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NATIONAL WATER AND SEWERAGE

CORPORATION

Uganda

Gulu Intervention Initiatives

A presentation to BE Conference at Baltimore, USA

29th May 2008

By: Joseph Ndegeya

Business Relations and Development Manager

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Presentation Outline

Background - the problem & its genesis

Key interventions undertaken

Achievements

Key success factors

Lessons learnt

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Background

Gulu is located 332km North of

Kampala

One of the 22 towns under

NWSC – the largest in Northern

Uganda

Started operations in 1950

The town has been in war

situation since 1986

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BackgroundWhat was the problem?

In 2002, the town was experiencing

limited WSS & there was a general

outcry for service improvement

The demand outstripped supply– and

the population was increasing

Because of the water stress, the

population had resorted to unsafe

alternative sources of water which were

- contaminated, dried up during dry

seasons & experienced a lot of

congestion at these points

the sanitation situation was bad &

population was at risk to - water borne

diseases & other healthy related

epidemics

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BackgroundGenesis of the problem

Population influx (from 40,000 to 130,000) - attributed to the

significant migration of people from the rural areas due to the

prevailing insecurity

large areas of the town occupied by informal settlements exerting

pressure on sanitation facilities - that were overcrowded & poorly

built

Little effort in sensitizing the community on water usage, proper

hygiene & sanitation

Reluctance of the donor community to commit funds in a war torn

area

Low staff performance due to the trauma of working in a war torn

area

Reluctance of competent contractors to work in a war torn area

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Key interventions carried out

Minor capital investments

Carried out targeted capital investments

Opted for short term interventions with low investment demands considering

the unpredictable future population

Most of the work was done by NWSC staff and the few contractors were

engaged on individual basis

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Key interventions carried out Engaging the LGs, NGOs & CBOs Coordinated and harmonized all activities with LGs and NGOs and

encouraged their full participation

Collaborated with the LGs & NGOs to facilitated the implementation of on-sitesanitation esp. in areas where sewers were un-economical

Emphasized regular reporting and meetings to update stakeholders on theprogress & new initiatives

Liaised with LGs to assist the economically disempowered communities in the IDPs

Partnered with NGO’s, LGs, CBOs & small scale vendors to reach the masses

Liaised with LG to offer security to the critical water installations – e.g intake at Oyitino

Liaised with UEB to check their installations and approve installation of new pumps

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Key interventions carried out Community outreach

Involved the beneficiary communities in the implementation of the project

– labour component & contribution for part of the new connection fees

Carried out extensive community sensitization on proper water usage and

hygiene procedures – through radio programmes, public address systems, strategic

alliance meetings

Components checked using WaterCAD

Intake Water Source:

Raw water is abstracted from Oyitino Dam 7km north of Gulu town, capacity 280,000m3 and safe yield 1,500m3/day, constructed 1961

Silt has built up to 2m covering the lower suction pipe, leaving about 1.5 m to the top one

Raw Water Pumps:

2 Ritz horizontal centrifugal pumps Q=70 m3/h, H=120m, kW -45A

Generator

Standby, power 65% reliable

kW=132, kVA=165, 229 A

Components Checked (Cont’d)

Raw water main

DN200 steel 5.7 km long, capacity 300m3/h

Clarifiers: 3 no. Diameter 10m spiral flow. Each capacity 75m3/h, total 225 m3/h

Filters: 3 no rapid sand with surface area 45m2 with total capacity 230 m3/h

Pump Selection:

Production Capacity is 225m3/h (5400m3/d) but the dam could sustain 5 months storage. So production was kept at 120m3/h. RW pumps head is 140m and TW pumps 65m.

However, this would not meet the total demand of the whole municipality

Components Checked (Cont’d)

Raw water (Pumping): Steel DN 200 PN16 length

5720m, capacity 300m3, working pressure 90m

Treated Water (Pumping): Mix steel/Ductile Iron

DN 200 PN16, length 2200m, working pressure

60m

Suction Pipe: DN 200/150 Steel could deliver

80m3/h (1,900m3/d). We laid 2 lines DN200

which can deliver 150m3/h

Water Mains DesignedKey distribution mains supplying the following areas were checked and new lines

designed:

Airfield Road : DN80 getting water from Boma Tanks (440m3) and many customers are connected including Currency Center, Independent Hospital, Army Barracks, Paramount Chief’s Palace, UNIFAT Primary School and many residences. They never got sufficient water for many years. The difference between the barracks tank (220m3) and the service tanks is 6m. It was resolved the barracks gets supply from the DN200 pumping main with DN100 PN10. The Airbase and Airport would get this.

Gulu University: The new university was getting water from Boma tanks DN80 which supplies the middle class residential area thru a tank 60m3 which is 8 m lower than the main tanks. It was resolved that a dedicated line DN80 be laid to supply it and the neighborhood

Lacor Trading Center: This is a fast growing suburb with the largest hospital in the region. This was getting supply from Booster Tank (80m3) at Customs Corner thru DN50. The tank was too small and the difference in height is about 12m. It was decided to lay DN100 PN16 4.2km long and construct 200m3 tank to supply the area where a network was also constructed.

Network Intensification

Tegwana/Pagea: DN 150, 100 and 80 (network)

Obia/Kitgum Road : DN 80 and 50

Lacor TC: DN 100, 80 and 50 (network)

Laliya: DN 80 and 50

Bardege: DN 50

Samuel Baker Road: DN100

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Key interventions carried out

Other Initiatives

Institutional strengthening Initiated a series of PIP to empower and strengthened the capacity of staff -

STRETCH –Out & OMM

Introduced incentive based management contracts – IDAMCs

Established special incentives (hardship allowance) to motivate staff in light

of the security situation

Regular monitoring & evaluation of performance

Introduced social connection programme (the New Water and

Sewerage connection policy) –subsidising access to water and

sewerage services

See www.nwsc.co.ug for details

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AchievementsService reliability has improved (most areas receive > 18 hrs supply)

Increased access to clean water (water coverage increased from 51 to 85%)

Improved the financial health of the organisation – av. monthly billing improved from UGX 35M to UGX 90M & CE from 75% to 90%

Operating efficiency improved – NRW reduced from 15% to 9%

Strengthened community support to management initiatives

Improved sanitation situation

Strengthened staff capacity in the planning & implementation of water and sanitation activities.

ROI was 3 years

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Key success factors – lessons Staff empowerment – bottom up approach to planning &

implementation

Increased stakeholder Focus- LGOs & NGOs

Good planning & targeted capital investments

Community involvement and ownership is essential

Communication to communities is vital and must be done in away and using language that achieves a good level ofunderstanding

Political support and management commitment are necessary forsuccess

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Thank you for your attention

Joseph Ndegeya