Why wasn’t new water infrastructure enough in Longido, Tanzania?

“Tumtue mama ndoo kichwani” (“Relieve a woman of the burden of carrying a water bucket on her head) is a national call to action in Tanzania. In Longido District, Arusha Region, the phrase reflects the lived experience of many women and the nearly 130,000 people who depend on local water services.

The solution seemed straightforward: build more pipes and boreholes closer to communities. And so there has been substantial infrastructure development in Longido district since 2019, supported by the Rural Water Supply and Sanitation Agency (RUWASA). Despite this, women continued to walk long distances to gather water. Why?

Engineers lacked precise maps of water networks, forcing their teams to spend days surveying parched fields or searching for pipes. Wildlife, including elephants seeking water, frequently damaged infrastructure. Community-Based Water Supply Organisations (CBWSOs), responsible for daily operations, faced severe financial difficulties. Existing connections remain unmetered, with paying water users charged flat rates regardless of usage. Unpaid bills were widespread, reinforced by the belief that water, as a divine gift, should be free.

There, too, was little user agency or institutional accountability. Without proper reporting systems, the long list of documented complaints gathered dust and was rarely addressed.

“Until recently, we kept complaints to ourselves because we had no committee to voice them,” recalls Timotheo Gereu, a resident and traditional Maasai leader from Alaililai village.

The interconnected issues of poor asset recording, revenue losses, and weak feedback mechanisms led to system failure, even when there was infrastructure.

The Longido RUWASA team knew something had to change. They mobilised colleagues to visit all nine CBWSOs and investigate the 50 schemes scattered in the area. Supported by training under SNV’s WASH Systems for Health (WS4H) programme, the team collected data on infrastructure, customers, and financial practices.

“If I had learned one thing, it is that CBWSO staff really lack capacity in financial management, fee collection, and record-keeping,” says Betty Majele, RUWASA’s Maasai community development officer.

This exploration uncovered substantial water and revenue losses from unmetered connections and inadequate records. At the same time, it produced accurate network maps, turning week-long fieldwork into minutes.

The next steps were clear: three interconnected interventions were needed to sustain the investment. One, to strengthen financial management and take rapid action on meter installation. Two, to develop site maps to enhance operation and maintenance and enable quicker repairs. And three, to establish a community-based monitor and complaints system.

Although assessments concluded only in early 2026, RUWASA was quick to act. Between December 2025 and February 2026, meters were installed in seven key connections serving schools, a dispensary, and public points.

A secondary school that previously failed to pay for services settled TZS 450,000 in fees over two months. Engineers can now locate issues swiftly and act proactively. Feedback flows more freely, with some communities creating WhatsApp groups to share photos and trigger rapid responses. “The exercise was a wake-up call,” Paul reflects. “We realised there is still much to do, otherwise the situation will only worsen.”

The change is deeply human, altering how people view water services and their own roles. Betty Majele, a Maasai woman bridging technical and cultural worlds, emphasises action: “We are now shifting from talking to doing. We used to say we needed meters, but never took the initiative, until now.”

Timotheo Gereu, a respected Laigwanan and Chair of an independent evaluation group, embodies ownership. Soon after formation, he reported earthquake damage at the Leikuruki borehole, photographing it and prompting RUWASA to act swiftly. This moment highlighted how faster reporting and clearer accountability can prevent minor issues from becoming major service disruptions.

Together, these perspectives reveal a collective shift, from disconnection to collaboration and hope.

The vision remains: inclusive, financially viable, and dependable water services. Feedback groups will enhance accountability, better data will build resilience, and metering expansion will secure revenue.

RUWASA has drafted guidance urging all CBWSOs to meter every connection and phase out flat-rate points. Systems change demands time and resources, but Longido’s evidence-based, partnership-driven approach is proving effective.

As Betty, Paul, Timotheo, and others learn from one another and the people they serve, they exemplify true professionalism: not just constructing infrastructure, but managing it responsibly, together with the community. In Longido, sustainable water services are being built not only through pipes and boreholes, but through stronger relationships, better data, and shared accountability.