T1 - Stormwater Managment Policy - Draft

REPUBLIC OF UGANDA
KAMPALA CAPITAL CITY AUTHORITY
PROJECT NAME: SECOND KAMPALA INSTITUTIONAL AND INFRASTRUCTURE

DEVELOPMENT PROGRAMME
CONSULTANCY SERVICES FOR UPDATING OF THE

KAMPALA DRAINAGE MASTER PLAN
Credit No.: 4367 - UG
Contract No.: KCCA/KIIDP2/ISCS-12
KAMPALA DRAINAGE MASTER PLAN 2016

T1 - STORMWATER MANAGEMENT POLICY
REVISION
DESCRIPTION DATE YY mm DD BY APPROVED NOTES
PB, VM, AB, CN,
DRAFT 2016 08 05 AG
JBB, NS, RB
Submitted by: SGI Studio Galli Ingegneria.

SGI Studio Galli Ingegneria i
KCCA Kampala Capital City Authority - Consultancy Services for Updating of the Kampala Drainage Master Plan
T1 STORMWATER MANAGEMENT POLICY
TABLE OF CONTENTS
1 INTRODUCTION ................................................................................................ 4
2 STORM WATER MANAGEMENT PRACTICES ...................................................... 5
3 INSTITUTIONAL AND LEGAL FRAMEWORK........................................................ 8

3.1 A comparative review of findings of the 2003 and 2016 diagnostic institutional assessments
....................................................................................................................................... 8
3.2 Key institutional issues .................................................................................................... 9
3.3 Proposed institutional and policy changes for implementation of the plan ..................... 11
3.4 Legal framework ........................................................................................................... 15
4 EROSION CONTROL STRATEGY AND WASTE DISPOSAL STRATEGY .................. 17

4.1 Erosion control strategy ................................................................................................ 17
4.2 Waste disposal strategy ................................................................................................ 20
4.2.1 ORIGINS OF SOLID WASTES IN DRAINAGE SYSTEMS ....................................................................... 20
4.2.2 PROPOSALS FOR IMPROVEMENT .............................................................................................. 21
4.2.2.1 Solid waste/litter management .......................................................................... 21
4.2.2.2 Growing of vegetation (Grass) as part of SUDS .................................................. 21
5 LAND COMPENSATION STRATEGY .................................................................. 22

5.1 Legislative guidelines .................................................................................................... 22
5.2 Methodology for compensation strategy ....................................................................... 24
5.3 Basis of valuations assessments .................................................................................... 25
6 MONITORING NETWORK AND FLOOD WARNING SYSTEM .............................. 27
SGI Studio Galli Ingegneria ii

LIST OF ACRONYMS
ARI Average Recurrence Interval

CBD Central Business Disctrict
CN Curve Number
DEM digital elevation model
DLP Demanded level of protection
GIS geographic information system
GKMA Greater Kampala Metropolitan Area
GoU Government of Uganda
IUWM Integrated Urban Water Management
LID Low Impact Development
KCCA Kampala Capital City Authority
KDMP Kampala Drainage Master Plan
KDMP2003 Kampala Drainage Master Plan prepared in 2003
KDMP2016 Kampala Drainage Master Plan prepared in 2016
KIIDP Kampala Institutional and Infrastructure Development Projec
NEMA National Enviroment Management Authoority
ToR Terms of Reference
SGI Studio Galli Ingegneria iii

1 INTRODUCTION
The present documents illustrates the non-structural measures and the policies, fundamental
to support the correctness and the effectiveness application of the interventions proposed
within the framework of the KDMP2016.
After the description of the best practices for the stormwater management, the following
aspects will be discussed:
- Institutional and legal framework

- Erosion control and waste water disposal strategy
- Land compensation strategy
- Monitoring and warning system
It is fundamental that all the non-structural measures would be developed in the short term
(2017-2020) firstly to support the planned structural interventions, secondly to limit the
residual flooding risk, especially within the basins where only minor interventions will be
realized in the next years.
SGI Studio Galli Ingegneria 4

2 STORM WATER MANAGEMENT PRACTICES
Due to the characteristics of the topography, of the rain events and of the existing drainage
system, in Kampala there is a need for an integrated flood risk management approach that
emphasizes the coordination of what has to be done upstream for the sake of downstream
inhabitants.
Among the type of flooding, in Kampala flash flood occurs as consequence of the extreme
heavy rainfall events and the management of such type of floods need to consider both short
and long term uncertainties.
This can be achieved by changing the management perspective by looking flooding events as
a dynamic process rather than static.
Surface water drainage system developed in line with the ideas of sustainable development
are referred to as sustainable urban drainage system (SUDS); the aim is to manage run-off
from development in an integrated manner to reach following goals:
- reducing the quantity of water entering drains, sewers, watercourses and rivers
- improving the quality of run-off
- promoting the environmental use of the water
The flood risk management (FRM) is integral part of the concept of the Integrated Urban
Water Management (IUWM) since the approach proposed for the storm-water management
promotes measures that suit the climate conditions prevalent in a given location and help to
bring the urban water cycle closer to a natural one: the goal is to reduce storm-water runoff
by treating storm-water as close to the source as possible; treating means reducing run-off
by using technologies for stormwater collection (using storage) and increasing the infiltration
and evaporation.
The following principles underlying best practice in storm-water management should be

followed1:
 Preservation - preserve existing valuable elements of the storm-water system, such
as natural channels, wetlands and stream-side vegetation;
 Source control - limit changes to the quantity and quality of storm-water at or near
the source; and
1 Urban Stormwater: Best Practice Environmental Management Guidelines (electronic edition), CSIRO Publishing, 2006.

 Structural control - use structural measures, such as treatment techniques or

detention basins, to improve water quality and control stream flow discharges.
Growing cities face new and increasing challenges affecting the provision of basic urban
services, i.e. rapidly expanding populations; uncontrolled urban development resulting in
informal settlements and chaotic urban growth; increasing competition for water resources
uses; climate change and related increased probability of extreme weather events (e.g. floods
and droughts); inadequate connections to sewage systems and improper drainage systems;
aging infrastructure; as well as low efficiency and coverage of solid waste collection systems
and lack of related storage/processing facilities.
Therefore, the conventional, business-as-usual approaches with traditional engineering

solutions need to be integrated with new approach that recognises the interconnections
and interdependencies between urban planning, resource management, and service
delivery.
The emerging concept of Integrated Urban Water Management (IUWM) seeks to develop
efficient and flexible (in the sense of handling the diversity of conditions) urban water systems
by adopting a variety of existing technologies, management, and institutional practices.
In the IUWM, stormwater management constitutes one of the components of the urban
water cycle (together with water supply and sanitation) and is integrated within the wider
watershed management, and within other areas determining city’s development (i.e. land
use, transportation, waste management) but also the region around it (i.e. through
interrelations with other sectors such as irrigation, hydropower, nature conservation,
navigation). This has been illustrated in figure below.

Within the IUWM framework, the approach towards stormwater management is to promote
measures that suit the climate conditions prevalent in a given location and help to bring the
urban water cycle closer to a natural one. In other words, the goal is to “reduce stormwater
runoff by treating the stormwater as close to the source as possible, i.e. ideally on-site.
“Treat” in this case does not mean to collect and discharge the stormwater to the public sewer
system, as it would be treated conventionally, but to reduce runoff by using technologies for
stormwater collection (e.g. for utilisation or storage) and to increase storm water infiltration
and evaporation.”
The IUWM concept comes from the experience in which traditional solutions to drainage
issues proved to be insufficient. Solid waste management and drainage are typically a
municipal responsibility and wastewater management a utility responsibility; institutional
divisions make it often difficult to implement plans that crosscut sectors, like those needed
for urban drainage

3 INSTITUTIONAL AND LEGAL FRAMEWORK
3.1 A COMPARATIVE REVIEW OF FINDINGS OF THE 2003 AND 2016

DIAGNOSTIC INSTITUTIONAL ASSESSMENTS
The 2003 drainage master plan was in concurrence with our current conviction that even the
technically best drainage system will not fulfill its objectives if institutional aspects are not
addressed.
A unique finding of the 2003 master plan was about conflict in the provisions of the Local
Government Act, the National Environmental Statute and the Town and Country Planning Act.
They were ambiguous and did not empower the City Council to prepare and implement land-
use and zoning plans, and resulted into unclear institutional roles and responsibilities for land-
use planning and zoning between the KCC, he National Planning Authority and NEMA.
However, our findings today indicate that the KCCA act (2010) fully clarifies and empowers
KCCA on its roles and responsibilities.
The 2003 master plan also documented limitations on the financial and human resources
available to the City Council and Divisions. Owing to this, some key operational logistics were
insufficient. It also identified resultant institutional capacity challenges, e.g. lack of capacity
to provide early warning flood information, and/or conduct effective enforcement
operations. Though the situation is noted to have improved over the years, financial, human
resources and institutional capacity challenges still remain major areas of institutional
concern today.
However, the 2003 master plan did not identify institutional set-up, coordination and
collaboration as a challenge, and did not therefore present any recommendations to address
it. Particularly at local level, not all the required institutional arrangements as recommended
by the KCCA act (2010) are yet in place to effectively implement a drainage master plan.
KCCA has also not yet fully developed clear mechanisms for institutional coordination,
networking and collaboration, even under the same roof. Partners practically prepare and
implement their workplans individually. This is exacerbated by M&E mechanisms that are not
fully operationalized and effective. Progress towards set institutional targets and outcomes is
therefore often not effectively measured, and KCCA faces a risk of being unable to effectively
detect any deviations from progress.

3.2 KEY INSTITUTIONAL ISSUES
 Institutional set-up: As part of the development control process for the city, the
Technical Review Team (TRT) conducts technical review/evaluation of projects and
submits its report to the Physical Planning Committee (PPC) to decide on suitability of
any project. However, the drainage section is not represented on the TRT. The team
is only composed of the civil engineer, physical planner, environmental specialist,
public health specialist and an architect. The engineer may not be competent enough
to handle all specialized drainage management matters on the TRT. In addition, the
drainage section is not represented at division level, like roads section is. It therefore
lacks presence on ground. Therefore, most drainage management roles and
responsibilities are centralized and quite distant from the beneficiaries on ground.
 Weak cross-sectoral coordination: Internal coordination and collaboration
relationships between health, physical planning and drainage sectors are weak. Those
that exist are only voluntary, to the extent that work silos begin to develop at
directorate level. Planning and target-setting is done as individual directorates. This
adversely affects delivery on cross-cutting projects and activities like drainage
management.
 Insufficient manpower: The drainage section only has 4 drainage officers for the
entire city. Initially, there was only 1, until about August 2015. The casual laborers are
also insufficient compared to the huge drainage management task. Back-up support
from the health directorate often takes long to materialize, especially during
emergencies. The community development directorate which is expected to provide
support services also seems overwhelmed. A number of engineers are employed on
short-term contract basis. This causes job uncertainty and affects commitment to
work. Remuneration is also a concern as some staff feel that what they are paid is not
commensurate to their professional training, experience and tasks. This could
encourage compromise during work with consultants/contractors.
 Logistical constraints: Insufficient transport facilities is a main logistical issue. It affects

drainage supervision, operations and maintenance. The drainage section, for example,
only has 1 supervision vehicle to traverse 5 divisions. Users have to use it in turns, and
this delays service delivery (e.g. delivery of culverts) and causes supervision challenges
at field level. Staff cannot respond to complaints and emergencies in a timely fashion
over a wide city. Of the 2 low-beds that exist, only 1 is operational. Management of
equipment (including the associated budget) is the responsibility of the Human
Resources Directorate. Considering that the HR directorate may lack technical
competence, they often have to consult the engineering directorate over equipment
management matters. This delays decision-making and service delivery. They may also
not make technically feasible decisions regarding allocation of fuel and related

operation logistics. This makes logistics insufficient for planned field activities.
Equipment also lack suitable/convenient parking space.
 Weak external coordination and collaboration: There is insufficient and ineffective

coordination and collaboration between KCCA and external stakeholders like the
National Environment Management Authority (NEMA), Uganda Land Commission
(ULC), Uganda Investment Authority (UIA), Buganda Land Board (BLB) and the
Wetlands Management Department (WMD). Planning and target-setting is done as
individual agencies. The different agencies do not sufficiently consult each other, for
example, on matters of land allocation for developments. There is no unifying
coordination system among these institutions, especially in issuance of
licenses/permits, land allocation, development control and subsequent compliance
monitoring. This presents a missed opportunity, as wetlands and drainage channel
boundaries continuously get encroached upon.
 Overlapping roles and responsibilities: Drainage management cuts across both the
public health and engineering directorates. For example, by internal arrangement,
drainage is under the engineering directorate, but de-silting and solid waste
management is under the directorate of public health (possibly because they have the
workforce at division level and some equipment). This results into unhealthy
competition for and potential conflict over the fragmented roles and responsibilities,
and related supervision challenges.
 Unclear land tenure and ownership: Ownership of primary and secondary drainage
channels and systems is fairly clearer as these are gazzeted systems and owned and
managed by the authority. However, it is not clear who is in charge of/owns the
tertiary drainage systems. Many fall under privately owned land. It is not clear who is
mandated to take action if they are encroached upon.
 Limited community engagement: There is insufficient engagement and participation

of communities in drainage management activities. Often, with such a scenario,
communities consider any drainage initiatives as belonging to KCCA, and do not
therefore care to maintain the drainage facilities. This affects project ownership and
sustainability of drainage facilities, resulting into waste of investments.
 Policy and legislative constraints: The authority lacks a stand-alone drainage policy.
Drainage management work largely relies on provisions in the public health and
physical planning acts. These provisions are insufficient as they give limited focus on
drainage management matters. Owing to a number of emerging issues, these
provisions are ineffective and the penalties are weak. Staff of the drainage section also
have limited mandate to enforce drainage matters as provided for in these acts, and
therefore have to rely on health and physical planning colleagues to do so.

3.3 PROPOSED INSTITUTIONAL AND POLICY CHANGES FOR

IMPLEMENTATION OF THE PLAN
A number of institutional and policy changes are recommended for successful

implementation and operationalization of the updated drainage master plan. These include:
 Streamlining roles and responsibilities: It is a good internal decision for drainage

management matters to cut across the health, physical planning and engineering
directorates. However, for efficiency and effectiveness, it is recommended that
drainage matters be placed under one roof – the directorate of engineering, with the
drainage section fully taking lead. This would improve implementation and
supervision of drainage-related works.
 Improving logistics: For technical reasons, it is recommended that mechanized

equipment, field vehicles, and the associated budget, be managed by the engineering
directorate. Where possible, an equipment yard also be provided for each division for
their safety and ease of transportation to field sites. More mechanized equipment
need to be provided. Also, a minimum of 7 field vehicles should be provided (1 for
each of the divisions and 2 for the centre) and 15 motorcycles – 2 for each of the 5
divisions, and 5 for clerks of works to supervise contracts. At least 1 vehicle should
also be committed to flood monitoring and early warning and reporting/alert
functions and emergency operations (e.g. removing rubbish that could have blocked
a drainage channel, causing localized flooding). This will allow the staff to, for example,
handle emergency construction works at several sites concurrently, thereby
quickening response and service delivery. Supervision also becomes more effective.
 Improving staffing: It will be vital to strengthen the drainage section with sufficient
staffing levels, with longer-term contracts instead of ad-hoc support arrangements.
Longer-term contracts will improve commitment to work. The section needs sufficient
staffing, (including more drainage supervisors, drainage officers, clerks of works,
engineering assistants, casual laborers, etc.) to review documents, conduct timely
planning, respond to emergencies and provide timely feedback. More clerks of works
will, for example, ease monitoring and supervision of each contract, protect KCCA
interests and avoid connivance between consultants and contractors. Remuneration
needs to be streamlined to be fair and commensurate to professional differences,
training and experience.
 Training and capacity building: Increased staffing should be reinforced by tailor-made

training and capacity building programs for them to ably take on their roles and
responsibilities under the new drainage master plan. For example, a proposal is made
to train a group of existing casual laborers already with certificates and diplomas to
become more skilled technical staff, able to take on some technical tasks at Division
and community levels (e.g. assist in fieldwork, follow up on contracts, take

action/respond to community complaints, regular maintenance of drainage channels,

minor construction and repairs works for drainage channels, broken manholes or
drainage culverts, etc.). This would aid better response to complaints and delivery,
with faster turn-around time, and increased sustainability of investments through
routine operation and maintenance of drainage facilities.
 Increasing private sector involvement: In the wake of staffing and logistical

constraints, it is recommended that private sector engagement in drainage
management be increased. The Nakivubo model presents a good learning
opportunity. Best practices from this model could be replicated and up-scaled across
the other drainage systems in the city. The Lubigi system is managed in-house. It also
presents an opportunity for learning and comparison.
 Improving the institutional structure: It is recommended to decentralize and

strengthen drainage management activities at division levels. Creating structures at
this level will improve supervision of contracts and enhance addressing of community
complaints in a timely fashion. By this, drainage management services will be brought
nearer to the people. This model has been adopted by the roads section, which could
provide lessons to learn and guide replication under the drainage section. The physical
Planning Directorate should also be represented at division level. The drainage section
should also be represented on the Technical Review Team (TRT). This will ensure all
drainage concerns are addressed during plan approval processes. The existing
engineer on this committee will then focus on structural issues, and the drainage
engineer on specialized drainage matters.

COUNCIL
KCCA Executive Director’s office
Directorate of Physical Directorate of engineering Directorate of public

Planning and technical services health and environment Private Sector
Community
Division Physical Planning Division Engineering & Drainage Division public health and
institution
Office Management offices environment offices

 Increasing community engagement: The socio-economic survey conducted under this

contract found that community willingness to participate in drainage management
activities is high, standing at 86%. They are even willing to contribute financially. 63%
have ever contributed in form of money, labor, or other ways. There is an opportunity
to tap into this willingness, and encourage each household to contribute say $1 per
month towards drainage maintenance. This could be championed by LCs and
politicians who had drainage management and flood control high on their agenda
during recent campaigns. The KCCA act provides for establishment of relevant
institutional structures at community levels. This should be explored with support
from the community development department. Some communities have adopted
coping mechanisms that include building flood protection structures, collective-self-
help initiatives, community clean-up campaigns, and have formed drainage
committees, while other have taken advantage of floods to do mining sand, and collect
plastics for recycling. These are small efforts which show unmet need, and present
lessons and opportunities to scale up.
 Improving coordination: Mechanisms will need to be established for better

coordination with external partners like the National Environment Management
Authority (NEMA), Uganda Land Commission (ULC), Uganda Investment Authority
(UIA), Buganda Land Board (BLB) and the Wetlands Management Department (WMD).
The framework should include a coordination committee with representation from
these agencies and surrounding districts because drainage issues cut across district
boundaries. The coordination committee should sit periodically to discuss and agree
on licenses, land allocation, drainage management, and approval of developments,
watershed management, EIA, compliance monitoring, waste disposal, policy
harmonization and other related matters. It will improve coordination on
development control issues. Another suggestion is to adopt a joint working network
that manages drainage and watersheds in the city through a joint computerized
system for development control and approvals. To improve internal cross-sectoral
coordination, the authority should also set up clear drainage roles and responsibilities
for the different directorates, with clarity on who handles what and at what level, and
what their key result areas are. This will increase accountability and reduce blame-
games.
 Joint planning, monitoring, evaluation and reporting: KCCA should consider joint
annual drainage work planning between the directorates of health, physical planning
and engineering. Joint workplans should be developed that are aligned to the new
drainage master plan. A joint M&E system should be developed, with agreed
indicators and targets; and with some M&E staff in place to oversee implementation
of the joint annual drainage plans. Bi-annual planning, reporting, reflection and lesson
learning meetings should be adopted. The reflection sessions should allow the teams
to review the set targets and how they performed so as to guide target-setting for the

next 3-6 months, incorporating lessons/adjustments from 1st half. This will improve
cross-sector coordination and delivery on the new master plan.
 Providing an enabling policy environment: The Authority needs a stand-alone

drainage management policy. It should address a number of aspects which the other
related policies and legislation are silent/weak on, including:
o Encouraging permeable surfaces (parking spaces, courtyards, walkways, etc.),

o Channel reserve width,
o Community participation and engagement in drainage management,
o Securing and management of waste dumping sites and waste recycling,
o Rainwater harvesting and management of site-generated run-off,
o Management of tertiary drainage systems and ownership of land they drain,
o Construction and management of paved surfaces,
o Direct discharge and waste dumping into drains,
o The role of the private sector,
o The catchment/watershed approach and watershed re-vegetation,
o Institutional arrangements for inter-sector and inter-agency coordination, and
o Innovative financing arrangements for the drainage master plan
3.4 LEGAL FRAMEWORK
Besides the above mentioned structural interventions, non-structural interventions are being
recommended:
 Effective enforcement of the Public Health Act (2000),

 Enforcement of the Kampala Solid Waste Management Ordinance (2003),
 Effective implementation of the KCCA Act (2010) and the Kampala Development Plan
(2012),
 Any other relevant laws and bylaws that either exist or are yet to be established.
Generally, when a new area is planned to be developed to build a new settlement, the
detailed designs have to have detailed planning and development. These include among
others:
- specific land use clause;

- development densities;
- plot sizes;
- plot development coverage;
- building heights and Floor area ratios;
- environment specifications;
- accessibly and road reserve width;
- other infrastructure corridors including River / drainage channels.

These are spelt out in the National Physical Planning standards; the Physical Planning Act
2010; the National Environment Act Cap 153, Building Regulations and Wetlands Regulations
among others. However the regulations more emphatic on hydraulic aspects are the
Wetlands and Nema Act Cap153. There are also Municipal development policies as the KPDP
2012 and other sectoral Plans.
Concerning the effects of a new settlement to the existing drainage condition, a very
important concept should be emphasized: the “hydraulic invariance”. The principle of
invariance is driven by the idea that the transformation of an area should not cause a
worsening of the discharge of the river receiving the runoff originated from the same area.
Specifically the change in the land use as well as the increase of settlement density should not
raise the existing run-off conditions that would cause a further load on the already insufficient
drainage network.

4 EROSION CONTROL STRATEGY AND WASTE DISPOSAL

STRATEGY
4.1 EROSION CONTROL STRATEGY
Sediments eroded from the unpaved roads and from the channel slopes and construction site
due to the urban runoff have been identified as significant sources of pollution for surface
water quality in Kampala.
Consequentely, sediment deposits reduce channel capacity; and decrease the overall quality
of lakes, drains and wetlands as well as sedimentation can cause flooding, require additional
water treatment and increase cost of construction and maintenance. Moreover Chemicals
(such as some pesticides, phosphorus, as well as toxicants and trace metals) can be
transported with sediment to receiving waters where they cause additional damage.
It is important to recognize the difference between erosion control measures and sediment
control measures: the difference between erosion and sediment control methods is defined
and summarized for the purposes of this document and all related activities on construction
sites as follows:
 Erosion Control is the process whereby the potential for erosion is minimized; and
 Sediment control is the process whereby the potential for eroded soil being
transported and/or deposited beyond the limits of the construction site is minimized.
The design of erosion and sediment control measures should be viewed as a flexible process
that responds to new information that is obtained throughout the construction phase. As
such, the design of temporary and permanent erosion and sediment control measures should
be expected to evolve throughout construction to varying degrees based on site conditions
and field performance of implemented measures.
Erosion and sediment control measures are classified into the following categories:
- Temporary Measures: Those measures during the construction phase that will be
completely removed once permanent measures are installed and/or vegetative
cover is established; and
- Permanent Measures: Measures incorporated into the overall design to address
long-term, post construction erosion and sediment control
Then, water management BMPs are measures which can be implemented on-site or off-site.
These are intended to control water and reduce erosion potential by following these general
principles:

 Keep clean water clean, by diverting clean water around the site and by conveying
clean water from undisturbed areas within the site to natural receiving streams;
 Minimize watercourse disturbance by using existing drainage where possible and by
integrating on-site drainage into the project design;
 Design new drainage channels to accommodate design discharges and use natural
channel design for watercourse diversions
The protection of exposed surfaces from the erosive energy of rain splash and surface runoff
flow should be the primary goal when selecting appropriate control measures. Cover is the
single most effective erosion control BMP for preventing erosion. Cover can include
topsoiling in conjunction with one or more of the following: seeding, mulching, hydroseeding,
sodding, erosion control blankets, turf reinforcement matting (TRM), riprap, gabion mat,
aggregate cover and paving.
BMPs for sediment control are measures that have been proven to work on construction
sites when they were properly planned and constructed. These measures reduce off-site
sedimentation by promoting sedimentation before surface water leaves the construction
site. There are generally two types of BMPs that can be used in conjunction with the
minimum requirements:
 Filtering and Entrapment BMPs; and

 Impoundment BMPs.
Overall experience is an integral component in the successful selection of appropriate

BMPs, and the design and implementation of an overall erosion and sediment control
plan.
Two main keys to erosion control are preventing the detachment of soil particles and
reducing the volume of runoff. Erosion control should be emphasized as the primary design
goal before sediment control in a soil erosion and sediment control plan. Once erosion
control is implemented, sediment control should be utilized. Controlling erosion is easier
and less expensive than sediment control. By preventing soil particles from being detached,
less sediment will need to be controlled.
Grading strategies, such as minimizing the area exposed at any given time, is the most
effective way of reducing the potential for erosion to occur.
Common Erosion Control Practices compatible for Kampala are:
 Temporary/Permanent Vegetation
 Mulching
 Rolled Erosion Control Products (R.E.C.P.)
 Outlet Protection

Temporary and Permanent Vegetation: temporary seeding helps reduce runoff and erosion
during construction. Permanent seeding stabilizes disturbed or exposed areas in a manner
that adapts to site conditions and allows selection of the most appropriate plant materials
for long-term erosion control.
Mulching consists in applying vegetative residue, tackifier or other material to ensure the
residue remains in place to protect the soil surface from the impact of raindrops or the erosive
forces of wind until vegetative cover is established. Mulching limits soil erosion and lessens
the need to contain sediment. Mulches most often used include straw, fiber or wood chips.
Rolled Erosion Control Products (RECPs) apply Turf Reinforcement Mats (TRM) or Erosion
Control Blankets (ECB) of organic or synthetic materials to the soil surface to protect disturbed
areas from erosion until vegetative cover is established. Rolled erosion control products are
especially effective at controlling erosion on severe slopes or areas of concentrated flows.
Outlet Protection: a section of rock protection placed at the outlet end of culverts, conduits
or channels. Rock outlet protection prevents scour erosion, protects the outlet structure and
minimizes the potential for downstream erosion by reducing the velocity and energy of
concentrated flows.
Common Sediment Control Practices are:
 Inlet Protection Devices

 Sediment Basins/Trap
 Filter Strips
Inlet Protection consists in traps and filters sediment before runoff enters storm sewer inlets
or culverts. Inlet protection serves as a last line of defense for keeping sediment on-site.
Construction sites will always generate some sediment-laden runoff, making inlet protection
an important practice. A variety of products and techniques are available to provide inlet
protection.
Sediment Basin or Trap: an impoundment for storm water to retain sediment by slowly
releasing runoff. Sediment settles out of standing water, so maximizing the time water is
impounded increases the amount of sediment retained on site. Basin outlets can be wrapped
in geotextile or bedded in gravel to enhance trap efficiency.
Filter Strips are permanent herbaceous vegetation situated between developed land and
environmentally sensitive areas to trap sediment, particulate organic matter and/or dissolved
contaminants.

4.2 WASTE DISPOSAL STRATEGY
4.2.1 O RIGINS OF SOLID WASTES IN DRAINAGE SYSTE MS
There are two main types of wastes that are problematic in the urban drainage system,
namely the solid waste and the soil/silt. The solid waste comprises of the fraction that is
deposited in collection areas but is uncollected by the city authorities due to delays and lack
of capacity; and that, which the residents deliberately litter or throw in the drainage channels.
It comprises also of uncollected street sweepings and waste mixed with soil, with is
withdrawn from channels during de-silting and is uncollected, thereby lying on road sides or
channel banks for considerable duration. Soil and/or silt originates from construction sites,
un-grassed compounds and unpaved roads/compounds.
Uncollected solid wastes often find their way into open drains and sewers; thereby blocking
them and reducing their capacity to convey storm water. Flooding is more likely to occur if
solid waste accumulates in drains. Blocked drains create insect breeding sites, and flooding
exacerbates disease spread.
Structural elements such as the incorporation of solid waste traps are an important design
aspect of drainage systems. The operational problems caused by poor solid waste
management are exacerbated by a lack of effective arrangements for drain cleaning. These
tend to be related to a lack of resources and manpower and inappropriate equipment.
Non-structural solid waste management strategies such enforcement of public health

regulations, waste management ordinances etc for the improvement of waste collection;
management of excreta, wastewater and grey water in order to achieve a clean environment
reduce the need for extensive cleaning of storm water drainage systems prior to the onset of
the flooding. The introduction of non-structural strategies aimed at limiting the access of
pollutants into the drainage system, especially from construction site and industrial sites can
potentially improve water quality in drainage channels and thus reduce its pollution effect.
The main challenges are: (i) the department responsible for solid waste management is often
separate from that responsible for drainage management and coordination between
different departments is generally poor; (ii) drainage crosses city boundaries, thereby
requiring the cooperation of the different urban authorities or local governments.
An integrated approach to drainage is therefore recommended in which management of

storm water is seen as an integral component of sanitation.

4.2.2 P ROPOSALS FOR IMPROVE MENT
4.2.2.1 SOLID WASTE/LITTER MANAGEMENT
Collection and removal of solid waste is a critical activity of a proper sustainable urban
drainage system. All litter, inorganic debris, rubbish and fly tipping should be promptly
removed from areas of generation, to a designated refuse site due to the following
advantages:-
 Prevent inlets, outlets and control structure blockage.

 increases the capacity of vegetation growing
 Control pollution.
 Ensure amenity value.
In this regard, the city authority, in collaboration with the private sector should ensure
prompt removal of all solid wastes and transportation to designated treatment and disposal
sites. This includes all municipal solid wastes, market wastes, trash trapped in drainage
channels by trash screens, refuse and silt removed out of drainage channels etc.
Furthermore, all residents should build and correctly use sanitation systems that contain
excreta and no disposal of excreta and all forms of wastewater should be allowed in drainage
channels.
Fortunately, there is regulatory framework such as the public health act (2000), which
requires all households to construct and use sanitation systems and prohibits nuisance and
the solid waste management ordinance for Kampala (2003), which warrants proper storage
and removal of solid from all places, wherever it is generated.
4.2.2.2 GROWING OF VEGETATION (GRASS) AS PART OF SUDS
Grass or other low density vegetation should be grown on the sides of the drainage channels.
This vegetation has a number of functions including:
 Filtering surface water runoff.

 Reducing the rate of surface water runoff.
 Silt and sediment control.
 Protection of soil surfaces.
 Enhancing bio-retention soil profiles.
It is therefore necessary to keep a low density cover of vegetation in urban drainage

management to ensure these functions are retained.

5 LAND COMPENSATION STRATEGY
5.1 LEGISLATIVE GUIDELINES
Resettlement is carried out within guidelines provided by the Laws of Uganda, as well as
guidelines provided by Project Financiers.
It is the policy of the Ugandan Government that persons affected by development projects in
general are adequately compensated for their structures, crops and loss of livelihood. There
is in place an Institutional and Legal Framework to ensure compliance with these policy
requirements.
A brief review of the most relevant laws and regulations is as follows:
Constitution of the Republic Of Uganda (1995)
Article 237(1) of the Constitution vests all land of Uganda in the citizens of Uganda. However
under Article 237(1) (a), the Government or Local Government can acquire land in the public
interest. Such acquisition is subject to the provisions of Article 26 of the same Constitution,
which gives every person in Uganda a right to own property. It provides procedures to follow
during the acquisition of land for public interest and provides for the following;
- acquisition would be necessary in case of public interest such as defense, public safety,
public order, and public health,
- Prompt payment of fair and adequate compensation prior to taking possession of the
land.
- Affected party has right to access court in case of contest of compensation
The Constitution also prescribes the tenure and Land regimes in accordance with which
rights and interests in land may be held. These include: Mailo, Freehold Leasehold and
Customary land tenures.,
The Land Act (1998)
This Land Act (1998) addresses land holding, management control and dispute resolution.
The highlights in regard to land acquisition are as follows:
 developer should seek to enter into mutual agreement with the occupier or owner of
the land upon payment of compensation
 Land acquisition in the public interest is subject Section 42 Sub-Section 7 Paragraph
(b) of the Land Act 1998, where it is emphasized that “no person from whom land is
to be acquired shall be required to vacate that land until he or she has received the
compensation awarded to, or agreed to, by them”.

 Section 78 of the Act gives valuation principles for compensation i.e. compensation at
depreciated replacement costs for rural properties and market values for urban
properties. Where the land is to be acquired, in addition to compensation assessed
under this Section (S 78), a disturbance allowance shall be calculated at a sum of 15%
of the sum awarded to that person, where more than six month notice to vacate is
given. If less than six months’ notice is given for possession, the disturbance allowance
is computed at 30% [see Section 78 (2)].
 Where no agreement is reached, the Minister responsible may compulsorily acquire
such land in accordance with Section 43 of the Land Act (1998).
National environment act (1995) and National policy for the conservation and management
of wetlands (1995)-these provide strategies to minimize degradation of wetlands. The overall
aim is to promote the conservation of Uganda’s wetlands in order to sustain their ecological
and socio-economic functions for the present and future well-being of the people. Key
relevant Policy strategies are that:
 No drainage of wetlands unless superseded by more important environmental

management requirements
 Any wetland serving as a source of water supply or receiving effluent as part of a
designated service to any human settlement shall be declared a fully protected wetland
from any encroachment, drainage or modification
 All wetlands are a public resource to be controlled by the government on behalf of
the public.
 Government may require that some wetlands that have already been drained should
be allowed to regenerate
 All planned new wetland developments will be subjected to an EIA process to
determine the required environmental controls
The Physical Planning Act (2010) and Kampala Capital City Act (2010)
The Physical Planning Act provides for the establishment of a National Physical Planning
Board, to provide for the composition, functions and procedure of the Board; to establish
district and urban physical planning committees; to provide for the making and approval of
physical development plans and for the applications for development permission; and for
related matters. This would impact on the project as various regulations have to be observed.
Section (5) (f) of the Kampala Capital City Act (2010) entrusts the responsibility for
construction and maintenance of drainage to the Central Government through the
Metropolitan Physical Planning Authority. Section (6) of this Act also provides for
compensation of land owners by the Central Government in accordance with article 26 of the
Constitution and the Land Acquisition Act where land is required by the Authority for
construction of water and sewerage systems.

Project Financiers resettlement Guidelines.
International Lending institutions for such projects are guided by their own requirements or
requirements of their organisations/countries for resettlement or compensation of Project
Affected persons.
The World Bank Operational policy 4.12, Framework of November 2002, is a common
standard of approved principles and guidelines for compensation/resettlement for most
donor financed project. World Bank principles are however normally harmonized with
national laws of the subject country where the project is to be funded.
Other lending institutions such as ADB, IFC, and EU have their own standards to be followed
for commended project financing.
5.2 METHODOLOGY FOR COMPENSATION STRATEGY
When interventions on the Drainage System will be developed at the subsequent design
phases, the purpose is to accomplish an estimate of the likely impact on the property and
livelihoods on the persons in the project areas.
Accordingly estimates are made on the quality and quantity of property to be taken. This
includes assessments of projected amounts for land buildings and crops in the project areas.
Also estimates are made on the loss of rent for property in the project areas.
 Areas are identified through various surveys carried out by the team specialists
(Surveyors GIS specialists etc). The inclusive boundaries are accordingly identified.
 The legal and tenure status of properties in these areas are established. Tenure in the
project areas includes mailo Freehold, leasehold and Kibanja on mailo.
 Identification of permitted areas available for the project through public interest or
statute-these include Government Land, rivers and streams as well as swamps under
control of Nema. Also included are roads and other land acquired by other
Government bodies. No compensation would be due for these areas.
 Consultation with the PAPs (Project Affected Persons) that are affected through
participatory approach as part of the process of land identification surveying and
assessments. Interests of key stakeholders are documented by survey teams.
 Existing Cadastral and land use maps will be analyzed to identify features such as
population settlement, infrastructure and land use patterns in areas subject of the
project.
 Further analysis of the survey data and studies to establish adequate compensation
parameters, and to enable appropriate income and livelihood restoration.

5.3 BASIS OF VALUATIONS ASSESSMENTS
The current basis of Valuation for compensation is set out in the Land Act
Section 77 of the land Act gives valuation principles for compensation as ‘depreciated
replacement costs, for rural properties and ‘market values’ for urban properties.
In addition to compensation assessed under this Section (S 77), a disturbance allowance shall
be calculated at 15% of the sum assessed where more than six month notice to vacate is given
and 30%, if less than 6 month to vacate is given.
‘Market Value’ is defined as "the estimated amount for which a property should exchange
hands on the date of valuation between a willing buyer and a willing seller in an arm’s-length
transaction after proper marketing wherein the parties had each acted knowledgeably,
prudently, and without compulsion”.
Market values are determined by the Valuer and based on land selling values governed by
the following factors:
 Location in relation to urban centres
 Economic activity in the area
 Physical and geographical factors
 Population density
 Vicinity to services such as water electricity and roads
 Cultural attitudes to land transactions.
Buildings and other Improvements
Values of improvements of a permanent nature such as buildings and structural works,

fences- including chain link fences (with or without cypress hedges), block walls, gates etc.
are to be assessed on the basis of current replacement costs.
‘Replacement Cost’ is defined as the present day cost of acquiring a substantially similar
present day asset that could provide a similar level of service to the asset in question.
Replacement cost is based on current market costs and technology of the day.
Replacement Cost Values of Permanent buildings and structures are derived from the project
area in accordance with prevailing construction costs as governed by the following factors:
 Location in relation to urban centers
 Type and quality of materials used
 Workmanship and design of buildings
 Location of building in relation to sources of materials and labor
 Terrain of the building site and the possible amount of leveling involved
 Age of structure and condition of buildings

Crops and Trees
The Land Act permits District Land Board to compile or review District Compensation rates
for their respective Districts. (Section 59 of the Land Act). It is the district compensation rates
used for the assessment of crops and temporary structures.
Public Utilities
Assessment for relocation of public utilities such as power lines, water lines, telephone lines,
are provided by the respective authorities based on the information supplied by the Managers
to the relevant authorities.

6 MONITORING NETWORK AND FLOOD WARNING SYSTEM
To improve the effectiveness of the interventions an adequate monitoring network should be

set-up within Kampala for the records of:
- Rainfall
- Flow
- Water quality
Besides pursuing the goal of having an updated and complete dataset of such sensible
information, for what concern rainfall and flow, the objective of organizing an efficient and
structured monitoring system is firstly to calibrate the rainfall-runoff model in order to be
able to constitute a flood forecasting system and finally a flood warning system.
With a calibrated model, the information on the rainfall depth felt during the event
corresponds to a water level along the drainage system (flood forecasting system): for heavy
events an alert plan should be arranged to advise people of the flooding risk (flood warning
system) and to manage the residual risk. The way to make such alert system operative need
to be discussed with KCCA.
Rainfall gauges
Rainfall events experienced in Kampala are mostly thundery characterized by high intensity
rainfall over short periods and those are the events that lead to flash flood within the City.
Kampala generally has a convective type of rainfall characterized by high intensities of short
duration, with abrupt changes in intensity in both time and space due to storm movement;
thus the distribution of the rainfall within the City area does not follow a typical pattern.
Daily rainfall is currently recorded at three (3) stations (Department of Meteorology) thus the
network should be integrated with other gages due to the characteristics of the rainfall
events.
Each basin should be equipped of at least two rainfall gauges, one to cover on the upstream
part of the watershed and one for the downstream part, with recorders that are capable of
measuring rainfall over short durations (sub-hourly). The tipping-bucket type rain gauge with
a data logger will be suitable to eliminate the need to manually read the rain gauges as the
data logger can store up to three months’ data. The process can be automated by installing
suitable transmitters and a centralized receiver at the department’s offices.

Flow gauges
Flow should be measured along the primary channels: it is recommended the utilize of a flow
gauge with a data logger, to be installed in correspondence of bridges where the section is
fixed and there is a support for the installation.
It is advised to install such recorders at least along all the primary channels.
Water quality gages
Water quality should be measured at least along the primary and in correspondence of
discharge points along them (upstream and downstream). Daily measurements are the
minimum requirements and the parameters to be recorded are at least: BOD, COD, TDS, TSS,
Nitrates.

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REPUBLIC OF UGANDA

KAMPALA CAPITAL CITY AUTHORITY

PROJECT NAME: SECOND KAMPALA INSTITUTIONAL AND INFRASTRUCTURE

CONSULTANCY SERVICES FOR UPDATING OF THE

Credit No.: 4367 - UG

Contract No.: KCCA/KIIDP2/ISCS-12

KAMPALA DRAINAGE MASTER PLAN 2016

Submitted by: SGI Studio Galli Ingegneria.

2 STORM WATER MANAGEMENT PRACTICES ...................................................... 5

3 INSTITUTIONAL AND LEGAL FRAMEWORK........................................................ 8

4 EROSION CONTROL STRATEGY AND WASTE DISPOSAL STRATEGY .................. 17

5 LAND COMPENSATION STRATEGY .................................................................. 22

6 MONITORING NETWORK AND FLOOD WARNING SYSTEM .............................. 27

SGI Studio Galli Ingegneria ii

ARI Average Recurrence Interval

SGI Studio Galli Ingegneria iii

- Institutional and legal framework

SGI Studio Galli Ingegneria 4

2 STORM WATER MANAGEMENT PRACTICES

The following principles underlying best practice in storm-water management should be

SGI Studio Galli Ingegneria 5

 Structural control - use structural measures, such as treatment techniques or

Therefore, the conventional, business-as-usual approaches with traditional engineering

SGI Studio Galli Ingegneria 6

SGI Studio Galli Ingegneria 7

3 INSTITUTIONAL AND LEGAL FRAMEWORK

3.1 A COMPARATIVE REVIEW OF FINDINGS OF THE 2003 AND 2016

SGI Studio Galli Ingegneria 8

3.2 KEY INSTITUTIONAL ISSUES

 Logistical constraints: Insufficient transport facilities is a main logistical issue. It affects

SGI Studio Galli Ingegneria 9

 Weak external coordination and collaboration: There is insufficient and ineffective

 Limited community engagement: There is insufficient engagement and participation

SGI Studio Galli Ingegneria 10

3.3 PROPOSED INSTITUTIONAL AND POLICY CHANGES FOR

A number of institutional and policy changes are recommended for successful

 Streamlining roles and responsibilities: It is a good internal decision for drainage

 Improving logistics: For technical reasons, it is recommended that mechanized

 Training and capacity building: Increased staffing should be reinforced by tailor-made

SGI Studio Galli Ingegneria 11

action/respond to community complaints, regular maintenance of drainage channels,

 Increasing private sector involvement: In the wake of staffing and logistical

 Improving the institutional structure: It is recommended to decentralize and

SGI Studio Galli Ingegneria 12

KCCA Executive Director’s office

Directorate of Physical Directorate of engineering Directorate of public

SGI Studio Galli Ingegneria 13

 Increasing community engagement: The socio-economic survey conducted under this

 Improving coordination: Mechanisms will need to be established for better

SGI Studio Galli Ingegneria 14

 Providing an enabling policy environment: The Authority needs a stand-alone

o Encouraging permeable surfaces (parking spaces, courtyards, walkways, etc.),

3.4 LEGAL FRAMEWORK

 Effective enforcement of the Public Health Act (2000),

- specific land use clause;

SGI Studio Galli Ingegneria 15

SGI Studio Galli Ingegneria 16

4 EROSION CONTROL STRATEGY AND WASTE DISPOSAL

4.1 EROSION CONTROL STRATEGY

SGI Studio Galli Ingegneria 17

 Filtering and Entrapment BMPs; and

Overall experience is an integral component in the successful selection of appropriate

Common Erosion Control Practices compatible for Kampala are: