ANNUAL COUNCIL PERFORMANCE REPORT 2018/19

ANNUAL COUNCIL PERFORMANCE REPORT 2018/2019

ANNUAL COUNCIL ANNUAL COUNCIL PERFORMANCE PERFORMANCE

REPORTREPORT

To be a Smart and Caring City by 2022www.cityofwindhoek.org.na

2018/19

01ANNUAL COUNCIL PERFORMANCE REPORT 2018/19

VISION, MISSION, VALUES 03

GLOSSARY OF TERMS AND ABBREVIATIONS 04

MESSAGE FROM THE MAYOR 06

MESSAGE FROM THE CHIEF EXECUTIVE OFFICER 08

INTRODUCTION 10

Corporate Scorecard 10

COUNCIL AND MANAGEMENT STRUCTURE 15

DEPARTMENTAL PERFORMANCE REPORT 17

OFFICE OF THE CHIEF EXECUTIVE OFFICER (OCEO)

18

Office the Mayor 19Corporate Legal 29Public Participation 29Organisational Performance Management 30Enterprise Risk Management & Risk-Based Audits

31

Smart Cities Model / Strategy 32

CITY POLICE (CIP) 37Public Safety & Security 38

ECONOMIC DEVELOPMENT & COMMUNITY SERVICES (EDCS)

41

Public Safety & Security 43Revenue Generated 45Cost of Emergency Services provided free of charge to vulnerable groups

46

Incidents and written-off accounts per zone 46Community Risk Assessment (CRA) 47Emergency Preparedness 48Emergency Response and Assistance 48Youth, Orphans, Women, Pensioners & Vulnerable Persons Development

49

Youth Starting Businesses Post Training 50

Innovative Business Start-Ups Obtaining Financial and Business Support

50

Economic Development 51Revenue Collected as at 30 June 2019 53Basic Services 54Climate & Environment as at 30 June 2019 54Public Health 56Groot-Aub 58

ELECTRICITY (ELE) 59Funding for Electrification 60Revenue Collection 60Renewable Energy 62Increased Megawatt (MW) Capacity 62

HOUSING, PROPERTY MANAGEMENT & HUMAN SETTLEMENTS (HPMHS)

64

Strategic Funding 66Youth, Orphans & Vulnerable Persons (OVPS): Land allocations awarded to youth

66

Revenue Collection 66Basic Services: New townships proclaimed internally (Greenfields)

67

Land Delivery 68# of Affordable houses provided via Mass Housing, Windhoek Housing, Build-Together Scheme

71

Public, Private Partnerships (PPPS) 77

HUMAN CAPITAL & CORPORATE SERVICES 73Leadership Development 75YOuth, Orphans & Vulnerable Persons (OVPS)

75

Labour Relations 76Occupational Health, Safety and Wellness (OHSW)

77

Staffing & Remuneration 78Corporate Services 78

INFORMATION & COMMUNICATION TECHNOLOGY (ICT)

80

Wi-Fi 82Number of improved processes to Level 1 - Governance of Enterprise It (GEIT) Programme Implementation

83

Percentage Enterprise Resource Planning (ERP) Projects from Pre-Projects to Inception Phase

83

TABLE OF CONTENTS

02 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19

Percentage ERP Projects from Inception to Implementation Phase

83

Number of ICT Systems Audits Concluded 83Conversion ICT Systems to Disaster Recovery (DR) Compliance

84

New Tier 3 Compliant Physical Data Recovery (DR) Site

84

Business Continuity Plan for Cow (Date) 84E-Council Solution 84Funding Sourced vs. Optic Fibre Plan 84

INFRASTRUCTURE, WATER & TECHNICAL SERVICES (IWTS)

85

Revenue Collection 87Direct Portable Reclamation Plant (DPR) 87Basic Services 88Annual Water Quality Report 91Asset Maintenance Management Policy (Incl. Sewer Maintenance & Asset Plans)

91

URBAN & TRANSPORTATION PLANNING (UTP)

92

Building Permit Approvals Process within 28 days

94

Land-Use Management-Town Planning Applications

95

Basic Services 95Land-Use Management-Township Establishment

96

Spatial Development 97

FINANCIAL EXECUTIVE SUMMARY 98Financial Executive Summary 100Financial Update 102

CONCLUSION 109


To be a Smart and Caring city by 2022

To enhance the quality of life for all our people by rendering efficient and

effective municipal services

Teamwork, Customer Care, Communication, Fairness and

Equity, Integrity

Vision

Mission

Values


CCWSS Cabinet Committee of Water Supply Security

CAN Central Areas of Namibia

CBD Central Business District

Ceteris Paribus Other things being equal

CIP City Police Department

CLTS Community-led Total Sanitation

COBIT Control Objectives for Information and Related Technology

CR Council Resolution

DR Data Recovery

DRM Disaster Risk Management

EDCS Economic Development & Community Services Department

ELE Electricity Department

ERP Enterprise Resource Planning

EIA Environmental Impact Assessment

FIN/FCS Finance & Customer Service Department

FRACTAL Future Resilience for African Cities & Lands

GIZ Deutsche Gesellschaft für Internationale Zusammenarbeit

GAMS Global Accounts Management System

GEIT Governance of Enterprise IT

HPP Harambee Prosperity Plan

HPMHS Housing, Property Management & Human Settlements Department

HCCS Human Capital & Corporate Services Department

ICT Information & Communication Technology Department

IWTS Infrastructure, Water & Technical Services Department

IPSAS International Public Sector Accounting Standards

KPAs Key Performance Areas

KPIs Key Performance Indicators

KRC Khomas Regional Council

LUTP Leaders in Urban Transport Planning

LTFP Long Term Financial Plan

MC Management Committee

GLOSSARY OF TERMS AND ABBREVIATIONS


MOU Memorandum of Understanding

MTEF Mid-term Expenditure Framework

MAWF Ministry of Agriculture, Water and Forestry

MURD Ministry of Urban & Rural Development

MVA Fund Motor Vehicle Accident Fund

NCF Namibian Cycling Federation

NDTC Namibia Diamond Trading Company (PTY) Ltd.

NIA Namibian Institute of Architects

NIPAM Namibia Institute of Public Administration Management

NNAD Namibia National Association of the Deaf

NAPWU Namibian Public Workers’ Union

NQA Namibia Qualifications Authority

NSA Namibian Statistic Agency

NTA Namibia Training Authority

NUST Namibia University of Science & Technology

NDP 5 National Development Plan (Fifth)

NHE National Housing Enterprise

NMT Non-motorised Transport

OCEO Office of the Chief Executive Officer

OHSW Occupational Health, Safety & Wellness Division

PAs Performance Agreements

PMS Performance Management System

PV Photovoltaic

PPPs Public Private Partnerships

QPR Quality Processes Results

RFA Road Fund Authority

SEA Strategic Environmental Assessment

SUTMP Sustainable Urban Transport Master Plan

TCE Technical Committee of Experts

TUMI Transformative Urban Mobility Initiative

UNAM University of Namibia

UTP Urban & Transportation Planning Department

WATSAN Water Supply and Sanitation

WEI Windhoek Economic Index

WMARS Windhoek Managed Aquifer Recharge Scheme


Cllr. Muesee KazapuaMAYOR

It is my honour and privilege to present the Annual Council Performance Report for the 2018/2019 financial period starting 1 July 2018 and ending 30 June 2019.

The continuously high influx of people migrating from rural to urban areas places significant strain on the City’s limited resources and ability to provide serviced land for housing and commercial development and, to alleviate unemployment. It is especially challenging given the expanding informal areas. These challenges are further exacerbated by the Hepatitis-E pandemic in the informal areas for which resources and services were redirected to mitigate associated risks.

MESSAGE FROM THE MAYOR


Council’s leadership agenda is committed to improving the quality of life of our people, including those in the informal areas via several projects articulated in the “Transformational Strategic Plan (2017-2022)” under the ‘Basic Services’ key performance areas such as: provision of potable water, sanitation, electricity, affordable housing and a conducive economic environment for job creation.

In an effort to foster transparency and accountability, performance monitoring, evaluation and reporting remained at the forefront of the City’s governance obligations. Moving forward, the City seeks to strengthen the current performance management process by way of automating the monitoring and reporting cycle and optimising the existing meeting forums to track progress against the strategic plan, interrogate challenges, celebrate successes, take corrective actions and decisions and implement a long-term financial pla The 2019/20 financial year promises to be exciting as Council approaches the half-way milestone of the strategic period. A snapshot of some of the key projects for 2019/20 is a follows:

• Continuation of the formalisation of informal areas, including the piloting of the ‘Pre-allocation concept’ which entails land allocation to residents before land is serviced. This will unlock ready cash for the servicing of plots.

• Installation of pre–paid household water meters in Windhoek, starting with pensioners and residents in the north and north-western suburbs. Council will soon procure the services of a contractor to commence with household and business installations. The same applies for the installation of pre–paid electricity meters.

• Council will intensify efforts to accelerate the provision of water and sanitation to residents in the under-serviced areas.

• Provision of affordable housing in informal areas for which preparations have commenced with the scrutiny of different housing models.

Council is convinced that if these priorities are successfully implemented, positive in-roads will be made in the provision of basic amenities to our residents by 2022.

The next two to three years, in particular, present significant opportunities for development and advancement towards becoming a ‘Smart and Caring city by 2022.” This will have a meaningful impact in the lives of all stakeholders and showcase Windhoek as the gateway to endless opportunities.

As the 2018/19 financial year concludes, Council wishes to reiterate its commitment to providing quality services to all the residents of Windhoek. Our goal is to move forward with customer and stakeholder expectations in a fast changing digital world and to adapt our services and value proposition in line with global standards.

Cllr. Muesee KazapuaMAYOR


MESSAGE FROM THE CHIEF EXECUTIVE OFFICER

The City of Windhoek hereby presents its second ‘Annual Council Performance Report (2018/2019)’. The report fulfills the governance requirements set forth in the Transformational Strategic Plan (2017-2022) by way of quarterly and annual

performance reports. These reports also include financial statements prepared in terms of International Public Sector Accounting Standards (IPSAS). For the purpose of this report, the financial period in question runs from 1 July 2018 to 30 June 2019.

It must be noted that the ministerial directives of the 2018/2019/2020 CAPEX budget in December 2018, had significant bearing on project implementation for the 2018/2019

Robert N. KahimiseCHIEF EXECUTIVE OFFICER


financial year. Nevertheless a number of high impact initiatives were rolled-out as highlighted below:

• Annual Strategic Review: the City conducted its second strategic review session in March 2019 as part of its annual planning cycle. The purpose of the session is to re-prioritise strategic projects for the upcoming 2019/2020 financial year and where applicable, propose amendments to the strategic plan (i.e. Corporate Scorecard, KPA’s, KPI’s, targets, initiatives/programmes and so forth).

• Performance Agreements (PA’s): The 2018/2019 Performance Agreements (PAs) for employees graded E-C2 Paterson Band were finalised with the first cycle of performance assessments concluded in August 2019.

• Strategic Funding: The City engaged potential donors (e.g. Development Bank of Southern Africa, Development Bank of Namibia) to fund capital projects. Departments were subsequently tasked to prepare their respective applications. Going forward, the City will embark on vigorous stakeholder engagements from various financial institutions in search of funding for capital projects with an emphasis on informal areas.

• Culture Survey: The Organisational Culture Survey was conducted during the months of May and June 2019, the results of which will be reported in the next annual report. Of note was the 67.23% employee participation rate.

Strategic Outlook for 2019/2020

Moving forward, the City will focus on the following areas in the new financial year commencing 1 July 2019:

• Finalising a sustainable funding model and Long Term Financial Plan (LTFP);• Reducing the debt book;• Securing funding for Capital Projects;• The acceleration of land delivery targets; • Streamlining business processes linked to revenue streams; • Streamlining the procurement process;• Improving the Customer Care value proposition;• The electrification of informal areas;• Leveraging the Councilor sub-committee effectiveness and;• Fostering a performance-based, dynamic and exciting workplace culture.

Thus, the 2019/2020 financial year promises to be transformative as the City seeks to unlock new revenue opportunities, stimulate innovation and drive a performance-based, value-driven behaviour for the remainder of the strategic period and beyond.

Robert N Kahimise CHIEF EXECUTIVE OFFICER


The City currently submits quarterly reports (i.e. four in total, per annum) which Council interrogates and subsequently approves. The annual report referred to as the “Annual Council Performance Report (2017/2018)”, is a consolidation of the quarterly

performance periods and includes the financial statements for the period ending 30 June of every year.

For the purpose of this report, performance is reflected against the 2018/2019 annual plan as reflected in the Corporate Scorecard further on in the document. The key departmental outputs linked to the said scorecard, form the content and structure of this report.

1.1 Corporate SCoreCard1.1 Corporate SCoreCard

The Corporate Scorecard is the City’s formal performance measurement tool for the five-year strategic period. It is further translated into annual plans for each financial period as reflected in the following pages. However, the implementation of many of the KPAs reflected in the Corporate Scorecard lies at departmental level. To this end, departmental scorecards also exist and are updated annually following the yearly strategic review session held in March. The Corporate Scorecard provides an overview of the key focus areas that are aligned to the City’s strategic intent and national development plans.

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The serving Council took office on 4 December 2015 and its mandate runs until November 2020. In terms of the law of Namibia, a full local authority Council serves a five-year term, while its office bearers, being the mayor, the deputy mayor, and members of the

Management Committee are elected annually.

However, the five-year term of office ends on the date before the Local Authority elections. The last Local Authority elections were held on 26 November 2015, with the next one, ceteris paribus, scheduled for November 2020.

The City’s management structure is aligned to the new strategic vision and provides the foundation from where standard operating procedures are executed. It also determines which individuals participate in which decision-making processes.

COUNCIL AND MANAGEMENT STRUCTURE02


Council 2019CITY OF WINDHOEK

VISIONTo be a SMART and Caring City by 2022

MISSIONTo Enhance the quality of life for all our people by

rendering efficient and effective municipal services.

Cllr M Kazapua MayorSWAPO

Cllr LK KaiyamoDeputy Mayor

SWAPO

Cllr AK AshileloChairperson of the Management Committee (MC)

SWAPO

Cllr M Shiikwa(MC) SWAPO

Cllr TT Uwanga(MC) SWAPO

Cllr M Ukeva(MC) SWAPO

Cllr MJ Amadhila(MC) SWAPO

Cllr A NiizimbaSWAPO

Cllr FN KahunguSWAPO

Cllr JE PaulusSWAPO

Cllr I SubasubaniSWAPO

Cllr H UlumbuSWAPO

Cllr BE CorneliusRDP

Cllr I SembaPDM

Cllr J KauandengeNUDO

CllrJ Moonde SWAPO

Alderwoman E Trepper

(MC) SWAPO

CllrMHK Veico

(MC) SWAPO

D GerberFN Hambuda

City of Windhoek Council 2014

CllrJ Moonde SWAPO


(MC) SWAPO

CllrMHK Veico

(MC) SWAPO

D GerberFN Hambuda


CllrJ Moonde SWAPO


(MC) SWAPO

CllrMHK Veico

(MC) SWAPO

D GerberFN Hambuda


CllrJ Moonde SWAPO


(MC) SWAPO

CllrMHK Veico

(MC) SWAPO

D GerberFN Hambuda


HEAD: City PoliceAK Kanime

SE: Human Capital and Corporate Services

MG Mayumbelo

SE: ElectricityOA Hekandjo

SE: Economic Development and Community Services

FN Hambuda

SE: Informationand Communication

TechnologyR Kandjiriomuini

SE: Urban andTransport Planning

P van Rensburg

SE: Finance and Customer Service

JD Davis

SE: Infrastructure, Water and Technical Services

L Narib

SE: Housing, Property Management and Human Settlements

GW Esterhuizen

MANAGEMENT

CEORN Kahimise

STRUCTURE

Vacant


DEPARTMENTAL PERFORMANCE REPORTS03-12


03 OFFICE OF THE CHIEF EXECUTIVE (OCEO)

R N. KahimiseChief Executive Officer

G. KrotzManager: Operations & Committee Service

L. VriesExecutive: Strategy & Performance

H. AkwenyeManager: Corporate Communications,

Marketing & Public Participation

C. EitaManager: External Relations &

NetworkingL. Ileka

Manager: Mayoral SupportC M U. Rupingena

Strategy Advisor: Smart Cities


3.1 offiCe the Mayor3.1 offiCe the Mayor

3.1.1 Mayoral Relief Fund (MRF)

The Mayoral Relief Fund received generous contributions from a prepaid electricity

vending company Syntell (Pty) LTD amount in he respective donations were handed

over to the mayor by representatives of the said companies at an event held at

Council Chambers on 24 May 2019. Both partners pledged commitment to the

Mayoral Relief Fund as part of their corporate social investment obligations. Both

donations coincided with the Governing Committee’s interim annual activities

agenda which includes inter alia:

• support towards vulnerable students studying towards academic degrees in

fields of critical need to the City of Windhoek;

• support for vocational training of upcoming Small and Medium Enterprises

(SMEs)

• provision for emergencies; and

• qualifying ad hoc requests.

To ensure operational efficiency and sustainability the City has undertaken the setting

up of the operational structure and sustainability strategies for the fund. In the same

vein, it is envisaged that the fund will be transformed into a fully-fledged trust to be

registered with the Master of the High Court. In addition, all related plans, budgets,

Mayoral Relief Fund, 24 May 2019


initiatives, duties, structures, sustainability issues and application procedures will be

finalised during the 2019/20 financial year.

Progress made during the period under review is summarised as follows:

• The process of registration for a formal Mayoral Relief Trust was initiated with

the Financial Intelligence Centre (Bank of Namibia - BoN), for final approval

by the Master of the High Court and the Governing Committee is busy setting

up operational structures for the fund.

• The Secretariat submitted a proposal for sponsorship to First National Bank

(FNB).

• The MVA Fund donated N$50,000.00 to the NNAD for printing 1,200 dictionaries.

• A contribution from Syntell (Pty) LTD amounting to N$1,297,454.50 was

received.

3.1.2 Co-operation Agreements, Inter-Governmental and International Relations

The City remains committed to forging mutually beneficial relations at local,

inter-governmental and international levels. For the period under review, two

Memorandums of Understanding (MOUs) were signed namely:

Table 1. Co-operation Agreements

INSTITUTION AREAS OF CO-OPERATON

Namibia University of Technology and Science (NUST)

• Research and Development;• Smart City and Technology;• Economic Advancement;• Urban, Transport, Environmental and Human Settlement

Development;• Water, Sanitation and Electricity;• Adequate Housing;• Disaster and Emergency Management; • Capacity Development; • Public Participation; and• International Relations.

The agreement was signed on 16 May 2019 which was followed by an action plan with clear activities and assigned relevant officials to form part of a working group.

Gochas Village Council

• Economic Development & Community Development • Waste Management • Technical & Professional Co-operation• Finance Administration, Capacity Building &

Procurement • Legal Aspect and Capacity Building • Strategy and Performance Management

The Gochas Village Council requested a co-operation agreement with the City to foster exchange between the two local authorities in the above areas of mutual understanding.


The City also has international agreements with the following countries, aligned to the

strategic objectives in the areas of Good Governance, Infrastructure Development,

Land Delivery, Basic Services, Economic Development, Social Progression and

Financial Sustainability with the following countries:

• Germany,

• USA (Cities of Richmond, Virginia and San Antonia, Texas),

• China (Nantong and Shanghai)

• Cuba; and

• Jamaica.

Support to other Local Authorities

The City rendered support to other local authorities in a range of disciplines as

follows:

Table 2. Support to Local Authorities

Otavi Town CouncilThe Otavi Town Council requested assistance in land surveying of its newly serviced extensions. The City of Windhoek delegated the Manager Geomatics to assist with the project.

Grootfontein Municipality

The City was invited to the Grootfontein Municipality to attend a meeting of the Local Organising Committee on hosting the Namibian National Mayors Forum (NNMF) and advising on the preparations. The preparatory meeting took place on 25 April to review the draft programme and logistical requisites.

Karirib Town CouncilThe Karirib Town Council requested assistance with strategy alignment and performance management. The exercise took place from 2 - 4 May 2019 and was highly appreciated.

Outapi Village Council

The Mayor of Outapi, Cllr. Selma N Asino and her delegation, paid a courtesy call to the Mayor of Windhoek, Cllr Muesee Kazapua, on 13 May 2019. The purpose of the visit was to consult on the implementation of co-operation agreements performance monitoring and evaluation through action plans and reporting.

Maltahöhe Town Council

The Maltahöhe Village Council Chairperson, Cllr. Elizabeth Visser and her 5-member delegation paid a courtesy visit to Cllr. Muesee Kazapua, Mayor of the City of Windhoek on 28 May 2019. The purpose of the visit was to seek assistance from via the donation of equipment (e.g. vehicles, waste management trucks and earthmoving equipment for rehabilitation of their dumping sites and other works). The City also rendered training on the implementation of the new Procurement Act.

Swakopmund Municipality

An official from the Swakopmund Municipality visited the City of Windhoek on a benchmark exercise from 25 - 27 June 2019. The purpose of the visit was to familiarise himself with the day-to-day operational activities of the City’s Building Control Division regarding the following:

• Daily site inspections;• Building plans scrutiny process;• Complains and grievances from the public;• Issuing of completion and compliance certificates and;• Measure on combating non-compliant structures.


Inter-governmental Activities

The table below summarises the key inter-governmental activities embarked upon

for the 2018/19 financial year:

Table 3. Inter-Governmental Activities

ACTIVITY PROGRESS

Tripartite co-operation

To ensure synergy and resource sharing, discussions on establishing a tripartite co-operation arrangement between Windhoek, Swakopmund and Walvis Bay occurred during the period under review. Practical arrangements are being finalised before submissions are made to the respective Councils for consideration.

Collaboration with Khomas Regional Council (KRC)

The City maintained collaborative relations with KRC as key stakeholders, in the areas of community participation and budgeting for capital projects within the city boundaries. These engagements continue to have a positive impact on reducing duplicated efforts and resource allocations.

International Inbound and Outbound Delegations

The table below presents the inbound and outbound international delegation

exchanges for 2018/19:

Table 4. Exchange of Delegations

INBOUND DELEGATIONS

Visit to Namibia by H.E. Dr. John Magufuli, President of the United Republic of Tanzania

H.E. Dr. John Magufuli, President of the United Republic of Tanzania paid a State Visit to Namibia and during his visit a street renaming ceremony of Lazarett Street in honour of the late Julius Nyerere, Founding President of the United Republic of Tanzania, took place on 27 May 2019.

OUTBOUND DELEGATIONS

Benchmark visit to the City of Cape Town for their annual jazz festival (29 March-1 April 2019)

A four-member delegation of the City of Windhoek paid a benchmarking visit to the City of Cape Town. The purpose of the benchmark visit was to build long-term relationships with the organizers of the Cape Town International Jazz Festival for possible artists’ exchange and resource sharing (e.g. costs and artists) to assist the Windhoek Jazz Festival, and knowledge exchange. The purpose was also to learn what contributes to the success of such an event and why the Cape Town International Jazz Festival has been growing in popularity at such a fast pace over the years.

Invitation to study bus operations in Bremen Strassenbahn AG (BSAG) in Bremen (7-13 April 2019, Bremen, Germany)

A four-member City of Windhoek delegation undertook a study tour on bus planning and operations to the Bremen Strassenbahn AG (BSAG). The programme was planned with the aim to develop a partnership of administrative departments and public entities in the field of mobility, through workshops, training and exchange visits. All the costs were covered by GIZ.

Benchmark exercise with Drakenstein Municipality (RSA), on financial statements, asset management, tariffs and financial statements (23-26 April 2019)

A benchmark visit took place to allow the City’s Finance team obtain the relevant technical and practical knowledge regarding to the budgeting process, tariff determinations and compilation of sound financial statements, management accounts, asset and project registers.


Benchmark Visit to the City of Cape Town (3-7 June 2019)

Following the launch of the City’s strategic plan in 2017, the Customer Care function prioritised the establishment of a customer service value proposition and centralised customer care centre. The City of Windhoek benchmarked with the City of Cape Town to capacitate and support the relevant officials in the roll-out of the said charter and customer care centre. The following areas were explored:

• Customer Engagement Model/Strategy;• Customer Service Charter;• Customer Mobile Application; • Customer Queuing System;• Handling of Customer Complaints/Enquiries; • Technology-driven Customer Management System;• Customer Care Challenges; and• Best Practices & Resource Allocations.

Regional Summit of the Milan Urban Food Policy Pact (MUFPP), Niamey, Niger, 11-13 June 2019)

The main objective of the workshop was to share knowledge and best practices and discuss the environmental, economic and social challenges to mainstream sustainable food systems into local policy and planning. The purpose was also to facilitate the participation of African cities that are initiating the process of mainstreaming food systems in local planning and policies and foster the knowledge sharing and cooperation among African cities. The workshop included the following sessions: Sharing knowledge, best practices from cities, training session on the Milan Urban Food Policy Pact Indicators Framework. The City of Windhoek was represented at this Workshop, by Cllr. Ndateelela Kahungu, Chairperson of the Windhoek Food and Nutrition Security Committee.

Engagements with Embassies

The City of Windhoek and the Embassies of Venezuela and Cuba will collaborate

on a film festival scheduled to take place in August 2019. Different Films from all

three countries will be screened in five Community Centres and Halls in the areas

of Katutura.

Membership to Local and International Associations

Lastly, the City remains a member of the following local and international

associations:

Table 5. Memberships to Local & International Associations

Association of Local Authorities in Namibia (ALAN)

The City retained its membership to the Association of Local Authorities in Namibia (ALAN) as the Local Authorities umbrella body, with representation by three Councillors on the ALAN Management Committee.

United Cities & Local Government in Africa (UCLGA)

UCLGA is a continental body for Local Government of which the City of Windhoek is a member.

Commonwealth Local Government Forum (CLGF)

The Mayor of Windhoek retained membership to the CLGF Board and its Committee on Sustainable Cities Network. The Mayor is expected to attend the Annual CLGF Board Meeting in 2020.


Africa Capital Cities of Sustainable Forum (ACCSF)

Cities are under increasing pressure to adopt sustainable service delivery models. Capital cities have the daunting task of displaying leadership, in this area. A green economy, on the other hand, aims was to improve the efficiency of natural resources used, to improve human well-being and reduce ecological scarcities and environmental risks. This called for the adoption of new and innovative economic models, a different approach to development and reconfiguration of local government operations. To this end the City of Windhoek, participated in the African Capital Cities Sustainability Forum from 24-26 June 2019. The Mayor of the City of Windhoek led a delegation to the ACCSF meeting held in Tshwane, SA.

Management Committee (MC) Update

MC Effectiveness

Effective leadership serves as a strategic enabler in solidifying a culture of

continuous learning, innovation and improvement. For the period under review, MC

members participated in three leadership development sessions which addressed

the following topics:

• Strategic Visioning & Decision Making

• Business Skills

• Performance Management

• Stress Management & Flexibility

In addition, the line ministry (Ministry of Urban and Rural Development, MURD)

facilitated a workshop for local authorities from 4-6 March 2019 at the Gross Barmen

Resort, Okahandja. The workshop addressed a broad range of topics such as:

• Council meetings;

• Procedures and minutes including the legal framework as contained in the

Standing Rules of Order;• Development, land management & objectives, land transaction processes,

valuation procedures for ratable properties and compensation policy

guidelines were covered;

• Financial management (including budgeting and the budget approval

process by Council and submission to MURD);

• Various aspects of land management (e.g. townships, determination of rates

and taxes, gazetting process, capital projects implementation, preparation

of quarterly management reports (Finance department to CEO), Monitoring

and Evaluation Process (MURD) and the importance of recommendations

provided by MURD.


Furthermore, the chairperson of MC, Cllr. AK Ashilelo, attended a retreat hosted by

MURD from 3–5 July 2019 in Walvis Bay. The retreat provided a platform to discuss

issues of common interest among representatives from various governmental

organs at political and administrative levels. The engagement also tracked progress

made against National Development targets such as inter alia:

• urban land and housing delivery;

• governance;

• regional and rural development;

• access to sanitation;

• hygiene services; and

• decentralisation of government functions.

Programme activities amongst others, include:

• performance management system in the public service;

• state of financial accountability and performance audits;

• 2nd National land Conference resolutions and MURD Implementation Plan;

• overview of the MURD Strategic Plan (2017-2022) and Annual Plan 2019/2020;

• budget 2019/2020-2022/2023;

• housing delivery: framework and interventions;

• NHE: Housing development activities;

• community-led housing development initiatives;

• local authority and traditional authority reform papers;

• implementation of rural development programmes;

• status of decentralisation; and

• regional developmental presentations.

3.1.4 Councillor Sub-committees

The objective of the Councillor sub-committees is to provide political impetus

and ease of co-ordinated development initiatives between the political leadership

and civic administration structures. The specific role of the sub-committees is to

provide advice and information to Council on specialised matters and to assist in

enhancing the quality of life of the community, in line with the strategic plan.

In addition, a Councilors’ Forum was established to serve as a caucus platform to

discuss and share ideas on current affairs affecting Council and issues of community

interest. The said forum also serves to initiate submissions for formal consideration

and approval by Council.


The table below details the various Councillor sub-committees and respective

focus areas:

Table 6. Councillor Sub-committees

COUNCILLOR SUB-COMMITTEES

MEMBERSAPPOINTMENT

DATEPURPOSE

2018/2019HIGHLIGHTS

IMPACT ON STRATEGIC

PLAN

Councillors Forum

All Councillors 4/12/2015

• Caucus/advisory platform where Councillors discuss & share ideas on current affairs affecting Council & issues of community interest;

• Initiate submissions for formal consideration by Council.

Approval to align Advisory Committees to Trans-formational Strategic Plan (2017–2022)

Synergy of efforts, to avoid avoiding duplication

Provision of Basic Services in Underserviced Areas

Cllr M. Ukeva(Chairperson)Cllr TT. Uwanga,Cllr H. Ulumbu

31/03/2016

• To improve provision/access to potable water quality in informal areas;

• Provide sanitation facilities in informal areas.

Provision of extra standpipes water points, new toilets & refurbishment of old toilets in informal areas

Assisted in combating Hepatitis-E outbreak & enhanced quality of life in terms of availing basic amenities

Land Delivery & Affordable Housing

Cllr M. Shiikwa(Chairperson)Cllr FN. KahunguCllr JE. PaulusCllr Uwanga

31/03/2016Provision of affordable housing & making serviced land available

Successfully dealt with rezoning application backlog

Cleared the backlog

Improved Systems of Operations & Performance

Cllr I. Subasubani(Chairperson)Cllr LK. KaiyamoCllr AK. Ashilelo

31/03/2016

•Develop strategy for reducing waiting period in handling applications for land;

•Smart City Initiative, • Implementation of

PMS; • Implementation

of Customer Care Charter,

• Identification & implementation of revenue enhancement initiatives

Implemen-tation of PMS

Enabled Council to track performance (Council/MC Scorecards)

Promotion of Economic Development & Job Creation

Cllr BE. Cornelius(Chairperson)Cllr MJ. Amadhila

31/03/2016

• CBD rejuvenation Initiative to advocate for maintenance of buildings in CBD;

• Provide strategy for handling major development proposals,

• Revive Mayoral Business Forum in conjunction with relevant stakeholders.

The refurbish-ment of business buildings in the CBD

Improved the appearance of the CBD



MEMBERSAPPOINTMENT

DATEPURPOSE

2018/2019HIGHLIGHTS

IMPACT ON STRATEGIC

PLAN

Clean City Initiative & Environmental Management

Cllr J. Kauandenge(Chairperson)Cllr AK. Ashilelo

31/03/2016

• Public awareness on littering, intensify clean up campaigns,

• Revive the Catch them Young solid waste management initiatives,

• Promote public participation in solid waste management activities.

Approval of the new Ward Contractors System

Job Creation

Corporate Social Responsibility Committee

Cllr M. Kazapua(Chairperson)Cllr JE. Paulus

31/03/2016

• Implementation of Indigent Policy to allow for a once –off Writing off Pensioner debts,

• Support to Vulnerable Groups: OVCs, Kindergartens, Old Age Homes, and support to Medical Care cases

Pensioners’ debt write-off

Assisted in alleviating the plight of the elderly and the vulnerable

Public Participation & Consultative Governance Committee

Cllr I. Semba(Chairperson)Cllr Kazapua

31/03/2016

• Organise meetings with Community Leadership Structures; political consultation,

• Stakeholders’ consultation.

Successfully conducted the community meetings

Promoted public participation

Food & Nutrition Security Committee

Cllr FN. Kahungu(Chairperson)Cllr A. Niizimba

31/03/2016

• Identify land and resources for the construction of the Windhoek food bank facility,

• Identify suitable land for community gardens and urban agriculture,

• Identify sources of water for urban agriculture,

• Identify community members and stakeholders for urban agriculture

Produced vegetables which were distributed to the community

Contributed to food security

Sustainable Urban Transport: Move -Windhoek Project Committee

Cllr A. Niizimba(Chairperson)Cllr M. KazapuaCllr M. UkevaCllr H. UlumbuCllr I. Semba

31/03/2016

• Implement the Sustainable Urban Transport master Plan (SUTMP) under the Move-Windhoek campaign

Improvement in the public transport revenue collection

Boosted the organisation-al revenue

HIV/AIDS and Other Life Threatening Diseases

Cllr FN. Kahungu(Chairperson)Cllr LK. KaiyamoCllr A. NiizimbaCllr H. UlumbuCllr I. Semba

31/03/2016

• Advocacy – HIV and Lifestyle diseases on a daily agenda,

• Promoting of HIV/AIDS Policy and activities,

• Ensure that the strategic Plan for HIV/AIDS and Lifestyle Diseases is effectively implemented by CoW both internally and externally.

Review of the HIV/AIDS Strategic Plan

Strategic Plan was aligned to the Trans-formational Strategic Plan



MEMBERSAPPOINTMENT

DATEPURPOSE

2018/2019HIGHLIGHTS

IMPACT ON STRATEGIC

PLAN

Electricity Advisory

Cllr I. Subasubani(Chairperson)Cllr TT. Uwanga

31/03/2016

• Ensure security of electricity supply in Windhoek,

• Electrify the underserviced areas

Budgetary allocation for the electri-fication of the informal areas

Provision of basic amenities to the residents

Healthy Cities Programme

Cllr Kazapua(Chairperson)Cllr LK. Kaiyamo

31/03/2016

• Community safety, improving the sense of personal safety in public spaces.

Response to the Hepatitis B outbreak

Contributed to the wellbeing of our residents

Streets & Places Naming & Renaming

Cllr Kazapua(Chairperson)Cllr LK. KaiyamoCllr I. Semba

31/03/2016

• The provision of advisory services on all aspects related to the naming and renaming of streets and places in Windhoek

Record approval of application for streets renaming

Improved the image of the city

City of Windhoek Sports & Recreation Committee

Cllr JE. Paulus(Chairperson)Cllr M. UkevaCllr J. Kauandenge

31/03/2016

• The provision of advisory services on all aspects related to sports to Council,

• Arrange sporting activities with a purpose of creating a spirit of friendship through sports.

Overall winners of the NALASRA.

Improved the image of the organisation

Tourism, Culture & Public Relations

Cllr Kauandenge(Chairperson)Cllr AK. IyamboCllr JE. PaulusCllr I. Semba

31/03/2016

• To promote tourism and Culture in Windhoek, provide Public Relations related advise to Council

Successful hosting of the Jazz Festival 2017

Improved the image of the organisation

International Relations

Cllr M. Kazapua(Chairperson)Cllr TT. UwangaCllr MJ. AmadhilaCllr AK. AshileloCllr I. Subasubani

31/03/2016

• Support the Council’s strategic vision and goals internationally in accordance with the national foreign policy and national development plans,

• Contribute to Nation Building- policy will endeavour to channel international support to upcoming local authorities

Realigning of the Council International Relations Policy to the National Foreign Policy

It assisted in synchronizing the Council internation-al relations activities in line with that of the central government.

Councillors’ Benefits

Cllr BE. Cornelius(Chairperson)Cllr I. SubasubaniCllr J. Kauandenge

31/03/2016

• To advice the MC on matters related to the wellness of Councillors,

• Carry out comparative or benchmark visits on the Councillors benefit and remuneration for recommendation to the \MC

Approval & implemen-tation of the Councillors pension scheme

Contributed to the wellbeing of our residents/Councillors


Overall, the Council Sub-Committees performance is fair. Moving forward there is

need to align the Terms of Reference of the Committees to the Transformational

Strategic Plan (2017–2022) and mobilise efforts towards soliciting funding from

central government for key projects.

3.2 Corporate LegaL3.2 Corporate LegaL

3.2.1 Update of Laws Exercise

The database for all by-laws is now established. The next stage is to determine

the effectiveness of existing legal instruments in the execution of departmental

mandates. To this end an intern was appointed to assist in co-ordinating the said

engagements. Progress reports against this exercise are slated for the new reporting

cycle commencing 1 July 2019 which falls within the City’s 2019/2020 financial

year.

3.3 pubLiC partiCipation3.3 pubLiC partiCipation

Table 7. Public Participation KPIs

2018/2019

KPI Target Actual

# of Public Meetings Per Annum 26 26

# of National Events Commemorated per Annum 6 6

# of Public Meeting Reports per Annum 2 2

3.3.1 Public Meetings

For the period under review, the City conducted its first series of public meetings

from July to August 2017 in all constituencies of the Khomas Region. The second

series of meetings took place from April to May 2018.

In addition, the following adhoc public meetings were held:

• Public engagement on community based ward contractor system (open

space cleaning)

• Public engagement on the non-motorized strategy on Public Transport

• Ward Cleaning Contract System information sharing meetings in Samora

Machel, Khomasdal, Windhoek Rural (Mix & Groot Aub settlements) and

Moses Garoeb constituencies.


• Two mayoral cleaning campaigns in Samora Machel and Moses Garoeb

constituencies on 27/01/2018 and 10/02/2018 respectively.

• Two public meetings with councilors and leadership structures of Moses

Garoeb and Samora Machel constituencies on 11/01/2018 regarding the

Hepatitis-E Outbreak information sharing

• Six public education meetings on Hepatitis-E prevention in Moses Garoeb

and Samora Machel constituencies between January and October 2018.

3.3.2 Public and National Events

The following public and national events were observed:

8 March 2018: Commissioning of Recreation Play Park, Wanaheda

21 March 2018: Independence Day held outside Windhoek (Khomas Region)

23 March 2018: Provision of logistics at India Day events

07 April 2018: Provision of logistics for Wika events

01 May 2018: Workers’ Day was held outside Windhoek (Khomas Region)

04 May 2018: Cassinga Day: Logistics provided at the renaming of the

Ausspannplatz to Augustino Netto Square.

21-24 May 2018: Mobilisation of communities to attend the clean-up

campaign and announcement and distribution of flyers for

the re-opening of the Nathanael Maxuilili Finance Office in

Tobias Hainyeko Constituency.

25 May 2018 National clean-up campaign

16 June 2018: Day of the African Child

26 August 2018: Heroes’ Day

3.3.3 Public Meeting Reports

The consolidated Public Meeting Report for meetings held in November 2018, was

submitted for approval.

3.4 organiSationaL perforManCe ManageMent3.4 organiSationaL perforManCe ManageMent

Table 8. Organisational Performance Management KPIs

2018/2019

KPI Target Actual

Quarterly Organisational Performance & Financial Reports 4 4

Annual Report (2018/2019) 1 1

Mayoral Annual Report 1 1

Management Committee (MC) Reports 2 1


As part of the above Key Performance Area (KPA), the quarterly reports were

presented to various stakeholders all of which culminate into the Annual Council

Performance Report (2017/2018).

3.4.1 Quarterly Performance Reports

The City submitted four quarterly reports for the year ending 30 June 2019.

3.4.2 Annual Council Performance Report (2017/2018)

The Annual Council Performance Report (2017/20118) was approved and

disseminated in 2018.

3.4.3 Mayoral Annual Report

The target of one Mayoral Report per annum was achieved. The next Mayoral

report is due on 30 November 2019.

3.4.4 MC Report

For the period under review, the Management Committee (MC), submitted a report

to Council for approval. Moving forward, the aim is to streamline the reporting

process with the view to submitting two MC reports per annum.

3.5 enterpriSe riSk ManageMent & riSk-baSed auditS3.5 enterpriSe riSk ManageMent & riSk-baSed auditS

Table 9. Enterprise Risk Management & Risk-Based Audits KPIs

2018/2019

KPI Target Actual

% Implemented vs. Actual Implementation on Risk Register 100% 50%

% Progress vs. Internal Risk-based Audits 100% 60%

3.5.1 Actions Implemented vs. Actual Implementation on Risk Register

Performance against the implementation target on the Risk Register is as follows:

• The Risk Register will be electronically available via the Global Accounts

Management System (GAMS) for the new financial year (2019/2020), to

streamline regular updates of the Risk Register and subsequent reporting

thereof.


• MC and Council approved the following: Risk Register & Report, Risk Policy, Risk

Framework and an Annual Risk-based Audit Plan for the 2018/2019 reporting

period.

• One risk-based audit was completed and signed-off for further action.

• The Risk Register & Improvement Plan will be continuously monitored &

updated once migrated to GAMS.

Note: Once the above activities are finalised, the City will start measuring progress against the actual implementation on the Risk Register. For now, the 2017/2018/2019 financial years will serve as the base for ensuring that the appropriate structures, human capital resources and departmental empowerment and training opportunities are implemented.

3.5.2 Internal Risk-based Audits

The Risk-based Audit Plan was re-aligned to the 2019/2020 financial year and is

currently under review for approval in August 2019.

3.6 SMart CitieS ModeL / Strategy3.6 SMart CitieS ModeL / Strategy

Table 10. Smart Cities Model/Strategy KPI

2018/2019

KPI Target Actual

% Completion of the strategy 40% 40%

Preparations are underway to procure consultancy services for the development of

a SMART Cities Strategy based on the four initiatives identified as strategic priorities

in 2018/2019, following desktop studies.

To this end the City’s four-pillar project towards reaching the smart city status is:

Figure 1. 4 Pillar Project


3.6.1 Non-motorised Transport (NMT) Strategy and Infrastructure Design Guideline

Affordable non-motorised transport is one of the core focus areas of the Sustainable

Urban Transport Master Plan (SUTMP) adopted by Council on 31 July 2014. The

high percentage of residents dependent on walking and cycling as a means to

employment opportunities, education and health and social services, necessitated

the NMT strategy. NMT also supplements public transport and contributes to liveable

and vibrant cities, hence the high priority set by Council.

The NMT Strategy addresses the following:

• Creation of a safe and pedestrian-friendly transport system and roads and

environment for pedestrians and cyclists;

• Development of a Non-Motorised Transport Strategy for the City of Windhoek;

• Improvement of the pedestrian network and environments of Windhoek;

• Identification and implementation of a cycle network for Windhoek; and

• Promotion of more cycling in Windhoek.

Council approved the NMT Strategy Infrastructure Design Guideline for Windhoek as

per Council Resolution [123/05/2019].

3.6.2 NMT Pilot Project

The Northern Industrial/Lafrenz area will serve as the pilot project site which will be

managed by consultants from Burmeister and Partners (Pty) LTD.

3.6.3 Fact -finding Mission

Following a fact-finding mission to Germany from 22–26 October 2018, via the

City’s partners (Deutsche Gesellschaft für Internationale Zusammenarbeit-GIZ) the

subsequent report identified the following by way of promoting cycling networks,

infrastructure and related activities in Windhoek:

• promote shopping by bike;

• create a cycling path network;

• connect people with interest in cycling;

• promote cycling for tourists (e.g. through the “Bicycle South” network, which

certifies accommodations as “cycling friendly”, if they provide bicycle parking

for their guests;

• create a bicycle share system (already in progress by Sun Cycles);


• build bicycle parking facilities;

• offer affordable bicycles, e.g. by cooperating and supporting local

manufacturers and bike shops (Sun Cycles offers bike from N$500, they also

work together with Nedbank, that offers bike loans);

• empower local partners (e.g. from the private sector);

• include cycling in everyday life (e.g. start with buying children running bikes);

• train cycling trainers – the (Namibian Cycling Federation (NCF) already has a

project in this regard);

• create secure learning spaces at schools; and

• residents’ needs to be involved in order to guarantee success of promotional

ideas.

3.6.4 Open Street Concept

The Open Streets Concept is an initiative that, on a regular basis, closes certain

streets to cars and opens them to the public. Windhoek will pioneer this concept

in Namibia and will be the second city in Africa to join the Open Streets Concept.

The programme is designed to encourage alternative commuting methods. This is

done by encouraging people to walk and cycle in designated areas on a monthly

basis. Open streets allow for free movement, without the fear of being injured. It also

complements the City’s efforts to promote healthy, active living by creating a safe

space for people to exercise, play and experience vitality, livability and diversity.

The Open Streets team comprises the City of Windhoek, Namibia Cycle Federation,

Sun Cycles Namibia, Private Sector Road Safety Forum, GIZ and the community at

large. It will ensure that people are able to use the area for walking, running and

cycling and other activities, without the interference of cars.

The next phase seeks to source corporate sponsorship and identify suitable dates

and streets for the events.

3.6.5 Road Fund Administration (RFA)

The City appointed a consultant to conduct a comprehensive review of a Procedure

Agreement and funding allocation model for local authorities. A workshop with

Council is slated for January 2020 following which an item will serve at MC and

Council for approval.


3.6.6 SADC Programme of Action

EASI Conceptual Framework

It was indicated at the Annual General meeting (AGM) of the African Transport Policy

Programme (SSATP) held in Abuja, Nigeria, from 2-6 July 2018 themed: “Africa’s Rapid Urbanization and the Response to Urban Mobility in the Digital Era” that,

SADC should avail pilot cities for inclusion in the SSATP–EASI conceptual framework.

The purpose is to explore strategic plans to improve accessibility and mobility in

urban areas in the SADC region in response to the strong and urgent need to

address road safety and efficiency of regional transport corridors as outlined in the

figure below:

Figure 2. EASI Framework

The Ministry of Works and Transport together with the City of Windhoek proposed

Namibia as the SADC pilot country to form part of the EASI Framework Assignment.

The SADC Programme of Action is expected to take note and respond to the

recommendation and direct the Namibian Government to work with Secretariat in

collaboration with International Co-operating Partners such as the World Bank under

SSATP, in considering the proposal via the appropriate transport sector structures.

3.6.7 Leaders in Urban Transport Planning (LUTP)

“Building Leaders in Urban Transport Planning (LUTP)” is a programme to develop

leadership capability in holistic and comprehensive urban transport planning. It is

intended to enable participants to understand urban transport in all its dimensions and

occupy leadership positions that require decision making on larger urban transport

issues. It also highlights why NMT is important in the overall urban transport system

and focuses on synergies between urban transport and several other dimensions

that influence it–like land-use, environment, affordability and inclusiveness.


The City of Windhoek was invited by the World Bank and SSATP to participate in the

said programme in Livingstone, Zambia, from 5-11 May 2019.

3.6.8 Transformative Urban Mobility Initiative (TUMI)

The City participated in the TUMI Challenge via the “Ebikes4Windhoek” project. The

project demonstrates the use of locally designed and assembled solar-powered

electric bicycles (e-bikes) as sustainable and affordable forms of transport. The

project intends to make one hundred and fifty electric bicycles available to

commuters in peri-urban Windhoek.

The Ebikes4Windhoek proposal and budget is being revised. The City nominated

two representatives to the project team who attended two workshops (e.g. TUMIVolt

Conference “Charging the Electric & Digital Mobility Future” on 21 May 2019 and

the International Transport Forum-ITF) in Leipzig, Germany from 22-25 May 2019.


04 CITY POLICE (CIP)

Senior Superintendent G N. ShikeshoHR & Finance Senior Superintendent N N. Nendongo

Crime Prevention

Senior Superintendent P. TitusLegal Services

Senior Superintendent A. EisebTraffic


4.1 pubLiC Safety & SeCurity4.1 pubLiC Safety & SeCurity

Table 11. Public Safety & Security KPIs

2018/2019

KPI Target Actual

% Overall Crime Rate Reduction 7% 4% Decrease

% Vehicle Accident Rate Reduction 10% 5% Increase

% By-laws infringement reduction 20% 30% Increase

4.1.1 Overall Crime Rate

The overall violent crimes decreased by 4% as at 30 June 2019 but rape, attempted murder and murder remain a concern as indicated in the graphs below. Crime suppression groups were established to operate in the effected zones. Education and awareness programmes will be conducted regarding the rape, murder and attempted murder. Liquor outlets will also be approached to ensure that they are closed on time.

Figure 3. Violent Crime Rate

The specific violent crime category statistics for The Year Ending June 2019 are as follows:

• Robbery decreased by 5%;• Murder increased by 44%;• Armed Robbery remained the same as the previous quarter (Quarter 3);• Attempted Murder decreased by 17%;• Rape increased by 67%; and• Assault GBH decreased by 11%.


Property Crime

The overall Property Crimes decreased by 5% as at 30 June 2019. There is a dedicated project team that is focusing on specific crime and affected areas, where known suspects are being removed and profiled. Operation Kalahari Desert (i.e. the deployment of the National Defense Force), has assisted in combating crime.

Figure 4. Property Crime

Property crime statistics are specified below:

• House Break–ins decreased by 6%;• Business Break–ins decreased by 7%; • Theft decreased by 5%; and• Theft out of Motor Vehicles decreased by 1%.

4.1.2 Vehicle/Crash Rates

There was a 5% increase in overall road safety incidents as at 30 June 2019. With regard to the vulnerable road users, the following actions apply:

• public education;• dedicated project team to deal with problematic areas (hotspots, standing

complaints); and • selective law enforcement.

On injuries the following actions apply:

• penetrative law enforcement (overloading, seatbelts and occupant safety); • zonal patrol (problematic zones/ areas); and• regular random breath screening.

That said, most fatalities are caused by a lack of pedestrian infrastructure.


The figure below reflects the road safety statistics for the financial year ending 30 June 2019.

Figure 5. Road Safety Statistics

• Vulnerable road users increased by 23%;• Fatalities remained the same number (seven) compared to the third quarter

(January-March 2019);• Injuries increased by 16% and; • Alcohol-related crashes decreased by 1%.

4.1.3 By-Law Reduction

The overall compliance to by-laws decreased by 30% as at 30 June 2019. This means that residents are not complying with by-laws. Community members lack knowledge of municipal by-laws which necessitates more public education and awareness.

Figure 6. By-law Infringements

A breakdown of the specific by-law category statistics is as follows:

• Noise pollution increased by 52%;• Dog complaints decreased by 26%;• Illegal traders increased by 78%; and • Land invasion decreased by 10%.


Mr. Fillemon N. HambudaSTRATEGIC EXECUTIVE:

ECONOMIC DEVELOPMENT & COMMUNITY SERVICES

ECONOMIC DEVELOPMENT & COMMUNITYSERVICES (EDCS)05


R. KapiaChief: Emergency Services

U. KazombiazeManager: Parks

J. KalunduManager: Social & Youth Development

D. TangaExecutive Secretary: Economic Development &

Community Services

M-A. KahituManager: Health & Environmental

F N. HambudaStrategic Executive: Economic Development

& Community Services

Z. SteenkampManager: Economic Development


5.1 pubLiC Safety & SeCurity5.1 pubLiC Safety & SeCurity

Table 12. Public Safety KPI

2018/2019

KPI Target Actual

% Disaster & Emergency Risk Resilience vs. Plan 51% 60% De-crease

The Disaster Resilience Scorecard measures the City’s ability to understand possible

disaster risks, to mitigate those risks and to respond to emergencies or disasters to minimise

immediate and long-term loss of life or damage to livelihoods, property, infrastructure,

economic activity and the environment. The said scorecard further tracks the ability

of the City to withstand and recover from acute shocks (e.g. natural and man-made,

such as floods, earthquakes, hurricanes, wild-fires, chemical spills, power outages), as

well as chronic stresses occurring over longer periods, such as groundwater depletion

deforestation or socio-economic issues such a homelessness and unemployment.

The scorecard is based on activities under the following areas as per the United

Nations Office for Disaster Risk Reduction (Sendai Framework 2015–2030):

• resilient organisation;

• identify, understand and use current and future risk scenarios;

• strengthen financial capacity for resilience;

• pursue resilient urban development;

• safeguard natural buffers to enhance the protective functions offered by

natural eco-systems;

• strengthening institutional capacity for resilience;

• understand and strengthen societal capacity for resilience;

• increase infrastructure resilience;

• ensure effective emergency & disaster response; and

• expedite better recovery & build-back.

5.1.1 Emergency & Disaster Response

The figure below reflects all hazard responses for the period ending 30 June 2019:

Figure 7. Hazard Responses


• A total of 2263 incidents was recorded as at 30 June 2019 compared to

2468 incidents recorded in the previous quarter ending 31 March 2019. This

represents a slight decrease of 5 incidents (0.04%).

• There is a significant increase in fire incidents with five incidents recorded as

at 30 June 2019.

• The number of rescues increased by one incident during the last quarter.

• There “Special Service” category decreased by four as at at 30 June 2019.

• An increase of twenty five incidents was observed in the “No Service Rendered”

category.

• Ambulance Emergencies decreased by thirty two incidents.

5.1.2 Fire Categories

The following figure reflects the fire incidents as at 30 June 2019.

Figure 8. Fire Incidents

• The fire incidents increased by 4% for the period under review.

• Informal dwelling fires (shack fires) were the highest in the fire category at 34%.

• Grass fires were the second highest at 29%. However, no major grass fire

incidents were recorded in the outskirts of Windhoek Most of the fires were

caused by rubbish.

• Most of the above incidents occurred in the informal or unplanned areas

without infrastructural development.

5.1.3 Comparative Informal Dwelling Fires

The figure below illustrates the occurrence of informal dwelling fires over the last

quarter of the 2018/2019 financial year:

Figure 9. Informal Dwellings Fire Comparisons


The above figure, indicates an increased trend in informal dwelling fires due to

sudden weather pattern changes.

5.1.4 Ambulance Categories

The figure below reflects the ambulance incidents recorded for the remaining

quarter of the 2018/2019 financial year ending 30 June 2019:

Figure 10. Ambulance-related Incidents

As depicted in the above figure, there was a decrease in ambulance call-outs.

The reason for the decrease may be due to the Operation Kalahari Desert that was

launched in the early part of the last quarter.

Note: Operation Kalahari Desert: The deployment of National Defence Force to assist in crime prevention.

5.2 revenue generated 5.2 revenue generated

The City generated a total of N$1,180, 024.16 as at 30 June 2019 as broken down

in the four categories below:

TRAINING FEES FIRE BRIGADE FEES AMBULANCE FEES TOTAL191,812.42 275, 976.53 7,125.21 1,180 ,024.16

Figure 11. Revenue Generated


5.3 CoSt of eMergenCy ServiCeS provided free of 5.3 CoSt of eMergenCy ServiCeS provided free of Charge to vuLnerabLe groupS Charge to vuLnerabLe groupS

The table below shows the number and costs of emergency services per category,

provided free of charge, to vulnerable groups as per Council Resolution 255/08/2010:

Table 13. Services Rendered

EMERGENCY SERVICES # OF CALL-OUTS COSTS (N$

Informal Dwellings 29 65,465.43

Grass Fires 13 16,843.60

Rubbish/Electrical Fires 14 40,267.73

Pensioners 163 208,864.00

Passed-on 97 180, 726.40

Unemployed/Not Traceable/No Transport 1190 1,425207.00

Total 1506 1,937,374.16

5.4 inCidentS and Written-off aCCountS per Zone5.4 inCidentS and Written-off aCCountS per Zone

The table below reflects the number of callouts recorded as at 30 June 2019 in

each zone.

Table 14. Written-off Accounts per Zone

ZONE 1-111 (7%) ZONE 2-1081 (72%) ZONE 3 -77 (5%) ZONE 4-237 (16%)

Dorado Park Goreangab Eros Park Khomasdal

Hochland Park Havana Klein Windhoek Pionierspark

Southern Industry Hakahana Kleine Kuppe Prosperita

Suiderhof Katutura Northern Industry Rocky Crest

Windhoek CBD Okuryangava Olympia Tauben Glenn

Windhoek West Otjomuise Auas Blick Academia

Windhoek North Avis Cimbebasia

• Highest number of call-out and unbilled accounts are found in Zone 2 at

72% of the total calls. Zone 2 comprises unregistered informal settlements

such as Eehambo Dha Nehale, 8ste De Laan, 7ste De Laan, Ounongouye,

Ondelitotela, Ongulumbashe 1&2, Havana illegal (Peter Nanyemba),

Okahandja Park, Havana (Cuba), Onyika, Kilimanjaro, Havana Illegal (Brenden

Shimbwaye). These areas recorded high population, unemployment, poverty

and substance abuse rates and, are considered most vulnerable to all types

of risks.

• Zone 4 is the second highest with 16%, mostly from Khomasdal due to an

increased number of illegal backyard rooms constructed of corrugated iron

sheets.


• Zones 1 and 3 recorded the least number of call-outs. This is attributed to the

fact that risk compliant building standards and land-use planning principles

were applied and enforced.

5.5 CoMMunity riSk aSSeSSMent (5.5 CoMMunity riSk aSSeSSMent (CRA)CRA)

Section 17(7) (b) of the Disaster Risk Management Act (No. 10 of 2012) stipulates that

a Local Authority must conduct disaster risk assessments within the local authority

area of jurisdiction.

Generally, any policies and practices for Disaster Risk Management (DRM) should be

based on an understanding of disaster risk in all its dimension of vulnerability, capacity,

exposure of person and assets, hazard characteristics and the environment. An

effective risk assessment is therefore undertaken to inform proposed strategies to

reduce disaster risks by focusing attention and resources on the communities and

properties exposed to highest risk. Moreover, Community Risk Assessment provides

a basis for the development of disaster risk reduction action plans and resource

allocation.

For the period under review, the City of Windhoek’s focus was on planning and

finalising the modalities of the said assessment in terms of the following;

• budgeting;

• stakeholders engagements (e.g. NSA, NUST, UNAM, Office Prime Minister,

Red Cross Namibia, Ministry of Labour, Industrial Relations & Employment

Creation);

• drafting of enumerators contracts;

• developing activity plan;

• the recruitment of enumerators; and

• data collection and analysis;

The data collection process commenced in October 2019 and was concluded in

December 2019. The results of the assessment are currently being analysed with

the view to presenting the final outcomes and recommendations to Council in

January 2020.


5.6 eMergenCy preparedneSS5.6 eMergenCy preparedneSS

The aim of the disaster preparedness activities such as drills is to prepare staff

from public and private institutions for emergencies and to test their Emergency

Preparedness Plan. The following activities were conducted for the period under

review:

• 23 May 2019: One public lecture was held at the Namibia Institute of Public

Administration Management (NIPAM). The public lecture was jointly organised

by the City of Windhoek and the University of Namibia (UNAM). The focus was

on reducing economic losses due to disasters in line with the theme of the

2018 IDDR. The lecture was part of the City‘s ongoing public awareness efforts

aimed at gaining insight on the subject from an academic perspective and,

to steer public discussion. It was attended by the participants from different

institutions.

• 28 May 2019: Emergency evacuation drill was observed by the Division at

NDTC Centre in the Central Business District (CBD). The aim of the drill was to

prepare employees to know what to do in case of an emergency and to test

their Emergency Preparedness Plans.

• Disaster preparedness presentation to all state hospitals and clinics within

the City’s jurisdiction: The aim of the initiative is to ensure that hospitals and

clinics are better prepared for emergencies or disasters that may occur at

any particular time in harmony with the 2019 theme of the International Day

for Disaster Reduction - “Substantially reduce disaster damage to critical infrastructure and disruption of basic services, among them health and educational facilities, including through developing their resilience by 2030”.

• 24 June 2019: An emergency evacuation drill was observed by the division

officials at Roman Catholic Hospital.

• 24-28 June 2019 - Emergency preparedness at State House: Training for

emergency marshals.

5.7 eMergenCy reSponSe and aSSiStanCe5.7 eMergenCy reSponSe and aSSiStanCe

During the period under review the Disaster Risk Management team attended to

a total of seven incidents affecting thirty one residents as detailed in the figures

below.


Figure 12. Emergency Responses and Assistance

5.8 youth, orphanS, WoMen, penSionerS & vuLnerabLe 5.8 youth, orphanS, WoMen, penSionerS & vuLnerabLe perSonS deveLopMent perSonS deveLopMent

Table 15. Youth, Orphans, Women, Pensioners & Vulnerable Persons Development KPIs

2018/2019

KPI Target Actual

% Youth Development including OVC & Training: Qualifying Schools

(Grade 10–12) 100% 100%

# of Orphans & Vulnerable Persons (OVP’s) Supported 1950 2431

% Youth Starting Businesses Post Training 40% 48%

5.8.1 Youth Development including OVC & Training for Qualifying Schools (Grade 10 – 12)

A total of thirty nine schools participated in the junior council initiative which

represents 100% of the schools identified. A total of seventy two junior councillors

were appointed for 2019/20.

5.8.2 Number of Orphans and Vulnerable Persons (OVP’s) Supported

A total of 2431 OVP’s were supported as at 30 June 2019 in terms of the following

initiatives:

• social issues;

• support OVC & Vulnerable People;

• transport subsidies (e.g. elderly & people living with disabilities);

• poverty alleviation;

• case management;


• Katutura Old Age Home;

• skills development at various centres and project site; and

• mentoring for girls and boys.

5.9 youth Starting buSineSSeS poSt training5.9 youth Starting buSineSSeS poSt training

The 2017/2018 target of 50% was reduced to 40% for 2018/2019. This is due to the

fact that the youth being trained in business management skills and knowledge,

already have businesses that they operate on a small scale. For the reporting

period 48% (64 youth) received training and of this percentage only 15% (10 youth)

received financial support post training.

5.10 innovative buSineSS Start-upS obtaining finanCiaL 5.10 innovative buSineSS Start-upS obtaining finanCiaL and buSineSS Support and buSineSS Support

The online registration platform for the youth to date recorded one hundred and

forty two youth who registered from across all 10 constituencies in the City. The

majority are young males, totalling eighty seven (61%). The female youths amount

to fifty five (39%). For the reporting period, forty two youths (29%) received training

while eighty five youths (59%) were assisted with business support services at the

Soweto Small Business Support Centre. The reason for the decline is due to a cost/

training fee attached to the training offered in the fourth quarter. As a result a

smaller number of youths attended, despite payment options being available.

Eleven entrepreneurs operating from Soweto Market received first loans ranging

from N$10,000.00 to N$15,000.00. It must be noted that not all entrepreneurs who

participated in the first loan scheme completed paying off their loans yet, but they

still have sufficient time to do so. However, they only qualify for a second loan once

they honour their first loans. Additionally, some businesses indicated that they were

not making profit as usual, due to a decline in customers. This made them reluctant

to apply for loans in the current economy.


5.11 eConoMiC deveLopMent 5.11 eConoMiC deveLopMent

Table 16. Economic Development KPIs

2018/19

KPI Target Actual

% Budget Spend on LED Projects (CAPEX) 60% 0%

% Budget Spend on LED Projects (OPEX) 60% 60%

Development of the Targeted Windhoek Tourism

Development Strategy30/06/’19

Submission

30 August 2019

Development of the Windhoek Economic Development

(WED) Strategy30/06/’19

Submission

30 August 2019

Development of MSME Policy 30/06/19Draft Completion

August 2019

Development of the Windhoek Investment Promotion &

Incentives Strategy30/06/’19 Submission

30 August 2019

5.11.1 Budget Spend on LED Projects

The 2018/2019 capital budget was not approved which had bearing on the market

upgrade project. The bulk of the funds in the operational budget are earmarked

towards LED projects which will be spent upon the strategies detailed below.

Therefore, it is fully anticipated that the 60% expenditure target will be met in the

2019/2020 financial year, pending the budget allocation for 2019/2020.

5.11.2 Targeted Windhoek Tourism Development Strategy

To date 60% of the total budget was paid to service providers. The remaining 40%

is due for payment before the end of the project cycle (July 2019). Stakeholder

engagements are ongoing, based on the assessment of the level of influence on

Tourism in Windhoek. An internal strategic workshop was conducted from 16-17

April 2019, where strategic themes, objectives and activities were further explored

and expanded on. The final draft strategy workshop presentation was conducted

with internal and external stakeholders on 25 June 2019. The way forward is to

present the Graft Strategy Report to Council for approval.

5.11.3 Windhoek Economic Development (WED) Strategy

The consultancy process is currently under way. Stakeholder surveys were completed

and an internal stakeholder meeting was conducted on 21 May 2019. Individual

meetings with strategic executives also took place.


5.11.4 Development of MSME Policy

An internal stakeholder workshop was held on 28 May 2019. The comments from

that internal workshop were edited into the draft MSME Strategy, for approval in the

2019/2020 financial year.

5.11.5 Windhoek Investment Promotion & Incentives Strategy

The bid was awarded to Burmeister & Partners (Pty) Ltd with the first inception

meeting held on 31 October 2018. The consultancy process is currently under way

and two interim progress reports covering the business surveys were submitted.

The total sample size for the survey was reached and the physical survey part was

concluded in March 2019. A total sample size of 970 businesses was targeted and

974 businesses surveyed between 16 February and 9 March 2019 as follows:

• Trade & Retail Sector 351/350

• Manufacturing, Processing & Industrial Sector 290/290

• Tourism Sector 333/330

5.11.6 Windhoek Economic Index (WEI)

The City approved the proposal by Hei Investment (Pty) Ltd for a Windhoek Economic

Index (WEI). The service level agreement was signed between Hei Investment (Pty)

Ltd and Council on 31 July 2018 for a period of 6 months covering the period 01

August 2018 to 28 February 2019.

The Windhoek Economic Index database will focus on the following:

• Creation of a Windhoek Economic Index (WEI): WEI is a compilation of

economic variables that measure economic activity in Windhoek

• Value proposition for the City of Windhoek: Evidence based decision making,

efficient allocation of resources, monitoring & evaluation

• Sectoral Data: Secondary sector, tertiary sector, primary sector and stress index

To date Hei Investment (Pty) Ltd has provided the reports for August 2018, September

2018 and November 2018 as follows:

Table 17. WEI Reports

August 2018The report primarily focussed on the Index data as presented to Council with no additional data as per page 4 and 5 of the service level agreement.

September 2018 The report consisted of additional information as requested by the division


November 2018The report was more comprehensive due to the response received from different stakeholders from whom data has been requested. Data collection is an ongoing process

December 2018 The report was more comprehensive with additional data sources being included.

January 2019 The report was more comprehensive with additional data sources being included.

The consultancy process has however come to an end as it was only for six months

however, contract for temporary statistician has been extended to continue with

data collection.

5.12 revenue CoLLeCted aS at 30 June 20195.12 revenue CoLLeCted aS at 30 June 2019

The table below reflects the revenue collected as at 30 June 2019 for the various

revenue streams:

Table 18. Revenue Collected (e.g. rental, tourism, facilities, outdoor advertising)

EDCS TOTAL REVENUE COLLECTIONAS AT 30 JUNE 2019

BUDGETACTUAL

Commercial Leases Total (Fixed-term & Ad Hoc) N/A transferred to division: Property Management

Outdoor Advertising Total (Fixed-term) 1, 870,72496% 1,950, 000

Rental Collection (Informal Markets) 593,925.13(97%) 610,272.00

Rental Collection (Industrial Stalls) 649,006.48 (64%) 1,015,491.89

Tourism (Zoo Park) 35,000.00(88%) 40,000.00

Total income per quarter 3,148, 656.00 -

Table 19. Revenue Collected

EDCS TOTAL REVENUE COLLECTION AS AT JUNE 2019

ACTUAL BUDGET

Leasing of sports and Recreational Facilities. 792 671.09 749 451.00

Selling of graves and reservations, and cremations. 913 493.71 1,070,484.00

Public Health/Environmental/Business Registration 11,703,935.96 9,400,000

Total income per quarter 13,410,100.70 1,819,935.00


5.13 baSiC ServiCeS5.13 baSiC ServiCeS

Table 20. Basic Services KPI

2018/2019

KPI Target Actual

Number of Public Facilities in Informal Settlements (i.e. family Park-Havana) 1 0

Due to the lack of funding allocation, the project has not commenced.

5.13.1 Zoo Park

To date, no funds to upgrade Zoo Park have been allocated. However, there is a

horticultural contractor on site daily, to clean the park and make it habitable. The

City is also in the process of engaging businesses to discuss ways of rejuvenating

the park.

5.13.2 Windhoek City Beautification

Independence Avenue: There are areas earmarked for dry garden designs at

the corner of Independence and Hosea Kutako Avenues (southern and eastern

entrances to the city). The areas are kept clean and grass is being brush-cut as part

of daily maintenance.

5.13.3 Brakwater (Revenue Enhancement)

The Brakwater Recreation Park entry levy was introduced and is currently doing

well. That said there is a commitment to construct cash collection booths for daily

revenue collection.

5.14 CLiMate & environMent aS at 30 June 20195.14 CLiMate & environMent aS at 30 June 2019

Urbanisation that lacks any environmental consideration threatens the sustainability

of cities worldwide and threatens the quality of life of these communities. The high

rate of urbanisation experienced in Windhoek undermines the capacity of Windhoek

to be environmentally sustainable if inadequately managed. Environmental

challenges associated with the proliferation of informal areas as a result of a

high rate of urbanisation include solid waste management, over-exploitation of

vegetation surrounding informal settlements (used as a source of energy), water

and sanitation issues.


For the period under review, the following highlights are presented:

• Integrated Climate Change Strategy and Action Plan: The City of Windhoek’s

Climate Change Strategy and Action Plan is almost 90% complete and will

be finalised by the end of September 2019. Once approved, the strategy will

help the City of Windhoek to be a climate resilient city.

• Environmental Impact Assessment (EIA) Commissioning and Review: The City

of Windhoek has enforced the need for EIAs for all listed activities undertaken

in its area of jurisdiction. As such requested EIAs for Township Establishments

for City Projects were commissioned. EIAs are also used to understand and

address environmental consequences of particular projects and activities. The

City reviewed all EIA’s of developments for external proponents in Windhoek

prior to submission to the Ministry of Environment and Tourism, for Environmental

Clearance Certificates.

• Strategic Environmental Assessment (SEA): The Strategic Environmental

Assessment serves as an Environmental Management Plan. The assessment

stipulates how the City will manage all developments and environmental

impacting activities. An internal steering committee was established during

the period under review and the Terms of Reference for the assessment are

finalised.

• Airport Road Borrow Pits: An item for an Environmental Scoping Assessment

Report for Sections 1 and 2: Review of the Basic Planning for TR9/1 and

TR6/1 Windhoek to Hosea Kutako Airport Burrow Pit 2, 3 and 4 was submitted

to MC and Council. The purpose of the item was to inform Council about the

challenges experienced in awarding access to the proposed borrow pits.

The same challenges were presented to the Ministry of Agriculture, Water

and Forestry, Ministry of Works and Transport and Ministry of Environment and

Tourism. The item was updated and resubmitted to Council.

• Environmental Audits: The City initiated environmental audits for all major

industries in Windhoek during the year under review. This is a systematic,

documented, periodic and objective evaluation of how well the environmental

management systems of industries perform. Of the more than 55 businesses

audited thus far, 60% are compliant (in possession of Environmental Clearance

Certificates). The long-term aim is to ensure that all major industries in the City

are 100% complaint and adequately managing their environmental impact.

• Sand Mining Policy: The said policy was approved in July 2017 and continues

to guide the administration of sand mining applications. An inter-departmental

committee was established to oversee policy implementation and review.

Augmenting the Policy to the anticipated sand mining regulations is underway

with finalisation and promulgation expected in 2020. The regulations set out

explicit requirements for permitting, policing and rehabilitating sites which are


prerequisites for sustainable mining and environmental protection.

• FRACTAL (Future Resilience for African Cities & Lands) Project: The project

is implemented in collaboration with UNAM and the University of Cape Town

and is funded by the UK Government. Its main aim is to assist the City of

Windhoek to streamline climate information for decision-making purposes.

Under this project 2 Learning Labs were held in Maputo, Mozambique and

Lusaka, Zambia to share experiences and lessons in dealing climate change

issues. The projects ended on 30 of June 2019. Limited funding was availed

to continue with some project activity until funding for phase 2 of the project

is secured.

• Windhoek-Bremen Climate Partnership: The Cities of Windhoek and Bremen

signed the Windhoek-Bremen Climate Partnership MoU in August 2017. This

is a two-year project to jointly develop a programme of action for climate

change mitigation and adaptation. The joint programme of action was

reviewed and implemented during 2018/2019. As part of this project, the City

of Windhoek completed the required paper work to facilitate the recruitment

of a Climate Change Expert with the technical and financial assistance of

GIZ.

• Transformational Leadership Training on Climate Change for City

Executives: The Transformational Leadership on Climate Change training for

the City’s Executives took place on 6 March 2019 in Windhoek. This event

was organised for City of Windhoek Strategic Executives to equip them with

knowledge to move away from ‘business as usual’ decision-making and to

mainstream climate change into city planning and practices.

• Oil Spill at Namibia Dairy: The oil spill that occurred at Namibia Dairy on 3

February 2019 had significant bearing on the City’s wastewater treatment

facilities. The Gammams Water Care Works and the New Goreangab

Reclamation Plant required a shutdown to prevent further damage. An

independent Environmental Auditor will quantify the cost of damage on the

facilities as well as the damage to the environment.

5.15 pubLiC heaLth5.15 pubLiC heaLth

Hepatitis-E Outbreak as at 30 June 2019

The City experienced public health emergencies / outbreaks namely, H1N1 Influenza

(which was reclassified as Seasonal Influenza) and the Hepatitis-E outbreak. The

Ministry of Health and Social Services declared an HEV (Hepatitis-E) outbreak on

14 December 2017 in Windhoek. The outbreak spread to other regions around


April 2018 including, Erongo, Kavango, Ohangwena, Omusati, Oshana, Oshikoto,

Omaheke and Hardap regions.

Cases were reported mainly from informal settlements such as Havana and

Goreangab in Windhoek, DRC in Swakopmund and similar areas in other regions,

where access to safe water, sanitation and hygiene is limited. A cumulative total of

3819 cases were reported and classified as follows:

• Three-hundred and twenty lab confirmed, 3123 Epi-linked, three hundred

suspected, one hundred and two discarded, 3921 total cases with AJS (Acute

Jaundice Syndrome which includes lab confirmed, epi-linked, suspected,

discarded, and unclassified cases) and thirty five HEV deaths (thirteen of which

were maternal deaths).

• Khomas Region remains the most affected, accounting for 3819 (64%) of

the confirmed cases, followed by Erongo 1349 (23%), since the outbreak

first occurred. The remaining regions account for 772 (13%) of the reported

cases.

• The national Case Fatality Rate (CFR) is fifty three (0.9%). Of the fifty two deaths,

twenty one (38%) are maternal deaths.

• The majority (73%) of cases are among those in the age-group of twenty to

twenty nine (39%) and thirty to thirty nine (34%) respectively. The lowest age-

group is children under 1 year.

• Males are more affected than their female counterparts.

Moving forward, the City remains committed to fighting the Hepatitis outbreak as

highlighted by the following activities to be implemented in the 2019/2020 financial

year:

• enhance awareness and health education;

• continue with distribution of soap and water purification tablets (including

distribution on buses);

• come up with acceleration plans to intensify provision of water and sanitation

in informal settlements especially the affected areas;

• continue with current interventions to keep the environment clean;

• massive scaling up of WASH activities including Community-led Total Sanitation

(CLTS) and active community involvement to ensure ownership and reduce

vandalism and theft of provided sanitation facilities; and

• strengthened social mobilisation for behavioural changes.


5.16 groot-aub5.16 groot-aub

During the period of April–June 2019 the following activities were recorded:

• drilled three new boreholes; and

• rehabilitated three bore holes.

The Socio-economic survey for Groot-Aub was also completed the results of which,

are part of the 2019/2020 reporting cycle.


O’Brien A. HekandjoSTRATEGIC EXECUTIVE:

ELECTRICITY

06 ELECTRICITY (ELE)


V H. NamgongoChief Engineer: Engineering Services T K. Usurua

Manager: Commercial Services

O A. HekandjoStrategic Executive: Electricity

P A. JohannesChief Engineer: Systems & Protection


The City of Windhoek is responsible for providing, operating and maintaining a secure and

reliable electrical infrastructure to Windhoek’s residents in an efficient and safe manner.

Despite a city-wide outage on 4 June 2018 (attributed to equipment failure on the bulk

supplier’s network-NamPower), the City’s electrical network has generally performed well, with

minimal outages and as highlighted in the key network indicators below:

• The City’s maximum recorded peak demand to date is 161,827kVA.

• The City’s current system losses are at 5.6%.

• The City’s total renewable penetration as a result of Net Metering and Large Scale Roof

to Renewable installations is 19.9MW.

• The City has 88 km of 66kV lines, 620 km of 11kV lines, 11 Load Centers,1500 Mini-subs

etc.

• The City is fed from a single bulk supply point at Van Eck with a Notified Maximum

Demand of a 190MW.

• The City has a Demand Side Management system capable of reducing 15 MVA off

the peak demand using a Ripple Control system. And;

• The City has over 62,267 customers with a combined annual energy consumption of

944, 430, 605 kWh.

The projects highlighted below were implemented and fall under the strategic themes and

objectives as follows:

6.1 funding for eLeCtrifiCation6.1 funding for eLeCtrifiCation

Table 21. Funding for Electrification

2018/2019

KPI Target Actual

N$ Funding for Electrification N$20MIL N$20MIL

The City secured N$100 million over the next 5 years for the electrification of informal

areas by way of increasing access to basic services. A total of N$18 million is

allocated for the 2018/2019 financial year.

6.2 revenue CoLLeCtion6.2 revenue CoLLeCtion

Table 22. Revenue Collection-Electricity

2018/2019KPI Target Actual# of Electricity Meters Converted to Prepaid 500 409


A total of 1,510 Pensioners’ meters were converted to the Pensioners’ tariff for which

a 30% discount is granted on normal domestic tariffs. Council will continue to

expedite efforts to ensure that customers, especially pensioners, are converted to

prepaid meters in the 2019/20 financial year.

6.3 reneWabLe energy6.3 reneWabLe energy

Table 23. Renewable Energy KPI

2018/2019

KPI Target Actual

Megawatts (MW) of New Small Scale Embedded Generation 7MW 19.8MW

The City of Windhoek’s Renewable Energy Policy provides for the uptake of Solar

PV installations at customer level via Net Metering, which increased to 19.9 MVA.

An expression of interest for a total of 25MW of PV Solar Plant has commenced and

the City is awaiting statutory approvals from the Public Private Partnership (PPP) Unit

to advertise the first phase of procurement.

6.4 inCreaSed MegaWatt (MW) CapaCity6.4 inCreaSed MegaWatt (MW) CapaCity

Table 24. Increase MW Capacity KPIs

2018/2019

KPI Target Actual

(% of Network Upgrade Progress vs. Electricity Masterplan Targets)

160 MW n-1 supply to 190MW

160 MW n-1 supply to 190MW

% Demarcated Households in Informal Settlements with Access to Electricity Services

# of Pre-financed Connections

90%/

500 (auxiliary installations)

/N$20MIL

1000

6.4.1 Second Bulk Power Supply Point

The second bulk power supply point seeks to increase the existing capacity

of electricity supply by an additional 50MVA, as part of the City’s Distribution

Masterplan. This will ensure the City’s electricity security of power supply to existing

and future consumers. The Masterplan revision was completed and the report was

approved by Council in March 2019. The City of Windhoek applied for the 2nd


Intake to NamPower. A revised offer was received by Council in July 2019. Council

is now in the process to acquire funding for the Second Bulk Supply Point as per the

revised offer from NamPower.

6.4.2 Lafrenz Load Centre

The upgrading of electricity supply capacity from 6 to 40MVA in the northern part

of the city, to supply extensions of Okuryangava Township and the Lafrenz industrial

area, is also slated for 2018/2019. This project was completed during July 2019.

6.4.3 Internal Network Upgrades

Various internal network upgrades were recorded to accommodate growth and

increased access to electricity services.

6.4.5 Pre-financed Connections (auxiliary connections)

A total number of 250 pre-financed service connections were completed during

2018/2019 Financial Year.

Despite limited financial and staffing resources, the City was able to execute some

of the planned activities. However procurement needs to be further optimised. There

is also need for better communication between departments and procurement

committees to ensure that any concerns regarding procurement are addressed

timeously.

Lastly, the City is committed towards attaining its vision of being a ‘Smart and

Caring City by 2022’. The above projects serve as the infrastructure and financial

sustainability support in terms of the City’s electricity services and supply offerings.


Sheridan SimpsonACTING STRATEGIC EXECUTIVE:

HOUSING, PROPERTY MANAGEMENT & HUMAN SETTLEMENTS

07 HOUSING, PROPERTY MANAGEMENT & HUMANSETTLEMENTS (HPMHS)


B B. AmuenjeManager: Housing & Land Delivery

S. Simpson(Acting) Strategic Executive: Housing, Property

Management & Human Settlements

F. MuyandulwaManager: Geomatics

F I. MaandaManager: Human Settlements

I K. HendjalaManager: Valuations


7.1 StrategiC funding7.1 StrategiC funding

Table 25. Strategic Funding Hectares KPI

2018/2019

KPI Target Actual

# of Hectares 100ha 0ha

Two possible sites were offered by plot owners. Technical staff established that 1

plot is strategically located for Council’s expansion to offer serviced land. That said

funding remains a challenge.

7.2 youth, orphanS & vuLnerabLe perSonS (o7.2 youth, orphanS & vuLnerabLe perSonS (oVPSVPS): ): Land aLLoCationS aWarded to youthLand aLLoCationS aWarded to youth

Table 26. Youth, Orphans & Vulnerable Persons (OVPs): Land Allocations Awarded To Youth KPI

2018/2019

KPI Target Actual

# of Land Allocations Awarded to Youth (1st time buyers) 100 100

A total of 100 erven were allocated to youth in Khomasdal Ext. 6. The statutory

process to finalise the sales & deeds transfers is ongoing.


Table 27. Revenue Collection (Valuations) KPI

2018/2019

KPI Target Actual

% Completion of all Valuations (e.g. betterments, endowments, sales, rentals & interim valuations 100% 100%

The table below reflects the City’s General Valuation Roll as at 30 June 2019:

Table 28. General Valuation Roll

MARKET VALUATION

INTERIM VALUATION

ENDOWMENT VALUATION RENTAL BETTERMENT

VALUATION

505 818 21 55 525

The City’s General Valuation Roll with approximately 54,990 properties (excluding

sectional titles numbers), was successfully completed at the end of January 2018.


7.4 baSiC ServiCeS: neW toWnShipS proCLaiMed 7.4 baSiC ServiCeS: neW toWnShipS proCLaiMed internaLLy (greenfieLdS)internaLLy (greenfieLdS)Table 29. Basic services: New Townships Proclaimed Internally KPIs

2018/2019

KPI Target Actual

Upgrading & Development Strategy 30/06/20 31/07/19

# of Informal Areas Formalised 1 2

# of New Townships (Greenfields-Internal) Proclaimed vs. 5-year plan 2 2

7.4.1 Upgrading & Development Strategy

The draft strategy is complete and slated for approval during the 2019/2020 financial year.

7.4.2 Informal Areas Formalised

The two areas identified for formalisation are: Onyika and Freedomland A & B. The Need and Desirability for the upgrading of Onyika and Freedomland A was approved in March 2019 and December 2018, respectively. EIAs for the areas were approved in July 2018 and an application to the Townships Board will follow. The Mix Township (Proper) and Mix Extension 1 areas were approved by NAMPAB and the Townships Board. The City’s Land Surveyors will then conduct cadastral surveys, to pave the way for registration and eventual release.

7.4.3 New Townships (Greenfields-Internal) Proclaimed vs. 5-year Plan

Continuous efforts to proclaim land that is more serviceable remain a priority. The City intends to finalise the establishment of four new townships internally during the period under review.

These townships are as follows:

• Venus Township (Proper); • Rocky Crest Extension 7; • Khomasdal Extension 17 and;• Khomasdal Extension 18.

In addition, amendments to the layouts of Cimbebasia Extension 4 and Goreangab Extension 4 were submitted for finalisation in 2019. Two new townships namely, Venus Township and Rocky Crest Extension 7, were also submitted for approval during the period under review.


7.5 Land deLivery7.5 Land deLivery

Table 30. Land Delivery KPIs

2018/2019

KPI Target Actual

# of Serviced Plots Availed in all Land-use Categories 430 0

# of Affordable Houses Provided via Mass Housing, Windhoek Housing & Build-Together Schemes 470 0

# of Serviced Plots availed via PPPs 529 214

7.5.1 Serviced Plots Availed in all Land-use Categories

The following tables reflect the total number of serviced plots availed in all land-use

categories as at June 2019.

OTJOMUISE-EXT.5

Table 31. Land-use Category-Otjomuise Extension 5

Project Approved Allocations Buyer Deeds

Signed 2nd in Line Allocations

Reservations/Fin. Approval

Rejected/Cancelled

Erven not Allocated

via CR

Otjomuise Ext.5, Phase 1 (CR 171/ 09/2017)

95 1st Buyers 83 3 8 1 -

Otjomuise Ext. 5, Phase 2 (CR 30/02 /2018)

45 1st Buyers 44 - 1 0 -

Otjomuise Ext. 5, Phase 2 (CR31/02/2018)

22 CoW Staff 17 - 0 5 -


44 Natural Persons 22 2 5 12 3


3Business & General

Residential1 - 1 1 -

Total 209 - 167 5 15 19 3

KHOMASDAL EXT.16

Table 32. Land-use Category-Khomasdal (Ext.16)




Rejected/Cancelled

Erven not Allocated

via CR

Khomasdal Ext. 16 (CR 70/04/ 2017) 80 CoW Staff 77 - 0 2 1

Khomasdal Ext. 16 (CR 69/04/ 2017) 100 Youth 98 - 2 0 -

Total 180 - 175 - 2 2 1


ACADEMIA EXTENSION (EXT.) 1 PHASE, 4 & 5

Table 33. Land-use Category-Academia Extensions 4 & 5




Rejected/Cancelled

Erven not Allocated

via CR

Academia Ext. 1, Phase 4 (CR 33/ 02/ 2018)

102 Natural Persons 86 12 - - 4

Academia Ext. 1, Phase 5 (CR 318/ 10/ 2018)

111 Natural Persons 90 6 15

Total 213 176 12 6 19

Groups Awarded Land

Council concluded on the allocation of the land. Now the new owner must

proceed with the statutory process. No further action is required from the City unless

requested and paid for by the client. The tables below reflect the land allocations

to specific groups as indicated:

Table 34. Group Land Allocations

GROUP NAME MEMBERS DATE REGISTERED ERF # COMMENTS

Twahangana 250 26/05/2000 Erf 3219 GG Erf sold on 05/12/2001, deed of sale exists

Africa Tongoshili 167 - Erf. 2534-252615 GG 03/12/2003, deed of sale exists

Ounongo Uoye no A 22 2000 Erf 3216 GG Erf was sold on 2004,

Ounonongo Uoye .B 2000 RE/3218 GG 2004, deed of sale exist

Turipamwe mOunongo Uoye 30 - Erf 3336 GG 17/08/2009 deed of sale exists.

Dibasen No. 1 50 1998 Erf 3214/3215 GG 2000, deed of sale exist

Dibasen No .2 31 2003 Erf 3334/3338 GG Erf sold on 14/08/2009, deed of sale exists

Rehoboth 25 28/09/2001 Erf 3213 GG 07/01/2013, deed of sale exists

Ikemeleng No 2 32 25/01/2007 Erf700 GG 12/12/2005, pre-purchase agreement exists

Ikemeleng No 1 34 28/08/2006 ERF 3187 GG Erf was sold

Tokyo 43 ERF 57/58 Erf was sold on 28/11/2002

Khae He Tani 37 2003/06/06 ERF 1304 Awaiting completion of Cadastral & town planning procedures

Ditsâ I mû 2 48 22/11/2002 OKU 3870 Erf sold on 27/01/2006

Shiwana Penduka 43 22/11/2002 OKU 3735 Erf sold on 28/02/2011

Tutala Omwene 61 22/11/2002 OKU 3869 Erf sold on 20/09/2005

Dreamland Housing Project 21 24/05/2002 OTJ 1121 A & B -

1131 A & B Erf sold on 02/12/2004

Gongaleni Aantu Group 31 20/04/2002 GG 2352 Erf sold on 24/03/2003

Indileni Nde Tamupewa A 34 2002/12/05 OKU 3892 Erf was sold

Indileni Nde Tamupewa B 29 2002/12/05 OKU 3894 Erf sold on 20/09/2005


New Life Housing Group 17 13/05/2002 GG 2061 Erf was sold

Promise Land 23 31/01/2005 OTJ 1116A-1120B & 1132A-1136 Erf sold on 13/01/2006

Roofless 15 11/09/2003 Erf sold on 10/10/2003

Shiwana Penduka B 21/07/2002 OKU 3735 Erf sold on 15/03/2006

Uulalele Aushe Okongloshi C 32 2001/08/11 GG 274-2777&2793-

2806 Erf sold on 31/10/05

New Hope 31 2003/04/03 GG 3335 (Portion B of Erf R/1154 ) Erf sold on 14/08/2009

Ipelegeng Bomma 20 - HAV 644 - 667 Erf sold on 01/03/2000

Kunene 21 14/08/2005 OTJ 2917 - 2927 Erf sold on 14/04/2010

Good land Group 1 2002/01/05 1092 A & B & 1101 A & B

Application approved on 12 June 2003

Betesda Housing Group 19 2008/01/10 Erf 3053 Oku Erf 3053 OKU was sold to the saving

group

Hope for Homeless (x3) 28 2009/10/07 Otjomuise Extension

960 single residential erven allocated in Otjomuise Ext 9. Year 2012

Ngatukondje 30 19/06/2009 GG 2058 Erf sold on 25/06/2003

Heavens Ark Housing Organisation

1905/07/01 OTJ 863 & 864 DOS signed 27/09/2017

MINISTRIES ALLOCATED LAND

Table 35. Ministerial Land Allocations

PURCHASER ERF ERF SIZE TOWNSHIP COUNCIL RESOLUTION

PURCHASE PRICE (N$)

ACTUAL MONEY RECEIVED

Ministry of Environment & Tourism

87 4482.04 m2 Lafrenz 94/04/ 2018 4,761,828.00

None (still within the 18 months Town Planning and Cadastral Procedures)

National Housing Enterprise 3208 3145.76 m2 Goreangab 257/09/2018 2,262,800.00

Still waiting for NHE to pay and sign Deed of Sale.

Ministry of Higher Education, Training & Innovation

6508 &6509

7.5 ha (Erf 6508)8.2 ha (Erf 6509)

Khomasdal 258/10/2017 34,494,000.00 No payment received yet.

Ministry of Education, Arts & Culture

Portion 1020 &1021 (Farm RE/508)

6 ha (Erf 1020)6 ha (Erf 1021)

Havana 246/10/2017 15,200,000.00 No payment received yet.

Ministry of Health & Social Services

Portion 1024 (Farm RE/508)

15 ha Havana 246/10/2017 18,900,000.00

No payment received yet. Counter proposal item to be submitted to Council

Ministry of Sport, Youth & National Service

6348 7.8 ha Windhoek 240/10/2018 25,477,900.00 No payment

received yet


7.6 # of affordabLe houSeS provided via MaSS houSing, 7.6 # of affordabLe houSeS provided via MaSS houSing, Windhoek houSing, buiLd-together SCheMe Windhoek houSing, buiLd-together SCheMe

The following table reflects progress against the housing indicators as per the said

housing schemes:

Table 36. Mass Housing, Windhoek Housing & Build-Together Schemes

ITEM PROGRESS REASON/CHALLENGES NEXT STEPS TIMELINES

Affordable Housing Project (City) 0% Procurement

challengesAdvertise for shortlisted contractors June 2019

Pre-allocations 0% Finalisation of policy Approval of Policy May 2019

Oluzizi 25% Various factors Fast-tracking process May 2019

Nantong 0%Poor communication channels

Council sites approval, registration of companies & signing of contracts

August 2019

7.7 pubLiC private partnerShipS (7.7 pubLiC private partnerShipS (PPPPPPss))

The table below reflects progress against the PPP land delivery indicators:º

Table 37. Public, Private Partnerships (PPPs)

ITEM PROGRESS REASON/CHALLENGES NEXT STEPS TIMELINES

Rocky Crest Ext 4 75% Project on track Execution of project plan 2020

Khomasdal Ext 4 80% Project on track Execution of project plan 2019

Cimbebasia Ext 7 5% Statutory approvals awaited

Execution of project plan 2020

Goreangab Ext 4 (Erf 3194 and 3195 -portion not previously allocated to MURD for servicing)

55%

• PPP unit within Ministry of Finance (MoF) awaited to appoint transaction advisors

• Funding from MoF is a challenge

Execution of project plan 2020

Academia Ext 1 90% Construction completed

Sale of erven/institutional erven 2019

Otjomuise Ext 4 47% Construction completed Sale of institutional erf 2019


Progress against the above indicators proved challenging due to insufficient

funding. That said the 2018/2019 financial year set the base for streamlining

processes and establishing appropriate checks and balances to mitigate potential

financial losses. Land and Housing Delivery remains a critical priority both at local

and national levels and all efforts must be made to secure adequate funding and

staff to ensure that the national development goals are met.


Mujiwa G. MayumbeloSTRATEGIC EXECUTIVE:

HUMAN CAPITAL & CORPORATE SERVICES

08 HUMAN CAPITAL & CORPORATE SERVICES (HCCS)


J. TheodoreManager: Labour Relations

M G. MayumbeloStrategic Executive: Human Capital & Corporate Services

A M. NikanorManager: Human Resources Development

J. JobaActing Manager: Occupational Health,

Safety & Wellness

E. ShipikiManager: Corporate Services

S. KanuamevaManager: Staffing & Remuneration


8.1 LeaderShip deveLopMent8.1 LeaderShip deveLopMent

Table 38. Leadership Development KPI

2018/2019

KPI Target Actual

# of Leadership Programmes Completed per Annum 2 176

Phase 1 of the organisation-wide leadership development programme in November

2018 with various assessments: (1) Work Style Assessment, (2) 360 Degree Feedback

(3) Background and Career Development Form and, (4) Leadership Development

Inventory.

Phase 2 commenced on 11 April 2019 with group interventions for Councillors.

The interventions took place over a number of sessions and ran until 14 May 2019

followed by a similar exercise for the rest of the organisation. In total, 112 participants

comprising of Divisional Heads, Sectional Heads and Specialists participated in the

programme running from 6-10 May 2019.

The one-on-one (individual coaching needs analyses) followed the group sessions

which provided participants with feedback from the assessment phase and

identified leadership/supervisory gaps development needs. Participants were then

assigned a coach with whom they would work with during the period 01 July 2019

to 30 November 2019. It is expected that each participant will at least meet with

the assigned coach for a total of 4 sessions.

8.2 youth, orphanS & vuLnerabLe perSonS (ovpS)8.2 youth, orphanS & vuLnerabLe perSonS (ovpS)

Table 39. Youth, Orphans & Vulnerable Persons (OVPs) KPIs

2018/2019

KPI Target Actual

# of Scholarships Awarded 10 0

# of Internships Per Annum 200 57

8.2.1 Scholarships Awarded

The City of Windhoek reviewed its initial intention to provide ten scholarships to

Namibian students from previously disadvantaged backgrounds, to budgetary

constraints. Bursaries/scholarships represent a long-term financial commitment for

Council which given the immediate financial challenges, is not viewed as a priority

area at present. However continues to explore various options via sponsorship, co-

operation agreements and partnerships.


8.2.2 Internships

The City is committed to the Empowerment of Youth, Orphans and Vulnerable

Persons which is evident in the 57 interns who were afforded exposure to Council’s

operations in various functional areas.

The City has prioritised strategic partnerships in an effort to maximise the full potential

of the internship programme and to mitigate the financial impact associated with

the signing on of interns. Two such strategic partnerships are currently being explored

namely with, Mobile Telecommunication Company (MTC) through its Namibia

National Internship Programme to subsidise organisations willing to accommodate

interns to the value of N$3,000 per intern. The CoW was allocated an intake of

thirty interns as part of this programme. The second, strategic partnership pertains

to a recently introduced Work-Integrated-Learning (WIL) programme by the

Namibia Training Authority (NTA) aimed at subsidising organisations as part of an

apprenticeship programme.

Interns will continue to be equitably sourced from the NQA registered tertiary

institutions & vocational training centres in line with the Namibia National Internship

Programme.

8.3 Labour reLationS8.3 Labour reLationS

The City hereby presents the following highlights for 2018/2019 in terms of labour

relations:

• Facilitation of Election of the Employer/Employee (Member) Trustees on

RFLAUN for the September 2018-August 2022 term;

• Labour Relations Training for Managers and Supervisors for the Electricity

Department;

• Continuous information sharing with identified divisions/departments and;

• Implementation of PMS to enhance the individual performance by aligning

their expectations with the organisational objectives, with the aim of improving

productivity and boosting employee morale.

8.3.1 Union-City Relations

The relationship between Council and NAPWU is moderate and engagements as

noted below are ongoing to foster sound relations:


• a bi-monthly meeting between the Union and Human Capital Management

to discuss and agree on operational issues of mutual interest; and;

• quarterly meetings with the CEO on strategic issues.

Moving forward, the following priorities are slated for 2019/2020:

• the review and approval of the Industrial Relations Policy & Procedures

following the amendments to the Local Authority Act, 23 of 1992 as gazetted

on 24 April 2018;

• the outcome of organisational culture survey to address the specific gaps;

• approval of the Industrial Relations Policy & Procedures, Incapacity Due Poor

Performance (new) and Incapacity Due to Ill-Health (new), following the

amendments to the Local Authority Act, 23 of 1992 as gazetted on the 24th

April 2018;

• training of all staff members and Councilors on the revised policy;

• continuous information sharing on the workplace rules;

• CEO‘s roadshows regarding the strategic imperatives and values;

• regular engagements with the Occupational Health, Safety and Wellness

(OHSW) and Human Resources Development (HRD) teams to develop

department-specific interventions to address disciplinary/behavioural and

psycho-social issues and empower supervisory and management staff; and

• conduct negotiations with NAPWU on Salary/Wage proposal for 2019/20 as

per Recognition & Procedural Agreement.

8.4 oCCupationaL heaLth, Safety & WeLLneSS (ohSW)8.4 oCCupationaL heaLth, Safety & WeLLneSS (ohSW)

The City recorded the following achievements and highlights for the period under

review:

• the five-year OHSW Strategic Plan is in draft and will be circulated for

additional inputs;

• supervisory Induction programme on OHSW;

• increased Health, Safety and Wellness training sessions;

• commemoration of World Health and Safety Day;

• health and safety representative training – Health and Safety Representatives

are part of Health and Safety structures as per the Labour Act;

• management training on Occupational Health and Safety – espouses the

cornerstone principles of health and safety;

• departmental supervisory information sessions;

• defensive driving training to improve driving skills and minimise accident rates;


• Peer Educator training;

• financial management training - to empower employees and enable them

to manage their finances;

• commemoration of World AIDS DAY;

• mental health campaigns; and

• addiction campaigns.

8.5 Staffing & reMuneration8.5 Staffing & reMuneration

The City’s total staff complement as at 30 June 2018 stands at 2,719 for all positions

and at all levels for permanent and temporary fixed-term contracts. The City’s

policy on Affirmative Action (AA) revolves around 3 basic goals namely:

• to promote equal employment opportunities in the workplace;

• to take positive steps to ensure that designated groups (representing the

diverse Namibian ethnic groups) are represented in all positions and at all

levels; and

• to remove barriers to employment and advance designated groups by

overcoming the effects of historic and systemic discrimination.

The City remains committed to upholding the AA requirements in terms of recruitment

as is evident in the Employment Equity Commissioner’s award of the Affirmative Action Compliance Certificate for the period under review.

That said as part of an organisation-wide intervention, a moratorium on new

vacancies was upheld for the period under review as way of reducing costs. In

addition, the implementation of an effective leave entitlement management plan

which forced employees whose leave days exceed one hundred and thirty days,

to take leave.

8.6 Corporate ServiCeS8.6 Corporate ServiCeS

The Corporate Services function is responsible for inter alia the following:

• electronic records and system management and control of postal and

courier services;

• management and control of the catering function;

• management and control of protection services to ensure the protection of

council’s physical assets and revenue assets in terms of protection of cash halls;


• management and control of council’s cash-in-transit;

• The provision of adequate protection and security to the CEO and councillors;

• building access control;

• management and control of all activities required for systematic controlling,

the creation, distribution use and maintenance and disposition of recorded

information; and

• Management and control of corporate printing.

For the period under review, the following highlights were recorded:

Public Safety & Security

• presentation of the Draft Security Facility Plan;

• budgetary allocations Security Facility Plan;

• finalise the Security Service, and Records and Archives Policy; and

• assessment of Town House biometric access control under way.

Enterprise Risk Management

• completion of the risk register.

Organisational Performance Management

• development of Structure, Draft Corporate & Protection Services Plan & SLA’s

& Structure Phases 1-3 approved Redeployment of current staff, Finalise Job

descriptions and grades;

• alignment of job descriptions, redesign and structural adjustments;

• prepare security services plan;

• handover of services (related to printing, protection services, archive and

registry); and

• cleaning services.

Leadership Development Management

• Conduct skills audit and develop personal development plans for personnel.

Leadership management programmes for management and supervision

levels. Benchmark visits.

The City’s Corporate Services function provides essential support services all of which

seek to mitigate potentially high security and safety risks. It is therefore imperative

that the function is adequately resourced and that the necessary training/up-skilling

and recruitment of staff is prioritised.


Reckliff KandjiriomuiniSTRATEGIC EXECUTIVE:

INFORMATION & COMMUNICATION TECHNOLOGY

09 INFORMATION & COMMUNICATIONTECHNOLOGY (ICT)


E. SheyaManager: Business Systems &

Information Management

K A. Persendt Section Head: ICT Governance

R. KandjiriomuiniStrategic Executive: Information & Communication Technology

K U. NeumboManager: ICT Core Technology Infrastructure


Table 40. ICT KPIs

2018/2019

KPI Target Actual

# of Public Wi-Fi Access Locations Commissioned 5 0

# of Municipal Buildings Wi-Fi Access Commissioned 5 3

# of Improved Processes to Level 1- Governance of Enterprise IT (GEIT) Programme Implementation 3 11

% Enterprise Resource Planning (ERP) Projects from Pre-projects to Inception Phase Phase 2100% 10%

% ERP Projects from Inception to Implementation Phase 100% 10%

# of ICT Systems Audits Concluded 1 0%

% Conversion ICT systems to DR Compliance 100% 100%

New Tier 3 compliant physical Data Recovery Site 20% 0%

Business Continuity Plan for CoW (Date) 0

% Implementation of e-Council Solution 100% 80%

N$ Funding Sourced vs. Optic Fibre Plan N$80 MIL -

9.1 Wi-fi9.1 Wi-fi

9.1.1 Wi-Fi Access Locations Commissioned

The above target was dependent on the appropriate business model for the monetisation of the City’s optic fibre project that came online during the second quarter (October-December 2018). A council workshop was conducted and an item was submitted and approved by council in May 2019. Progress will henceforth be reported as of the new financial year (2019/2020).

9.1.2 Municipal Buildings Wi-Fi Access Commissioned

Wi-Fi was installed at three of the five municipal buildings during 2018/2019.

These buildings are as follows:

• New Building;• Old Town House; and• ICT and Finance Building.


9.2 nuMber of iMproved proCeSSeS to LeveL 1 - 9.2 nuMber of iMproved proCeSSeS to LeveL 1 - governanCe of enterpriSe igovernanCe of enterpriSe iTT (geit) prograMMe (geit) prograMMe iMpLeMentation iMpLeMentation

The ICT Governance Charter is due for sign-off by the CEO in September 2019. The

ITIL processes will be implemented and automated through a managed engine

over the remaining strategic period.

The Control Objectives for Information and Related Technology (COBIT) scoping

exercise is slated for 2019 with the implementation plan outlined as follows:

• ICT Policies/ Baseline Control Standards (currently in draft form). However, this

process was over-shadowed by the automated governance system. The drafts

are currently being reviewed in alignment to the COBIT 2019 Governance

standard;

• 30% in 2019/2020;

• 60% in 2020/2021; and

• 100% in 2021/2022.

9.3 perCentage enterpriSe reSourCe pLanning (erp) 9.3 perCentage enterpriSe reSourCe pLanning (erp) proJeCtS froM pre-proJeCtS to inCeption phaSeproJeCtS froM pre-proJeCtS to inCeption phaSe

The project (process mapping and optimisation exercise) did not materialise for

2018/2019 as a budget was needed to commit resources. The project will run over

the 2019/2020 financial year.

9.4 perCentage erp proJeCtS froM inCeption to 9.4 perCentage erp proJeCtS froM inCeption to iMpLeMentation phaSe iMpLeMentation phaSe

The implementation phase is dependent on the inception phase above.

9.5 nuMber of iCt SySteMS auditS ConCLuded9.5 nuMber of iCt SySteMS auditS ConCLuded

There was a delay in implementation of this audit due to budgetary constraints.

However, going forward, the ICT department will engage Internal Audit on the way

forward.


9.6 ConverSion iCt SySteMS to diSaSter reCovery 9.6 ConverSion iCt SySteMS to diSaSter reCovery (dr) CoMpLianCe (dr) CoMpLianCe

System DR was successfully implemented. Further optimisation of the DR process

for full compliance will be achieved once the data centre hardware is procured

due to storage and an aged computing environment.

9.7 neW tier 3 CoMpLiant phySiCaL data reCovery 9.7 neW tier 3 CoMpLiant phySiCaL data reCovery (dr) Site(dr) Site

The non-approval of the CAPEX budget delayed the design phase.

9.8 buSineSS Continuity pLan for Co9.8 buSineSS Continuity pLan for CoWW (date) (date)

This KPI features two components of which ICT is responsible for the Disaster Recovery

Planning (DRP) component. The second component (Corporate Business Continuity

Planning) is to be managed at corporate level outside ICT.

9.9 e-CounCiL SoLution 9.9 e-CounCiL SoLution

The e-Council solution is currently in use at SE orums. The roll-out of the project

is at 80% and is dependent on to the following:

• Training of Councilors on the system and;

• Equipment required (e.g. computers required in Council Chambers) for

utilisation during council meetings.

However, prevailing budgetary constraints prevent the procurement of said

equipment.

9.10 funding SourCed vS. optiC fibre pLan9.10 funding SourCed vS. optiC fibre pLan

Council approved the project in May 2019 and progress will be reported in the new

financial year.


Ludwig /NaribSTRATEGIC EXECUTIVE:

INFRASTRUCTURE, WATER & TECHNICAL SERVICES

10 INFRASTRUCTURE, WATER & TECHNICALSERVICES (IWTS)


K. Nikodemus Chief Scientist

F. Koujo Chief: Solid Waste Management

O. Archer Acting Section Engineer: Water & Waste Water

D J. ReedChief Enigeneer: Roads & Stormwater

S. HochobebManager: Built Environment

L. /NaribStrategic Executive: Infrastructure, Water

& Technical Services

S. HusselmannChief Engineer: Bulk Water

& Waste Water



Table 41. Revenue Collection (IWTS) KPI

2018/2019

KPI Target Actual

Prepaid Water Meter Strategy (Approval date) 31/12/2018 Pending

The finalisation of the draft strategy is pending. However, the piloting of 60 pre-paid

water meters commenced in mid-2018 and was subsequently finalised during

February 2019. Orders for the meters could not be placed due to a lack of funding.

It is anticipated that funds will be availed with the 2019/2020 budget.

10.2 direCt portabLe reCLaMation pLant (dpr)10.2 direCt portabLe reCLaMation pLant (dpr)

Table 42. DPR Plant KPI

2018/2019

KPI Target Actual

Establishment of additional Direct Portable Reclamation Plant (% progress

vs. pilot project target)90% 70%

Progress against the annual target of 90% is at 70% for the period ending 30 June

2019 for the pilot project and the bid documents for the construction and operation

of the pilot facility were completed. However due to the persistent drought and the

urgency to secure water supply to the Central Areas of Namibia (CAN), the option

to pilot the DPR Plant was abandoned for the immediate construction of the DPR

Plant, fully financed by Central Government via a Namibian-German financial co-

operation agreement valued at N$1.3 billion. The agreement was signed in June

2019.

The City now has to secure the funding for the recruitment of a consultant to prepare

the design and bidding documentation and supervision during implementation. Since

this is crucial to the turnaround time for alternative supply source, it is recommended

that the KfW Development Bank and Ministry of Agriculture, Water and Forestry (MAWF)

are approached to consider the reallocation of the grant funding for this phase of

the project. The CoW also has to secure funding for the appointment of a contractor

for the design, construction and operation of the plant.

With the pilot project being substituted with a conventional DPR project, the project

preparation commenced afresh, hence progress against the annual target was

0% for period ending June 2019 for the new project scope.



Table 43. Basic Services (IWTS) KPIs

2018/2019

KPI Target Actual

# of Residents with Basic Services before Formalisation (i.e. water, sanitation)-Pilot Study 2500 0

# Residents Served with Basic Services before Formalisation (i.e. Expansion of Communal Water Network) 2000 16000

% Progress vs. Council Upgrading & Development Programme (existing tarred arterial roads) 90% 40%

# of City Vending Points Water (additional vending points) 5In Progress:

2-Groot Aub &1-Otjomuise

% of Informal Settlements Receiving Refuse Collection Services (Black

bags)90% 95%

% Completion of Extension to Küpferberg Landfill Site - 20%

% Completion of New Satellite Site 50% 20%

% completion vs. Project Progress (Development of Extraction & Recharge Capacity of Windhoek Managed Aquifer Recharge Scheme-WMARS)

50% 45%

10.3.1 Residents served with basic services before formalisation (i.e. water, sanitation)-Pilot Study

The City compiled a list of areas in need as identified by the community with

assistance from local and regional councillors. The aim is to provide twenty five new

installations servicing approximately one hundred residents each. This includes the

installation of a bulk supply network to feed the standpipes in currently unserviced

areas.

Basic services were provided in Northern Havana. Waterlines were installed over a

distance of approximately 20km. seventy sites were identified and installed with

two prepaid standpipes per position (totalling one hundred and forty prepaid

standpipes). Sixteen toilet blocks were installed in Havana.

The City is busy with the compilation of a dedicated bid-document for the Supply

and Installation of the supply-network as well as standpipes. Bidding and appointed

is due to be completed towards the end of February 2019, however was deferred

due to a lack of funding.

Water & Sanitation

The City experienced above average incidents of sewer and water-pipe bursts

during the reporting period with maintenance teams stretched to capacity and


unavailable private sector contractors. This resulted in a backlog of incidents.

However, contractors were appointed on a short-term emergency basis, to assist

with the backlog and major emergency maintenance and repair work.

Sanitation in Informal Areas

During the final quarter of the 2018-2019 financial year the Ministry of Urban and Rural

Development committed N$50 million for the “Improvement of Living Conditions in the Informal Settlements of Windhoek”. The funds will be used for the formalisation

planning of the informal areas and for the provision of basic services (e.g. water,

sanitation, roads, and waste removal) during the 2019-2020 financial year. The

anticipated implementation period is ten months ending March 2020 (Government

financial year). Included in these funds is an amount of approximately N$15 million

specifically for the provision of water and sanitation services to the informal areas,

which provides for up to two hundred and sixty seven metered water points, as well

as two hundred and sixty seven communal toilets, respectively.

10.3.2 Expansion of Communal Water Network

The above target was based on an estimate of forty new standpipes reaching at

least fifty residents per standpipe. The City completed approximately 16km worth of

pipelines to supply water in previously unserviced areas. This will feed approximately

two hundred standpipes of which the locations of the first hundred and fifty two

have either been installed or identified. It is estimated that approximately sixteen

thousand people gained access to water through this exercise.

The original plan was to address requests sent to the City and identified shortages.

To this end, the City managed to install 60 new standpipes under its normal efforts

plus an additional hundred and fifty two standpipes under the Hepatitis-E drive. The

Hepatitis-E drive also included about 17.5km of new pipelines which increased the

provision of water points but, at the expense of future planning, as personnel had

to be re-allocated to the design and construction only. The City spent N$4.6 million

of the N$5-million budgeted in realising the above effort.

All services need to be installed in open areas amongst informal dwellings. This makes

progress slow and the contractor cannot use large equipment and pipelines need to

be installed in an unplanned way to minimise the impact on residents and dwellings.

Resources for water supply and sanitation (WATSAN) and all water and waste water

projects are limited. This means that any additional requirements, like the HEP-E

project affect other planned work such as the development of a masterplan. As at


30 June 2019, a survey was complete to establish the status quo of basic services

on which future planning will be based. However, planning was stalled due to a

lack of staff. Therefore for the foreseeable future, the City will respond to queries

submitted whilst trying to establish a long-term plan at the same time.

10.3.3 Upgrading and Development Programme (existing tarred arterial roads - Havana)

The upgrading of existing arterial roads in Havana during the period under review

was put on hold pending availability of funds. With the approval of the City’s Capital

Budget in December 2018, the provision for road construction was not approved

by the Line Minister, and hence no activity was undertaken for 2018/2019.

10.3.4 City Vending Points: Water (additional vending points)

A request to open a sales point at Otjomuise Fire Station was submitted.

10.3.5 Informal Areas Receiving Refuse Collection Services (black bags)

As of 31 March 2019, a target reach of 95% was met. The cleanliness of the City

especially in the informal settlements has drastically improved, due to the better

reach and direct supervision of cleaners by the City.

10.3.6 Completion of extension to Küpferberg Landfill Site

Progress against the pre-feasibility stage of the project is now at 95% and the

project is on track. There were some challenges experienced with the Environmental

Impact Assessment (EIA) in that internal stakeholders required additional information.

However this phase was finalised and the City is seeking funding.

10.3.7 Completion of New Satellite Site

Various potential sites were identified for Brakwater, Rocky Crest, Groot-Aub,

Cimbebasia and Mix-Settlement. The design for the Brakwater site was completed.

However, financing remains a major obstacle.

10.3.8 WMARS (Windhoek Managed Aquifer Recharge Scheme)

The project involves the drilling of additional boreholes to increase the abstraction

capacity. This will be done after a geological exploration project. Linked to this is


the upgrading of an existing pipeline-system to allow for an increased recharge-

capability.

As at 30 June 2019, a bid for a temporary treatment plant at Pionierspark was

invited and the contract was awarded. The contractor commenced with work on

4 July 2019.

10.4 annuaL Water QuaLity report10.4 annuaL Water QuaLity report

Table 44. Water Quality Report KPI

2018/2019

KPI Target Actual

% Compliance of potable water quality to applicable standards 100% 25%

To date the following water quality status reports were completed and submitted:

• October to December 2018; and

• January 2018 to December 2018.

The quarterly water quality status report for the period January to March 2019 is

60% complete and the quarterly water quality status report for April to June 2019

is 25% complete. The water quality data analysis process takes considerable time

due to the semi-manual data extraction and manipulation process. Therefore, at

this stage, the actual compliance target will only be known with the finalisation of

the latter two reports slated for 31 July 2019 and 31 August 2019, respectively.

10.5 aSSet MaintenanCe ManageMent poLiCy10.5 aSSet MaintenanCe ManageMent poLiCy (inCL. SeWer MaintenanCe & aSSet pLanS) (inCL. SeWer MaintenanCe & aSSet pLanS)

Table 45. Asset Maintenance Management Policy KPI

2018/2019

KPI Target Actual

Approval of Asset Maintenance Management Policy 30/11/19 30/11/19

Maintenance is being done according to available funding with a budget

parameter of a maximum of N$2,000,000 per month.


Pierre van RensburgSTRATEGIC EXECUTIVE:

URBAN & TRANSPORT PLANNING

11 URBAN & TRANSPORT PLANNING (UTP)


P. van RensburgStrategic Executive: Urban & Transport Planning

H W. LisseChief Enigeneer: Planning, Design & Traffic Flow

V. EndjalaManager: Sustainable Development

D. BrandManager: Urban Policy


11.1 buiLding perMit approvaLS proCeSS Within 28 dayS11.1 buiLding perMit approvaLS proCeSS Within 28 dayS

Table 46. Building Permit Approvals KPI

2018/2019

KPI Target Actual

% Building Permits applications processed within 28 Days 90% 95%

The activation of the new electronic archiving system and access to building

plans was delayed due to the pending approval of the Capital Budget and the

procurement of the necessary hardware. New processes instituted to streamline

the evaluation process for building permit applications are ongoing and monitored

for efficiency of operations.

Building Control remains the cornerstone of orderly development in any environment.

Building Regulations set standards for the design and construction of buildings and

ensure the safety and health of people in or about those buildings. The Windhoek

Building Regulations currently in force date back to 1968. As part of a rejuvenation

process a new building regulation for Windhoek was completed on 31 May 2019

as per the project programme. Consultations on the proposed new draft regulation

commenced in June 2019 with major industry role players such as the Namibian

Institute of Architects and other Part 1 Municipalities. The final version of the new

regulation is slated for submitted approval early in the 2019/2020 financial year.

Furthermore, the major economic slowdown continues to seriously affect the

construction industry. To this end continued focus remains on improving the

turnaround times on processing applications and releasing building permits for

construction. Actual performance indicates that procedural changes effected in

2017/2018 yielded consistently good performance. A total of 2121 building permits

were issued from 1 July 2018 to 30 June 2019, valued at N$1,690,135,422.00.

Analysing the trend and comparing the periods of 1 January 2018 to 30 June

2019, there seems to be a stabilisation in the initial decline in construction seen in

the 2016/2017 and 2017/2018 as indicated below:

Table 47. Comparative Trends in Building Industry as per Building Permits Applications

NO. OF BUILDING PERMITS ISSUED

VALUE OF BUILDING PERMITS ISSUED (N$)

Jul 18-Jun 19 (Full year under review) 2121 1 690 135 422,00

Jan-8 Jun 18 (Comparative 6 month period) 1077 810 823 974,00

Jul 18- Dec 18 (Comparative 6 month period) 1071 795 333 812,00

Jan 19-Jun 19 (Comparative 6 month period) 1050 894 801 610,00


11.2 Land-uSe ManageMent - toWn pLanning 11.2 Land-uSe ManageMent - toWn pLanning appLiCationSappLiCationS

Table 48. Land-Use Management KPI

2018/2019

KPI Target Actual

Finalisation of Town Planning Applications within 6 months 90% 95%

Following the finalisation of the Town Planning Applications backlog of 2017/2018,

the focus moved to streamlining and monitoring the process in 2018/2019, to avoid

a relapse and any new backlogs from occurring.

In addition, continuous efforts to strengthen guiding policy positions resulted in

more consistent evaluations and results. New processes were consolidated and

reviewed after the initial operating periods with the aim to improve and/or remove

any remaining deficiencies.

Moving forward, focus will be on updating planning instruments including the

revision of the Windhoek Town Planning Scheme - seen by many as no longer

responsive to the development needs in the city. Further efforts will be expended

towards enforcement in all sectors and improving co-ordination with associated

approving mechanisms such as, fitness certificates and building permits.


Table 49. Basic Services External Township Establishment Applications KPI

2018/2019

KPI Target Actual

% of External Township Establishment Applications Completed vs. Appli-cations Submitted within the required time frame 75% 93%

The External Township Establishment Applications Process was revived and reviewed

during 2017/2018 and is showing clear signs of improvement. Streamlined processes

were established specifically with clear distinctions between the different application

processes to standardise the entire value chain with expected timeframes.

Minor setbacks are still experienced with staff and applicants adjusting to the new

procedure but, the process shows significant improvement. In addition, open and

continuous engagements with stakeholders are expected to improve Council’s

reputation with private stakeholders and the line ministry, as being development-friendly.


11.4 Land-uSe ManageMent-toWnShip eStabLiShMent11.4 Land-uSe ManageMent-toWnShip eStabLiShMent

Table 50. Land-Use Management-Township Establishment KPI

2018/2019

KPI Target Actual

% of Internal Township Establishment Applications Completed vs. Annu-al Programme 75% 86%

Consolidated feedback for the period up to 30 June 2019 is as follows:

• Cimbebasia Extension 4 – was submitted to Townships Board in June 2019;

• Subdivision of Erf 2131, Khomasdal – submitted to Townships Board in June

2019;

• Academia Extension 1 - Consolidation and subsequent subdivision of erven

to create erven more than 500m² was submitted to Townships Board in June

2019;

• Khomasdal Extension 17 and 18 – submitted to Townships Board in April

2019 and advertised in June 2019 in the Government Gazette for Township

Establishment. A presentation is scheduled in August 2019 to the Board for

final approval;

• Cimbebasia Extension 5 - Layout amendment completed and circulated for

comments in June 2019;

• Rocky Crest Extension 7 - was approved by Council in 2018 and submitted

to the Board in August 2018 and tabled at the meeting of December 2018

for approval. Approval for the Establishment was granted by Townships Board

on the 07 of March 2019;

• Rocky Crest Extension 6 - Establishment of the Township was approved in

March 2019 by Council. The project is a PPP development between Shikongo

Investments and the Council. The application for the Establishment of the

Township will be presented to the Townships Board in August 2019 for final

approval;

• Venus Extension 1 - Establishment of the Township was approved in March

2019 by Council. The project is a green field development by Council in

the area west of Prosperita Township. The township still requires approval from

the Townships Board. Application will be submitted to Townships Board in July

2019;

• Aris and Kapps Farm TPS - being investigated to identify and/or amend

definitions, clauses, land uses and consent uses for transfer into WHK TPS. This

is in addition to the existing issues (definitions, clauses, land uses and consent

uses) in the WHK TPS. Some of the land uses have been captured on the

E-Planner system to enable the processing of applications in these scheme

areas for development;


• Goreangab Extension 4 - a portion of Extension 4 was allocated to the Mass

Housing Project. The portion allocated to the project was redesigned to

accommodate the extension of Independence Avenue to Matshitshi Street.

The application was submitted to Townships Board for the amendment of the

General Plan to accommodate the necessary changes in July 2019.

The City is currently preparing the Windhoek Residents Survey to be conducted

during the 2019/2020. There are ongoing consultations with NSA regarding survey

logistics and execution and mapping exercise.

The City’s priorities for Land-use Management in 2019/2020 are as follows:

• Windhoek Residents Survey;

• Improve early co-ordination and stakeholder engagement on larger private

developments and;

• Integration of Aris and Kapps Farm Town Planning Schemes into Windhoek

operations

11.5 SpatiaL deveLopMent11.5 SpatiaL deveLopMent

Table 51. Spatial Development KPI

2018/2019KPI Target Actual%Project progress on establishment of Spatial Development Framework 60% 5%

Procurement efforts continued throughout 2018/2019. As at 30 June 2019 an award

was approved by the Procurement Committee to appoint a consultant pending.

The project is expected to launch in early 2019/2020.


Samuel M. MutongaACTING STRATEGIC EXECUTIVE:

FINANCE & CUSTOMER SERVICE

12 FINANCE & CUSTOMER SERVICE (FIN/FCS)


S M. MutongaActing Strategic Executive: Finance

& Customer ServiceA I. XabaManager: Revenue Management

F O. LeberekiManager: Debt & Risk Management

I. KahiurikaManager: Municipal Fleet

M. UuyuniManager: Procurement & Logistics

R N. KanuManager: Cash Management

N. KapereManager: Customer Service


12.1 finanCiaL exeCutive SuMMary12.1 finanCiaL exeCutive SuMMary

This report covers the fourth quarter of the 2018-19 financial year as well as

the forecast into 2019-20. Details of significant budget variations, reserve

movements and the status of Council’s Operating and Capital Projects

compared to the Budget are included in this document.

The fourth quarter presents a negative result of N$164m compared to a negative

variance of N$38m of the third quarter. The full year 2018-19 has a deficit of N$402m

compared to a budgeted deficit of N$654m. When the reported deficit is adjusted

with no-cash expenditure of N$801m and non-cash gains of N$200m (actuarial

gains from defined benefits liabilities), it results in a cash surplus of N$199m of which

N$93m was invested and balance was directed to the paying of liabilities.

Total revenue exceeded budget mainly as a result of revenue from other gains

(mainly gains on defined benefits), government and other grants as well as

revenue from water, sewerage and refuse removals which was above budget. Total

expenditure was below budget due to savings realized from salaries, Nampower

and Namwater accounts contributing favorably to the year result.

The most notable departmental variances for the twelve months are a shortfall of

income of N$133m for the Electricity department mainly as a result the network

access charge (N$71 million) and unit charges (N$58m) which were below budget.

The Infrastructure, Water & Technical Services (IWTS) department exceeded revenue

by N$89m mainly contributed by consumption domestic (N$52m). Included in

revenue is ad hoc revenue, being income from other gains recorded at N$202m.

The net organisational salary savings as at 30 June 2019 were N$196m, due largely

to staff vacancies.

Council’s Long Term Financial Plan (LTFP) includes the implementation of an

effective Leave Entitlement Management Plan which saw the implementation of

forced leave by employees whose leave days exceed 130 days.

A cash budget for the year 2018/19 had forecasted that the bank overdraft would

settle at N$476 million by the end of the year. However the actual bank overdraft

has been hovering at N$373 million owing to unbudgeted land sales receipts and

continuous stretching of payables payment terms and delayed Capex approval.

As indicated in previous quarterly reports, the City needs to make significant strides

in fostering a culture of discipline around expenditures, investing in the continuous


up-skilling of current staff and rigorously implementing IPSAS requirements and

engaging the staff on the current state of the City’s finances. Such efforts will

continue throughout the coming financial year.

The City finds itself in its current situation due to non-commercial decisions taken,

including the use of Public, Private Partnerships (PPPs) which reduced the City’s

ability to maximise its main source of income from land sales. However, it should

be noted that actions by Management and Council to halt the signing of new PPP

agreements will in the long run, help the City to recover from the current financial

state, on condition that drastic measures are taken in the interim e.g. freezing of

expenditures.

For the 12 months ending 30 June 2019, a debt collection rate of 98% was recorded

however, the City’s Cash Flow still remains a challenge that requires creativity, co-

operation and political will from the executive and senior management teams, as

well as our political partners. The streamlining of the City’s cash flow management

efforts, starting with correct budgeting and budget implementation, and arresting of

expenditure will yield better results in the not so distant future. In addition, concerted

efforts are needed by way of targeted stakeholder engagements to seek various

partnerships and funding to help sustain the City’s service delivery mandate.

Finally, it is anticipated that the year 2019/20 will be particularly demanding as all

Capital projects will need external funding which has not been forthcoming due to

internal cash flow challenges. Currently, internal funding of capital projects is tied to

land sales which is also not forthcoming. However, with the respect for our customer

and stakeholder expectations, the City will endeavour to implement a turnaround

strategy for the current financial state. It must be strongly emphasised that any

turnaround is not an event but, a long and arduous process, to be embraced by

all. On a positive note, 2019 and 2020 calendar years are election years. Politicians

will be going back to the electorate to account and request a new mandate and

this, presents an opportunity for departments to secure government funding.

Mr. Samuel Mutonga

Acting Strategic Executive: Finance & Customer Service


12.2 finanCiaL update12.2 finanCiaL update

Graph 1. Operating Results 2018/19

• The actual deficit for the year is lower than the budgeted deficit mainly as a result of savings realised on salaries and wages and Nampower account which was below budget as well as above budget revenue.

• During the financial year, a resolution was taken to put vacancies which were not in the process of being filled on hold as a cost cutting measure.

• Included in the revenue is other gains of N$200 million being actuarial gains on defined benefits liabilities.

• Another contributor to the favourable variance on revenue is profit on sale of

land (N$87 million) realised.

Graph 2. Operating Revenue 2018/19

• Electricity continues to be the top contributor to revenue followed by water


and assessment rates respectively.• Government and other grants only accounts for 1% (2017/18: 1%) of the

revenue which is far below the desired level of 15% to 20%.

Graph 3. Grants

• The City received a total of N$62 million in grants of which 66% was received

from the Road Fund Administration and the rest from Central Government.

Graph 4. Operating Expenditure 2018/19

• Electricity and employee costs are the top drivers, accounting for 60% of the total operating expenditure budget.

• The employee costs are within industry norms (ranging between 28% - 31%),

when compared to other municipalities across the border.


Graph 5. GRN Accounts Receivable

• The amounts owed by government for services provided increased by 56%, from N$34 million (2017/18) to N$53 (2018/19) million while total accounts receivable increased by 13%.

• The high variation is due to Government’s inconsistent payment pattern as

payment are only done once funds are made available by Ministry of Finance.

Graph 6. Total Accounts Receivable

• The account receivable increased significant in the current year compared to previous year. Council at the end of 2018 approved a write off of debts amounting N$200m of which N$100m was effected in 30 June 2018 with the rest being effected at the beginning of 2019 financial year. Generally, account receivable has been consistent on an upward trajectory owing to

economic down turns in addition to tariff increases and growth of the city.


Graph 7. Capital Expenditure

• There was a significant reduction in capital expenditure in the 2018/19 financial year when compared to the 2017/18 financial year.

• The capital expenditure budget for the 2018/19 financial year was only approved in December 2018 which caused a delay in project implementation, some of the projects have been rolled over to the 2019/20 financial year for completion. In addition to this, only projects with secured finances were

approved and implemented.


STATEMENT OF FINANCIAL POSITION AT 30 JUNE 2019 Actual

2019 2018 Unaudited Audited N$ N$

ASSETS Current Assets 1,044,225,969 842,347,162 Inventories 73,159,308 51,037,676 Receivables from Exchange Transactions 335,561,003 303,610,748 Receivables from Non-exchange Transactions 101,383,333 73,469,147 VAT Receivable 105,746,649 76,726,025 Cash and Cash Equivalents 418,139,900 324,698,081 Current Portion of Long-term Receivables 10,235,777 12,805,485 Non-Current Assets 19,315,624,475 19,917,729,528 Property, Plant and Equipment 14,191,977,098 14,725,856,786 Intangible Assets 2,627,518 3,667,475 Investment Property 5,066,003,397 5,126,157,690 Non-current Investments 20,863,986 18,995,151 Long-term Receivables 34,152,478 43,052,426 Total Assets 20,359,850,445 20,760,076,690 LIABILITIES Current Liabilities 2,351,060,465 2,213,684,098 Consumer Deposits 58,091,061 56,120,641 Payables from Exchange Transactions 1,700,735,953 1,711,388,941 Payables from Non-exchange Transactions 66,735,485 30,146,733 Unspent Conditional Grants and Receipts 2,914,997 1,060,220 Bank Overdraft 410,932,583 295,183,887 Current Portion of Employee Benefit Liabilities 62,028,304 54,436,348 Current Portion of Long-term Liabilities 49,622,081 65,347,329 Non-Current Liabilities 1,052,111,853 1,187,971,126 Long-term Liabilities 167,391,055 213,375,421 Employee Benefit Liabilities 827,798,603 920,309,324 Non-current Provisions 56,922,195 54,286,381 Total Liabilities 3,403,172,317 3,401,655,224 Total Assets and Liabilities 16,956,678,128 17,358,421,466 NET ASSETS 16,956,678,128 17,358,421,466 Statutory Funds 206,353,283 206,342,696 Accumulated Surplus / (Deficit) 16,750,324,845 17,152,078,771 Total Net Assets 16,956,678,128 17,358,421,466


STATEMENT OF FINANCIAL PERFORMANCE FOR THE YEAR ENDED 30 JUNE 2019

2019 2018 Unaudited Audited N$ N$

REVENUE Revenue from Non-exchange Transactions Property Rates 556,669,957 445,217,101 Fines 37,615,782 26,977,891 Licences and Permits 4,138,109 3,431,451 Government Grants and Subsidies 61,909,495 53,070,336 Public Contributions and Donations 2,465,082 2,956,749 Revenue from Exchange Transactions Service Charges 3,309,635,578 3,044,994,690 Rental of Facilities and Equipment 34,262,361 25,487,233 Interest Earned - External Investments 30,460,200 27,697,114 Interest Earned - Outstanding Debtors 84,049,448 82,442,184 Dividends Received 628,409 642,340 Other Revenue 81,417,790 49,516,439 Gains on Continued Operations 201,725,409 36,457,811 Gains on Disposal of Property, Plant and Equipment - - Profit on Sale of Land:- 87,969,993 87,047,914 Sale of Land 144,868,934 87,047,914 Cost of Sales (56,898,941) - Total Revenue 4,492,947,612 3,885,939,252 EXPENDITURE Employee Related Costs 1,391,427,549 1,331,429,454 Remuneration of Councillors 7,936,399 7,451,440 Collection Costs 67,211 51,179 Depreciation and Amortisation 576,562,549 580,331,602 Impairment Cost 224,776,618 130,813,407 Repairs and Maintenance 236,544,899 257,658,078 Finance Cost 199,771,979 155,638,282 Bulk Purchases 1,914,205,853 1,890,548,030 Contracted Services 107,546,156 142,383,165 Grants and Subsidies Paid 3,506,967 6,659,262 Research and Development Costs 142,088 - General Expenses 190,878,977 168,880,346 Losses on Continued Operations 30,454,569 15,996,055 Loss on Disposal of Property, Plant and Equipment 10,869,135 12,816,796 Total Expenditure 4,894,690,950 4,700,657,095 SURPLUS / (DEFICIT) FOR THE YEAR (401,743,338) (814,717,843)


CASH FLOW STATEMENT FOR THE YEAR ENDED 30 JUNE 2019 Actual 2019 2018 Unaudited Audited N$ N$

CASH FLOWS FROM OPERATING ACTIVITIES Receipts Property Rates 511,214,543 434,171,610 Government Grant and Subsidies 61,909,495 53,070,336 Public Contributions and Donations 4,319,859 3,102,260 Service Charges 3,122,420,350 2,986,352,811 Interest Received 30,070,502 27,927,086 Dividends Received 628,409 642,340 Other Receipts 367,914,424 137,537,447 Payments Employee Related Costs (1,476,346,314) (1,259,867,627)Remuneration of Councillors (7,936,399) (7,451,440)Interest Paid (199,771,979) (155,638,282)Suppliers Paid (2,287,333,431) (1,917,618,529)Other Payments (185,835,834) (165,406,531) NET CASH FLOWS FROM OPERATING ACTIVITIES (58,746,376) 136,821,481 CASH FLOWS FROM INVESTING ACTIVITIES Purchase of Property, Plant and Equipment (52,261,772) (122,101,671)Purchase of Intangible Assets (856,037) (2,363,256)Purchase of Investment Property (633,127) - Profit on Sale of Land 144,868,934 87,047,914 Decrease / (Increase) in Non-current Investments (1,868,835) (1,483,992)Decrease / (Increase) in Long-term Receivables 8,899,948 7,028,701 NET CASH FLOWS FROM INVESTING ACTIVITIES 98,149,112 (31,872,305) CASH FLOWS FROM FINANCING ACTIVITIES Proceeds from Borrowings 1,169,590 6,104,198 Repayment of Borrowings (62,879,204) (53,783,881) NET CASH FLOWS FROM FINANCING ACTIVITIES (61,709,614) (47,679,683) NET INCREASE / (DECREASE) IN CASH AND CASH EQUIVALENTS (22,306,878) 57,269,493 Cash and Cash Equivalents at Beginning of Period 29,514,194 (27,755,299)Cash and Cash Equivalents at End of Period 7,207,316 29,514,194


Year two of the Transformational Strategic Plan (2017-2022) can be characterised as

exceptionally challenging in terms of cash flow constraints and the approval of the

CAPEX Budget in December 2018. This had significant bearing on project implemen-

tation for most of the 2018/2019 financial year. It was a year that tested the City’s resilience

and capability to unlock sustainable funding models and revenue-generating opportunities.

Much of the 2018/2019 focused on engaging strategic funding partners such as the Devel-

opment Bank of Southern Africa, the Development Bank of Namibia and KfW Development

Bank to secure funding for capital projects.

The Hepatitis-E outbreak also presented challenges in terms of public health risks and the

need to expand sanitation services to informal areas. However the City was able to swiftly

respond and mitigate otherwise disastrous consequences.

The appointment of a procurement manager aided in the streamlining of the procurement

process which yielded better understanding of the process and training of bid evaluation

committees. That said there is room for improvement in terms of automating the process

and co-ordinating the evaluation meetings in a timely manner to prevent lapses in the time

frames allocated.

The finalisation of the Customer Care Charter and call centre featured highly on the City’s

strategic agenda and is slated for approval in 2019/2020. Once fully operational, stakehold-

ers can look forward to improved service delivery with optimised technology.

Lastly, the City’s financial sustainability is of utmost importance moving into the 2019/2020

financial year. To this end, the City will develop a Financial Rescue Plan to unlock the City’s

liquidity and minimise exposure to future interest rates on bank loans. The City will also focus

its efforts on inter alia accelerating land sales and streamlining debt collection efficiencies.

Therefore, 2019/2020 is a year to bridge the gap experienced during 2018/2019 by unlocking

creativity, pulling together as a team, driving behavioural change and enhancing our service

delivery proposition.

CONCLUSION


NOTES

ANNUAL COUNCIL PERFORMANCE REPORT 2018/2019

www.cityofwindhoek.org.na

ANNUAL COUNCIL PERFORMANCE REPORT 2018/19

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