided? What kind of experience do Idirs have in development work and solid waste

management? How do the community and community leaders see the possibility of Idirs

involvement in solid waste management service? In which area of solid waste management the Idirs should involve? Why?

16

Annex 12: Question for Residents 5. Basic information of respondent: Sex: F � M � 6. Means of livelihood

1. Salary B. Formal Business C. Informal Business

7. Do you pay for the service? 8. How much do you pay for solid waste removal service?

9. How do you rate the solid waste management service? 10. How do you rate the service charge as compared to the service you are getting? 11. Have your ever participated/consulted or worked together with the municipality in

relation to waste management? If your answer is yes, please explain how and when

12. If you are a member of Idir, do you think Idir should participate in waste

management service? Please explain as well. 13. If your answer is in favour of involvement in which area of the service the Idirs

best useful? Please state your reason as well. 14. If the Idirs are made responsible for the solid waste management tasks, according

to the kind of capacity do you think they lack? Please give your explanation as well.

17

Annex 13 PHOTO ALBUM

Cooking Stoves modified from scrap tins

Community leaders during group discussions

18

Recycling shops in Merkato

Private Sector Employee cleaning street in Merkato

19

Municipality Collection Truck