 Good afternoon. First of all to thank LSE urban age for making it possible for us to be here today. I want to give a perspective of an African urban authority and urban center, different perhaps from what we have been looking at. I want to take the example from Campala where the challenges, the issues are basically the same or similar to a lot of developing countries in their urban settings. Campala transformational journey, I'm going to run this through, run through this very fast. Our population is as shown, 4 million during the day, that means we're commuting in. Urban population growth 5.2%. We contribute 60% of the city's GDP and the population is projected to grow to 10 million in the city by 2040. The transformation journey, I just want to emphasize that if we're going to transform urban centers, cities, particularly in developing countries, we've got to look at why they are the way that they are and most of the times you'll find that it's to do with the legislation, the policies, the politics and cultural and social issues that affect everything else in these urban centers. So for Campala 2010, a new law was passed that brought into place Campala capital city authority. That means we moved from being a local government to a central government cooperative, central government corporate entity running the city. We have been working on a lot of things before we came in for the last so many decades since independence. There was a lot of unplanned and uncontrolled settlements, growing slums, juxtaposed with urban affluence, these are pictures from then on the streets of Campala, breakdown of infrastructure, very, very poor service delivery, very, very high levels of corruption, total financial breakdown, the revenue was very poor and the institution had basically collapsed both in reputation and in services. So for the last five years we've been working on different aspects of restructuring the city, begun by restructuring the organization, setting up a new organization. I had the enviable task of firing over 1,500 staff and we, and hiring fresh people that had a different mindset, a different skill set. But in our setting it was quite colorful because everybody is connected to someone else and then people get quite loud sometimes depending on where they're coming from. We've done roads, we've done street lights, we have been working on urban planning, trying to streamline the city, increased waste management, we are promoting the use of renewable energy starting with the city, installing solar lighting and also planting trees in different parts of the city. We are building hospitals because we provide for the health services in the city and these are some of the things that we're doing, ambulances, garbage trucks, increased waste collection, we're now opening up a new landfill where we want to do recycling and generation of bioenergy and also improving sanitation in different parts of the city. We run 87 primary schools for low income families, so we've been building classrooms and equipping them and renovating them, providing education for these children who would otherwise have no chance. Also to provide for workspaces, we build markets, we're also helping young people start businesses by giving them startup capital and also encouraging urban farming through greenhouses, small scale agriculture projects, backyard farming, aquaculture, rearing pigs and chicken and things like that that people can do to improve their incomes but also improve their household nutrition levels. We've done all this but it's just a fraction of what the population in the city needs. We have been able to restore the institutional credibility and improved efficiency. That means people have confidence, institutions now have the confidence to deal with us because we are credible and we are accountable. We have increased revenue collection by 170%, simply by cutting out all the revenue leakages and making our revenue collection electronic away from the manual where people would sort of help themselves to the city revenue. We've also got very efficient online services. Again, Employment Services Bureau, recognitions that we've received but going forward even with the achievements that we've been able to make in the last five years, we're still faced with a lot of challenges. Yesterday I mentioned one of the main problems we have is the different land holdings in the city. So we're limited, we have like five different land holdings and each one very unique in itself. Government has not yet come up with a policy to bring all these holdings under one system and land is a very, very sensitive issue. So we would believe that if the Habitat 3 engagement looks at some of the issues that some urban centres are grappling with, perhaps in the legislation, perhaps in the policies, perhaps in the politics, we'd be able to get real solutions that would be able to address the real problems that we have to deal with which may not be problems in the West but problems for many of us in the developing countries. That is addressing the legislative regimes that support urbanisation, reinforcing urban planning as a condition perhaps to some of the funding that comes to us, innovative financing mechanisms we can afford which we can manage and also efforts to address climate change in the cities but addressing the real issues, why are there climate change challenges in the city? For example, in Uganda, a lot of the people depend on wood fuel for cooking. Now unless we give them viable, affordable alternatives to cooking fuel, they are still going to deplete our forest reserves by using firewood and charcoal for cooking. The other ones we need to establish an efficient public transport system. Right now we do not have a public transport system. Everybody sort of manages through commuter, small commuter buses, motorcycles and private, which is a nightmare in terms of controlling congestion in the city. So these are some of the basics that we need to get done and perhaps insist in some way on urban legislation to promote, as I said, proper development of these urban centres, financial sustainability and also addressing some of the challenges that we face as developing countries. Otherwise, without addressing these real issues, we would not be able to provide real sustainable answers for the developing countries and the developing urban centres. One of the initiatives we've taken as Kampala Capital City Authorities is to bring together African urban centres, leaders of African urban authorities to come up with solutions to the common problems that we have within the limitations of financing and capacity. So we set up the East Central and Southern Africa Cities Forum, which took place recently. And we're coming together to help one another, benchmark from one another, share capacity so that we can stretch the limited resources that we have further within ourselves, even as we reach out to other partners to help us. We think we can have solutions within ourselves. African cities providing African homegrown solutions within the African settings and then build on that to reach where Western brothers and sisters are at this time. And I want to thank you so much for giving me the opportunity.