Gambia- Brikama Urban Profile

8/21/2019 Gambia- Brikama Urban Profile

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HE GAMBIA: BRIKAMA URBANPROFILE

Regional and Technical Cooperation Division


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Copyright United Nations Human Settlements Programme (UN-HABIA), 2011All rights reserved

United Nations Human Settlements Programme publications can be obtained from

UN-HABIA Regional and Information Offices or directly from:

P.O.Box 30030, GPO 00100 Nairobi, Kenya.

Fax: + (254 20) 762 4266/7

E-mail: [email protected]

Website: http://www.unhabitat.org

Tis Gambia National report was prepared by Joseph Guiebo and Kerstin Sommer.

Te urban profiling in Te Gambia was managed by Juldeh Ceesay and Lamin Jobe.

HS Number: HS/091/11E

ISBN Number(Volume): 978-92-1-132381-8

DISCLAIMER

Te designation employed and the presentation of the material in this publication donot imply the expression of any opinion whatsoever on the part of the Secretariat of theUnited Nations concerning the legal status of any country, territory, city or area, or ofits authorities, or concerning delimitation of its frontiers or boundaries, or regarding its

economic system or degree of development. Te analysis, conclusions and recommendationsof the report do not necessarily reflect the views of the United Nations Human SettlementsProgramme (UN-HABIA), the Governing Council of UN-HABIA or its MemberStates. Tis document has been produced with the financial assistance of the EuropeanUnion. Te views expressed herein can in no way be taken to reflect the official opinion ofthe European Union.

Excerpts from this publication may be reproduced without authorisation, on condition thatthe source is indicated.

Photo credits: UN-HABIA

ACKNOWLEDGEMENSEditing: om Osanjo

Design and Layout: Florence Kuria


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HE GAMBIA: BRIKAMA URBANPROFILE

UNITED NATIONS HUMAN SETTLEMENTS PROGRAMMEREGIONAL OFFICE FOR AFRICA AND THE ARAB STATES

FOREWORDS 4

BACKGROUND 7

GOVERNANCE 12

SLUMS, SHELTER AND LAND 15

GENDER AND HIV/AIDS 17

ENVIRONMENT 20

LOCAL ECONOMIC DEVELOPMENT 22

BASIC URBAN SERVICES 24

URBAN SAFETY AND URBAN DISASTER

MANAGEMENT 26

PROJECT PROPOSALSGovernance 28Slums, Shelter and Land 31Gender and HIV/AIDS 34Environment 37

Local Economic Development 40

Basic Urban Services 43

Urban Safety and Urban Disaster

Management 46

TABLE OF CONTENTS

Regional and Technical Cooperation Division


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FOREWORD

EXECUTIVEDIRECTOR

FOREWORDS

According toresearch publishedin UN-HABIAsflagship report, TeState of the WorldsCities 2010-2011,all developingregions, includingthe African,Caribbean andPacific states, will

have more peopleliving in urban thanrural areas by theyear 2030. Withhalf the worlds

population already living in urban areas, the challengeswe face in the battle against urban poverty, our quest forcities without slums, for cities where women feel safer,for inclusive cities with power, water and sanitation, andaffordable transport, for better planned cities, and forcleaner, greener cities is daunting.

But as this series shows, there are many interestingsolutions and best practices to which we can turn.

After all, the figures tell us that during the decade2000 to 2010, a total of 227 million people in thedeveloping moved out of slum conditions. In other

words, governments, cities and partner institutions havecollectively exceeded the slum target of the MillenniumDevelopment Goals twice over and ten years ahead ofthe agreed 2020 deadline.

Asia and the Pacific stood at the forefront of successfulefforts to reach the slum target, with all governmentsin the region improving the lives of an estimated 172million slum dwellers between 2000 and 2010.

In sub-Saharan Africa though, the total proportion

of the urban population living in slums has decreasedby only 5 per cent (or 17 million people). Ghana,Senegal, Uganda, and Rwanda were the most successfulcountries in the sub-region, reducing the proportions ofslum dwellers by over one-fifth in the last decade.

Some 13 per cent of the progress made towards theglobal slum target occurred in Latin America and theCaribbean, where an estimated 30 million people havemoved out of slum conditions since the year 2000.

Yet, UN-HABIA estimates confirm that theprogress made on the slum target has not been sufficientto counter the demographic expansion in informalsettlements in the developing world. In this sense,efforts to reduce the numbers of slum dwellers areneither satisfactory nor adequate.

As part of our drive to address this crisis, UN-HABIA is working with the European Commissionand the Brussels-based Secretariat of the African,Caribbean and Pacific (ACP) Group to support

sustainable urban development. Given the urgent anddiverse needs, we found it necessary to develop a toolfor rapid assessment and strategic planning to guideimmediate, mid and long-term interventions. And here

we have it in the form of this series of publications.

Te Participatory Slum Upgrading Programme isbased on the policy dialogue between UN-HABIA, the

ACP Secretariat and the European Commission whichdates back to the year 2002. When the three parties metat UN-HABIA headquarters in June 2009, morethan 200 delegates from over 50 countries approved aresounding call on the international community to paygreater attention to these urbanization matters, and to

extend the slum upgrading programme to all countriesin the ACP Group.

It is worth recalling here how grateful we are that theEuropean Commissions 9th European DevelopmentFund for ACP countries provided EUR 4 million (USD5.7 million at June 2011 rates) to enable UN-HABIAto conduct the programme which now serves 59 citiesin 23 African countries, and more than 20 cities in sixPacific, and four Caribbean countries.

Indeed, since its inception in 2008, the slumupgrading programme has achieved the confidence ofpartners at city and country level in Africa, the Caribbean

and in the Pacific. It is making a major contributionaimed at helping in urban poverty reduction efforts, aseach report in this series shows."


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FOREWORD-EXECUTIVEDIRECTOR

I wish to express my gratitude to the EuropeanCommission and the ACP Secretariat for theircommitment to this slum upgrading programme. Ihave every confidence that the results outlined in thisprofile, and others, will serve to guide the developmentof responses for capacity building and investments inthe urban sector.

Further, I would like to thank each Country eamfor their continued support to this process which isessential for the successful implementation of the

Participatory Slum Upgrading Programme.

Dr. Joan Clos

Executive Director, UN-HABIA


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FOREWORD

EXECUTIVEDIRECTOR

Additionally, the Local Government Act of 2002 has

also been established to lay a solid foundation for actualdecentralization of not only transfer of power andauthority, but where necessary, to lay a framework toregulate a decentralized standard of rural development.It is therefore important to note that our vision is toimprove economic growth and the living standards ofthe people.

Finally I want to thank the UN-HABIA and allthose who in one way or the other contributed to thesuccess of the urban profiling exercise in Brikama.

Alh. Lamin Sanneh

Governor

Te overall goalof the ParticipatorySlum UpgradingProgramme is topositively contributeto the realizationof the MillenniumDevelopment Goalsand by extensionto urban povertyalleviation. o thisend, the urbanprofiling exercise inBrikama attractedthe participation

of all potentialactors and stakeholders in the development process ofthe town. Additionally, the approach involved urbanresidents in helping to define their most pressing needsin tackling sustainable urban development.

Te urban profiling is based on the analysis ofexisting data and a series of interviews with all relevanturban stakeholders. Tese include local communities,civil society organizations, the private sector, anddevelopment partners within the town. Te BrikamaCity Consultation resulted in a collective agreementon priorities and their development into proposedcapacity-building and other projects that are all aimed

at reducing poverty within the town of Brikama.

Brikama town is cosmopolitan and many economicactivities take place in the town. Having manyinhabitants, it also serves as the urban center forsurrounding communities. Majority of the poor are

women and gender disparities in access to livelihoodskills and economic resources are among the fundamentalcauses of poverty in Brikama. With the coming of theParticipatory Slum Upgrading Programme, there ishope that these challenges will be addressed.


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BACKGROUND

INTRODUCTION

Te urban profiling in Brikama consists of anaccelerated, action-oriented assessment of urbanconditions, focusing on priority needs, capacity gaps,and existing institutional responses at the local andnational level. Te purpose of the study is to developurban poverty reduction policies at local, nationaland regional levels, through an assessment of needsand response mechanisms, and as a contribution tothe wider-ranging implementation of the MillenniumDevelopment Goals (MDGs). Te study is basedon analysis of existing data and a series of interviews

with all relevant urban stakeholders, including localcommunities and institutions, civil society, the private

sector, development partners, academics, and others.Te consultation typically results in a collectiveagreement on priorities and their development intoproposed capacity-building and other projects that areall aimed at urban poverty reduction. Urban Profilingis being implemented in over 20 African and Arabcountries, offering an opportunity for comparativeregional analysis. Once completed, this series of studies

will provide a framework for central and local authoritiesand urban actors, as well as donors and external supportagencies.

METHODOLOGYTe Participatory Slum Upgrading Programmeconsists of three phases:

Phase oneconsists of the rapid profiling of urbanconditions at national and local levels. Te capital city,a medium-sized city, and a small town are selectedand studied to provide a representative sample in eachcountry. Information is collected through standardinterviews and discussions with institutions and keyinformants, in order to assess the strengths, weaknesses,opportunities, and threats (SWO) of the nationaland local urban set-ups. Te findings are presented

and refined during city and national consultationworkshops and consensus is reached regarding priorityinterventions. National and city reports synthesize theinformation collected and outlined ways forward toreduce urban poverty through holistic approaches.

Phase twobuilds on the priorities identified throughpre-feasibility studies and develops detailed capacity-building and capital investment projects.

Phase three implements the projects developedduring the two earlier phases, with an emphasis onskills development, institutional strengthening andreplication.

Tis report presents the outcomes of Urban ProfilingPhase One at the national level in Brikama.

URBAN PROFILING IN THE GAMBIA

In Te Gambia, the urban profiling focuses onBanjul, the capital city, Kanifing Municipal Council(KMC) and Brikama town in the western region.Trough desk reviews, Focus Group Discussions (FGD)and institutional questionnaires, the profiling exercisetargets municipalities, government departments, privateinstitutions, non-governmental organizations (NGOs),and the academia within the selected cities.

A Focus Group Discussion was held in each of the 29wards within the three municipalities/regions coveredin the profiling exercise. In each ward, the sessionbrought 20 participants discussing urban poverty

issues. Discussions were guided by a team of moderatorscomprising of a facilitator, secretary and observer.

Te purpose of the various data collectionmechanisms was to obtain information on peoplesperception regarding the causes, effects and possiblesolutions to urban poverty. Tis brought together across section of youth, adults, men, and women forinteractive discussions at each stage of the assessment.Te discussions allowed interaction among allparticipants which encouraged them to give out detailedopinions on the gains and issues hindering urbanpoverty eradication.

REPORT STRUCTURETis report consists of:

1. a general background of the urban sector in Brikama,based on the findings of the national assessmentreport, a desk study, interviews, and a consultationheld in Brikama in 2005. Te background includesdata on administration, urban planning, theeconomy, the informal sector, the private sector,urban poverty, infrastructure, water, sanitation,public transport, street lighting, energy, health, andeducation;

2. a synthesis of seven main thematic areas - governance,slums, gender and HIV/AIDS, environment, localeconomic development, basic urban services, andurban safety and urban disaster management -in terms of the institutional set-up, regulatoryframework, resource mobilisation, and performance(this second section also highlights agreed prioritiesand includes a list of identified projects); and

3. a SWO analysis and an outline of priority projectproposals for each theme. Te proposals includesbeneficiaries, partners, estimated costs, objectives,activities, and outputs.


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DEMOGRAPHY OF BRIKAMA

According to the Atlas of the 2003 Population andhousing Census, the population of Te Gambia in theyear 2003 was 1,360,681. Reports clearly showed thatbetween 1993 and 2003 census the national populationgrew by 31 percent from 1,038,145 to 1,360,681.(Population and housing census, 2003, p.11)

Brikamas population in 2003 was 389,594 whichaccounts for 29 percent of the population covering aland area of 1,764km followed by Kanifing MunicipalCouncil at 24 percent within 76km land area (samereference as above).

Brikama Local Government Area is the mostpopulous local government area in the country. Between1993 and 2003, growth in population by 66 percentmade Brikama the fastest growing Local Government

Area, surpassing Kanifing.

At the district level, Kombo north had the fastestgrowing population with a 106 percent increase between1993 and 2003, which is high, driven by the rapidexpansion of settlements along the recently constructedKombo coastal road and the establishment of theBrusibi housing estate. (Source of data: Population andHousing census 2003, Page 11.)

Mortality rates in Te Gambia are one of the highest

in the sub region despite the great achievements madeat the national level. With a nation wide coverage ofmaternal health services, the maternal mortality ratio(MMR) has over the years declined significantly from1,050 to 730 per 100,000 live births between 1990and 2001 (DOSH) and further reduced to 556 per100,000 live births in 2006. Te improvement inmaternal mortality ratio over the years can be attributedto the impact of public health interventions that wereput in place by government. Trough these measures,significant reductions have been achieved in the burdenof maternal morbidity due to anemia and malaria. Itis important to note that anemia is one of the leadingcauses of maternal deaths in Te Gambia. In addition,

improved access to reproductive health services,appropriate case management and timely referrals havealso contributed to the reduction of maternal deaths.

(Source: Fertility Determinants and ContraceptivePrevalence Survey, 1990, Census, 1993; Maternal, Peri-nata, Neonatal, Infant Mortality and ContraceptivePrevalence Survey, 2001; Census, 2003; MultipleIndicator Cluster Study III, 2006; Fistula Study, 2006and HMIS Report, 2008 MDG Status Report 2009pp.37; 1993 and 2003 Census and Maternal, Peri-nata,Infant Mortality and Contraceptive Prevalence Survey,2001).

TABLE 1: POPULATION BY SEX, NUMBER OF HOUSEHOLDS, LOCALGOVERNMENT AREA 2003

LOCAL GOVERNMENTAREA

DIVISION /MUNICIPALITY

MALE FEMALE BOTHSEXES

NUMBER OFHOUSEHOLDS

Banjul Banjul City Council 18,906 15,922 34,828 6,744

Kanifing Kanifing MunicipalCouncil

164,054 158,536 322,410 49,564

Brikama Western Region 197,566 195,421 392,978 45,396

Mansakonko Lower River Region 34,689 37,857 72,546 8,474

Kerewan North Bank Region 83,386 89,420 172,806 18,458

Kuntaur Central RiverRegion

38,313 40,785 79,098 7,155

Janjangbureh Central RiverRegion

51,698 55,103 106,799 10,244

Basse Upper River Region 88,116 94,917 183,033 12,454

THE GAMBIA 676,726 687,781 1,364,507 158,489

Adapted from the 2003 population and housing census


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THE SOCIO-ECONOMIC

DEVELOPMENTTe population figures for Brikama are rapidly

growing due to the pattern of migration (rural - urban),where people migrate to urban areas in search of jobs.Te rapid increase in urban population has brought withit several environmental and socio-economic problemsincluding deforestation, soil erosion, pollution, wastegeneration, and stress on health, education, andemployment services. Te protected forests in Brikamahave survived the expansion of agricultural land and theuse of trees for fuel. Decrease in rainfall over the last30 years has increased the rate of desertification in theregion.

Brikama town is cosmopolitan and has been endowedwith many business activities such as horticulture andfishing products. Having many inhabitants, it alsoserves as the urban center for surrounding communities.Majority of the poor are women. Gender disparities andinequalities in access to education and employment areamong the fundamental causes of poverty in Brikama.

ECONOMYTere is only one major market in Brikama.

Te market needs to be upgraded and expanded toaccommodate more traders. Most of the goods fromsurrounding villages and communities are broughtto the market for selling. It serves as the trading hubfor the region. Petty trading, soap making and tie anddye are the major livelihood activities practiced inthis town. Farming, horticulture and fishing are alsomajor significant activities in the region that generateemployment.

Te region is faced with daunting problems suchas inadequate infrastructure (energy, transport, roads,and telecommunications), and a hostile businessenvironment (high taxation, high interest rates andlack of access to long term financing). Te SocialDevelopment Fund (SDF) and Gambia WomensFinance Association (GAWFA) have been referredto as very helpful financial institutions, but membersargued that their interest rates are too high for small andmedium sized enterprises.

Entrepreneurship Promotion and Micro-financeDevelopment Project (EPMDP), Community SkillImprovement Project (CSIP) and SDF are all meantfor economic empowerment. Tey aim to enhance

competitiveness and the economic situation byencouraging sustainable growth that is inclusiveand builds the economic capacity of the people. Temain operators in the economy are Micro, Smalland Medium Enterprises (MSMEs) operating in thetrading, manufacturing (cottage industry), and servicesindustries (tourism, communication and transport).

POVERTY LEVELAccording to the Millennium Development Goals

Status report of 2007, three poverty studies wereconducted. Te first study conducted in 1992 showedthat 31 percent of the population was poor.

Te second study conducted in 1998 showed thatthe level of poverty increased from 31 percent (1992)to 69 percent. Studies also showed a widening disparitybetween Urban and rural populations with 60 percentof the Rural population being poor compared to only13 percent of those living in urban areas.

TABLE 2: REGIONAL DISPARITIES: OVERALL POVERTY RATES AND MDG

TARGETS BY REGION (1992-2003)REGION 1992 (%) 1998 (%) 2003 (%) DIFFERENCE WITH MDG TARGET

Banjul 0.0 50.0 7.6 -7.4

Kanifing 15.0 53.0 37.6 22.6

Brikama (western region) 35.0 69.0 56.7 41.7

Lower River Region 40.0 80.0 62.6 47.6

North Bank Region 36.0 80.0 69.8 54.8

Central River North 39.0 74.0 94 79.9

Central River South - - 75.7 60.7

Upper River 50.0 80.0 67.9 52.9

National Average 31.0 69.0 58.0 -

Source: MDG status Report 2007, p.17


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Te third poverty study carried out in 2003 put thepoverty head count index at 58 percent indicating adownward trend in poverty.

Te likelihood of being poor is much higher inrural households: 34 percent for Banjul and Kanifingcombined, 56 percent in other urban areas and 67.8percent for predominantly rural areas (MDG StatusReport, 2007, p.17).

Te regional variations in poverty are associatedwith variations in income levels, with income levelsmuch higher in the urban areas. able 3 below showsthe percentage of the Population that live in ExtremePoverty.

According to the Millennium Development GoalsStatus Report 2009 (results of the 2003 poverty survey),poverty in Te Gambia is a rural phenomenon as 67.8percent of the poor are living in the rural areas. As shownin able 3, the level of extreme poverty has declined in allregions from 1998 - 2003. (Source: GoG 2000; 1998Poverty Survey; Census 2003 & Integrated HouseholdSurvey (IHS), 2003 MDG Status Report 2009))

TRANSPORTTe transport situation in the region is quite good

due to the development of main trunk roads and feederroads enabling movement of people and goods fromone place to another. However, it is difficult to accesspublic transport due to the low number of public motorvehicles available. Animal transport is therefore used asan alternative.

HEALTH

Tere is a major health centre serving the wholeregion in addition to minor health facilities and healthposts in the region. Te nearest hospital is in Banjul,the capital city, which is 33 kilometers away. Te majorhealth centre in Brikama town is equipped with trainedmedical personnel and support staff.

Te major constraints are retention and attritionrates of nurses and other medical personnel. Tecapacity needs include human resources, equipment andupgrading of the facility to accommodate the inflow ofpatients in the region.

EDUCATION/LITERACY RATETe Regional Education Office is located in Brikama

town and is headed by a director. Te town has lowerbasic and upper basic schools. Tere are also nursingschools and kindergartens.

Tere are many adult literacy programmes beingconducted in Brikama through the CSIP funded by

Africa Development Bank (ADB) and implemented bythe Department of Basic Education.

TABLE 3: PERCENTAGE OF THE POPULATION THAT LIVES IN EXTREMEPOVERTY

REGION 1992 (%) 1998 (%) 2003 POVERTY

SEVERITY (%)

MDG

DIFFERENCEBanjul 0.0 19.0 0.8 -6.7

Kanifing 4 18.0 6.8 -0.7

Brikama 10.0 50.0 13.7 6.2

Lower River 26.0 71.0 10.0 2.5

North Bank 15.0 71.0 21.6 14.1

Central Bank North 21.0 62.0 30.5 23

Central Bank South - 14.4 6.9

Upper River 32.0 73.0 15.0 7.5

National Average 15.0 51.0 25.1 -

Source: MDG status Report 2007, p.17


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ENROLLMENT

An improvement in enrollment, as shown in able4, is attributed to improved access to schools withthe construction of new schools in many parts of thecountry. Increase in the enrollment of girls is hugelydue to the formulation of the Girls Scholarship rustFund which has encouraged parents to enroll theirdaughters in school. If the current trend in enrollmentis maintained, the country will meet the millenniumdevelopment goals target by the year 2015 (MDGStatus Report 2009, p.19).

Brikama recorded the lowest enrollment rate inschools at 73 percent of school age going children in2008.

According to the Millennium Development GoalsStatus report of 2009, net enrollment rates have improvedconsiderably over the years, with the gender gap inenrollment across the sexes narrowing as shown in able5. Net enrollment rates for both sexes was estimated at46.3 percent in 1991/1992 which gradually increasedto 77 percent in 2008/2009 In 1991/1992, male netenrolment was 54 percent compared to 38.5 percentfor females. Corresponding estimates for 2008/2009

were 75 percent for males and 78 percent for females,showing that not only has the gender gap in enrollmentbeen bridged but female enrolment has surpassed thatof males. (Source: EMIS 2007, MICS2005/6, Census2003 MDG Status Report 2009 pp. 18).

TABLE 4: ENROLMENT RATES BY REGION BETWEEN 1991-2009

YEAR GENDER BCC KMC WR NBR LRR CRR(N)

CRR(S)

URR

2007/2008 Total

Male

Female

110.0

115.0

107.0

87.0

89.0

86.0

73.0

72.0

74.0

59.0

55.0

64.0

75.0

74.0

76.0

72.0

63.0

81.0

62.0

55.0

69.0

58.0

58.0

57.0

2008/2009 Total

Male

Female

108.0

110.0

107.0

93.0

93.0

93.0

76.0

75.0

77.0

63.0

61.0

66.0

78.0

77.0

79.0

60.0

52.0

67.0

59.0

52.0

66.0

84.0

87.0

81.0

(Source EMIS 1991/1992 2008/09 MDG Status Report, 2009, pp. 19)

TABLE 5: ENROLMENT RATES BY REGION BETWEEN 1991-2009

INDICATORS PERCENTAGE AND

YEAR

CURRENT STATUS MDG TARGETS

Net enrollment in primaryeducation

46.3% in 1991 77% in 2008 100%

Proportion of pupils startinggrade 1 who reach the finalgrade of primary school

88.1% in 1992 96.6% in 2006 100%

Literacy rate of 15-24 yearold men and women

48% in 1991 62.9% in 2003 72%

(Source: EMIS 2007, MICS2005/6, Census 2003 MDG Status Report 2009 pp. 18)


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Te Gambia adopted a policy on decentralizationof local government systems in response to section 193and 194 of the constitution of the Republic of TeGambia (1997). Current local government legislationin Te Gambia provides for the self-administration oflocal governments by elected councils.

In Brikama, reforms exist in a functioning anddecentralized administrative structure headed by aGovernor with regional, district and communitystructures. Within the wards are Ward DevelopmentCommittees (WDCs) and Village DevelopmentCommittees (VDCs). Te Community/Ward/Municipal Authority has the following institutionalarrangement:

Brikama town is divided into three wards eachheaded by an elected ward councillor.

Te WDC is an entry point for development inthe area and is composed of democratically elected

members from the VDCs. All plans at ward levelare presented in the WDC meetings for furthertransmission to the municipal council (localauthority) for possible funding.

GOVERNANCE

Te VDC is composed of elected members fromthe various village cells responsible for existingdevelopment activities of the village. Te selectionof VDC members is based on gender equality givingequal representation to both males and females. TeVDC is also represented in the WDC.

INSTITUTIONAL SET-UPTe Western Region (Brikama) has a well-articulateddecentralization program to ensure appropriate localactions towards achieving the MDGs and PovertyReduction Strategy Papers (PRSPs).

Under the administrative structure of development,there exists a Governor that has established a echnical

Advisory Committee (AC) askforce comprisingof heads of institutions, sectors within the region,NGOs, and CSOs chaired by the Chairperson ofthe Municipal Council, which is an indication of

the governments commitment to implement a goodgovernance strategy at all levels in Te Gambia.


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Te AC has a big role in coordinating regionalprogrammes respective of sectors and finallyendorsing program implementation, resourceallocation and monitoring.

Te municipal authority is structured in thefollowing hierarchy: Chairman - Vice Chairman- Chief Executive Officer - Director of Finance -Chief Security Officer - Manager Cleaning Service -Director of Planning - Development Officer - PublicRelations Officer - Procurement Officer - DeputyDirector of Finance - Deputy Security Officer- Manager Rates and axes - Manager Licenses -Health Labourers - Marketing Manager - AuditOfficer.

Te chairperson is elected through a democraticprocess and chairs all meetings. His/her term ofoffice is four years.

Majority of councillors are elected and serve aschairpersons of their wards while some are nominatedand their term of office is also four years.

ransfer of competencies from central governmentto regions as a way of decentralization has occurredin education, agriculture, health, water resources,roads, decentralized planning, and monitoring andevaluation through support from government and

partners.

REGULATORY FRAMEWORKTe Western Region (Brikama) has a well-articulateddecentralization program to ensure appropriate localactions towards achieving the MDGs and PRSPs.

Under the administrative structure of development,the Governor has established a AC askforcecomprising of heads of institutions, sectors withinthe region, NGOs, and CSOs. Te AC is chairedby the Chairperson of the Municipal Council which

is an indication of government commitment toimplement a good governance strategy at all levelsin Te Gambia.

Te AC plays a big role in coordinating regionalprogrammes respective of sectors and finallyendorsing program implementation, resourceallocation and monitoring.

Tere is a national policy on crime preventionimplemented by the government law enforcementagencies.

Tere is a national policy that protects women from

violence.Tere is a coordinated and a cordial workingrelationship between the municipal police and thegovernment police.

Te Gamworks Agency in Te Gambia (December

2008) is a good sign of the promotion of goodgovernance and accountability. Tis Agencyintends to improve the management of budgeting,procurement and financial accounting of the LocalGovernment Authorities as well as promote aparticipatory approach to development at the localgovernment level in the country.

RESOURCE MOBILIZATION ANDCAPACITY BUILDING

Te council gets its revenue from the following main

sources; daily market fees, car park fees, businesstrade licenses and fees, and land rates.

Conflicting fees and taxes with central governmentand the council limits investment in the area.

Current local government legislation in TeGambia provides for the self-administration of localgovernments by elected councils.

Regional and district /local level data can be collected,and program and resource allocations targeted.

Te municipality has a policy on resourcemobilization, but it is not effective. Absence

of capacity is as a result of the general lack ofunderstanding about transactions pertaining to theuse of grants from the central government.

Te only system used for assigning taxation betweenthe central government and municipality is throughthe car park fees collection, which is done by thegovernment police.

Te human and institutional capacity of LocalGovernment Authorities needs to be strengthenedto enable them to effectively carry out their routinefunctions and service delivery.

Management of financial resources and LocalGovernment Authorities needs to be addressedin order to improve the performance of the LocalGovernment Authorities.

Tere is a need for a more efficient revenue collectionsystem and a better functioning municipal council.

Tere is a lack of adequate capacity to implementthe strategic plan owing to shortage of staff.

Lack of enough funding in the council is a majorconcern because without enough resources, themunicipality is not able to translate its strategies into

concrete actions.


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GOVERNANCEN1

Project proposal Page 29

Training of VDC, WDC, wardcouncillors, and council staff tocomprehend sectoral policies

GOVERNANCEN2


Awareness creation ondecentralization policies and urbanservices

GOVERNANCEN3


Construction of skills training centre

Te Ministry of Local Government hadprovided some capacity building training indecentralization and governance with thesupport of the Commonwealth Secretariat. Tetraining supported by the local government,Gamworks and European Commission (EC) waseffective in improving financial management andcommunication.

Tere are weaknesses and capacity gaps in the areaof planning and implementation of projects.

Te main threat at the municipal authority isthe capacity to develop and manage programmesand to ensure that policies are translated into

development activities and plans at council andregional levels.

CHALLENGESTe revenue allocations by the centralgovernment to municipal authorities are notpublicly reported.

Te need for capacity building for the leadershipof both VDCs and WDCs is a priority. Tey needtraining in project development and managementas well as to understand the whole process of the

government decentralization reform programmeon the roles and responsibilities of VDC and WDCmembers.

Te greatest challenges to current resourcemobilization efforts is lack of capacity, weakaccountability and weak involvement of citizens inthe use and management of council revenue.

Ineffective revenue collection is also a majorchallenge.

In the area of policy, there is need for awarenesscreation. Special attention should be paid to

implementing institutions for them to have betterunderstanding about management issues and policiesin the context of urban governance.

Tough in the wards there is awareness about theexisting national policy issues and documents such asgovernance, decentralization and Local Government

Acts, there is need for greater sensitization onpolicies.

Te ward/community needs sensitization on theexisting government documents which are mainlyknown at top level but not at the grass root level.

AGREED PRIORITIESTere is need for more market construction (extramarkets).

Tere is need for roads construction with properdrainage.

Tere is need for capacity building at all levels ofthe council.


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ATIONALPROFILE-SLUMS

Land administration and land information.TeMunicipal Authorities keep records only without maps,

while the Department of Physical Planning, Housing,Lands, and Survey relies on maps. Te city plans areoutdated and need to be updated. Te land records areefficient but it takes an average of three years to securea title deed. Te cost involved is too high particularlyat the transfer stake, where D 4,000 is paid to theMunicipal Authorities per transfer and an average of D40,000 as capital gains tax.

Land-use and physical planning. Te land useplans, better known as physical development plans wereprepared to ease land administration. Te maps are

zoned into different land uses, for example residential,commercial and agricultural. Te maps are outdatedbecause the last revisions were done in 1989, eventhough they should be updated every five years. Landis obtained mainly through inheritance or purchase. Inaddition, the wards are not planned because they lacksocial amenities and infrastructure development.

THE INSTITUTIONAL SET-UP Under the municipality exists Physical Planning

and Development Control for preparation andapproval of physical development plans and controlof developments (including buildings), and forcreating a better environment and proper use of landin Brikama Region.

SLUMS, SHELTER AND LAND

REGULATORY FRAMEWORKTe Ministry of Local Government and Landsthrough the National Assembly passed the following

Acts and Regulations for the two departments in1991 and 1995 respectively; Physical Planning andDevelopment Council Act 1991, Lands Acquisitionand Compensation Act 1991, State Lands Act 1991,Survey Act 1991, Development Control Regulationin 1995, and the Land Regulation in 1995.

SECURITY OF TENURE

Within Brikama, land is secured through purchase and inheritance.

Municipal authorities do not allocate land, thus theydont have land use policies.

When there is eviction slum owners are not protected,thus, no compensation. In a nut shell, there is nosecurity for slum dwellers. It is generally agreed thatmunicipal authorities do not evict people. Evictionis usually ordered by the courts and other times bythe Ministry of Local Government and Lands. Norecord is kept for such evictions; usually notices areserved before eviction.


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SLUMS

6

SLUMS,SHELTER ANDLANDN1


Improvement of the drainage system

SLUMS,SHELTER ANDLANDN2


Improvement and expansion of theelectricity supply

SLUMS,SHELTER AND

LANDN3


Social amenities and infrastructuredevelopment

AGREED PRIORITIESraining of WDCs and VDCs on the governmentreform programme and the process of leadershipand project management.

Te construction of the multi-purpose centre forcommunity development activities and officespace for the wards.

Te need for more market construction.

Te need for more health centre constructions.

Improved electricity supply in the wards.

Housing schemes.

Sub-dividing bigger plots into smaller plots andbuilding on them.

An improved drainage system.

Provision of social amenities and infrastructuredevelopment.

RESOURCE MOBILIZATION AND

CAPACITY BUILDINGAs stated above, very little service is given to slumdwellers, even though the slum dwellers pay ratesand other taxes to the municipal authorities.No organization gives assistance (financial ortechnical) to upgrade slums. Very little creditopportunities are available for the poor sluminhabitants.

CHALLENGESTe objectives of land registration have not beenmet because many people decline to register theirplots due to the high cost.

Te difficulties of the current land administrationare numerous, for example the master plans areoutdated and people are not well sensitized withregard to land registration and land acquisition.

Land encroachment has become uncontrollable,even though there is a State Land Act.

Land is not affordable because it is very expensive.Where evictions are carried out, no compensationis given.

Lack of financial support for proper infrastructuredevelopment in the wards.

Lack of capacity in the area of leadership tocontrol and manage some development activitiesat ward level.

Processing title deeds takes a long time and is toobureaucratic.


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GAMBIAN

ATIONALPROFILE-GENDE

RANDHIV/AIDS

Most women in Brikama are engaged in informalactivities such as vegetable gardening, fish smoking andselling, petty trading, and cottage industries. Te womenactivities are support by SDF, CSIP,GAWFA, and othermicro-finance associations operating in Brikama.

With the collaboration of other stakeholders anddevelopment partners, massive sensitization campaignsand training on HIV/AIDS prevention and control wereconducted for the women of Brikama. Some of thesetraining and sensitization programmes were conductedby the municipal and city councils. Tis needs to becontinued for effective control of the pandemic.

THE INSTITUTIONAL SET-UPTe National AIDS Control Programme and theNational AIDS Secretariat are responsible forsensitization, training and advocacy in a bid tocontrol the spread of HIV/AIDS.

Tere is no gender unit established at the regionallevel. However, the Womens Bureau which takescare of womens issues and programs facilitating

women in development in all spheres of socio-economic advancement is located in Banjul. Teefforts of the bureau are supplemented by NGOs

and Community Based Organizations (CBOs)which operate more closely at community and grassroot levels and at the regions.

GENDER AND HIV/AIDS

Most women in Brikama are engaged in informal sector activities such as vegetable gardening, fishsmoking and selling, petty trading, and cottageindustries.

Municipal Gender Policies do not exist in TeGambia for gender mainstreaming. A Gender FocalPoints Network responsible for implementation ofthe gender policy was established at the nationallevel only.

In terms of politics, women in Brikama are morepolitically active than in other parts of TeGambia. However there an urgent need for more

women representation in parliament as the malerepresentatives far outnumber the women.

Tere are many NGOs and CBOs actively workingto increase HIV/AIDS awareness in Brikama.

REGULATORY FRAMEWORKIn response to recommendations adopted at theInternational Womens Conference held in Mexicoin 1975, the National Womens Council and Bureau

was established by an Act of Parliament in 1980.Te Act mandates the Womens Bureau to serve as

the executive arm and assist the council in reviewingbills, legislations, policies, programmes, and newtechnology as well as provide information andaddress issues affecting women.


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GENDER ANDHIV/AIDSN1


Skills training centre



Food processing and storage centre



Capacity building on gender

Te first National Policy for Advancement ofGambian Women (1999-2009) was adoptedby the government of Te Gambia in 1999.Te goal of the policy is to improve the qualityof life of all Gambians particularly womenthrough mainstreaming of gender in nationaldevelopment and the elimination of all formsof discrimination. It reaffirms the governmentscommitment to achieve gender equality and

womens empowerment. Te policy is alsoagainst gender based violence and advocates forimproved access to land by women.

Te 1997 Constitution of Te Gambia supportsthe rights and freedoms of individuals. Article 17

of the Constitution states that Every person inTe Gambia, whatever race, colour and gender....or status, shall be entitled to fundamental humanrights and freedoms.... Tis is a clear indicationthat the constitution is against all forms ofdiscrimination based on gender.

Women have the opportunity to participate ingovernance and development.


Te Gambias formal employment sector is verysmall, employing just over 10 percent of thelabour force.

CHALLENGESAccess to micro credit and land ownership arethe main obstacles for women especially whereland is under customary tenure.

Te high interest rates by some of the micro financeinstitutions can hinder business activities.

AGREED PRIORITIESTere is need to make the office environmentconducive for women by introducing benefitssuch as maternity leave.

Although the patriarchal nature of society is beingaddressed through sensitization, training andadvocacy, there is a need to address behaviouralchange by introducing gender equality in thethinking of society.

Programme design, implementation, monitoringand evaluation should be informed by data

disaggregated by gender at national and municipal/ regional levels.

Mainstream gender in all municipal / regionalprogrammes.

Develop and implement diversified povertyeradication projects.

Establish gender units and gender focal pointnetworks at municipal and regional levels.

Increase efforts for formal and non-formal

education among girls and women.

Intensify awareness and sensitization campaignson HIV/AIDS and other health issues affecting

women.

Develop and implement policies safe guardingwomen against all forms of violence.

Increase womens productivity by providing laboursaving devices which will result in increased farminputs.

rain women in modern farming technologies.

Increase access to credit for women entrepreneursin addition to capacity building and skill trainingfor women entrepreneurs.

o review policies concerning women ingovernance.


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ATIONALPROFILE-GENDE

RANDHIV/AIDS

Te absence of entrepreneurial skills and innovativelivelihood skills is another obstacle faced by women,making them unable to explore viable markets fortheir produce.

One of the major social, cultural and traditionalobstacles to womens advancement is patriarchy,

which limits women and girls participation intaking decisions at the individual, household andcommunity levels.

Consultations have revealed that the existence of theWomens Bureau is not known to some women. Itis imperative therefore, to have a gender unit withinthe municipality and make it functionally effective.

Access to micro credit and land ownership are themain obstacles for women entrepreneurs.

Lack of market outlet for agricultural produce is alsoa major challenge for women farmers.

Te lack of documented institutionalized genderpolicies and the ineffective implementation ofgender laws protecting women from incidencessuch as domestic violence women has increased thevulnerability of women.


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Focus Group Discussions were conducted inBrikama within three wards (Kembujeh ward, Subaward and Nyambai ward). In all cases, it was found thatenvironment policies were not clear enough to mostpeople and as a result they were not very effective.

Te outcomes of the FGD have strengthened andenhanced the awareness levels of the communities

within the wards covered and in general createdawareness on their right to environmental protectionand natural resource conservation for sustainablelivelihood development. Te discussions enlightenedthe people of their roles in complementing governmentsefforts in nation building through the best practices in

conservation and their entitlements in respect of thecouncils support to environmental issues.

Te key institutions responsible for disseminatinginformation on environmental matters are NationalEnvironment Agency (NEA) and Te Gambia Radioand elevision. Te method of dissemination is mostlythrough drama shows, community meetings and Kafomeetings.

ENVIRONMENT

INSTITUTIONAL SET-UPTe Government has a key role in creating amore enabling environment for the private sector.Tis begins with the adoption policies, along

with programs and projects that encourage thedevelopment of new markets, accelerate the use ofnew technologies, and improve the managerial skillsfor business men and women at all levels and allsizes particularly small and medium size enterprises

within the region.

Te Environment Impact Assessment (EIA)regulations and guidelines aim to integrate

environmental concerns into all developmentplanning including roads, agriculture andconstruction.

Te host municipalitys Monitoring and EnforcementUnit is responsible for monitoring environmentalquality at the regional level and the Public Health

Act (1990) grants wider powers to public healthinspectors to inspect premises, and close downpremises deemed to be public hazards.


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ATIONALPROFILE-URBAN

ENVIRONMENT

REGULATORY FRAMEWORK

Te National Environment Management Act(NEMA) and NEA together with the Ministry ofHealth Services (Public Health Services) are thethree most important institutions in respect tothe enactment of environment legislation.

Te formulation and implementation ofenvironmental legislation, the setting of nationalstandards and monitoring of compliance withenvironmental regulations in general andsolid waste management in particular to beimplemented in the region.


Current local government legislation in TeGambia provides for the self-administration oflocal governments by elected councils who play akey role in assisting funds for their wards.

NEA proposed that the council forms environmentcommittees responsible for environment issuesand waste management.

Donations to the monthly cleaning exercises from

the city council, companies and government.

CHALLENGESLack of adequate financial resources forenvironment protection and natural resourcesconservation.

Limited technical and human resource capacitiesin the councils to assist in the coordination,monitoring and enforcement of environmentregulations.

Absence of monitoring and reporting systemsand lack of clear guidelines and bench marks forcertain areas.

Lack of municipal desk officers responsible forliaison with the department of public health.

Lack of comprehensive waste management,treatment and disposal systems for urbancenters.

Rapid urbanization, pollution, and inappropriatewaste disposal are some of the factors affectingenvironmental quality and productivity.

ENVIRONMENTN1


Establishment of waste dumpingsites

ENVIRONMENT

N2



ENVIRONMENTN3


Training of VDC, WDC, wardcouncillors, and council staff on theenvironment policies

AGREED PRIORITIES

Tere is need to control littering in the town byenacting policies and laws that prohibit littering.

Tere is a need for creation of awareness on

environmental conservation through the media,NGOs and community radio stations. Te areacouncil needs to ensure that this programme isimplemented through sensitization.

NEA needs to partner with the municipality onbehalf of the ward on the issues of awarenesscreation.

Tere is need for community leaders to be providedwith training on environment issues.

Tere is need for training VDCs and WDCson their roles and responsibilities in creating

environmental awareness.

Tere is need for a strategic site for dumping ofwaste.

Te environment needs to be managed in a more

sustainable manner.Lack of comprehensive waste management, treatmentand disposal systems for Brikama town.


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LOCAL ECONOMIC DEVELOPMENT

Petty trading, soap making and tie and dye are themajor livelihood activities practiced in Brikama. Just

as in other cities, inhabitants complained about thelack of financial support to expand their businesses.Although the SDF and GAWFA have been referred toas very helpful financial institutions, members arguedthat their interest rates are too high for the small andmedium sized enterprises.

One fundamental reason for high interest rates onloans is the issue of sub-lending as each of the creditagencies would like to have a share of the interest asprofit.

Like the Kanifing Municipal Council (KMC),Brikama has experienced high population growth

over the years, leading to a high demand for jobs andbasic urban services. Business is hampered by the poortransport network which makes it difficult to transportgoods and services from one point to another.

INSTITUTIONAL SET-UPTe Entrepreneurship Promotion and Micro financeDevelopment Project which is a five year project(January 2007 - December 2011) funded by the

ADB is in support of micro and small enterprisedevelopment, which emphasizes the need to addresspoverty and livelihood security issues by empoweringcommunities to diversify economic activities andgenerate income in the most sustainable manner.

Existence of Rural Finance Project (2008-2014)funded by the International Fund for Agricultural

Development (IFAD) offers a range of financialservices to the poorest members of the society whohave difficulty in accessing credit from financialinstitutions.

Te SDF funded by the ADB also supportsentrepreneurship and micro finance activitiesincluding skill development and capacity buildingprogrammes.

REGULATORY FRAMEWORKFlexible macroeconomic policy regime to facilitate

access to credit for productive investments,particularly those targeting labour-intensiveproductivity that provides a chance for the poor tobenefit financially.

Te Government has a key role in creating a moreenabling environment for the private sector. Tisbegins with the adoption policies, along withprogrammes and projects that encourage thedevelopment of new markets, accelerate the use ofnew technologies, and improve the managerial skillsfor businessmen and women across all sectors of theeconomy.


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GAMBIAN

ATIONALPROFILE-LOCAL

ECONOMICDEVELOPMENT

LOCAL ECONOMICDEVELOPMENTN1


Multi-purpose skill centre forentrepreneurship training



Poultry production schemes



Training on food processing andlabour saving devices

Te Gambia Public Utilities RegulatoryAuthority (PURA) Act of 2001, provides forthe establishment of the PURA to regulate theactivities of providers of certain public utilitiesin the various economic sectors. Among themin Brikama are energy services (electricity,petroleum and gas), communications services(telecommunications, broadcasting and postalservices), water services, and transport services.


Lack of special incentive schemes to attract investors and industries.

Donor support through sector intervention,private sector and NGOs in line with thePRSP implementation (2007 - 2011) plans andprogrammes.

Quite a significant number of NGOs are involvedin the development of the region and providenot only resources but also implement relevantactivities.

Acute unemployment and poverty among theyouth results in them resorting to desperatemeasures, such as dangerous sea-borne attemptsto migrate to Europe.

CHALLENGESPromoting the use of local goods over importedgoods in order to accelerate local economicdevelopment.

Strengthen capabilities of the poor to cope withchanging economic conditions by providingskills training and entrepreneurship development

among the poor.Ensure that adequate systems are in place tosupport emerging entrepreneurs such as creditfacilities with low interest rates.

AGREED PRIORITIESConstruction of multipurpose skills andentrepreneurship training center.

Introduction of a micro-finance credit schemewhich has low interest rates to assist entrepreneursto start up their businesses.

Rehabilitation and expansion of the market placeto create more outlets for traders.

Establishment of poultry production.

Improving the quality and performance of the horticultural industry, for example, throughthe provision of adequate storage facilities forhorticultural produce.

Provision of labour saving devices for farmers.

Capacity building and skills training forentrepreneurs.

Promotion of local goods and services in order tofacilitate local economic development.

Introduction of a regulatory framework to guide

the operations of all micro finance institutions, toprevent them from exploiting their customers.


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BASIC URBAN SERVICES

Past Services. Studies reveal that Brikamamunicipality had in the past bought some tractors forwaste management collection, in order to meet theincreased demand for equipment needed to collectthe high amount of waste generated daily in themunicipality. Te municipality also received D 5,000for development work which enabled the constructionof a proper water control system in the area.

Present Situation. Te municipality in its bid toimprove its service delivery systems held some meetings

with the local business community in order to buildpartnerships with a view to improving the provisionof basic urban services in the area and extending the

provision of these services to more parts of Brikama.

Future Plans. In order to improve the provision ofbasic urban services, the municipality intends to do thefollowing;

Acquire more tractors for waste collection.

Recruit more labour to assist in waste collection andmanagement.

Establish a new dumping site and recycling plant.

INSTITUTIONAL SET-UPTe municipality has established an administrativeframework for the delivery of basic urban servicesthrough the Director of Planning who coordinatesissues related to development, the Director ofFinance who deals with financial matters, and theChief Executive Officer who coordinates all technicalissues and provides advice.

Te whole system of authority is endorsed on adecentralized approach to participatory developmentbased on the Local Government Act and reformprogrammes.

Te municipalitys role in the provision of servicesthrough the cleaning services unit is; to provide

waste collection and dumping services, to providefinancial support and empty septic tanks, andcleaning of markets and other public places.

Te National Water and Electricity Company(NAWEC) supplies water and electricity to themunicipality.


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GAMBIAN

ATIONALPROFILE-BASICURBANSERVICES

BASIC URBANSERVICESN1


Provision of access roads

BASIC URBAN

SERVICESN2


Expansion of water supply

BASIC URBANSERVICESN3


Increase vehicle fleet for wastecollection


NAWEC, which is a major partner in the area ofwater and electricity in the country, has standardprocedures/guidelines and provides water andelectricity to the municipalities. NAWEC is alsoresponsible for monitoring the quality of waterthat is supplied to the urban areas.

RESOURCE MOBILIZATION ANDCAPACITY DEVELOPMENT

Resources are collected from tax payers money.Some short falls being encountered in obtainingresources for basic urban services are delay inpayment - the service users do not pay on time.

At the municipal level, in order to improve theservice delivery and programme formulation andimplementation of regulations, the municipalityhas sponsored a cleaning service manager at theUniversity of Te Gambia, with support from theEuropean Commission (EC) through the Gambia

Association of Local Government Authorities(GALGA) intervention. It is anticipated that theofficials training will enhance the municipalityscapacity in the management of service delivery.

Inadequate provision and maintenance ofmunicipal infrastructure and shortfalls in publicservice delivery is largely due to the rapid increasein urban population and poor urban planning onthe part of the government and local authorities.

CHALLENGESShortage of human resources to assist in the deliveryof basic urban services in the municipality.

Poor state of the urban infrastructure.

Shortage of trained personnel to assist in basic urbanservices delivery and management.

AGREED PRIORITIESTere is need for expansion of the existing waternetwork in order to provide water to moreresidents of Brikama.

Tere is need for the rehabilitation of the electricitysystem in the town.

Tere is need for water testing to be carried tocheck its quality before distribution to residentialand commercial users.

Tere is need for the rehabilitation of the electricity

system in the town.

Tere is need for a better waste collection andmanagement system.


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URBAN SAFETY AND URBAN DISASTER MANAGEMENT

In Brikama, like other parts of the country, it isthe state that provides security mainly through theGambia Police Force. Te Focus Group Discussion

in Brikama indicates a general perception that crimeis on the increase in the community. Te perceivedincrease in crime is attributed to high levels of youthunemployment, increasing drug and alcohol abuseamong the youth and poverty.

In Brikama, the main safety and security risksinclude drug and alcohol abuse among the youth,unemployment, poverty, and unruly behaviour andindiscipline among the youth. Te most commoncrimes are burglary, mugging and homicide.

Brikama faces urban disaster risks such as floods,fire, illegal dumping of hazardous waste, construction

of houses in flood prone valleys and other low lyingareas, and poorly planned and/or non-enforcement ofurban planning, housing and road plans.

INSTITUTIONAL SET-UPTe establishment of a police station serving theentire region whose key role is to maintain internalsecurity and defense and to create safety measures,for example regular patrols by the community policein order to react faster to incidences of crime.

Te development of the National DisasterManagement Policy legal and institutional frameworkin 2008 provides a basis for the prevention andcontrol of disaster with its coordinating body presentin Brikama.

Under the municipality exists Physical Planningand Development Control for preparation andapproval of Physical Development Plans and control

of developments (including buildings) and for thecreation of a better environment and proper use ofland in Brikama region.

Gamjobs seeks to operationalize the NationalEmployment Action Plan (NEAP), and to supportthe creation of employment opportunities for youngGambians.

REGULATORY FRAMEWORKTe government needs to develop an efficientresponse mechanism to disaster management andavail the necessary resources.

Development of an institutional framework andstructures capable of preventing, preparing for andresponding to disasters at national and local levels.


Lack of adequate capacity to implement the strategicplan owing to the weak agency staffing in qualityand quantity.


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GAMBIAN

ATIONALPROFILE-URBAN

SAFETYANDURBANDISA

STERMANAGEMENT

CHALLENGES

No community police officers on patrol and slowresponse to incidences of crime by the police.

Poor transport infrastructure and system inplace.

Inadequate coverage of electricity, mainly streetlights at night.

URBAN SAFETY

AND URBANDISASTERMANAGEMENTN1

Project proposal Page47

Provision of street lights andincreased supply of electricity

URBAN SAFETYAND URBANDISASTERMANAGEMENTN2


Provision of proper drainageand upgrading of roads

URBAN SAFETY

AND URBANDISASTERMANAGEMENTN3


Increased police patrols

AGREED PRIORITIES

Open counselling centers and offer counsellingservices to the deprived and socially andeconomically excluded in the community.

Set up community needs driven skills trainingcenters and train youth and women in skills that

will enable them to become self-reliant.

Construct more police stations, preferably onein each ward and introduction of communitypolicing.

Introduce more youth employment and income

generating schemes and projects.

Te police in the Western Region should provideor extend their police patrols to wider areas ofBrikama.

Institutionalize frequent night-time policepatrols.

Establish a training center on disaster risk reductionand management.

Upgrade the drainage and road network.

Rehabilitation of street lights for increasedsecurity.


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PROJECTPROPOSALS

GOVERNANCE

8

STRENGTHS WEAKNESSES OPPORTUNITIES THREATS PRIORITIES

GOVERNANCE AND DECENTRALIZATION

VDC and WDC alreadyin place.

Existence of the TACat regional level andMulti DisciplinaryFacilitation Teams(MDFTs) at ward level.

Amendment of theLocal Government Act2002.

Regular monthlymeeting of councillorsand wards members.

Presence of Ant-littering Act.

Lack of a local servicecommission in theappointment of areacouncil staff.

Inadequate training ofVDCs, WDCs and TACmembers.

Inadequate financialresources.

Monitoring andevaluation unit not inthe council.

Lack of developmentplans in the council.

NGO and donorsupport.

VDC and WDCtraining.

Water and electricitysupply projects havebeen initiated.

High unemploymentrate.

Land boundarydisputes.

High populationgrowth.

Lack of town plans.

Poor enforcement of

Ant-littering Act.

Update the town plan.

PERFORMANCE AND ACCOUNTABILITY

Lack of awarenessamong communitymembers.

Political will exists.

Presence of theaccounting andfinancial manual.

Computerization ofthe accounting system.

Lack of application ofthe financial manual.

Non-compliance tofinancial rules.

RESOURCE MOBILIZATION AND CAPACITY BUILDING

Pro-Poor AdvocacyGroup (PROPAG)and the EuropeanCommission providestraining for councillors,VDCs and WDCs.

Presence of MicroFinance Institutionsin Brikama (CSIP,

GAWFA, SDF, andAFET).

Existence of theNational council oncivic education whichprovides training forthe communities.

The councilcollaborates withNGOs in training thecommunities.

Inadequate fundingto carry out moretraining.

High interest rates forcredit.

Inadequate trainingon micro financemanagement.

Emerging MicroFinance Institutionsand other banks inBrikama.

Establishment of newmarket facilities.

Availability of donorsupport for resource

allocation and capacitybuilding.

Availability of humanresources who can betrained.

Poor sustainability ofprojects.

Loss of trained staffwho move to otherareas in search ofbetter livelihoodopportunities.

Slow implementation

of the decentralizationand local governmentreform programmes.

GOVERNANCE


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PROJECTPROPOSALS-GOVERNANCE

LOCAION: Brikama.

DURAION: 12 months.

BENEFICIARIES: Local Communities.

IMPLEMENING PARNERS: Brikama AreaCouncil, WDCs, VDC, Brikama Communities, and

NEA.

PROJEC COS: USD 30,000.

BACKGROUND: Local authorities do not have thefull understanding of sector policies needed to deliverthe desired outcome. raining and awareness creation

will enhance the knowledge and participation of thecouncil staff.

OBJECIVE: (1) o enable local authorities toeffectively take part in the implementation of governmentpolicies. (2) o effectively monitor and coordinate theimplementation of sector programmes.

ACIVIIES: (1) raining sessions carried out for civilservants in the implementation of government policies.(2) Greater involvement of trainees in monitoringand advocating for implementation of effective policymeasures.

OUPUS: (1) Better development, planning andenforcement of policies. (2) Enhanced capacities of the

WDCs, VDCs and municipal councils on programmeimplementations.

PROJEC IMPLEMENAION: Te project willbe implemented by the Brikama Area Council in

collaboration with the Ward Development Committee.

GOVERNANCEN1

Project proposal

Training of VDC, WDC, wardcouncillors, and council staff tocomprehend sectoral policies

GOVERNANCEN2

Project proposal

Awareness creation ondecentralization policies and urbanservices

LOCAION: Brikama.

DURAION: 12 months.

BENEFICIARIES:Te entire community of Brikama.

IMPLEMENING PARNERS: Brikama AreaCouncil and Brikama Community Radio.

ESIMAED COS:USD 60,000.

BACKGROUND: Sustainable development is aprerequisite for effective decentralization. Efforts are inplace to fully decentralize governance in Te Gambia

which will in turn lead to further development in thecountry. Decentralization will also strengthen the localauthorities ability to deliver on their mandate andmanage local resources.

OBJECIVES: (1) o sensitize local authoritiesand community members on the decentralizationpolicy. (2) o encourage the full participation of

local authorities in the development of the country andmanagement of resources.

ACIVIIES: (1) Conducting workshops on theimportance of the decentralization policy. (2) Radioand V programmes educating the public on theenvironment policy.

OUPUS: (1) An awareness on decentralizationpolicies and their implementation. (2) Broader and moreeffective council management and participation in localdevelopment. (3) Establishment of local developmentinitiatives and effective participation mechanisms.

PROJEC IMPLEMENAION: Te project willbe implemented by the Brikama Area Council, WDCand VDCs through the process of sensitization andmanagement trainings.

EQUIPMEN O BE PROCURED: (1) Stationery.(2) Loud speakers. (3) Public Announcement System.


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PROJECTPROPOSALS

GOVERNANCE

0

GOVERNANCEN3

Project proposal

Construction of skills training centre

LOCAION:Brikama.

DURAION:12 months.

BENEFICIARIES: Residents of Brikama, especiallywomen and youth.

IMPLEMENING PARNERS: WDC and Local

Contractors.

ESIMAED COS: USD 700,000.

BACKGROUND: Brikama has a population of over50,000 inhabitants, many of whom are unemployed.Terefore the construction of a skills training centerthat will impart entrepreneurial skills and knowledge

will enable residents to start their own businesses andbecome self-reliant.

OBJECIVES: (1) Provision of skills towomen and youth. (2) Promotion of businessand entrepreneurship. (3) Employment creation

opportunities for women and youth.ACIVIIES: (1) Identification of a suitable site forconstructing the skills training center. (3) Identificationof a suitable building contractor and awarding ofcontract. (4) Construction and opening up of the skillstraining center.

OUPU: (1) More job creation and businessesestablished. (2) Increased economic growth and localeconomic development. (3) Reduction in povertylevels.

PROJEC IMPLEMENAION: Te project will be

implemented by the Ward Development Committeeand a local contractor.

EQUIPMEN O BE PROCURED: Uponcompletion of the feasibility studies, the contractor willidentify the equipment to be procured.


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PROJECTPROPOSALS-SLUMS


INSTITUTIONAL SET-UP AND REGULATORY FRAMEWORK

Local Government Act.

Reform Act.

Physical Planning andDevelopment CouncilAct.

Low enforcement ofActs.

Low level ofcommitment bygovernment toimplement housingreforms.

Limited capacity andman-power.

Low remuneration ofcity council staff.

Sensitization onvarious Acts.

Review of Acts andmaster plan.

Strengthenedinstitutionalcooperation.

Mismanagementof land by thegovernment.

Limited resources toimplement Acts.

Construction ofaffordable housingschemes.

Upgrading all roads.

Upgrading thedrainage system.

SECURITY OF TENURE

Availability of land. Poor management ofland.

Land is too expensivefor the poor.

Lack of information onthe existing slums.

Local ownership ofland.

Introduction ofhousing schemes.

Capacity building forthe communities.

Availability of fundingfor data collection onslums.

Political interferencein land allocation andmanagement.

Lack of technicalcapacity andhuman resources toimplement land andhousing reforms.


Availability of donorfunds to assist in theimplementation ofland and housingreforms.

Lack of technicalcapacity andhuman resources toimplement land andhousing reforms.

Capacity buildingprogrammes for thecommunities.

Availability of fundingfor data collection inslums.

Departure of welltrained and qualifiedstaff in search ofgreener pastures.

SLUMS, SHELTER AND LAND


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LOCAION: Brikama.

DURAION: One year.

BENEFICIARIES: Te community.

ESIMAED COS: USD 1,700,000.

BACKGROUND: Brikama faces constants floodingduring the rainy season which destroys houses andother social infrastructure and results in soil erosionand road degradation. Constructing a new drainagesystem will help in improving the living conditions ofthe community.

OBJECIVES:(1) o minimize destruction of housesand other social infrastructure due to flooding. (3) oreduce water logging.

ACIVIIES: (1) Consultation and identificationof suitable contractors to carry out the upgrading ofthe drainage system. (2) Awarding of contracts. (3)

Construction of drainage system.OUPUS: (1) Better drainage system in place. (2)Reduced water logging and flooding that leads to thedestruction of houses and other social infrastructure.

PROJEC IMPLEMENAION: Tis project shallbe implemented by the WDC and local contractors.

EQUIPMEN O BE PROCURED: Te contractor,after his feasibility studies, will advice on the equipmentto be procured.

PROJECTPROPOSALS

SLUMS

SLUMS,

SHELTER ANDLANDN1

Project proposal

Improvement of the drainage system

SLUMS,

SHELTER ANDLANDN2

Project proposal

Improvement and expansion of theelectricity supply

LOCAION: Brikama.

DURAION:wo years.

BENEFICIARIES:Te community.


BACKGROUND: Brikama is a busy town with over50,000 inhabitants and vast development projects.Terefore, the re-distribution and expansion of theelectricity network will contribute greatly to nationaldevelopment.

OBJECIVES: (1) Improve the performance ofindustries. (2) Improve street lighting in the city ofBrikama. (3) Ensure the constant provision of electricityto residential houses.

ACIVIIES: Rehabilitation of the electricitynetwork.

OUPUS: (1) Electricity supplied to all parts ofBrikama. (2) Growth of industries which will be able tofunction better with the constant supply of electricity.(3) Improved street lighting in the town and residentialareas.

PROJEC IMPLEMENAION: Te project shallbe implemented by NAWEC and local contractors willbe sourced.

EQUIPMEN O BE PROCURED:Te contractor,after his feasibility studies, will advice on the equipmentto be procured.


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PROJECTPROPOSALS-SLUMS

SLUMS,

SHELTER ANDLANDN3

Project proposal

Social amenities and infrastructuredevelopment

LOCAION: Brikama town.

DURAION:24 months.

BENEFICIARIES:Te community of Brikama.

IMPLEMENING PARNERS:AC members andthe Department of Community Development.

ESIMAED COS: USD 2,500,000.

BACKGROUND: Brikama urgently needs to improveits social amenities and infrastructure if it is to compete

with other towns in the country and acquire citystatus.

OBJECIVES: (1) o improve the standards ofliving for the people in Brikama. (2) o create jobopportunities for the unemployed especially women andyouth. (3) o create sustainable development projectsthat will generate income. (4) o construct recreationalfacilities that will promote the social development of

the community.ACIVIIES: (1) Site identification. (2) Awarding ofcontracts. (3) Involvement of the community in thedesign and implementation of the project.

OUPUS: (1) Te community will feel a sense ofownership of the project. (2) Te lives of the people inthe community will be improved.

PROJEC IMPLEMENAION: Tis project shallbe implemented and coordinated by the AC and theDepartment of Community Development.

PURCHASE OF EQUIPMEN:Tis will depend onthe results of the research and survey to be conducted.


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PROJECTPROPOSALS

GENDERAND

HIV/AIDS

4


INSTITUTIONAL SET-UP

Existence of women groupswhich are advocating for therights of women.

Existence of women councillorsin the municipalities.

Existence of regional HIV/AIDScommittee.

Existence of HIV/AIDS supportgroups.

Existence of a national AIDSsecretariat.

Assembly select committee onwomen and children.

High illiteracy rates.

Limited awarenessamong the publicon issues regardinggender and HIV/AIDS.

No gender focal pointin the region.

Limited capacity in theimplementation of

gender policies.

Denial about theexistence of HIV/AIDS.

Ineffectiveness ofmainstreaming genderinto sector policies.

Existence ofinstitutions thatsupport genderequality and womensempowerment e.g.Community SkillsImprovement Project(CSIP) and SDF.

Existence of BrikamaCommunity Radio toassist in gender andHIV/AIDS awarenesscreation.

Availability of donorfunds for gender andHIV/AIDS awarenessand sensitization.

Higher illiteracyrates amongwomen.

Cultural,traditionaland religiousinfluence.

Misinterpretationof genderroles and

responsibilities.

Stigmatizationof people livingwith HIV/AIDS.

Horticulturaldevelopment.

Promote NationalHIV/AIDSResponse.

Capacity buildingon gendermainstreaming atall levels.


Development of a NationalPolicy for the advancement ofGambian women.

Increased womens participationin local governance.

Gender mainstreaming across allsectors of the economy.

Womens Bill enacted.

Existence of Womens Bureauand Council.

Existence of Gender and HIV/AIDS strategic frameworks.

Denial of the existenceof HIV/AIDS.

Limited awarenesson gender equalityamong the public.

Stigmatization ofpeople living with HIV/AIDS.

Limited advocacyand disseminationcampaigns on Genderand HIV/AIDS.

The media can beused as a tool forgender and HIV/AIDSawareness creation.

Increased womenparticipation in localgovernance andpolitics.

Increase in literacy rateamong girls.

Existence of theNational WomensPolicy.

Adoption andratification of CEDAW.

High povertylevels.

Inadequateknowledge onHIV/AIDS.

Donor fatigue.

Carrying outsensitizationand awarenesscampaigns.


Increase in the number ofincome generating activities.

Availability of financialinstitutions that provide lowinterest loans to womenentrepreneurs e.g. GAWFA,NACOFAG, SDF, and WomensBureau.

Existence of National AIDSSecretariat / Regional AIDS

Committee.Availability of donor funds forgender and HIV/AIDS awarenessand sensitization.

The government hasnot allocated funds forgender awareness andmainstreaming in thebudget.

Mismanagement offunds meant for HIV/AIDS awareness andsensitization exercises.

Inadequate capacity

on gender budgeting.

Capacity buildingprogramme forwomen exists.

Existence of trainingon leadership roles forwomen.

The media can beused as a tool forgender and HIV/AIDS awareness

creation and resourcemobilization.

Donor fatigue.

Highunemploymentrates amongwomen anddiscriminationagainst peopleliving with HIV/AIDS, especiallyin the workplace.

Training on genderbudgeting.

GENDER AND HIV/AIDS


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PROJECTPROPOSALS-GENDERAND

HIV/AIDS

GENDERHIV/AIDSN1

Project proposal

Skills training centre

LOCAION: Brikama town.

DURAION: 18 months.

BENEFICIARIES: Te residents of Brikama.

IMPLEMENING PARNERS: NACOFAG andRegional AIDS Committee.


BACKGROUND: Te creation of the skill trainingcentre will help to promote self-reliance projects for theyouth by imparting them with skills that will enablethem to start their own businesses. Te centre intendsto cater for various activities ranging from carpentry,

welding, tailoring, and hair dressing among others.

OBJECIVES: (1) o train young men and womenespecially school dropouts in certain skills that willenable them to be self employed. (2) o generate incomefor the sustainability of the centre.

ACIVIIES: (1) Consultation meeting withinthe three wards. (2) Site identification for buildingof the centres. (3) Awarding of contract to a suitableconstruction firm.

OUPU: (1) Well trained young men and womenproduced by the skills training centre who then becomeself-employed. (2) Reduction of the unemploymentrate. (3) Reduction in the migration of labour in searchof better livelihood opportunities.

PROJEC IMPLEMENAION: NACOFAG andRegional AIDS Committee.

EQUIPMEN O BE PROCURED: Tis will dependon the final feasibility findings.

GENDERHIV/AIDSN2

Project proposal


LOCAION:Brikama.

DURAION:3 years.

BENEFICIARIES: Te residents of Brikama.

IMPLEMENING PARNERS:Tis project shall beimplemented by NACOFAG and National Agricultural

Research Institute (NARI).


BACKGROUND: Proper food processing and storagefacilities is critical for the many farmers in Brikama

who need proper facilities to store their produce afterharvest.

OBJECIVES: (1) o process and store food in asafe and secure place. (2) o ensure constant supply offood in Brikama and avoid food shortages. (3) Createemployment for young people in Brikama. (4) o supplyBrikama market, consumer shops and restaurants with

processed, safe and good quality food.ACIVIIES: (1) Conduct community awarenessworkshop. (2) Identification of project sites. (3)Capacity building and training on food processing andstorage. (4) Construction of the centres. (5) Conductback to farm sensitization workshop. (6) Hand over theproject to the communities. (7) Appoint staff to workat the centre.

OUPUS: (1) A proper food processing and storagecentre in place. (2) o ensure constant supply of foodin Brikama. (3) Creation of employment as the centre

will create many jobs. (4) Brikama market, consumer

shops and restaurants will be supplied with safe andgood quality processed food. (5) Farm production willbe improved.

PROJEC IMPLEMENAION:Tis project shallbe implemented by NACOFAG.

PURCHASE OF EQUIPMEN: (1) Stationery. (2)Building materials. (3) Machines. (4) Seeds.


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PROJECTPROPOSALS

GENDERAND

HIV/AIDS

6

GENDERHIV/AIDSN3

Project proposal

Capacity building on gender

LOCAION:Brikama.

DURAION: 12 months.

BENEFICIARIES: Te community.

IMPLEMENING PARNERS: Tis project shall beimplemented by NACOFAG.

ESIMAE COS:USD 30,000.

BACKGROUND: Women have fewer advantages inthe workplace and work longer hours than men. Inaddition, their inputs at the workplace are not fullyappreciated. Furthermore, women are prevented fromowning land and face numerous obstacles when it comesto holding positions of authority. Women are also leftout of the planning and decision making processes.

OBJECIVES: (1) o sensitize the community onthe importance of gender equality in development.(2) o enable women to take part in the planning and

decision-making process. (3) o advocate for womenempowerment in all sectors of the economy. (5) oconduct radio talk shows and panel discussions onthe importance of gender equality in the developmentprocess.

ACIVIIES: Shall be centred mainly on sensitizationprogrammes and trainings.

OUPUS: (1) An informed community that placesimportance on women. (2) Increased development asmore women will be able to actively take part in thedevelopment of the economy.

PROJEC IMPLEMENAION: Tis project shallbe implemented by NACOFAG in collaboration withthe WDC.

EQUIPMEN O BE PROCURED: rainingmaterials.


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PROJECTPROPOSALS-URBANENVIRONMENT

ENVIRONMENT


INSTITUTIONAL SET-UP

Availability of cleaningservices.

Existence of drainageinfrastructure.

A dilapidated drainagesystem.

Lack of designateddumping sites for solidwaste.

Few refuse collectionsites.

Ongoing exerciseto rehabilitate andexpand street lightsin the town andresidential areas.

Ongoing constructionand rehabilitation ofroads.

Increased crime rate.

Indiscriminate loggingof trees and bush fires.

Frequent floodingwhen it rains due tothe poor drainagesystem in place.

Inaccessibility andtransportation

difficulties.

Procurement ofequipment forwaste collection anddisposal.

Construction ofdrainage systems.

Provision of adequatedumping sites.

Provision of forestry

offices at all levels.


Anti-litteringregulations in place.

Forest ManagementAct in place.

Poor enforcementof environmentalregulations.

Inadequatesensitization on Actsand Regulations.

Efforts to ensure theenforcement of allActs and Regulationsare being put in placeby the government.

Indiscriminate littering.

Health hazards as aresult of indiscriminatedumping.

Environmentaldegradation.

Enforcement anti-littering laws.


Revenue collectionsystem in place.

Lending institutions inplace.

Embezzlement andmismanagement ofrevenue collected fromthe municipality.

Inadequate capacitybuilding for revenuecollection.

Donor funds availablefor implementationof environmentalprotection policies.

Creation of a properrevenue collectiondata base.

Training of revenuecollectors.

Corruption ingovernment.

Donor fatigue.

Training on financialand accountingmanuals.

Effective monitoringand evaluationof environmentalprogrammes.


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PROJECTPROPOSALS

URBANENVIRONMENT

8

ENVIRONMENTN1

Project proposal

Establishment of waste dumpingsites

LOCAION: ambana dumping site in Brikama.

DURAION: 5 years.

BENEFICIARIES: Te entire community of Brikama.

IMPLEMENAION PARNERS:WDC and Local

Contractor.ESIMAED COS:USD 200,000.

BACKGROUND: Littering has become a majorconcern for

Gambia- Brikama Urban Profile

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Transcript of Gambia- Brikama Urban Profile