Stakeholder engagement and social network mapping for effective faecal sludge management in urban settings: A case of Arusha city, Tanzania

Approximately 75% of the Tanzanian population depends on inadequate sanitation management services, with urban areas facing significant challenges due to the improper handling of faecal sludge (FS), leading to contamination of water sources and a considerable public health risk. This trend is evident in Arusha City, where over 70% of the population relies on onsite sanitation systems, generating substantial quantities of FS that surpass the capacity of available treatment infrastructure. Given Arusha's status as a key tourist hub in Tanzania, improving faecal sludge management (FSM) is crucial for ensuring public health and environmental sustainability. This study examined the role of stakeholder engagement and social network mapping in enhancing FSM in urban settings, using Arusha City as a case study. Stakeholders involved in FSM were identified through key informant interviews, facilitated by the snowball sampling technique. The information gathered was supplemented by document reviews. Stakeholder influence and interest were analyzed using a ranking method in conjunction with a Power vs. Interest matrix, while social network relationships among stakeholders were visualized using Social Network Visualizer version 3.1 software. The results indicate that key stakeholders with significant power and interest (>80%) in FSM include the Ministry of Water (MoW), the President’s Office - Regional Administration and Local Government (PO-RALG), the Ministry of Health (MoH), the Ministry of Education (MoE), and the Ministry of Finance and Planning (MoF). However, the Arusha Urban Water and Sanitation Authority (AUWSA) and the Arusha City Council (ACC) are central institutions responsible for FSM within the city. Additionally, 97% of interlocutors highlighted the importance of effective social relationships among stakeholders for improving FSM outcomes. The study concludes that involving all relevant stakeholders in both the planning and project implementation promotes a sense of ownership and accountability, thereby enhancing the effectiveness of FSM initiatives and reducing the risk of misconduct.