78 MOSES M. IKIARA, ANNE M. KARANJA AND THEO C. DAVIES
did very well initially and the CBD became noticeably clean. Payment problems led
to poor performance, however, particularly due to sit-ins by unpaid workers The
contract had been financed from NCC’s general taxation, as revenue from waste
charges was inadequate (JICA, 1998). The NCC does not have contractual arrange-
ments with any private company at the moment. A new management contract for the
CBD is being planned, however, as is a pilot franchise system.
The NCC has some relationships with CBOs too. One of these is through the Nairobi
Urban Slums Development Project, under which Kawangware Afya Bora CBO was
set up. In this project, the NCC, Central Government, NGOs, CBOs, and International
Organisations have joined to help people living in Nairobi’s slums and other
unplanned settlements. The aforementioned CBO, for example, handles more than
half of the waste generated at Kawangware market. Similarly, the NCC established a
relationship with the City Park Environmental Group (with 16 stall owners at City
Park Hawkers Market), under which they allowed the environmental group to use
land, kept aside for waste dumping, for composting activities. In exchange, the group
was required to collect, transport and control all the waste generated from the market,
estimated at 3 tons per day. The sponsor of the market, an Asian Foundation, brokered
this informal partnership. The NCC, moreover, participates actively in the environ-
mental cleanups organised by CBOs such as Mathare Youth Sports Association
(Peters, 1996).
These examples notwithstanding, the NCC has not forged strong relationships with
CBOs, due to several hindrances. First, municipal authorities often do not integrate the
facilities of CBOs and NGOs into the mainstream, either because the settlements they
serve are considered irregular or because the community-provided infrastructure does
not conform to existing codes. Secondly, local governments often lack the technical
and institutional capacity to form partnerships with CBOs (World Bank, 2000).
Finally, prevailing attitudes among government officials and employees towards these
non-state initiatives are still largely negative.
Private-private partnerships
a certain extent one may say that the relationship in which households, commercial
entities, and institutions contract private companies to remove their waste on a regular
basis qualify as private-private partnerships. Despite the fact that the nature of the
arrangement is primarily commercial, it does serve the public interest and, hence,
satisfies the criteria outlined in chapter 1. They have already been discussed earlier on.
Collaborative ventures among NGOs and between NGOs and other actors are another
expression of private-private partnerships. Examples include collaboration between
the FSDA and the Uvumbuzi Club in the ‘Garbage is Money’ campaign, and collabo-
ration between the Undugu Society and the International School of Kenya in which