Home Welcome

  • Strengthening of local Water User Committees is a priority activity under our Sustainable WASH Systems programme.

  • Our focus is on improving children's health, in particular providing consistent access to safe water.

  • Our pilot programme is growing a public-private partnership in safe water services in Uganda: ten service providers are under contract.

  • Improved school hygiene and sanitation are a priority. We ensure water supply is reliable through preventive maintenance.

  • Local government officials at parish, county and district level are the key to sustainable WASH services. We help build regulatory capacity at every level and work closely together with central government, and with district governments in private-public partnerships.

  • Water-borne disease remains endemic and as debilitating as malaria, even in communities with new water sources, due to frequent pump and piping faults and prolonged down-times, sometimes leading to complete abandonment of relatively new investments.

  • Although the tip-tap works in a few places, it is not proving a full solution. Whave is developing an alternative hand-washing station.

  • Sanitation-as-a-business. We trained local potters to make a modified storage pot with a narrow neck and tap. Early market trials show that villagers are willing and able to pay the full cost. These pots reduce contamination caused by scooping with cups.

  • Revenues collected from annual service contracts pay monthly fees to franchisee micro-utilities and are linked to their achievement in keeping the water sources working every day. The contracted local technicians manage their own costs and have a strong incentive to prevent breakdowns and optimise life-cycle costs.

  • Whave continuously monitors operational reliability of supplies, water quality (at the source and in homes), and hygiene levels in all of the communities engaged with service contracts.

  • Whave acts as a benchmark rural Utility providing service agreements to communities, training local service companies, and building regulatory capacity.

  • Whave regularly tests water quality in family homes, and at sources, in three regions of Uganda.

  • The Whave team in early 2015 –we’ve outgrown the photo shoot since then with many new regional field staff

  • We distribute seedlings to promote the use of soft leaves in latrines, reintroducing traditional practice to reduce current high levels of drinking water contamination.

Whave is a model rural service utility registered in Uganda, working globally on solutions for the poverty cycle. Our work in Uganda is designed to act as a model for other countries. We offer training and consulting services internationally, based on practical achievements and experience.

We work with communities, civil organisations and authorities to build institutional environments which underpin permanent and self-sustaining solutions for reliable clean water, sanitation and hygiene (WASH). We take the new SDG goals seriously, principally SDG 6, 8, 17 and are committed to their implementation through careful tracking of indicators. We are members of several international networks, and are committed to knowledge sharing and co-operation.

Water-borne disease is considered the heaviest health burden in developing countries alongside malaria. Two billion people worldwide suffer lifelong disability and impoverished livelihoods due to lack of clean water and inadequate hygiene and sanitation. The problem is worsening and contributes to the pressures of rising populations, gender inequality, failure of girls to receive education, and vulnerability to climate change.

Whave’s practical experience shows that a solution to water-borne disease and to the WASH crisis with its ancillary problems, is practical and feasible, with concerted action and some innovation. What is required is a conventional public-private service delivery, the challenge being implementation in the special circumstances of the rural environment.

Whave's Approach

Whave's Approach

Our approach is to focus on the key ingredients of effective service. For successful WASH services, recipients are active participants who are fairly and respectfully treated, proud to pay the same price as their neighbours for a consistent service. Service delivery is a private sector role, and regulation by authorities and by civil society is essential to ensure quality and universal access.

Whave focuses on building the institutional structure. Many aid “think-tanks” identify the root reason behind the persistence of the global WASH crisis as the absence of appropriate institutional frameworks or enabling environment. Projects which are scattered geographically and under pressure to spend limited budgets within a short time-frame are not effective.

Whave adopts a systems building approach, focusing on universal access to safe water (ensured by good community governance), combined with pride in payment for a valued service, and combined with good regulation and public-private partnership.

Our experience is that this approach is practical and feasible. The process of building an enabling environment requires clear communication and consensus. Politicians and civil organizations who currently transact gifts and promises, are open to dialogue and pride in supporting transition to a stable infrastructure that provides services every day for everyone.

The norm for clean water access and sanitation in cities in Africa (and throughout most developed countries including in rural areas) is the Private-Public Partnership. The usual concept is for utilities to deliver services the quality and value of which are tested continually against performance indicators and transparency of accounts. Central and local governments act as regulators , although the role of monitoring indicators, screening accounts, evaluating performance, ensuring universal access, and fostering improvements in value-for-money for the recipients, is sometimes taken by independent monitors and regulators. A utility failing to provide consistent good service at the right price, loses its role to a rival organization. Under these conditions, service utilities develop efficient internal systems, making sure that their staff are working efficiently—this often requires payment on commission and performance-payment. Practice is not always perfect, especially in respect of informal settlements, but the concept is well understood and therefore measures can be taken to assure improved implementation.

Whave’s approach is to show that these essential ingredients of effective WASH services can be introduced in rural areas. We have made good progress through proof-of-concept, consensus building, new performance indicators, practical demonstration, partnerships with communities, authorities, NGOs ; our program is described below in the section Sustainable WASH Systems.



Our experience in rural development spans thirty years and many countries of Asia and Africa, and includes work on livelihoods, environment, health and energy. In the rural electrification sector we developed Private-Public Partnerships introducing performance incentives for efficient delivery of service by local companies providing solar and village-scale hydro solutions. We also developed methodologies for results-based financing of large-scale market dissemination of fuel-efficient cook-stoves in both rural and urban environments. In recent years we have brought this experience to bear in the WASH sector.


Whave is planning a regional office in Mozambique, with a focus in urban areas on reducing wood-charcoal consumption through efficient cook-stove manufacture and dissemination. Whave Mozambique is also planning pilot projects to increase the reliability of rural safe water supply.


Whave is working with the government to develop a national Safe Water Security programme. The focus is on ensuring daily operational reliability of clean water sources combined with transformation of hygiene and sanitation committees. Public-Private Partnerships (PPPs) have been structured to include local private sector "micro-utilities" as key performance-paid players, and to include local government offices and NGOs. A laddered strategy for local community financing of sustainable WASH services has been established.

Sri Lanka

Whave experts have been leading contributors to development of rural electricity network in Sri Lanka through design, construction, and rehabilitation of numerous micro-hydro sites. These have included stand-alone as well as grid connected sites, and several village-scale power stations. Whave has also designed and introduced high efficiency tea processing equipment, to reduce fuel-wood and fossil-fuel consumption.


Whave experts assisted the Government to revise electricity laws and regulations in order to facilitate a range of rural electrification initiatives led by provincial energy service companies. We established a credit and hire-purchase system which enabled local entrepreneurs to install and operate reliably solar PV in 5 provinces, and also to provide reliable operation and management for village-scale pico-hydro systems. The work involved effective participative planning and incentives for regular preventive maintenance.


Whave experts undertook an analysis of the potential for small-scale biogas production by farmers, as a method of replacing diminishing firewood resources used for cooking. The study included an institutional analysis, and an analysis of social trends and changes in animal husbandry methods.


Whave experts trained local engineers in Vietnam in the manufacture of electronic control systems for village-scale and micro-scale hydel systems. Whave experts also engaged in the site identification, design, construction, and management planning for a series of village-scale and micro-scale hydro schemes in areas of northern Vietnam out of reach of the national grid. The work included training courses for local engineers and preparation in Vietnamese of instruction manuals.


Whave experts contributed to the current Clean Development Mechanism methodology principally in analysis of non-renewable biomass. This was applied to a CDM Programme of Activities in Bangladesh, where we designed and undertook the baseline study and a field performance test of improved stoves using firewood, and developed the CDM PoA and CPA Design Documents. The PoA was registered in 2011 as the first CDM PoA for improved cook-stoves.


In Guinea-Conakry, we joined with experts from Geres in France, conducted a training course in micro-hydel management, economics, design and construction for French speaking planning engineers from the private and the public sector. The training course included preparation of a micro-hydro design manual in French language, a locally-adapted version of the book "Micro-Hydro Design Manual".


An important solution to the fuel-wood crisis in Africa is the replacement of non-renewing with renewing fuel-wood. Our experts are lead consultants to an innovative CDM Programme of Activities, with the aim of producing supplying Zambian cities with a locally produced green fuel to replace conventional wood-charcoal; the project also has the goal of reducing domestic expenditure on cooking fuel.


Our experts are lead consultants to an innovative CDM Programme of Activities operational in Malawi, with the aim of supplying the market with a locally grown green fuel to replace conventional wood-charcoal; the project also has the goal of reducing domestic expenditure on cooking fuel.


Whave experts are lead consultants to a CDM Programme of Activities which aims to supply families and institutions in Kaduna and Kano States with efficient cook-stoves, in order to address the problems of fuel-wood scarcity and deforestation, rising prices , and health impairment caused by smokey kitchens.


We assisted the government of Cameroon to introduce off-grid electricity into their rural planning and regulation structures, specifically by identifying and demonstrating the potential of micro-hydro electricity sources in the country. Local officials and engineers were trained by Whave in participative planning an d in ownership, management and tariff structures. Whave engineers also trained local entrepreneurs in construction of turbines, and in micro-hydel site design and construction. Pilot sites were constructed and villagers engaged in establishment of management and ownership structures.

Sustainable WASH systems

Sustainable WASH systems

Our work in eight districts of Uganda demonstrates the service utility approach. We are building district-level and national-level Public-Private Partnerships. We introduce new performance indicators, affordable monitoring procedures, and performance-payment contracts, in order to take accountability and professionalism to a new level in the rural WASH sector.


First, we looked at the functionality of clean water sources. Almost everyone agrees that rural water sources in sub-Saharan Africa (and in many countries of other regions) commonly do not work for extended downtime periods each year, due to breakdowns and prolonged repair delays, and often are prematurely abandoned. Leading academics have commented that an unreliable clean water source causes families to revert to unsafe water and ill-health. Reliability is reported to be between 50 and 70% on average in rural areas of developing countries, which means the health benefits promised by current investments in clean water supply are not achieved.  Poor reliability has three causes: lack of preventive maintenance, use of poor quality materials and parts, and poor construction design.  These factors have their own root causes which Whave has identified and addressed.

…and results

In contrast to the 60% baseline, Whave’s activity as a model WASH service utility has resulted in a more-than-98% reliability track-record over three years in the many communities which have signed service agreements. This improvement has been due to our innovative introduction of reliability as a new indicator, its consistent monitoring, and design of preventive maintenance incentives for the same local technicians originally hired by the communities for repairs. The reliability improvement has cost communities less rather than more; considerably less than is typically paid to a water-source private owner or operator charging per container. The technicians’ earnings have stabilized and improved.  Even with the cost of reliability monitoring included as a permanent intuitional feature, costs are within normal and comfortable levels for farming communities. We have however not yet removed costs due to downtime and repair associated with poor materials and construction design – this is work currently on-going in in collaboration with government and civil partners.


Many health extension workers from local government and from many voluntary organization offices conduct hygiene campaigns. However it’s difficult to find any practitioner on the ground who does not confess that reversion to baseline conditions within one year of a campaign, is common if not universal.  The problem of relapse was identified by Whave as a priority issue. If interventions do not have a sustained affect, then hygiene transformation will never take place. 

……and results

Whave addressed this issue by designing a community hygiene indicator, and conducting randomised sampling surveys in each community w signed into a WASH service contract. We are finding that monitoring is not just information collection; it is also a driver of behaviour change.  The communities welcome the surveys (which are quarterly or monthly) because they help them gain new habits through continuous reminders. The result has been that relapse does not occur, instead the new hygiene levels achieved by a campaign have been sustained or some communities have risen slowly over time. This provides a sound basis for hygiene transformation.

Whave is a member of the Rural Water Supply Network (RWSN) and a partner of the Sustainable Sanitation Alliance (SuSanA)


The broadest meaning or the term “institutional” includes behavioural habit – for example the culture of “wait-till-it-breaks” described above could be described as institutionalised. Some professional habits have become ingrained, such as sanitation interventions normalised amongst extension workers with impacts that are not monitored for long enough and are applied without consideration for indigenous knowledge or effectiveness. Institutional conditions in most developing countries’ rural areas are generally not favourable for effective WASH services. Affordable financial services are not available or very scarce, and local government is under-resourced. Village government has become weak in recent decades in some countries with rising individualism, and private sector scams abound (including unethical behaviour by local water technicians). However the commitment of local government officials is generally  high and their ethics usually strong; villagers do have a cash economy and will pay for good services; tremendous potential exists for effective regulation of a vibrant private sector.

….and results

In recent years Whave has been (alongside others) loudly advocating change in institutionalised professional habits. In Uganda, our advocacy message has been shaped by continuous stakeholder input, principally from local government officers.  An example message is the emphasis we are placing on prevention of breakdowns through preventive maintenance, and the need for innovations in contractual structures and financial incentives. The instruments of performance-payment and of permanent institutionalised monitoring of reliability are included in the dialogue. Positive response from local governments has been rapid (due to closeness to the issues on the ground), and the Ugandan government is now committed to prioritising preventive maintenance systems on a national scale. The practical demonstration Whave has made of improved reliability has influenced this significant result.

A key innovation has been the concept of the WASH service utility as a permanent feature of the rural institutional landscape, and its practical demonstration. By piloting the utility function on the ground, it has become clear that rural communities welcome reliability assurance contracts and are willing to pay for consistent service. They emerge as active participants in a cash economy who are fairly and respectfully treated, proud to pay the same price as their neighbours for a consistent service,  as in their relationship with mobile phone service providers (and as with their relatives in town, who  respect payments for electricity and water services). The rural service utility concept has now been accepted by local and central government in Uganda, and moves are under way to implement at scale, a significant outcome of the advocacy.

A major barrier to services in rural areas has been lack of affordable financial services. This is changing rapidly with phone banking and initiatives in community-managed saving and lending groups, so that families increasingly can contribute cash for services with confidence of proper accountability. The prospect now is of stronger village government, since phone-networked bank balances can be supervised by a local independent monitor and government office; there is prospect also of integration of community saving and lending associations, with efficient collection of water maintenance dues. Payments to private sector technicians and service utilities can be cashless, allowing for tracking and supervision, so building consumer confidence in accountability and increasing willingness-to-pay. These institutional changes are being promoted by Whave in the context of training local entities to become WASH service utilities, regulated by local government or regionally by central government – Whave is actively working with local and central government to build district-scale or regional-scale demonstrations of self-financing service utilities.

Banking office

Whave is working with mainstream banks and phone networks to establish mobile phone cashless transfers. This allow finances to be transparent and supervised by regulators and monitors, and steps such as control of quality and price of spare parts can take place. This builds confidence in efficient service delivery and willingness-to-pay.

Another key innovation is the emphasis Whave has placed on continuous monitoring as a driver of effective assistance and behaviour change. To achieve SDG goal 6, there is a consensus emerging internationally that smart indicators must be designed and applied effectively. Whave started to do this is 2013 by measuring quality of drinking water in homes in all engaged communities. The results have been startling, showing almost universal contamination amongst rural families using traditional storage pots. It seems interventions such as tip-taps and extension handbooks recommending use of clean mugs for scooping, are not delivering results. SDG 6 will only be achieved with visibility on results. In 2013 Whave developed an indicator for community hygiene, and has applied it at low cost since then in communities signing WASH service agreements, with a positive effect on hygiene as described above (prevention of relapse). It may take some years before hygiene conditions are fully transformed and interventions are no longer needed (although it seems many western hospitals now need indicators and interventions), but at least with institutionalized monitoring we can now track progress and make effective interventions, removing ineffective ones.

Hidaya Nangobi

We work closley with District Health Inspectors and District water officers. Here the District Health Inspector, Luuka District, Hidaya Nangobi, said: “We have campaigns to improve hygiene and these are successful for a while, but soon people go back to their old ways and hygiene collapses and is bad again. Where Whave is working, hygiene improvements have not gone down, but even after two years are still going up, and the levels are better than in other areas”

A scaled-proof of concept approach would integrate hygiene transformation strategies with clean water supply reliability, together aiming at SDG 6. The institutionalisation of community hygiene and home water quality monitoring is a foundation on which other strategies rest. Whave is working on village health businesses selling locally manufactured affordable hand-washing devices to replace tip-taps, storage pots with taps and narrow necks, and on strategies for self-finance of hygiene competitions between rural communities.

Next steps

Transformation of WASH conditions and achievement of SDG goal 6 at scale requires several years work. Whave is building local government regulation capacity on the basis of effective indicators, and training regional and district-level service utilities; it is also acting as a benchmark or model utility.  While most of the concept work and proof-of-concept work is done and accepted, further consensus amongst politicians and further scaled implementation is essential. The target is to achieve financial viability and sustainability: in forthcoming years community payments for reliability service will match costs of delivering reliability service, with due attention given to equal access by all to clean water.

Sustainable systems

“75% of Uganda’s disease burden is related to sanitation and hygiene and is therefore preventable” said Julian Kyomuhangi, Assistant Commissioner for Environmental Health, Ministry of Health, in 2012. Conditions in rural Uganda are typical of most sub-Saharan countries and also of many other developing countries. Waterborne disease can be addressed through systematic and concerted institutional change.

Collecting Water

Health benefits are not being realised despite investments in access infrastructure. Reversion to contaminated sources is commonplace in villages which have benefitted from recent installations of improved sources. Studies indicate that reliability levels in most developing countries average 60%. Whave has promoted the indicator “reliability” (fraction of time sources are operational, allowing for maximum repair down-times of 24 hours) as one of several new indicators critical to achievement of SDG 6.

Whave technician on a pump

Charles Kimumba operates as a franchised micro-utility under contract to Whave. He continues to work in all the villages near his home, although now instead of waiting to be called to repair, he makes regular preventive checks, changing worn components quickly before they cause a more expensive breakdown. Under the Whave contract his income is more stable and secure than earlier, when transactions were always problematic – now the service utility takes care of money transactions and he can do his technical work efficiently.

Chairlady and MU work together and sign off log book

When the micro-utility technician has shown community members the checks and replacements he has made, he asks the chair of the committee to sign her approval in the technical log book. The process helps to with optimising life-cycle costs and with ensuring best spare parts quality.

Henry with whave shirt holding  tapped pot

Henry Bende also operates as a franchised WASH micro-utility under contract to Whave. One of Henry Bende’s customers uses a new locally made drinking water pot, now designed with a narrow neck and a tap.

Lady using a tapped pot

One of Henry Bende’s customers uses a new drinking water pot is made locally just like to ones people are used to, but now with a narrow neck and a tap. Henry Bende said “People are very happy with the new pot and pay the full cost for it”


"Every month a Whave surveyor chooses some houses and sees if we are using our tip taps and keeping our latrines with rooves and doors. We like these regular visits because they make us alert. We make sure we don’t let the rest of the community down. I am using the traditional leaves in my latrine, it’s a pity so many people have stopped growing these bushes; I am happy Whave is bringing these leaves back” Thomas Wbiwabiwa, local landowner, Kiroba community, Luuka District.’

Testing water quality – the lab

Regular testing for faecal contamination in samples of home and school drinking water storage containers (and from water sources) is an important side to Sustainable WASH Systems. Claire Bakitta is one of Whave’s trained and qualified lab technicians.

money and receipts and accounts books

Committees are trained to give receipts and to keep accounts. We are working with banks to provide accounts for committees which are accessible through mobile phone payments. These measures build trust and willingness to pay.

money and receipts and accounts books

Universal access to clean water is a priority. It is the traditional for WASH committees to ensure that all families have access to clean water. If some families consume a lot of water or run businesses using water they pay more to compensate for the families which can only afford a little or no payment or who only pay at harvest time.

Sub-County HQ

One of Whave’s senior community development officers, Joel Mukanga, and Whave’s micro-utility franchisee Ben Mawerere, are seen in the photo working with the sub-county chief of Wankole sub-county in Kamuli district. Six districts since 2013 have signed Public-Private Partnership (PPP) agreements with Whave, in preparation for scaling and training of local service utilities.

Who we are Team Members and Advisers

Dr Adam Harvey

Managing Director

Dr Adam Harvey has specialised in rural development in Africa and Asia over the past 25 years, focussing on water and sanitation, renewable energy and energy efficiency. As an engineer he has worked on life-cycle costings of rural water supply systems, improved cook-stoves, heat retention cooking, safe water access, solar PV, village-scale hydro power and other climate-friendly technologies. As an economist and sociologist, he has advised governments on improved regulation and has developed practical public-private partnership frameworks (most recently in the WASH sector). Adam has established credit-financing systems which incentivise long-term reliability of services and sustainable development, in the off-grid energy sector. In recent years he has focussed on building local companies which provide social transformation on the basis of financial rewards for audited results. To this end, Adam developed several "metrics" for measuring sustainable development, including a methodology for accreditation of outcomes of Water and Sanitation programmes. He has taken social-carbon projects and Programmes of Activities (POAs) through validation, verification and issuance phases. Adam has published extensively, including authorship of a Micro-Hydro Design Manual, and holds an MA from Oxford University in economics and sociology and a PhD in engineering from Warwick University, UK.

Stuart Leckie

General Manager

Stuart Leckie has lived and worked in East Africa for several years, developing projects in biogas, renewable electricity generation and improved cook stoves. He has worked with local organisations to maximise development benefits for local populations, and he has designed and guided through validation and registration a number Clean Development Mechanism (CDM) Programmes of Activities. Previously he worked for the Royal Society in London to formulate climate change policy and was seconded to the Inter-Academy Council review of the Intergovernmental Panel on Climate Change (IPCC). He has worked for several organisations in the carbon market undertaking analysis, project development and management, with an emphasis on innovative projects focused on poverty alleviation and sustainable development.

Stuart holds a Masters degree in Leadership for Sustainable Development from Forum for the Future and a BSc in Environmental Geoscience from the University of Bristol.

Addy Ndibazza

Senior Admin Officer

Addy Ndibazza is our Senior Administration Officer, leading the administration team and taking responsibility for accounts and office management in our Kampala and regional offices. She also assists with development of banking facilities for rural communities, mobile money applications, database maintenance and field survey design and implementation. She previously worked for Arocha Uganda, where she specialised in data research, analysis and management. She has also worked for the Uganda Women Entrepreneurs Association Limited (UWEAL) and the Ministry of Water and Environment. Her field survey and analysis experience includes a case study in Kira town on the "Effect of Local Government Expenditure on the Growth of Sectors in Wakiso district" and a survey of the outputs of a project in the slum areas of Kampala, which improved livelihoods through home growing of vegetables in soil-filled sacks. Addy is a Bachelor of Statistics graduate from Makerere University, majoring in Applied Statistics.

Annitah Atusinguza

Admin Officer

Annitah Atusinguza works as the Administration Officer in our Kampala office, where she also assists with data entry and management. Prior to joining Whave, Annitah worked with Pride Microfinance Limited (MDI) Uganda as a credit officer and customer care officer. She brings with her extensive experience of the micro-finance world and is taking a key role in our work in mobile money and banking facilities for rural communities engaged in our Safe Water Security programme. Annitah is a Business Statistics graduate from Makerere University.

Edith Atuhurira

Data Officer

Edith Atuhurira is our Administrative Assistant and Data Entrant in the Kampala office. After graduating from Business Statistics at Makerere University, Edith worked for Lugazi Town Council handling data collection and data analysis concerning the town council services.

Joel Mukanga

CDO Busoga Region

Joel Mukanga is an experienced community development professional. He works for Whave as our Senior Community Development Officer (CDO) and leads the CDO team. Joel takes responsibility for interactions and partnership development with local government, with Whave franchisee WASH service providers, and with rural communities. In past years, he has been involved with the management and evaluation of rural hygiene and sanitation programmes; worked in the field of disabilities and child welfare, and helped to train low-income urban households to grow nutritious products for sale and for home consumption. He holds a Bachelor degree in Adult and Community Education from Kyambogo University and a Diploma in Human Resource Management from the Uganda Institute of Information and Communications Technology (UICT).

Zainab Namukose

CDO Busoga Region

Zainab Namukose joined our team in September 2013 as a Field Survey Auditor, spot-checking the results of Safe Water Security observation-based surveys conducted in rural communities. She worked successfully with community leaders and members, and in December 2014 she took the post of Community Development Officer. In this role, she introduces to rural communities the concept of safe water assurance through service agreements; she promotes hygiene and village and savings loan associations, and she trains our local franchisee WASH service providers. Prior to working with Whave, Zainab was involved in a number of rural extension programmes and community-based networks, in which she worked directly with local government authorities and rural communities. She has spent several years as an Operations Manager for Nile Surgicot Ltd and worked as a Collection Officer for Letshego, where her roles included the development and implementation of training schemes, liaising with regulatory and statutory bodies, the preparation of monthly reports and conducting workshops to raise awareness about changes in company operations. Owing to such experience, Zainab is skilled in areas of behaviour change and cultural development, business and commercial development.

Irene Beatrice

CDO Busoga Region

Irene Beatrice works with Whave as a Community Development Officer. She is responsible for co-ordination and interaction with rural communities engaged in our Safe Water Security programme, hygiene promotion, promoting livelihood lending circles at community level, and providing support to our franchisee WASH service providers. Irene previously worked for six years with Child Fund in the Mbale district, gaining experience in areas of livelihoods recovery and child protection, sponsorship, hygiene and sanitation, village savings and loans associations, gender, nutrition, youth empowerment and HIV/AIDs. Irene has a degree in social work and social administration from Uganda Christian University and also holds a diploma in social work from Nsamizi Training Institute of Social Development.

John Zironda

CDO Busoga Region

John Francis Zironda is a multi-skilled Community Development Officer (CDO) with professional experience of organisational development within civil society and government partnerships. He is a leading member of our CDO team, with special responsibility for building the capacities of community Water and Sanitation Committees, for developing partnerships with local government, and for promoting village level lending associations and hygiene improvement. John previously worked for several years with Self-Help Africa on areas of hygiene and sanitation, environment, savings co-operatives and micro credit access, gender and HIV/AIDs. He has also worked as an agricultural adviser and as the Environment Officer at Uganda Clays Ltd. John has a degree in Environmental Management from Makerere University where his research included case studies on organic agriculture, sustainable agro-forestry systems and the impacts of charcoal production.

Ibrahim Mbadhi

CDO Busoga and Central Regions

Ibrahim Mbadhi works for Whave as a Community Development Officer with special focus on the development of Village Savings and Loans Associations (VSLAs) within communities engaged in our Safe Water Security Programme. Prior to his employment with Whave, he worked for several years with Volunteer Efforts for Development Concerns (VEDCO) on food security and sustainable rural livelihoods improvement; livelihoods recovery and child protection; water, sanitation and hygiene (WASH); natural resource management; savings and micro credit access; nutrition and HIV/AIDs. Ibrahim has also worked as a researcher with Dr Haroon Sseguya at Makerere University Department of Agricultural Extension. He has a degree in social work and social administration and is currently completing his M.A in Rural Development at Makerere University, where his dissertation is centred on school gardening for economic empowerment in rural Uganda.

Faith Tebesigwa

CDO Kumi

Faith Tebesigwa works for Whave as a Community Development Officer (CDO). Through work as a Community Mobiliser and Community Development Facilitator with Child Fund Uganda over a period of four years she refined her sensitisation, resource mobilisation and communication skills, and gained practical experience of gender mainstreaming and the application of human rights based approaches to development programming. Faith holds a Bachelors Degree in Social Work and Social Administration from the Ugandan Christian University and an Administrative Law Certificate from Makerere School of Law. She also holds certificates in Child Handling and Development and Project Planning and Management.

Ignatius Opolot

CDO Kumi

Ignatius Opolot is a skilled Community Development Officer (CDO) who joined Whave in 2015 following four years working with the NGO Bushikori Christian Centre in Mbale as a Field Officer. He has experience facilitating community development projects and working closely with sub-county and district partners and communities to plan, implement and monitor health and sanitation interventions. Ignatius holds a Bachelors of Social Work and Social Administration from Uganda Christian University, which provided him with skills in leadership, micro finance management, resource mobilisation, and psycho-social training, amongst others.

Everlyn Madudu

CDO Kumi

Everlyn Madudu is an efficient and organised individual with ten years of professional experience in implementing community-based projects and six years experience of project management. Skills acquired during this time cover a range of community-based approaches, including PHAST, Community Led Total Sanitation (CLTS), Community Health Clubs (CHC), Cluster, Human Rights Based Approach (HRBA) and Child to Child. Everlyn joined Whave as a Community Development Officer (CDO) operating in Kumi district, where she is able to utilise her training, facilitation and advocacy skills to support local communities and local government to improve WASH service provision. She holds a Degree in Community Development from Kumi University, and has obtained certificates in CLTS, Training of Trainers for PHAST, and HIV/AIDS Guidance and Counselling.

Alfred Otworot

CDO Kumi

Alfred Otworot is a Whave Community Development Officer (CDO) in Kumi district. He spent six years working as a Project Manager for the Kapujan Sub County Development Association and has been part of the Uganda Red Cross Society for the past six years. Through this work, Alfred has gained valuable experience and skills in community mobilisation, project planning and management, advocacy and lobbying, guidance and counselling, and participatory approaches to planning and programming. He holds a Bachelor of Adult and Community Education of Kyambogo University and has earned certificates in Training of Trainees on the Community Health Clubs concept, Volunteer Management, and Financial Management and Accountability.

Ronald Okuraja

Project Manager Karamoja

After ten years of experience as a Programme Manager for Wera Development Agency (WEDA) in Uganda’s North-eastern region, Ronald Okuraja has vast experience in planning, coordination, advocacy, leadership and monitoring of WASH initiatives. This role included managing a team of 24 staff across four districts, and provision of technical leadership for water supply and sanitation activities through application of PHAST, CLTS, CHAST, Sanitation Marketing, and Community Health Club approaches. This experience makes him well suited for his position as Whave Project Manager in the Karamoja region. Ronald holds a Masters in Public Administration and Management from the Islamic University in Uganda and a Bachelor of Arts in Social Work and Social Admnistration from Uganda’s Christian University. He has also undertaken trainings in project cycle management, resource mobilisation, participatory hygiene and sanitation, PHAST, and management of community-based projects.

Lawrence Otika

Senior Engineer Karamoja

Lawrence Otika has vast experience in WASH infrastructure construction and management, making him ideal for the role of Whave Senior Engineer in Karamoja. He holds a Bachelor of Science in Civil Engineering from Ndejje University, as well as an advanced craft certificate in plumbing and a certificate in borehole drilling, installation and repair with UII/UIII pumps from Iganga Technical Institute. Lawrence has considerable practical experience in his field. He has worked as a Project Officer in WASH Construction for Amref Health Africa Uganda’s Patongo School Infrastructure Improvement Project, a WASH Assistant for the Danish Refugee Council’s Emergency WASH Response Programme (funded by UNICEF) in Adjumani, and he was a WASH Engineering Officer for Mercy Corps Uganda in Karamoja/Acholiland.

Edmon Lomido

Admin and Water Quality Officer Karamoja

Edmon Lomido holds a Bachelors degree in Business Administration from Nkumba University and has completed trainings on financial management, resource mobilisation, human rights and conflict resolution. His skills in various fields of business administration (accounting and finance, insurance, company laws and administration) make him well suited to his role as Whave Admin and Water Quality Officer in the Karamoja Region. These skills have been built through experience, including working as an Accounts Assistant and Admin Officer for ACDI/VOCA, during which time his duties included maintaining computerised accounts, coding financial transactions and managing operational cash funds.

Paul Lopeyok

CDO Karamoja

Paul Lopeyok has practical experience in community mobilisation, hygiene and nutrition sensitisation, livelihoods intervention, and monitoring. This was gained during work as a community mobiliser for World Vision Uganda in Karamoja and work as a Participatory Rural Appraisal (EPRA) Facilitator for Kaabong Town Council under the World Bank’s Northern Uganda Social Action Fund Project (NUSAF II). He holds a Bachelors degree in Development Studies from Kampala International University and has been trained in graphic design, computer applications and programming, data enumerating using mobile devices, human protection and accountability. Paul joined Whave in 2016 as a Community Development Officer (CDO) in Karamoja.

Patricia Osire

CDO Karamoja

Patricia Osire is a Whave Community Development Officer (CDO) in the Karamoja region. She holds a Bachelors Degree in Development Studies from the Uganda Christian University and has worked for organisations including UNICEF, Save the Children Uganda, and the Ugandan Red Cross Society. Patricia was also involved in the USAID-funded Resiliency through Wealth, Agriculture, and Nutrition (RWANU) project during 2014-15, working with Concern International and ACDI/VOCA. From this work, she brings to her role as Whave CDO expertise in social development, project planning and management, resource mobilisation, human resource planning, and monitoring and evaluation.

Mary Ayaa

CDO Karamoja

Mary Ayaa is a Whave Community Development Officer (CDO) in the Karamoja region, bringing with her a wealth of experience from previous work in this area of Uganda, notably from the world of academia. Mary has been an enumerator and team supervisor for a number of research projects, funded by the likes of World Vision, Mercy Corps, the World Food Programme, the International Food Policy Research Institute (IFPRI) and the International Centre for Tropical Agricultural Research (CIAT). For example, her role as a Field Team Supervisor for a project run by UNICEF and American Institute for Research involved managing a team of data collectors, carrying out participatory assessments, and conducting monitoring and evaluation activities in Kaabong district. She has a Bachelors Degree in Social Science from Makerere University and certificates in public health, human rights, gender and project planning, and peace and conflict management.

Jane Abonyo

CDO Karamoja

Jane Abonyo brings to the Whave team experience in project implementation, administration, resource mobilisation, and monitoring and evaluation, utilising these skills in her role as a Community Development Officer (CDO) in Karamoja. Jane’s work experience includes the positions of Programme Officer in the Karamoja Action Research Team (KART), and Analyst and Logistician for the organisation Restless Development, which involved implementing action research and conducting discussions with communities, government officials, and other NGOs in the Karamoja region. She has been a Data Enumerator for FAO Uganda, World Vision International, and Action for Health, and holds a Bachelor of Social Work and Social Administration from the Uganda Christian University.

Fardosa Ahamed

CDO Karamoja

Fardosa Ahamed has considerable experience in community dialogue and mobilisation, making a valuable contribution to the Whave team as a Community Development Officer (CDO) in the Karamoja region. She holds a Bachelor of Human Resource Management from Kampala International University and work experience includes roles as a Data Enumerator with ACDI/VOKA on the USAID-funded Resiliency through Wealth, Agriculture, and Nutrition (RWANU) project in South Karamoja, a Community Mobiliser for World Vision, a Community Facilitator for the Uganda Joint Christian Council (UJCC), and a Field Supervisor/Team Leader for the Food and Agriculture Organisation (FAO). Fardosa has also worked with the Office of the Prime Minister (OPM) in Kampala, monitoring and evaluating the Peace Recovery and Developmental Projects (PRDP) and Northern Uganda Social Action Fund Projects in Northern Uganda.

Carl Peters Agen

CDO Karamoja

Carl Peters Agen is a competent WASH software and hardware professional, with five years of field experience in programme development and implementation. He has been involved in a number of successful Community WASH projects in Oyam and Gulu districts, working with organisations including World Vision International and Save the Children. Familiarity in using community-led approaches for infrastructure development and behavioural change makes him well qualified for his role as a Whave Community Development Officer (CDO) in Karamoja. Carl holds a Postgraduate Diploma in Project Planning and Management from the Uganda Management Institute (UMI), and a Bachelors degree in Environmental Engineering and Management from Kyambogo University Kampala. He has also completed trainings in PHAST, CLTS, contract management, and water quality testing.

Andrew Narwor

CDO Karamoja

Andrew Narwor is a Whave Community Development Officer (CDO) in the Karamoja region. He has experience working this area of Uganda for a number of international organisations, including Samaritan’s Purse International, Voluntary Service Overseas (VSO) Uganda, and the Institute of International Cooperation and Development. For the latter, he worked as a Guidance Counsellor in the Karamoja region, providing advice and support for young people on careers, education, and personal and social matters. Andrew holds a Bachelors degree in Community Based Rehabilitation from Kyambogo University.

Derrick Dida

Driver Karamoja

Derrick Dida is Whave’s Driver in the Karamoja region.

Dr Terry Thomas

Technical Advisor

Dr Terry Thomas has conducted 20 years of research, consultancy and training relating to water in 13 tropical countries. He is currently active in leading international water associations, and is the author of handbooks on tropical roof-water harvesting (Thomas & Martinson, 2007) and on ram pumps (1992). In Uganda he has worked with/for DWD, URWA, UWASNET, KRBP, 5 universities, several NGOs and established a local water-supply and filters/roof-water manufacturing company. He is accomplished in a range of other appropriate technologies with an emphasis on local manufacture, capacity building, and employment creation in a wide range of developing countries. He has authored 3 books and 75 articles/papers on electronics & control, transport systems & operations and water in developing countries, rural technology, micro-enterprise, building materials, energy, landmine clearance.

Pryantha Hettiaratchi

Electrical and Mechanical Engineer

Pryantha Hettiaratchi is a qualified and accomplished electrical and mechanical engineer. He has worked on renewable ene rgy since 1982, working on various technologies such as solar PV, efficient lighting, tea-processing machinery, and pumping systems.

He has specialised in designing and building hydro power projects around the world, as well as training local companies how to build the components.

He has worked on local manufacture of small systems for villages, as well as grid-connected larger systems. As an expert mechanical as well as electrical engineer his skills include manufacture of turbines, induction generators, pumps, and load controllers as well as their installation, commissioning, operation and maintenance.

Magnus Proctor

Financial Advisor

Magnus Proctor FFA is an accountancy and tax professional with over 30 years experience. He has a varied portfolio with clients from the manufacturing, construction, health and hospitality sectors, and with particular experience in the not-for-profit sector both nationally and internationally. He is the director of a vocational training school and appropriate technology institute in Uganda, and has worked over recent years on projects to bring clean water and improved cook-stoves to rural Africa.

Jobs with Whave

Jobs with Whave

Whave is currently advertising for positions. Please email your CV to us at recruitment@whave.org, together with a covering letter which describes your interest in the role:

Kamuli / Nakaseke Admin and Water Quality Officer

The role as an Admin and Water Quality Officer will be to assist in the implementation of Whave’s project in Nakaseke and Kamuli to improve access to safe water in rural areas.

Download vacancy details [PDF]

Kamuli / Nakaseke Field Officer

The role as a Field Officer will be to assist in the implementation of Whave’s project in Kamuli / Nakaseke to improve access to safe water in rural areas. As the role will involve a lot of interaction with local community good Lusoga or Luganda is essential.

Download vacancy details [PDF]

Water Source Engineer

The role as a Water Source Engineer will be to assist in the implementation of Whave’s project in Kamuli and Nakaseke to improve access to safe water in rural areas.

Download vacancy details [PDF]

Senior Governance Officer

The role as a Senior Governance Officer will be to assist in the implementation of Whave’s project in Kamuli / Nakaseke to improve access to safe water in rural areas.

Download vacancy details [PDF]

Project Manager

The Project Manager will be based in Nakaseke or Kamuli. The post holder will have responsibility to manage the field office staff and contractors, and will report to the Whave General Manager in Kampala. The role will require development and implementation of Whave Safe Water Security Programme.

Download vacancy details [PDF]

Contact Get in Touch

Contact Whave

Office: Office: Second Floor above Starmax Interiors, Lukuli Road, Makindye, Kampala, Uganda

Postal Address: POBox 72305, Kampala, Uganda


Whave Solutions HQ

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Whave Solutions Jinja Office

Whave Jinja Office

Whave Solutions Kumi

District Water Office, Kumi
Tel: +256 784 977211
Coordinates: 1.484291, 33.933336

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Whave Solutions Kaabong and Kotido

Plot 6, Kidepo Lane, Kaabong
Tel: +256 787 591098
Coordinates: 3.516981, 34.135383

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