City of Windhoek

Annual Council Performance Report 2017/18 1

TABLE OF CONTENTS

ABREVIATIONS 4

COUNCIL STRUCTURE 2017/18 5

MESSAGE FROM THE MAYOR 6

MESSAGE FROM THE CHIEF EXECUTIVE OFFICER 10

OVERVIEW OF WINDHOEK 14GEOGRAPHIC LOCATION AND POPULATION 15City of Windhoek Political and

Socio-Economic Profile 15

Population Trends and Urbanisation 16

Environmental 17

Poverty Levels 17

INTRODUCTION 22STRATEGIC INTENT 22Vision Statement 23

Mission Statement 24

Values 24

Strategic Objectives 24

Key Performance Areas 24

Key Performance Indicators 24

Targets 25

Corporate Scorecard 25

Council and Management Structure 30

ORGANISATIONAL OVERVIEW 31Local Authorities Act (Act 23, 1992) 31

Update of Laws Exercise 34

DEPARTMENTAL PERFORMANCE REPORTS 35OFFICE OF THE CEO 36Theme 1: Governance and Financial

Sustainability 36

Public Participation 36

Organisational Performance Management 37

Enterprise Risk Management 38

Internal Audits 39

SMART Cities Model/Strategy 40

External Relations 41

Council Sub-committees and Councilors’

Forum 45

Mayoral Report 49

OFFICE OF THE CEO 3CITY POLICE (CIP) 51Theme 1: Governance 51

Public Safety and Security - Crime Rate 51

Public Safety and Security - Road Safety 53

Public Safety and Security - Dedicated

Municipal Court 55

Public Safety and Security - By-laws 55

City Police: Funding Secured from Central

Government 56

Priorities for 2018/2019 56

URBAN AND TRANSPORT PLANNING (UTP) 58Theme 1: Financial Sustainability 58

Building Plan Approval 58

Land-use Management - Town Planning

Applications 59


STRATEGIC FUNDING (PUBLIC TRANSPORT) 60heme 1: Financial Sustainability 60

Strategic Funding ( Public Transport -

Acquisition of Busses) 60

Theme 2: Social Progression, Economic

Advancement and infrastructure

Development 62

Public Transportation 62


ELECTRICITY (ELE) 65Theme 1: Financial Sustainability 65

Strategic Funding (Electrification) 65

Revenue Collection 65

Renewable Energy 66

Theme 2: Infrastructure Development 66

Increased Electricity Supply 66


INFORMATION AND COMMUNICATIONTECHNOLOGY (ICT) 69Theme 1: Governance and Financial

Sustainability 69

Wi-fi Access 69

Business Systems 70

Annual Council Performance Report 2017/182

Business Continuity 71


Paperless Business Environment 71


ECONOMIC DEVELOPMENT AND COMMUNITY SERVICES (EDCS) 74Theme 1: Governance and Financial

Sustainability 74

Public Safety and Security: Disaster and

Emergency Resilience 74

Emergency Response and Assistance 78

Call-outs per Zone 79


Theme 1: Financial Sustainability 80

Strategic Funding: Emergency Services 80

Revenue Collection: Rental Income

Collected (leases) 80


Theme 2: Social Progression 82

Youth Orphans and Vulnerable

Persons (OVPs) 82


Youth Development 85


Early Childhood Development 86

Basic Services: Public Facilities 87


Theme 2: Economic Development 88

Economic Development 88

Targeted Windhoek Tourism

Development Strategy 88

Windhoek Economic

Development Strategy 88

SMME Policy 88

Windhoek Investment Promotion

and Incentives Strategy 89

Economic Development 89


Groot-Aub 90

Environmental Sustainability 92


Public Health 93


INFRASTRUCTURE WATER AND TECHNICAL SERVICES (IWTS) 96Theme 1: Financial Sustainability 96

Revenue Collection: Prepaid Water

Meter Strategy 96

Alternative Water Supply: Direct

Potable Reclamation Plant 96


Basic Services 98

BASIC SERVICESCouncil Upgrading and Development Programme 99

BASIC SERVICESRefuse Collection (Informal Arias) 99

BASIC SERVICES(Kupferberg) Project-Feasibility Study Phase 100Priorities for 2018/2019 100


Windhoek Managed Aquifer Recharge

Scheme (WMARS) 100


BASIC SERVICE PROVISION IN INFORMAL AREAS 101

HUMAN CAPITAL AND CORPORATE SERVICES (HCCS) 103Theme 1: Governance and Financial

Sustainability 103

Leadership Development 103



YOUTH ORPHANS AND VULNERABLE PERSONS (OVPs) 104Internships per Annum 104Priorities for 2018/2019 105

LABOUR RELATIONS 105Union - City Relations 105 Priorities for 2018/2019 105

OCCUPATIONAL HEALTH, SAFETY AND WELLNESS 106Priorities for 2018/2019 107

STAFFING AND REMUNERATION 108Priorities for 2018/2019 108


CORPORATE SERVICES 109Priorities for 2018/2019 111

HOUSING, PROPERTY MANAGEMENT AND HUMAN SETTLEMENT 113Theme 1: Financial Sustainability 113

Strategic Funding (Strategic Land

Acquisition: Hectares) 113


Youth Orphans and Vulnerable

Persons (OVPs): Land Allocations

Awarded to Youth 113

GENERAL VALUATION ROLL 113

GEOMATICS 114Theme 2: Social Progression 114

Basic Services: Upgrading

and Devalopment Strategy 114

BASIC SERVICES: UPGRADING AND DEVELOPMENT STRATEGY 114

BASIC SERVICES: NEW TOWNSHIPS PROCLAIMED INTERNALLY (GREENFIELDS) 114Priorities for 2018/2019 115


LAND AND HOUSING DELIVERY 115Services Plots Availed in all Land-use

Categories 115

Affordable Houses Provide via Mass

Housing, Windhoek Housing and Build-

Together Schemes 116

Serviced Plots Availed via PPP’s 116


CONCLUSION 117

FINANCE AND CUSTOMER SERVICES (FCS) 119Financial Executive Summery 119


ABBREVIATIONS

CAN Central Area of Namibia

EIA Environmental Impact Assessment

ERP Enterprise Resource Planning

FRACTAL Future Resiliance for African Cities and Lands

HEP-E Hepatitis - E

HPP Harambee Prosperity Plan

NDP 5 Fifth National Development Plan

GEIT Governance of Enterprise Information Technology

ICT Information and Communication Technology

IPSAS International Public Sector Accounting Standards

KPAs Key Performance Areas

KPIs Key Performance Indicators

LED Local Economic Development

MC Management Committee

MOU Memorandum of Understanding

MURD Ministry of Urban and Rural Development

OHSW Occupational Health, Safety and Wellness

OVP Orphans and Vulnerable Persons

PPPs Public Private Partnerships

PV Photovoltaic

PMU Procurement Management Unit

QPR Quality Processes Results

SUTMP Sustainable Urban Transport Master Plan

WMARS Windhoek Managed Aquifer Recharge Scheme


COUNCIL STRUCTURE 2017/18

Mayor, Cllr. M Kazapua

Deputy Mayor,Cllr. TT Uwanga

Chairperson of the Management Committee (MC),

Cllr. MJ Amadhila

Cllr. H UlumbuCllr. JE Paulus Cllr. IM Subasubani Cllr. A Niizimba

Cllr. BE Cornelius Cllr. I Semba Cllr. J Kauandenge

Cllr. FN Kahungu

Cllr. M Ukeva (MC)Cllr. AK Ashilelo (MC) Cllr. M Shiikwa (MC) Cllr. LK Kaiyamo (MC)


MESSAGE FROM THE MAYOR

Cllr. Muesee KazapuaMayor of the City of Windhoek


It is a great pleasure to present the Annual Council Performance Report (2017/2018). In

accordance with the provision of the Local Authorities Act (Act No. 23 of 1992), the financial year

for the Municipal Council of the City of Windhoek runs from 1 July to 30 June each year.

This report is the first of its kind for the City of Windhoek. Previous reporting was incorporated in the

Mayoral Annual Report, which is aligned to the Mayoral term of office and runs from 1 December

to 30 November each year. This proved to be a challenge in terms of reporting synergies

between the Mayoral Annual Report and Organisational Performance Reports. Therefore, the

City of Windhoek decided to present the Annual Council Performance Report (2017/2018) which

provides an account of the City’s performance against the Transformational Strategic Plan (2017

– 2022) which was officially launched in July 2017.

The City’s governance framework received prominence during the year under review specifically

relating to the monitoring of performance, evaluation and reporting mechanisms. As part of

the governance framework, the City is obliged to submit quarterly reports. These reports have

been integrated into the Annual Council Performance Report (2017/2018), as highlighted in the

Citys’ Corporate Scorecard. In addition, and for the first time in the City’s history, Council and the

Management Committee also have scorecards against which their respective Key Performance

Areas (KPAs) are tracked.

Council has ensured that the strategic objectives contained in the strategic plan are aligned

to the provisions of the National Development goals included in the Harambee Prosperity Plan

(HPP), the Fifth National Development Plan(NDP5), and the national long-term developmental

plan (Vision 2030). Council is therefore committed to improving the quality of life of all the citizens

of the country, with prominence placed on inter alia improved access to basic services such as

sanitation, the provision of potable water, electrification, housing and refuse removal to residents

in informal areas.

The Chief Executive Officer presents progress against the strategic plan as part of a quarterly event

which also serves as a two-way communication platform and opportunity to discuss challenges

and celebrate successes. It is encouraging to report that at this stage, Council is on the right path,

with the overall performance indicator rated as being fair.

The City’s financial standing remains the principal challenge for which a sustainable financial

model for capital projects and long-term financial plan is being developed.

Council’s priority developmental areas moving into the 2018/2019 financial year (which

commenced on 1 July 2018) are as follows:

Priority 1 - Allocation of plots to our residents, particularly those in the informal areas: the pre-

allocation concept refers to the allocation of land to residents before it is serviced, in order to

make money available for servicing of the plots.

Priority 2 - Installation of pre-paid water meters: households in Windhoek, starting with pensioners

and residents in the north and north-western suburbs will soon have prepaid water meters installed

in their households.

Priority 3 - Installation of pre-paid electricity meters in Windhoek: this project has already

commenced, again, giving priority to pensioners and the north and north-western suburbs of

Windhoek.


Priority 4 - Provision of water and sanitation to underserved areas: Council will implement an

intervention plan specifically designed to accelerate the provision of water and sanitation to

residents in underserviced/informal areas.

Priority 5 - Construction of affordable housing in informal areas: preparations for this project are

underway, and various housing models have been scrutinised during the year under review.

Priority 6 - Solar Power Generation Plant: Council will intensify efforts to establish its own Solar Power

Generation Plant.

The above priorities, all of which are set to make positive inroads into the provision of basic services,

employment creation and the preservation of our residents’ dignity are reflective of the burning

needs of our community.

Council is pleased with the commendable progress made by the Chief Executive Officer and his

team given the challenging circumstances and operating environment prevailing during the year

under review.

As we move forward and upon reflection of the work we have done, may the City of Windhoek

build on and enhance the services it offers to the communities it serves especially, the more

vulnerable communities who need the most help.

Cllr. Muesee KazapuaMayor of the City of Windhoek


MESSAGE FROM THE CHIEF EXECUTIVE OFFICER

Mr. Robert N Kahimise Chief Executive Officer


May I join the Mayor in expressing my pleasure in presenting the City of Windhoek’s first annual

report, referred to as the ‘Annual Council Performance Report (2017/2018)’.

The City’s transformational journey commenced on 1 July 2017 with the launch of the

Transformational Strategic Plan (2017 - 2022); a roadmap directing the City’s vision of becoming

a ‘SMART and Caring City by 2022’. The first two to three years of a strategic plan typically do

not yield significant performance results. This period is usually characterised by organisational

restructuring, establishing baseline data, streamlining processes and re-defining the organisational

culture - the City being no exception.

Performance for the financial year ending 30 June 2018 can nonetheless be considered as being

fair taking into account the tremendous financial and human capital constraints experienced

during the year under review.

Highlights of the year under review are summarised as follows:

Installations completed to convert conventional electricity meters to prepaid meters for the

top 500 defaulting pensioners

Finalisation of the Town Planning applications backlog and the completion of all building and

compliance inspections within 48 hours and 10 days, respectively

Achievement of the 70% target of external township applications processed

90% of all building plan applications were processed within 28 working days

70% of the water supply at Groot Aub was restored and is now connected to 4 boreholes

24 Deeds of Sale for properties in Khomasdal Ext 16 and 5 Deeds of Sale for properties in

Dorado Park, Kleine Kuppe, Wanaheda and Auasblick were signed and paid for

Public meetings and reports have been well-established and will increase from 26 meetings

to 33 meetings per annum

The Municipal Court dedicated towards handling all traffic-related and by-law regulation

transgressions, commenced operations on 2 July 2018

Performance reporting at organisational level has been well-established with 4 quarterly

reports (including financials) compiled

The Organisational Performance Management Policy and Change Management Policy

have been developed. Both policies seek to instill a performance-based culture and serve

as the guiding framework for managing performance (i.e. monitoring, reporting, evaluating,

auditing, managing risk and where applicable, transforming behaviour in line with value-

based principles)

The City’s Wi-Fi footprint for municipal buildings access resulted in the commissioning of 3

buildings, namely Head Office, New Building, Information and Communication Technology

(ICT) and Finance Buildings, including the Cash Hall

ICT rolled-out 7 processes in line with the Governance of Enterprise IT (GEIT) requirements which

exceeded the initial target of 3 processes

A paperless environment of 50% was achieved through the e-Council solution and for which

Council will receive training in 2018/2019

The previous backlog in Town Planning applications has been finalised. Applications and

feedback in line with the existing policy are now provided within 3 months. Applications with

objections and/or requiring Council approval are finalised within the targeted 6 month period


100% of youths (Grades 10 - 12) received training and development support and the number

of interns as at 30 June 2018 totaled 216, which exceeded the target of 176

A total of 16,000 residents in informal areas now have access to water. The initial target of 2,000

residents was met

The target of 50% business support to youth post training was exceeded by 63%, and 20% of

the initial 305 youths targeted for start-up business support was achieved

The number of OVPs supported was 1,432 which reflects 81.8% of the target of 1,750 reached.

Refuse collection in the informal areas met the 95% target. A target of 100% refuse collection

in informal areas is anticipated for the remainder of the strategic period

Progress against the pre-feasibility stage of the extension of the Kupferberg Landfill Site stands

at 85% compared to the 100% target

2 out of 3 new townships were proclaimed during the year under review

The City also conducted its first strategic review session in May 2018 as part of its annual business

cycle. The purpose of the session was to review the previous strategic plan (2017/2018), re-prioritise

strategic projects for the upcoming 2018/2019 financial year and where applicable, propose

amendments to the strategic plan with respect to the Corporate Scorecard, KPA’s/KPI’s, targets,

initiatives/programmes. The session proved to be a valuable exercise in taking stock of the current

state of affairs and revisiting previous assumptions. Moving forward, I would like to see more

impetus in terms of stretching our efforts and improving the monitoring function.

The 2018/2019 performance agreements for employees graded F-C2 Paterson Band were finalised

with the first cycle of performance assessments concluded in June 2018. The automation of

performance management via the Quality Processes Results (QPR) system both at organisational

and individual levels is slated to go-live in the 2019/2020 financial year.

The City has engaged potential donors (Development Banks with the purpose of funding a

number of capital projects. Departments were subsequently tasked with preparing their respective

applications.

The Organisational Culture Survey will commence in 2018/2019 and will provide insights into

particular areas requiring intervention by means of fostering a performance-based, value-driven

culture and learning environment. Roadshows will be undertaken throughout the organisation

and Change Champions will assist in mobilising participation in the survey.

Year one of the Transformational Strategic Plan (2017 - 2022) can be characterised as the most

challenging, in that previous assumptions had to be revised, structural amendments implemented

and previously undocumented performance data was generated. This process is a journey, not

an event. It is aimed at transforming existing attitudes and behaviours, streamlining encumbering

practices, challenging current mind-sets and creating an environment of continuous learning and

innovation.

Service delivery remains a priority especially for marginalised communities who are in dire need

of basic services. Unfortunately, the City’s financial position continues to hamper implementation

of many key projects. The Debt Book (accounts receivable 30 days and above) was N$655 million

as at 30 June 2017 and stood at N$637 million on 30 June 2018. The 2018/19 financial year will no

doubt test the City’s resilience and capability to unlock sustainable funding models and revenue

generation opportunities.


Strategic Outlook for 2018/2019

Moving forward, the City will focus on the following areas in the new financial year in line with the

most pressing issues:

Finalising a sustainable funding model and long-term financial plan.

Reducing the debt book.

Securing funding for capital projects

Accelerating of land delivery targets

Streamlining business processes

Improving the customer care value proposition

The electrification of informal areas

Leveraging the Council sub-committee effectiveness

Fostering a performance-based, dynamic and exciting workplace culture

The 2018/2019 financial year promises to be a challenging yet exciting one. I encourage all to

embrace the year ahead with renewed enthusiasm and commitment to living our values as we

approach year two of the Strategic Plan.

Mr. Robert N KahimiseChief Executive Officer


OVERVIEW OF WINDHOEK


1. GEOGRAPHIC LOCATION AND POPULATION

Windhoek is the capital city of Namibia and is located in the Khomas Region. Windhoek is the

most centrally located town in the country and comprises 11 constituencies, namely:

John A. Pandeni

Katutura Central

Katutura East

Khomasdal North

Moses //Garoëb

Samora Machel

Tobias Hainyeko

Windhoek West

Windhoek East

Windhoek Rural

Despite these constituencies being situated in the municipal boundaries, they each have different

characteristics (demographically, geographically, politically and economically). Some nearby

settlements such as Groot-Aub are also situated within the City boundaries.

The Table below depicts Windhoek’s population and area sizes.

Table 1. City of Windhoek Population and Area Sizes

Urban LocalityPopulation

Areas in (km²) DensityFemale Male Total

Windhoek 162,800 159,700 322,500 715.8450.6 people/

km²

Source: Namibia Statistics Agency 2011

1.1 CityofWindhoekPoliticalandSocio-EconomicProfile

Namibia opted for a strong local government system which was constitutionalised in terms of

Chapter 12, Article 102 of the Constitution of the Republic of Namibia, and by the Act of Parliament,

Act 23 of 1993. The politicisation of the local bureaucracy was inevitable as the Government sought

to ensure that the executive leadership of municipalities shared the same political ideology and

vision of facilitating local development. Given that the struggles for a democratic Namibia were

fought at grassroots level, this translated to an improved quality of life for local communities. Sound

political management is therefore key to enhanced municipal service delivery and ultimately

good local governance.

During the year under review Council remained steadfast in responding within the framework of

the national development policies, accountability and good governance, thus heeding the call

for nation building, poverty eradication and social progression. Specifically, Council prioritised

the improvement of living conditions and basic service delivery in informal areas. Council has

continued to direct and guide the development agenda of the City through various Council

Advisory Committees and public consultative meetings.


While the City of Windhoek forms the administrative, legislative and judicial centre of the country

(with a population representing over 11% of the total population). It is also the most important

business, educational and transport (rail, road, air) centre of Namibia. Most of Namibia’s supply

and manufacturing industries are based in Windhoek. Although the City of Windhoek cannot

be considered an industrial centre, it is considered one of the country’s fastest developing and

equipped towns in terms of infrastructure development and well-developed economic, financial

and trade sectors. Windhoek is also home to most Government ministries, institutions and other

private company headquarters in the country. The potential for further development of light

industries and new settlement areas seems presently unlimited.

The majority of Windhoek’s population earns regular salaries, predominantly in the service of the

state and related agencies (e.g. parastatal organisations) and commercial sector. As the capital

and most important metropolitan area in the country, Windhoek is a very attractive proposition

to rural dwellers, especially in terms of job opportunities. There is, furthermore, a strong interface

between the farming community in the surrounding areas of Windhoek and the city centre. Not

only are most of the farming products marketed in or through Windhoek but, the city also serves

as the most important farming supply centre (GoN, 2015).

1.2 Population Trends and Urbanisation

From 1989 Windhoek witnessed an influx of immigrants from rural areas and other towns representing

various socio-economic backgrounds. The local authority has since established reception areas

to accommodate the migration trends.

Windhoek is predominantly comprised of a mixture of Oshiwambo, Damara/Nama, Afrikaans and

Herero speaking tribal groups. Although there has been an overall increase in the urban population

in Namibia, Windhoek has by far been the major focus of urbanisation with a population increase

from 13.7% in 2001 to 16.2% in 2011. This constitutes 36% of the total urban population (NSA, 2011).

Urbanisation in Windhoek has increased since independence in 1990. Most of these immigrants,

however, started moving into Windhoek before independence (as seen in graphs 1 and 2 below),

compared to the rest of the major cities like Oshakati, Walvis Bay and Swakopmund.

Reference:1. Namibia Statistics Agency (2011). Namibia 2011 Housing and Population Census Provisional Results, Namibia Statistics Agency.2. KhomasRegionalCouncil(2015).KhomasRegionalProfile.Windhoek.

Graph 1: Urban Population per City/Towns by Year Source: Indongo et al


Graph 2: Urbanisation in Major Towns

1.3 Environmental

Like many developing cities in Africa, massive growth is threatening the sustainability of Windhoek

and the associated quality of life. The high rate of urbanisation experienced in Windhoek threatens

to undermine Windhoek’s environmental sustainability. Environmental challenges associated with

the proliferation of informal settlements as a result of the high rate of urbanisation include, inter

alia, solid waste management, over-exploitation of vegetation surrounding informal settlements

(used as a source of energy) and sanitation issues. As such, Windhoek is not spared from the

global impacts of urbanisation and climate change.

1.4 Poverty Levels

A poverty line is a threshold set to distinguish or classify persons or households as poor and non-

poor (NSA 2016:8). The measurement of poverty can either be absolute or relative as defined by

the United Nations Educational, Scientific and Cultural Organisation (UNESCO) as follows:

Absolute Poverty: measures poverty in terms of the amount of money required for basic

needs (i.e. food, clothes, shelter)

Relative Poverty: measures poverty in relation to the economic status of other members of

the society meaning that people are poor if they fall below prevailing standards of living in a

given societal context

Notwithstanding criticisms of both poverty line concepts, Namibia uses the absolute poverty line

measure based on the cost of basic needs according to GRN (2008:2), NSA (2016:8) and NSA

(2016:8). The calculation of the poverty lines starts with the most basic physiologic need which is

the amount of calories needed by an individual to lead a normal life (i.e. 2100 kcal - kilocalories

per day).

During the 2003/2004 Household Income and Expenditure Survey, Namibia switched from the

food-share consumption ratio to the cost of basic needs approach widely used in the Southern

African Development Community (SADC) region and a number of developing countries. The

survey computed three poverty lines as explained below:

Food Poverty Line (FPL) - is the amount in Namibian Dollars required for an individual

to lead a normal life (2100 kcal/day).

0

50000

100000

150000

200000

250000

300000

350000

Windhoek Oshakati WalvisBay Swakopmund

1981

1991

2001

2011



Lower Bound Poverty Line (LBPL) - is the cut-off point below which persons or households

are classified as severely poor.

Upper Bound Poverty Line (UBPL) - is the cut-off point below which persons or

households are classified as poor, including the severely poor.

As shown in Table 2, any person who is unable to spend N$520.80 per month on basic necessities

is considered poor, whilst anyone unable to spend N$389.30 per month on basic necessities is

considered severely poor.

Table 2: Namibia Poverty Lines – 2003 - 2016. Source: NSA, 2016:12

Table 2 above also indicates that 5.8% of the population (132,282 persons) cannot afford to buy

the minimum required calories per day whilst 11% of the population is severely poor and 18% is

poor.

In addition, the 2003/2004 Household Income and Expenditure Survey recorded that 6.3% of

households in the Khomas Region were poor whilst 2.4% were severely poor. The 2001 National

Housing and Population Census revealed that Windhoek accounted for 93% of the Khomas region’s

population. The figures are therefore considered representative of the situation in Windhoek.

The general trend in Table 2 below indicates that the number of persons living below the poverty

line is reducing.

Table 3: Poverty and Inequality Estimates – 2003 - 2016. Source: NSA, 2016:12



The graph below reflects the poverty and inequality estimates per region for the periods

2013 - 2016

Graph 3: Poverty and inequality estimates – 2003 - 2016. Source: GRN, 2008:10

The Khomas Region reflects the lowest poverty levels (i.e. 6.3% - poor and 2.4% severely poor).

1.5.1 Mayoral Relief Fund

For many organisations and local authorities, outreach programmes do not only create goodwill

in the community, but also contribute towards poverty eradication and promotion of the social

well-being of the residents. Over the past few years, the Office of the Mayor has, administered an

annual Mayoral Donation following regular requests for grants, donations and financial assistance

for social welfare cases, from numerous members of the community.

The President of the Republic of Namibia, His Excellency Hage G Geingob, committed Government

organisations and all Namibians to work towards poverty eradication under a unified national

agenda as described in the Harambee Prosperity Plan (HPP). The Municipal Council of Windhoek

(the part of Government closest to urban communities affected by the scourge of poverty) is

therefore obliged to contribute through various interventions.

Council has consequently approved the establishment of the City of Windhoek’s Mayoral Relief

Fund. The Fund was established with specific policy guidelines and governance structures

and officially launched at an inaugural fundraising event by its Patron, Her Excellency Monica

Geingos, First Lady of the Republic of Namibia, on 05 October 2017. The fundraising event raised

N$ 1,199,300, in pledges (including a bull from the Nelson and Herunga Family) and gala dinner

tables purchases. To date, N$ 936,400 has been remitted to the Fund’s Bank Account while

N$ 2,629,900 is still under collection, during the year under review.

The table below summarises the funds raised thus far.

Reference:

GRN (Republic of Namibia), 2008. A Review of Poverty and Inequality in Namibia. Windhoek: Central Bureau of Statistics – National Planning Commission.NSA (Namibia Statistics Agency), 2016. Namibia Household Income and Expenditure Survey (NHIES) 2015/2016: Key Poverty Indicators – Preliminary Figures. Windhoek: Namibia Statistics Agency.


Table 4.Summary of Fundraising 05 October 2018

Amount Pledged (N$)

Tables Purchased

Single Seats

Total expected

Total Receipt

Total Outstanding

Totals 834,800.00 315,000.00 49,500.00 1 199,300.00 936,400.00 2 629,000.00

The inaugural event also coincided with the appointment of the following multi-sectorial members

of the Governing Committee:

1. Cllr. Ananias Niizimba Member of the City Council

2. Mr. Iben Nashandi Permanent Secretary of the Ministry of Poverty Eradication

and Social Welfare

3. Ms. Tuna Willem Managing Director, Innv8e Pty (Ltd)

4. Rev. Erns//Gamxamub Bishop of the Evangelical Lutheran Church in the Republic of

Namibia

5. Ms. Gida Nakazibwe-Sekandi Non-Executive Director, Capricorn Investment Group (Ltd)

6. Ms. Toucy Tjijombo Youth Representative

7. Ms. Emilia Uupindi Youth Representative

8. Ms. Ruth Herunga Legal Practitioner

The City will continue to organise fundraising events since the Fund is currently sustained by the

goodwill of development partners and community members.


ANNUAL COUNCIL PERFORMANCE REPORT


2. INTRODUCTION

The City of Windhoek is excited to release its first ever Annual Council Performance Report for the

financial year commencing 1 July 2017 and ending 30 June 2018. The report provides a summary

of progress made against the Transformational Strategic Plan (2017 - 2022) which was launched in

July 2017 following the end of the previous strategic period (2011 - 2016).

The City’s Governance framework necessitates regular performance monitoring, reporting and

evaluation. The reporting outputs currently receive top priority on the Corporate Scorecard and

serve as the basis for previously unavailable and/or sporadic performance data. The City currently

submits a quarterly report (i.e. 4 in total for the year) 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 data specifically targeting the City’s external

stakeholders by way of fostering transparency and accountability in local authority stewardship.

For the purpose of this report, performance is reflected against the Corporate Scorecard and the

relevant departmental Key Performance Areas (KPAs).

3. STRATEGIC INTENT

The City of Windhoek experienced both internal and external challanges during the 2011 - 2016

strategic period. One of the most significant challenges was trying to deliver services with limited

financial resources and as a result additional funding was received via the Targeted Intervention

Programme for Employment and Economic Growth (TIPEEG). The low rainfall in 2016 also brought

about depletion of water supply sources, adding to the challenges faced.

A major crisis loomed for the larger towns in the central parts of the country, including the capital

city, Windhoek. An emergency effort to save the City from rationing was launched towards the

middle of last year (2016), which garnered the full support of His Excellency, Dr. Hage G. Geingob,

the President of the Republic of Namibia. The project included amongst other things:

A comprehensive exploration of suitable drilling sites within the Windhoek aquifer

The subsequent drilling and installation of 12 large deep-well diameter boreholes in the

Windhoek area and the linking of these to the Windhoek water supply network

The establishment of new bulk conveyance infrastructure from the dedicated well fields

This project allowed for an increased abstraction amounting to 3 times the previously available

capacity from the Windhoek aquifer during emergency situations, which can cater for

approximately 2/3 of the 2016 suppressed water demand of Windhoek. The bulk of the project

was successfully implemented by the due date of December 2016 and remains available to the

residents of Windhoek for future similar emergency situations.

All of the above was achieved in record time and the mere fact that not a single tap was closed

during the water crisis is a clear testimony to the successes achieved in maintaining uninterrupted

water supply. However, the fact remains that water supply is a major challenge given that the

interior of the country has already surpassed the point where the inland water sources can no

longer sustain the ever increasing demand for water. To support the well-being, aspirations and

growth of our city while being mindful of the challenges of the fragile environment, the City will

have to work towards establishing efficiency in water use befitting the arid environment, while

national efforts to remedy the situation continue.


Furthermore, the pressure for land delivery persists and remains a contentious issue which the City

has prioritised. As part of its new strategic imperatives, the City has aligned its new strategic intent

to the Harambee Prosperity Plan and the proposed strategic plan for the Ministry of Urban and

Rural Development (2017/2018 - 2021/2022) which was discussed at the Stakeholders’ Validation

Workshop held on 24 - 25 April 2017.

In view of the aforementioned, the City embarked on a strategic planning session in September

2016 following the end of the 2011 - 2016 strategic period. Council deemed it appropriate to

involve a broader audience in the planning process to achieve mutually beneficial objectives,

namely:

To solicit inputs from a broad and diverse stakeholder network, comprising administrative and

political representatives of the Khomas Regional Council (KRC) and the City’s Councillors

To obtain feedback from the City’s administrative heads and technical teams regarding

achievements, lessons learned and proposed way forward

To use the forum to provide a deeper understanding and appreciation of the Balanced

Scorecard, the framework adopted by the City to structure the proposed new 5-year

strategic objectives and performance requirements in a manner that simplifies the monitoring,

evaluation and reporting processes

The aforementioned internal and external challenges do not exclude the constant social,

environmental, economic, service delivery and infrastructure challenges faced by the City. The

above objectives were thus refined in February 2017 for the purpose of crafting the City’s strategic

intent spanning the 2017- 2022 period and comprises the following:

3.1 Vision Statement

The City’s vision addresses both national development goals and the ‘SMART Cities’ concept.

Windhoek’s potential to serve as the nucleus for economic growth, investment, and social

progression needs to be unleashed by a well-run, responsive, efficient and financially responsive

city, thereby improving the quality of life of all residents. It is against this backdrop that the

previous vision, ‘To enhance the quality of life for all our people’, was redefined in February

2017 to reflect a more focused approach and move towards becoming a SMART and Caring

City by 2022.

The City’s Vision is: To be a SMART and Caring City by 2022

Henceforth, the City’s focus is to ensure that it becomes known as:

A Smart City - restoring its ability to govern itself more effectively, focusing on ensuring

financial sustainability and initiatives that focus on technological advancement, cleanliness,

best practices, vibrancy, environmentalism, affordability and innovation.

A Caring City - focusing on the pillars of the Harambee Plan that focuses on the Social

Progression Theme: Public Safety, Focus on People and Service Orientation.


3.2 Mission Statement

The previous Mission of the City, ‘To render efficient and effective municipal services’, was amended

to better reflect the City’s customer service orientation. It is a combination of the previous vision

statement and emphasises efficient and effective services, focusing on smart ways (i.e. simpler,

faster, friendlier and more efficient) in which services will be rendered via improved processes and

technological advancements.

The City’s Mission is:To enhance the quality of life for all our people by rendering efficient and effective municipal

services.

3.3 Values

Feedback from the Values Survey conducted in 2016 and subsequent staff submissions - in response

to an internal values competition held - resulted in the adoption of the following 5 values decided

upon as the City’s key behavioural drivers in achieving its Vision.

Values Behavioural Description

Teamwork Let’s do the right thing, right, together.

Customer Focus We render friendly, fair, simple, fast and effective service to all stakeholders .

Communication We are transparent and keep our staff and stakeholders well-informed .

Fairness and Equity We treat staff and stakeholders the same and with respect.

Integrity We are trustworthy, responsible and honest in all our dealings.

It is important to note that the City’s values focus on the types of behaviour the City seeks to

display towards its customers and staff members.

3.4 Strategic Objectives

Aligned to each theme are specific strategic objectives. A total of 17 strategic objectives were

identified from a SWOT analysis for the strategic period in question. The strategic objectives are

broken down into Key Performance Areas (KPAs) which are measured by Key Performance

Indicators (KPIs).

3.5 Key Performance Areas (KPA’s)

A total of 32 KPAs were confirmed and linked to Key Performance Indicators (KPI’s). The KPAs

reflect the strategic areas that the City will focus on over the next 5 years. KPA’s are typically

derived from strategic objectives, in an attempt to address a specific problem.

3.6 Key Performance Indicators (KPI’s)

KPI’s measure the KPA’s, and provide an indication of the City’s performance in each focus area.


3.7 Targets

The targets reflected in the Corporate Scorecard denote the annual achievements to be reached

over a 5-year period with 2016/2017 acting as the baseline. Targets are set following a strategic

review session which also serves as a platform to re-evaluate previous assumptions, to take stock

of progress against the strategic plan and where applicable amend the strategic imperatives,

indicators, and/or projects. This process is also linked to the subsequent budgeting process.

3.8 Corporate Scorecard The Corporate Scorecard is the City’s formal performance measurement tool for the new 5-year

period. The Corporate Scorecard provides an overview of the key focus areas that are aligned

with the City’s vision. For the purpose of this document only the Corporate Scorecard is presented.

The implementation of many of the KPAs reflected in the Corporate Scorecard lie at departmental

and divisional levels and as such, departmental scorecards also exist.


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3.9. Council and Management Structure

The currently serving Council assumed office on 4 December 2015 and its mandate will run

until November 2020. In terms of the law of Namibia, a full Local Authority Council serves for a

5-year term, while its office bearers - being the Mayor, the Deputy Mayor and Members of the

Management Committee - are elected annually. However, the 5-year term of office ends on the

date before the Local Authorities elections. The last Local Authority elections were held on 26

November 2015 with the next elections, ceteris paribus, scheduled for November 2020.

The City’s Management Structure is aligned to the new strategic vision and provides the foundation

on which standard operating procedures rest. It also determines which individuals participate in

which decision-making processes and to what extent their views shape the organisation’s actions.


4. ORGANISATIONAL OVERVIEW

4.1 Local Authorities Act (Act 23, 1992)

Parliament recently gazetted the following amendments to the Local Authorities Act (Act 23, 1992).

The changes originate from an earlier Bill that proposed amendments to the aforementioned Act,

which was subsequently withdrawn after engagements and consultations with various affected

Local Authorities and State Agencies. The amendments were subsequently promulgated without

any further consultation. As seen from the table below, there are significant implications for the

City, pertaining specifically to the autonomy that was conferred to the City in managing its affairs.

The Minister additionally now has power to approve the budget after Council adoption and

the sale, renting, leasing and buying of immovable property requires the Minister’s prior written

approval. These amendments further impact on the City’s ability to generate income.

The amended Act further confers the appointment, suspension and discharge of the Chief

Executive Officer to Council, but with prior written approval by the Minister. Lastly, all Council

policies need to be in line with definitions and provisions which include inter alia amended

penalties and disciplinary procedures.

The following table is a summary of the key changes to the said Act and the areas of impact on

the City.

Table 5.Legislative Changes to Local Authorities Act (Act 23, 1992)

Previous Provisions in the Act

Changes to the Act Implications for the City

1 No definition of first time buyer. 1 Definition: First time buyer

added. 1 Tender documents must be in line with this definition.

2

Property of Government and Regional Council were exempted from paying rates and taxes.

2They now pay when the property is not used for public purposes.

2

Council needs to establish which of these properties are not used for public purposes and those properties can no longer be exempted.

3

Definition of immovable property: building - did not include land and units in sectional title.

3

Definition: improvement instead of building and now includes land and unit in sectional titles.

3 All reference to building in the context of rateable property.

4

Was not a requirement that places of worship to be registered to qualify for exemption.

4

Places of worship must be registered with the Local authority on conditions prescribed by the Minister.

4

The Minister must prescribe the conditions and when churches apply for exemption they must be registered before exemption can be granted.

5 Definition: Valuer – fit and proper person. 5 Professional Valuer registered

at the Valuer’s Council. 5 Await promulgation of the new legislation regarding Valuers.

6

S9 – Member of Council - held office to date, before and subsequent to election.

6Member shall remain in office until new member takes oath and assumes duties.

6 No vacuum after elections.

7S10 – The old provisions remain but, with additions.

7

Forfeiture of allowance not exceeding 30 days for failure to comply with code of conduct.

7This section deals with the code of conduct. The Minister is responsible for enforcing this.


8

S13 sets out when a Council member shall vacate office. This remains with additions.

8Vacation of office if council member ceases or temporarily resides in local authority area.

8

A member must vacate office if he/she does not reside within the Local Authority area or only temporarily resides there.

9

The act did not have a provision dealing with suspension of council members.

9

Minister may suspend members in writing if offence or contravention of code of conduct is being investigated.

9 This suspension is within the mandate of the Minister.

10

Council determined remuneration and other benefits of members.

10

In addition to that such remuneration and benefits may not exceed limits as may be determined by the Minister.

10

The Minister has the mandate to determine the maximum remuneration and benefits of council members.

11

Chief Executive Officer appointed by Council after consultation with the Minister.

11Council appoints Chief Executive Officer after written approval of the Minister.

11

Council still appoints the Chief Executive Officer but needs written approval from the Minister before appointment.

12

Power to suspend and discharge Chief Executive Officer vested in Council.

12

Power to suspend and discharge Chief Executive Officer vests in Council but with prior written approval of the Minister.

12

Council needs written approval from the Minister before suspension and discharging of the Chief Executive Officer.

13

In disciplinary hearings MC did not have the power to appoint a labour expert.

13

MC may appoint a person with labour expertise to the panel and may also delegate that power.

13The Industrial Relations policy needs to be in line with this provision.

14

S29 Representation made to MC (powers delegated to Chief Executive Officer.)

14 Representations made to the disciplinary committee. 14

The Industrial Relations policy needs to be in line with this provision.

15Recommendations after incapacity inquiry remains.

15

Staff member be exonerated from blame and recommended for training to improve.

15 Industrial Relations policy needs to be in line with this provision.

16

After inquiry a staff member could only appeal to Council and not to MC. Representations were made to MC (delegated to Chief Executive Officer).

16

A staff member has a right to appeal to MC within 7 days after finding of the committee.

Another appeal process to Council after MC’s decision.

16 Industrial Relations policy needs to be in line with this provision.

17

S29 Head of department or an employee of the department charged an officer.

17

Any staff member can now in addition be designated by the Chief Executive Officer to charge a staff member.

17

Chief Executive Officer may also instruct any staff member to charge a staff member.

Industrial Relations policy needs to be in line with this provision.

18 None 18Additional sanction to deduct loss from salary after verdict and serves as a court order.

18 Industrial Relations policy to be in line with this provision.

19

Council could sell and let immovable property, by way of auction, private treaty and tender.

19 Council needs ministerial approval and method of sale. 19

The sale and letting of immovable property is subject to Ministerial approval and subject to method of sale excluding auctions.


20

Council was not prohibited to delegate powers to MC to appoint, suspend or discharge the Chief Executive Officer or Head of Department.

20 Council is prohibited to delegate those powers. 20

No delegation allowed to MC to appoint, suspend or discharge the Chief Executive Officer.

21 None 21Council has powers to regulate and control boreholes and wells.

21The relevant department must decide on implementing this additional duty.

22Penalty provisions in Act N$ 2000 or six months imprisonment.

22 Penalties increased. 22 All by-laws should be amended.

23

Consultation not required before selling or letting immovable property.

23

Consult the Minister on intention to sell or let immovable property and after consultation on such conditions.

23 Consultation with the Minister of intention to sell.

24Advertisements not required for disposal of immovable property.

24Notice shall to be published in 2 newspapers with property details calling for objections.

24 Publish notices in two local newspapers.

25

Advertisements not required when buying or hiring immovable property.

25

Advertisements may be required by the Minister before considering approval to be published in two local newspapers with the property details calling for objections.

25 Only required to publish if directed by the Minister.

26Debt owed to Council prescribed after three years.

26 Debt owed to Council prescribes after 15 years. 26

Debts owed to council now have a longer period before a debtor can claim prescription.

27 None 27 Stipulates when an interim valuation roll shall be done. 27 The division should be aware of

this provision.

28

Only referred to registration of transfer, did not include sectional titles.

28

Registrar of deeds may not transfer sectional title unit or development scheme to be registered without conveyancers certificate.

28 None

29 None 29

Conveyancer’s certificate must now also certify that Council has issued a building compliance certificate.

29

Council will need to issue building compliance certificates after request from transfer attorney.

30 Council approved the budget. 30 Budget is adopted by Council

and approved by the Minister. 30Council needs to submit the budget to the Minister after adoption for approval.

31

Public meetings were held upon request from 10% of the voters after invitation to which the public is invited.

31

Council shall now convene at least 3 public meetings annually as well as a meeting to which the public is invited to discuss matters of public interest.

31 Council needs to adhere to this as it is compulsory.

32 None 32 The chairperson may determine the agenda. 32

This is not peremptory and chairperson of Council may determine the agenda.

33 None 33

The notice has another requirement that must state that any issue to be discussed to notify the chairperson seven days before the meeting.

33The additional requirements to be included in the notice for publications.


34 None 34

Minister may notify Council if he is satisfied that Council is unable to carry out functions.

If Auditor-General’s audit report shows that Council is unable to meet financial commitments or not properly control assets or liabilities.

If MC and Council meetings are not held as prescribed.

34 This was previously not applicable to Council.

35 None 35

Minister may make regulations as to delegation of powers, assignment of duties.

Suspension and discharge of staff members.

Valuation of ratable property and valuation courts..

Any other matters.

35No impact until these regulations are made and promulgated.

36 None 36 Council may make regulations to protect groundwater. 36 No impact until regulations are

made and promulgated.

4.2 Update of Laws Exercise

The update of laws exercise is still in its planning stages. The City has thus far compiled a database

of all by-laws. The next stage is a series of engagements/consultations with respective departments

on how the current legal instruments affect the execution of their mandates. The engagements

are expected to commence during the first quarter of the 2018/2019 financial year.


DEPARTMENTAL PERFORMANCE REPORTS


5. OFFICE OF THE CEO

Theme 1: GOVERNANCE AND FINANCIAL SUSTAINABILITY

Strategic Objective: Promote Duty of Care

KPA KPI Target Actual

5.1 Public Participation

Refers to the process through which individuals and groups within selected communities exchange views and influence decision-making. Public Participation enhances understanding of client expectations and user groups, improves public understanding of the City’s responsibilities and, ensures greater compliance through increased ownership of a solution. For the City of Windhoek, Public Participation revolves around the number of planned public meetings per annum (i.e. two series of public meetings, comprising 26 meetings per series) in all 10 constituencies of the city.

# of Public Meetings Per Annum

# of Public Meeting Reports per Annum

26 26

2 2

The City of Windhoek has established a community participation approach that has led to the

self-mobilisation of communities. This approach has empowered communities to negotiate

as equals, strategise to improve their situations and resolve issues affecting them. Community

participation is a fundamental pillar in the promotion and protection of democratic governance,

which is crucial in facilitating service delivery. It is through this approach that residents at grassroots

level are equally involved in the City Council’s decision-making processes and, in that manner,

transparency in local governance is ensured.

The City conducted its first series of public meetings in all constituencies of the Khomas Region

during the months of July to August 2017. A significant number of residents attended these meetings

and, during April to May 2018, the second series of public meetings was held. The concerns raised

by the residents at the public meetings were attended to amicably by the City through various

departments concerned. The set target of 26 public meetings (i.e. two series of 13 meetings was

met in quarters 1 and 4, respectively.

In addition, the following ad-hoc public meetings were held:

Public engagement on community based ward contractor system (open space cleaning)

Public engagement on the non-motorised strategy on Public Transport

Ward Cleaning Contract System information sharing meetings in Samora Machel, Khomasdal,

Windhoek Rural (Mix and Groot Aub settlements) and Moses Garoeb constituencies

2 Mayoral Cleaning Campaigns in Samora Machel and Moses Garoeb constituencies on

27/01/2018 and 10/02/2018 respectively

2 Public Meetings with Councillors and leadership structures of Moses Garoeb and Samora

Machel constituencies on 11/01/2018 regarding Hepatitis-E outbreak information sharing

6 public education meetings on Hepatitis-E prevention in Moses Garoeb and Samora Machel

constituencies from 13 January 2018 to 10 March 2018

The other component of public participation is the organisation of public and national events

such as the following:


Day of the African Child on 16 June 2017 and Heroes’ Day on 26 August 2017 (both events

were not held in Windhoek but, Council was nonetheless represented)

Commissioning of Recreation Play Park on 08 March 2018 where 40 Pre-primary school children

were mobilised to attend the event in Wanaheda

Independence Day on 21 March 2018 which was held outside Windhoek (Khomas Region)

due to budgetary constraints

Provision of logistics at India Day and Wika events on 28 March 2018 and 07 April 2018

respectively and many other events such as the Jazz Festival, Arbor Day, City Police Day and

International Day of Disaster Risk Management

Workers’ Day on 01 May 2018, which was held outside Windhoek (Khomas Region), due to

budgetary constraints

Cassinga Day on 04 May 2018 where preparatory meetings were attended and logistics

provided at the renaming of Ausspannplatz to Augustino Netto Square

Mobilisation of communities to attend the Clean-up campaign from 21-24 May 2018

Provision of logistics at the National Clean-up Campaign held on 25 May 2018

Announcements and distribution of flyers on the re-opening of the Nathanael Maxuilili Finance

Office in Tobias Hainyeko Constituency

5.1.1 Priorities for 2018/2019

The following priorities are identified:

Organisation of 3 series of public meetings

Review of the Public Participation Policy

Establishment of Community Committee Structures

Maintain network links with these structures and other stakeholders

Adequate resource mobilisation (budgeting) for the above


5.2 Organisational Performance Management

The current performance management system is based on the Balanced Scorecard (BSC) Framework and includes a change management and organisational cultural transformation plan for the purpose of:

Ensuring the implementation of plans and programmes.

Providing an assessment tool for managing and improving the overall health and success of leadership.

Improved business processes and systems.

Measuring projects impact, programmes and initiatives.

Ensuring efficient utilisation of resources.

Creating a performance-based and best practice culture.

Promoting accountability.

Include measures of quality, cost, customer service and employee engagement.

Quarterly Reports

4 4

Annual Report

1 1


As part of the above KPA, the quarterly reports were presented to various stakeholders all of which

culminate into the Annual Council Performance Report (2017/2018).



Implementation of performance management system (QPR)

Streamlining of reporting process


5.3 Enterprise Risk Management

The Enterprise Risk Management KPA refers to the key

responsibilities of management with the assistance of the

Internal Audit function. It is a process of identifying, assessing,

managing and controlling potential events or situations and

providing reasonable assurance regarding the achievement of

organisational objectives. The risk is measured in terms of impact

and likelihood and assesses the possibility of an event occurring

and its impact on the organisation. The Risk Management

Framework will be utilised as an instrument to assist in strategic

and operational planning and has many potential benefits in

identifying opportunities to mitigate risks.

Implemented vs. Actual Implementation on Risk Register

100% Actions

50%

Following the appointment of the Chief Internal Auditor in September 2017, 6 risk-based audits were

conducted and 5 served at Council for consideration in 30 June 2018. It is too early to determine

progress against the initial target (which may have been over-ambitious, given the necessary

groundwork that was required). The Risk function is temporarily placed under the Internal Audit

function to ensure that the necessary processes, systems and structures are established. The Risk

function will be established as a separate function by the end of the 2018/2019 financial year, in

line with good Corporate Governance and best practices.

It is only once the above activities are finalised that the City will be able to start measuring progress

against the actual implementation on the Risk Register. A Risk Register was developed during

2017/2018 and will be continuously updated as a ‘live’ document.

In addition, Council has approved the Risk Policy, Risk Framework and Risk Report which serve as

the guiding documents on how the City manages risks.



The Office of the CEO is in the process of facilitating a system which will further enhance Risk

Management and the updating and reporting of the Risk Register and Risk Improvement Plan to

streamline current manual processes.

The establishment of an Audit and Risk Committee is scheduled for the 2018/2019 financial period,

which will further enhance, give oversight and strengthen Corporate Governance in the City of


Windhoek. The Risk Register and Improvement Plan results will be reported in the new financial

year.

During the year under review Enterprise Risk Management was successfully implemented and

Council approved the risk policy and framework. The first ever organisational Risk Register for the

City was also approved.


5.4 Internal Audits

The Internal Audit KPA refers to the departmental audits conducted in line with the annually approved Risk-based Audit Plan.

% Action Plans vs. Actual Implementation on Risk Register

100% 50%

Internal auditing is an independent objective assurance and consulting appraisal activity

established to add value and improve the City of Windhoek’s operations by examining and

evaluating its activities. The objective of internal auditing is to assist Council in the effective discharge

of its responsibilities. This is accomplished by providing Council, the Management Committee,

Chief Executive Officer and other management members with an objective assessment of the

adequacy and effectiveness of internal control systems at a reasonable cost.

The completion of 5 Risk-based Internal Audits for the period ending 30 June 2018 and subsequent

alignment of the Risk-based Internal Audit Plan to the financial year as well as with the Strategic

Plan, is to be finalised in the year under review.

Eighteen ad-hoc investigations and consultancy engagements and 5 Risk-based Audits were

completed.

Progress against the annual target of 100% implementation against Internal Audit

recommendations, can only be assessed at the end of the next financial year (July 2019) since

the Risk-based Audit Plan was reviewed and re-aligned to the current financial year and strategic

plan and submitted to Council for approval in the new financial year commencing 1 July 2018.



The institutionalisation of the Audit and Risk Committee, development of the Internal Audit

Charter, Methodology and Procedural Manual, Combined Assurance, Guideline and Strategy

will serve as key priorities

The identified internal audits against the Risk-based Audit Plan will equally receive priority

attention

Most of the Internal Audit policies and guidelines for effective functioning of internal auditing were

implemented in the year under review. The approval process is still pending.


5.5 SMART Cities Model / Strategy

Windhoek’s potential as the nucleus of economic growth, investment and social progression

needs to be unleashed by a well-run, responsive, efficient and financially prudent City, thereby

improving the quality of life of all residents. This is the basis of the City’s ‘SMART Cities’ concept

which is informed by the City’s Vision: “To be a SMART and Caring City by 2022”.

This sets a very high standard of expectations and governance parameters within which the City

must deliver services as efficiently and effectively as possible. All efforts are therefore directed

towards strengthening the City’s technological capabilities which will lead towards realising the

City’s Vision. The City is in the process of developing a ‘SMART Cities’ strategy which will have an

impact on several KPAs.

To date, desk-top studies are complete with a number of identified needs in line with possible

‘SMART City’ initiatives. These possible initiatives (some of which are already in progress) are as

follows:

Table 6.SMART City Initiatives

KPA SMART City Initiative

Public Safety and Security Use of technology will assist the existing policing efforts and reduce crime.

Customer Service Improved customer care enhanced by user-friendly customer platforms.

Wi-Fi Access Free Public Wi-Fi access – closing the digital divide.

Renewable Energy Explore various options for alternative bulk supply.

Paperless Business Environment

Moving from manual to automated business processes and ultimately reducing costs, paper wastage and, promoting environmentally-friendly business practices.

Land-use Management Modern urban and land use planning to meet different and sometimes conflicting demands from various land users and sectors.

Public Transportation Aimed at a efficient, integrated and intermodal transportation system reducing the amount of private vehicle use on the roads.

Basic Services (i.e. Water/ Electricity)

Provide socially acceptable, technically feasible solutions in a smart manner.


The 2018/2019 financial year will focus on crafting a ‘SMART Cities Strategy’ for the City of Windhoek,

in line with best practices. The enablers that are needed to invest in these projects are as follows:

ICT Infrastructure

Availability of a stable and effective communications network

Foundational and basic infrastructure such as a functioning roads network and sewage

systems

City strategy guidance when working with projects

Citizen, who possesses the most valuable insight to the city and the strongest commitment to

societal change

Ultimately, the City is determined to realise its vision and all efforts will be prioritised towards

accomplishing this in 2018/2019. This emphasis will serve as the base for the remaining strategic

period.


5.6 External Relations

The City takes cognisance of the fact that service delivery can no longer exist in isolation in

today’s globalised world. Nations, countries, cities and villages need to leverage their competitive

advantage. The City of Windhoek is a forerunner in promoting a nation-building agenda and

enhancing Namibia’s decentralisation policy. In furthering this the City applies a co-operation

model both with local authorities and internationally. The City’s co-operation efforts with in-country

local authorities, especially those with limited service delivery capacities, help to solidify inter-

governmental relations and formalise an integrated planning framework at local authority level.

The City’s international relations are conducted within the framework of Namibia’s International

Relations and Co-operation Policy. A review of the said policy commenced in September 2016.

One of the key amendments is the move from using the phrase “Namibia Foreign Policy” to,

referring to the “Namibia International Relations and Co-operation Policy”. The City is expected

to align its foreign policy to the national framework and its 5-year strategic plan accordingly. The

City’s International Relations Policy expired in April 2017, though the national policy review is still

ongoing, thereby delaying the submission of the revised policy to Council for approval. While

awaiting Parliament’s finalisation of the new national policy through the Ministry of International

Relations and Co-operation, a draft revised policy is currently under discussion.

The main objectives of the City’s local and international co-operation framework are to enhance

service delivery efficiency, contribute to decentralised local governance, promote good order

and civilised discourse and mutual support for a better world. The tools for achieving these

objectives are, inter alia, Namibia’s International Relations and Co-operation Policy, the City’s

own International Relations and Co-operation Policy, and the City‘s Transformational Strategic

Plan (2017- 2022).

During the year under review the City maintained contacts with its international sister cities and

international memberships, links to other local authorities across Namibia, as well as its commitment

to the Association of Local Authorities in Namibia (ALAN). At international level, major activities

were recorded in the sister relations with the Cities of Bremen, Germany, San Antonio in the USA,

and Nantong and Nanjing in China. At regional level, the City renewed relationships with the

City of Johannesburg, South Africa, through a Technical Friendship Agreement signed on12 June

2018. Locally, the City continued to render support to its upcoming local authority Councils, via

technical fact-finding missions to the Oshikuku, Otjinene and Stampriet Town Councils.

The City’s 5-year International Relations Policy (2013), expired in March 2017. Following the

adoption of the Transformational Strategic Plan (2017-2022), the review process commenced with

the alignment of the updated policy to the new strategic objectives and also to the national

policy on International Relations and Co-operation. The parallel review has experienced delays

and the revised Policy will thus only be finalised during August 2018 prior to submission to Council

for final approval.


1. International Relations Policy Review: Finalise the Policy Review for approval by Council.

2. International Cooperation: Co-ordinate implementation of agreed projects as per Programme of Action

Follow-up and submission of Report on Dormant Co-operation Agreements

Facilitate renewal of pending approved Co-operation Agreements


3. Inter-governmental Relations:

Research and develop Inter-governmental Relations

Pursue Tripartite Co-operation Arrangement between the Windhoek, Walvis Bay and

Swakopmund municipalities

Secure Council approval for new Co-operation Agreement proposals

Streamline and ensure that all Inter-governmental and International Relations activities

occur within the framework of approved policy procedures

4. Protocol: Arrange Protocol Training for Strategic Executives and Divisional Managers.

The table below summarises progress against all local, regional and international Co-operation

Agreements and Memorandums of Understanding (MOU’s), as well as progress against Co-

operation Agreements/MOU’s with the City.

Table 7.Local, Regional and International Co-operation Agreements and MOU’s

City Areas of Co-operation Date Renewed

City of Johannesburg, South Africa

Build friendly exchanges and cooperation on the basis of equality and mutual benefit

Pursue exchanges and cooperation in the field of climate change and environment

Share information on policies and development strategies

Share experience in devising and implementing exchange programs in the fields of culture, arts, and tourism

Shall share information and best practices in the fields of urban planning, organisational transformation, governance and performance management

12 June 2018

City of Gaborone, Botswana

Local governance structure management.Economic development and entrepreneurship.Tourism and cultureCommunity developmentMunicipal infrastructure maintenanceWaste management and clean city Public safety and law enforcementProfessional technical knowledge exchanges

Council approval was obtained in May 2018. Signing ceremony has been set for 07 August 2018.

City of Kadoma, Zimbabwe

Good local governanceTechnical expertise exchanges and capacity buildingPublic health and environmental managementPeople to people cooperationLocal economic development

Scheduled for renewal in August 2018.

City of Havana, Cuba

People to people friendshipHealth, science and educationSports, culture and tourismShared experiences and information regarding

environment, physical planning, urban solid waste management, water supply

Consultations are ongoing to resuscitate the dormant agreement.

City of Richmond, Virginia, United States of America

Strategy managementTechnical assistance in civil engineering and town

planning fieldsEconomic developmentEducation, culture and sportsPublic safety and police trainingEnvironmental healthExchanging of expertise between local universitiesFacilitating, reciprocal trade and tourismGeneral exchange of local authority expertise

Continuous follow ups are being pursued.


City of Berlin, Germany

Water and waste managementEconomic development and tourism, sports, art and

cultureYouth development

Continuous follow ups are pursued.

The table below presents key activities related to the active co-operation agreements during the

year under review.

Table 8.Co-operation Activities and Key Projects /Highlights on Active Agreements for 2017/2018

City Areas of Cooperation Key Highlights/Output

Bremen, Germany

1.Joint Student Exchange/Internship Program

2.Waste Management and Environment Management

3. Provision of Sanitation in informal Settlement

4. Urban Mobility Waste Water. Management

5. Climate Change Desk

Windhoek Student Mr. Chaze Sibeya and Ms. Ingrid Hakalume completed a 3-month fully sponsored internship in Bremen. Their Bremen counterparts will commence theirs in Windhoek in July 2018. Students are conducting a joint study on production of biogas from waste. Upon finalisation, they are required to submit their findings to the host Division of the City of Windhoek.

Installation of Bremen funded oil traps at Menarjovandu Industrial Stalls, Katutura.

Application for funding to the tune of €120,000 was launched and outcome expected in July 2018.

Exchange of technical experience in waste water plant management.

Windhoek representatives attended Bremen sponsored workshop on urban mobility.

A technical Action program was agreed upon to guide implementation of projects.

Application for a Bremen funded Climate Change launched to set up the Windhoek Climate Change Desk and capacity building.

San Antonio, Texas, United States of America

1. Water Management

2. Arts and Cultural Exchange, Tourism and Community Development

3. Trade and Investment Promotion

Exchange of expertise in water management between the San Antonio water systems and Windhoek’s Water Division. Exchange of visits and action plan agreed upon.

Participation of City of Windhoek representatives and Windhoek musical bands- Elemotho, Suzy Eises and Etondo in the San Antonio Luminaria Festival. Participation of the Mayor Windhoek in the San Antonio 300 year’s celebration. Exchange of information on establishment of River walks took place.

Windhoek hosted a Trade mission by San Antonio delegation. Business seminar held to explore investment opportunities. Ongoing discussions between San Antonio based company and City of Windhoek Electricity Department on renewable energy.


Nantong, China 1. Affordable Housing and Land delivery

2. Joint support Institutional Based co-operation

3. Trade and Investment

4. Culture Exchange and Tourism

Council approved collaboration with a Nantong municipal owned company, Nantong Sanjian Construction Group on affordable Housing and land delivery. Discussions on the joint venture are ongoing. Total investment of USD638 million has been pledged.

Co-operation between the Nantong University and Namibia University of Science and Technology. More than 40 Namibian students are studying at various Nantong universities.

Two Nantong business delegations paid visit to Windhoek to explore investment opportunities.

No activities.

Nanjing, China 1. Tourism and Culture

2. Training and development

3. Economic Development and Trade

No activities.

Scholarships for Windhoek personnel were pledged. Follow ups are pursued.

A business delegation visited Windhoek and held discussions with the Department of Economic Development.

Shanghai, China

1.Community Library

2.Technical Exchange on Foreign Relations

3. Urban Planning

4. Youth Development

Exchange between Windhoek community libraries and Shanghai Library continued.

Windhoek officials are invited to attend an annual Shanghai sister cities library conference in November 2018.

Shanghai Pukou District municipality foreign affairs delegation visited Windhoek, seeking co-operation with surrounding municipality. The delegation was accompanied to the recommended Town Council of Rehoboth. Shanghai invited Windhoek External Relations representative to a conference for sister cities in September 2018.

Shanghai invited Windhoek to send a technical representative on a fully funded urban planning workshop for sister cities in Shanghai in September 2018. SE: UPT will attend.

School based children greetings cards continued. Two Windhoek schools are participants in this program.

The City to City co-operation and international relations in general have provided an opportunity

for knowledge and experience sharing on key focal areas of the City’s strategic imperatives such

as inter alia Water Management, Renewable Energy (including exploration of waste to energy

initiatives), SMART Cities initiatives, and waste management. It is against this backdrop that the City

remains committed to fostering said relationships and establishing new avenues of co-operation.


5.7 Council Sub-committees and Councillors’ Forum

Section 26 (1) (g) of the Local Authorities Act 23 of 1992, in reference to the requirements of the

Management Committee provides as follows:

“(g) to exercise any power of the Local authority Council delegated to the management committee

by the local authority council under section 31,

…….and may establish from time to time such committees as it may deem necessary to advise it

on the exercise of any of its powers of the performance of any of its duties and functions and may

appoint such members of the management committee or such other persons as it may deem fit to

be members of such committees.”

It was against the above background that Council established various sub-committees focusing

on specific areas of concern. The term of office of members of the advisory committees runs

concurrently with the term of office of the serving Council.

The objective of the Council Advisory Committees is to provide political impetus and ease of

co-ordination of work of development initiatives between the political leadership and civic

administration structures. The specific role of the advisory committee is to provide advice and

information to Council on specialised matters, which relate to the purpose of such Advisory

Committees, to facilitate inputs on programmes and to assist in enhancing the quality of life of the

community, in line with the Sstrategic plan.

In addition, a Councillors’ 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

may also serve as a platform for Councillors to initiate submissions for formal consideration and

approval by Council.

The table below details the various Council sub-committees and respective focus areas.

Table 9.Council Sub-committees

Council Sub-committees

and Councillors’

Forum

Members Appointment Date Purpose 2017/2018

HighlightsImpact on

Strategic Plan

Councillors’ Forum

All Councillors 4 December 2015

Caucus/advisory platform where Councillors discuss and share ideas on current affairs affecting Council and issues of community interest. It is also be as a platform to initiate submissions for formal consideration by Council.

Approval to align Advisory Committees to Transformational Strategic Plan 2017 - 2022.

It allows for synergy and synchronization of efforts, thereby avoiding duplications and blind spots.


Provision of Basic Services in underserviced areas Committee

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

31 March 2016

To improve provision of quality potable water in the informal settlement; Provide sanitation facilities in the informal settlement.

Provision of extra standpipes water points, new toilets and refurbishment of the old toilets in the informal settlements.

Assisted in combating the Hepatitis B outbreak and enhanced the quality of life in terms of the availability of basic amenities.

Land Delivery and Affordable Housing Committee

Cllr M. Shiikwa(Chairperson)Cllr FN. KahunguCllr JE. Paulus

31 March 2016

Provision of affordable housing and making serviced land available.

Successfully dealt with the rezoning application backlog.

Backlogcleared

Improved Systems of Operations and Performance Committee

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

31 March 2016

Develop strategy for reducing waiting period in the handling of applications for land, SMART City Initiative, Implementation of Performance Management System, Implementation of Customer Care Charter, Identification and implementation of Revenue Enhancement Initiatives.

Implementation of the Performance Management system.

Enabled Council to track performance.

Promotion of Economic Development and Job Creation Committee

Cllr BE. Cornelius(Chairperson)Cllr MJ. Amadhila

31 March 2016

CBD rejuvenation Initiative to advocate for maintenance of buildings in the CBD, provide strategy for handling major development proposals, revive Mayoral Business Forum in conjunction with relevant stakeholders.

The refurbishment of business buildings in the CBD.

Improved the appearance of the CBD.

Clean City Initiative and Environmental Management Committee

Cllr J. Kauandenge(Chairperson)Cllr AK. Ashilelo

31 March 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 March 2016

Implementation of Indigent Policy to allow for a once –off Writing off of 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 and Consultative Governance Committee

Cllr I. Semba(Chairperson)Cllr Kazapua

31 March 2016

Organise meetings with Community Leadership Structures; political consultation, Stakeholders consultation.

Successfully conducted the community meetings.

Promoted public participation.

Food and Nutrition Security Committee.

Cllr FN. Kahungu(Chairperson)Cllr A. Niizimba

31 March 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 March 2016

Implement the Sustainable SUTMP under the MoveWindhoek campaign.

Improvement in the public transport revenue collection.

Boosted the organisational revenue.

HIV/AIDS and Other Life Threatening Diseases Committee

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

31 March 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 Transformational Strategic Plan.


Electricity Advisory Committee

Cllr I. Subasubani(Chairperson)Cllr TT. Uwanga

31 March 2016

Ensure security of electricity supply in Windhoek, electrify the underserviced areas.

Budgetary allocation for the electrification of the informal areas.

Provision of basic amenities to the residents.

Healthy Cities Programme Committee

Cllr Kazapua(Chairperson)Cllr LK. Kaiyamo

31 March 2016

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

Response to the Hepatitis B outbreak.

Contributed to the well-being of our residents.

Streets and Places Naming and Renaming Committee

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

31 March 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 and Recreation Committee

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

31 March 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 and Public Relations Committee

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

31 March 2016

To promote tourism and Culture in Windhoek, provide Public Relations related advice to Council.

Successful hosting of the Jazz Festival 2017.

Improved the image of the organisation.

International Relations Committee

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

31 March 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 synchronizsing the Council international relations activities in line with that of the central government.


Councillors’ Benefits Committee

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

31 March 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 and implementation of the Councillors’ pension scheme.

Contributed to the wellbeing of our residents/Councillors.

The Council Sub-committees’ overall performance is fair. However, 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.

5.8 Mayoral Report

In accordance with the Local Authorities Act (Act 23 of 1992), the Mayor is the political head of

Council and its Chairperson. As with all elected municipal leaders in Namibia, the Mayor and

Councillors of the City of Windhoek have no executive powers and perform their duties on a

part-time basis. The Mayor is assisted by a five-member Management Committee and the Chief

Executive Officer. Under current legislation, the role of the Mayor is largely ceremonial with an

adjacent political responsibility.

In the spirit of good governance and accountability, the Mayor reports back to public through

the Mayoral Annual Report. The said report is a reflection of the serving Mayor’s performance

and a demonstration of accountable governance. The report describes delivery against key

initiatives and statutory indicators during the year under review. It also outlines the administrations’

plans for improving service delivery. The Mayoral Annual Report is also a source of valuable public

information detailing the powers and duties of the Mayor and structure of Council.

5.8.1 Report Update

The year under review has been a period of political and economic challenges both in-country

and abroad. The world-wide economic down-turn was characterised by soaring inflation and

increasing fuel and food commodity prices. In an effort to buffer the impact of the economic

challenges, Council remained committed to improving the quality of life of all our people. A high

premium was therefore placed on the well-being of the Windhoek citizenry as highlighted in the

initiatives implemented below:

Adoption of a Five-Year Transformational Plan (2017-2022)

Write-off of pensioners’ municipal debts

Installation of prepaid electricity meters

Acceleration of basic municipal services in the informal areas

Council will continue to provide the necessary political leverage to address the prevailing

challenges of poverty, the housing shortage, unemployment, slow economic growth and rapid

Windhoek population growth and urbanisation. Council furthermore recognises the need for

a deepened sense of accountability, higher levels and quality of debates, and scrutiny of the

concept of governance.


Senior Superintendent NN NendongoActing Chief: City Police


6. CITY POLICE

Theme 1: GOVERNANCE Strategic Objective: Promote Duty of Care


6.1 Public Safety and Security – Crime Rate

Public Safety and Security is about keeping the community safe, improving the sense of personal safety in public spaces, and changing the perception of Windhoek as becoming an increasingly crime-prone environment. The use of technology will become increasingly important in augmenting existing policing efforts and reducing crime in specific hotspots.

% Reduction in Crime

Rate

7% 54% increase

The above target was derived from the previous year’s average of all total crimes (i.e. Violent

Crime-9% and Property Crime-9%) with the aim of reducing the crime rate in the year under review,

whereby 7% was deemed a reasonable target.

There is a 54% crime rate increase compared to the previous year’s crime reduction rate of 44%.

The reasons for the significant increase are due to the following crimes:

Murder, Armed Robbery and Business break-ins - which impacts the overall increase in crime

the most.

Graph 4. Factors Influencing the total crime Increase


The graph below reflects the comparative crime statistics per category for 2017 and 2018.

Graph 5.2017/2018 Comparative Crime Statistics per category

Compared to the 2016/2017 financial year:

Robberies decreased by 18%

Armed Robbery increased by 22%

Rape decreased by 61%

Murder increased by 42%

Attempted Murder decreased by 14%

Assault GBH decreased by 14%

6.1.1 Overall Violent Crimes per Quarter

The table below reflects the crime statistics for the period 1 July 2017- 30 June 2018 allocated per

quarter:

Table 10.Overall Crime Rate (2017/2018 1 July 2017 - 30 June 2018) per quarter

Q1 Q2 Q3 Q4

Overall crime rate decreased by 3%.



Overall crime rate remained the

same with 0%.

Even though the crime rates per quarter reflect a decrease from quarters 1-3 and remained the

same in quarter 4, the annual crime rate reflects a significant increase of 54% as indicated earlier,

predominantly due to murder, armed robbery and business break-ins.

The City will focus on formalising the informal areas by way of lighting, road infrastructure, and

modern technology (such as drones) and deploying resources (i.e. vehicles, radios, human

capital).


6.1.2 Property Crime

The graph below indicates the comparative property crime statistics for 2017 and 2018.

Graph 6.Property Crime

House break-ins decreased by 8%

Business break-ins increased by 115% (in Quarter 3: January-March 2018)

Theft out of motor vehicles decreased by 39%

Theft decreased by 14%

Theft of motor vehicles decreased by 9%

A downward trend in property crime was recorded during the year under review. This positive

trend is attributed to the various covert and overt operations deployed, in collaboration with the

Namibian Police Force (NAMPOL). In addition, enhanced community policing efforts, technology

(e.g. CCTV, night vision binoculars), Intelligence-led operations, weekly strategic meetings and

strategic deployments all contributed to the decreased property crime rate during the year under

review.


Moving foreward, the City will focus on formalising the informal areas by way of lighting, road

infrastructure, modern technology (e.g. drones) and resources (e.g. vehicles, radios, manpower)

to augment property crime prevention efforts.


6.2 Public Safety and Security - Road Safety

Public Safety and Security is about keeping the community safe, improving the sense of personal safety in public spaces, as well as changing the perception of Windhoek as becoming an increasingly crime-prone environment. The use of technology will become increasingly important in augmenting existing policing efforts and reducing crime in specific hotspots.

% Reduction in Car Crashes

10%5% reduction

The reduction in the road safety target (including vehicle accident/crash rate) remained 10% as

per the previous year’s target and is deemed reasonable.


The annual vehicle accident target of 10%, for the period ended 30 June 2018 was partially met

by a 5% reduction achieved compared to the 4% reduction rate of the previous year.

The table below shows the overall vehicle accident rate for 2017/2018.

Table 11.Overall Vehicle Accident Rate per quarter

2017/2018 Actual

Q1 (July-September 2017) Q2 (October-December 2017) Q3 (January-March 2018) Q4 (April-June 2018)

Overall crash rate increased by 13%.

Overall crashes rate decreased by 33%.

Overall crashes rate increased by 3%.

Overall crash rate remained the same (0%).

A downward trend of 5% in vehicle accidents was recorded during the year under review

compared to the previous year.

The graph below reflects the comparative road safety incidents for 2017/2018.

Graph 6.Road Safety Incidents

A downward trend was recorded in all road safety categories during the year under review,

largely due to the following reasons:

Increased random breath screening

Pay-day Operations (15th, 20th, 25th and 30/31st)

B1 road (western by-pass) operations: law enforcement and visibility

Weekly road watches in conjunction with Radio Cosmos 94.1

Weekly strategic meetings and deployments


The City intends to deploy the following next steps by way of sustaining the above downward

trend:

Acquiring more resources (i.e. vehicles, radios, firearms and manpower)

Improving road infrastructure (i.e. pedestrian walks and crossings)

Deploying modern technology (i.e. CCTV, DashCams and speed cameras)

Increased road safety education campaigns



6.3 Public Safety and Security-Dedicated Municipal Court

Refers to all municipal related contraventions of municipal by-laws which need to be heard in a court of law. The dedicated court is an initiative to speed up prosecution of all municipal related contraventions as opposed to having cases accumulate at the current magistrate courts (because they are not considered crimes serious enough to be prioritised).

Establishment of a dedicated court

30 June 2018

Done

The dedicated municipal court was proclaimed and commenced operations on 2 July 2018. An

MOU was signed between the Ministry of Justice and Council and will be in force for a minimum

of 10 years. As per the terms and conditions of the agreement, the new court deals exclusively

with by-laws and traffic-related offenses in the Windhoek Municipal Council jurisdiction. The

agreement also makes provision for two courts to deal with traffic and by-laws in the Windhoek

Municipal District. In addition, the Judiciary and Office of the Prosecutor-General requested

Council to provide special training on specific by-laws to the magistrates and prosecutors, to

ensure common understanding and subsequent appropriate case adjudication.


Administrative support will be rendered to facilitate the smooth-running of the Court. Members

of City Police will also be trained and seconded as prosecutors as part of future best practice

plans. This requires several amendments to, inter alia, the current statutory provisions (i.e. Criminal

Procedure Act, 1977, Act 51 of 1977, Police Act 1990, Act 19 of 1990, State Finance Act of 1992 -

revision of revenue sharing formula, and the Road Traffic and Transportation Act, 1999). The issue

of revenue-sharing needs further engagement and will receive priority during 2018/2019 as part of

the City’s Stakeholder Engagement Plan.


6.4 Public Safety and Security-By-laws

Refers to the total adherence to municipal by-laws from both the City as the enforcer and external stakeholders within the jurisdiction of the City’s boundaries. This includes traffic violations, fire safety code law enforcement and fines, outdoor advertisements, health and environmental contraventions.

% Compliance to By-laws

100% Done

The table below reflects the by-law non-compliance rates per quarter.

Table 14:Compliance to By-laws

2017/2018 Actual

Q1 (July - September 2017)

Q2 (October - December 2017)

Q3 (January - March 2018)

Q4 (April - June 2018)

Overall By-laws contravention rates increased by 3%.

Overall By-laws contravention rate increased by 29%.

Overall By-laws contravention rate decreased by 13%.

Overall By-laws contravention rate increased by 25%.


Compliance to by-laws for the entire year has decreased by 17% which reflects a negative

trend, especially in quarter 2.

The graph below reflects non-compliance to by-law statistics per category.

Graph 7.By-laws Statistics per Category

Non-compliance to by-laws increased during the year under review due to the following reasons:

Mushrooming of shebeens in residential areas

Uncontrolled municipal open areas

A lack of trading markets and/or markets not strategically located

Economic hardship


The City will strengthen synergies between by-law custodial departments and lift the moratorium

on shebeens.

6.5 City Police: Funding Secured from Central Government

Funding for City Police remains a challenge with a target of N$100 million set for the year under

review. Proposed amendments to the Police Act (1990) regarding the subsidy to municipal police

services, crime prevention operations and activities were made and submitted to the Minister of

Safety and Security through the Inspector-General of NAMPOL.

6.6 Priorities for 2018/2019

Concerted efforts will be made through the Ministry of Urban and Rural Development (MURD) to

ensure that the proposed Amendment Bill is passed through Parliament. The City will also engage

the said Ministry regarding Government assistance in availing N$100 million annually, pending the

passing of the Amendment Bill.


Mr. P van RensburgStrategic Executive: Urban & Transport Planning


7. URBAN AND TRANSPORT PLANNING

Theme 1: FINANCIAL SUSTAINABILITY

StrategicObjective:ImproveEfficienciesinUrbanPlanningandPropertyManagement


7.1 Building Plan Approval

The Building Plan Approval KPA refers to the improvement of the building plan approval process within the regulated period. It extends to building inspections, compliance certificates, and risk management and legal issues as stipulated in the City’s Building Regulations and Town Planning Scheme. Furthermore, in an effort to ensure that best practices are executed, it is imperative that the City is adequately capacitated to ensure the adaptation to new and innovative approaches in the building industry.

% Building Plans Approved/Disapproved within 28 Days.

90% 90%

During recent years the City of Windhoek has been plagued by poor performance, particularly in

the planning department itself, in so far as the processing of planning applications was concerned.

As at 1 July 2017 the City had a backlog of just under 500 applications dating back to 2010 which

were partly or not processed at all. The direct implication was that proposed city development

was blocked to the extent that land use change applications were not finalised. This led to an

outcry by the development sector as well as the planning fraternity who approached the MURD

to approve these applications in the absence of input by the City of Windhoek as the responsible

Local Authority in terms of Planning Ordinance 18 of 1954.

An urgent action was launched to this effect in order to halt the joint application to MURD in lieu of

an undertaking to finalise all outstanding applications within a reasonable period. A detailed work

programme was drawn up to this effect to deal with the outstanding applications and finalise

all of them before end June 2018. At the same time internal procedures for dealing with such

applications were revised to ensure a smoother and quicker processing of applications, but more

importantly to ensure that such a backlog does not recur.

The new application review process was launched in September 2017 and, after an initial test

period of six months, has been refined and is running as a stable process.

The development sector was similarly severely strained due to the slow processing of building

permit applications. At the start of the period under review (1 July 2017), the building control

division had a backlog in permit applications still in circulation of approximately 2000 submissions.

Many of these submissions were returned to the owners for corrections but, still reflected as

open cases on the tracking system. Once these were cleared a backlog of around 700 active

applications had to be dealt with.

The same exercise of internal process review was launched to minimise processing times and

improve the tracking of applications with the aim of finalising all applicable applications within

the 28 day window allowed under the City of Windhoek Building Regulations. For this purpose the

tracking system was customised through the ICT department to actively track processing times

and report on these as a monthly indicator which could be monitored for improvement.


A further focus was on the timeous carrying out of inspections as required for building operations

and compliance assurance. Targets of 48 hours for the carrying out of building inspections after

official request, and 10 days for the completion of compliance inspections and certification, were

set and processes put in place to ensure that the respective targets are being met.

As a final transformation to the activities of the City, the enforcement of the Windhoek Building

Regulations was revamped to ensure that all reported transgressions were inspected, the

transgressors notified, and follow-up inspections launched within the required 28 days. with a

final hand-over to legal division for prosecution where necessary. In addition, internal procedures

were streamlined whereby greater accountability was assigned to plan scrutinisers. This not only

sped up the process significantly, but allowed for more accurate tracking and now allows for a

maximum 28-day turn-around time on applicable building permit applications.


The City’s priorities for Building Control are:

Establishing electronic archiving of building files

Resolving staff issues in terms of discipline and vacancies

Updating Building Regulations

Improving Customer Interface


7.2 Land-use Management - Town Planning Applications

The City is responsible for evaluating and guiding land-use changes within the local authority area. The Town Planning Scheme as well as the Development Area Policies determine the land uses for erven and how these land uses may be changed.

Modern urban planning and land-use management need to meet different and sometimes conflicting demands from various land users and sectors of urban citizenship. For example, the commercial sector demands faster and more accommodative urban land-uses and changes in land use (i.e. drive for mixed land use). The demand for stable and secure residential spaces from the residential sector is ever increasing. Some solutions include, but are not limited to, the following:

Well-planned and integrated, well-conceived layout plans, based on sound layout planning principles.

Urban land-use and development policies that guide development and achieve solutions for the densification of city populations and economic upliftment.

Management of land-use change through appropriate land-use change policies and plans.

The City’s focus over the strategic period will be to optimise its role proactively in determining plans and policies, setting and guiding land uses in different areas, and managing the change of land uses in different areas.

Finalisation of Town planning Applications

Six months

Six months


The current status of planning applications is that the entire backlog was abolished by the end of

March 2018. Meanwhile the new process has been firmly established and is processing applications

in line with Council policy within three to four months, while applications where public objections

have to be considered by the City are finalised within six months of submission.

In addition a significant effort was made to restore relationships with the rest of the planning

fraternity. Regular engagements with the MURD, in particular the Namibia Planning Advisory

Board, are taking place to ensure that objectives are aligned and mutual support is forthcoming.

In a similar vein engagement with the private planning sector is being actively pursued through

the collective body; the Namibian Institute of Town and Regional Planners as well as one on one

engagement with planning consultants to assist in resolving issues and grievances from the past.

New building permits were processed during the year under review in line with the 28 day target

and new procedures laid down. 95% of new building permits were processed, with the backlog

cleared by the City of Windhoek. Many re-submissions remain outstanding, however.

Building inspections are carried out within 48 hours at 95% reliability. Similarly, compliance

inspections are executed in line with the set target for service delivery.


Stabilise new planning processes.

Establish and consolidate enforcement action.

Resolve vacancies and enable key functions.

Review of Windhoek Town Planning Schemes.

Strengthen relationships with external planning sector.

Improve Customer Interface.

The strategic objective aimed at Improving Inefficiencies in Urban Planning and Property

Management has been effectively met in both the target areas primarily aimed at improving the

turn-around time of applications as well as clearing a long-standing backlog.

8. STRATEGIC FUNDING (PUBLIC TRANSPORT - ACQUISITION OF BUSSES)


Strategic Objective: Secure Strategic Funding


8.1 Strategic funding (Public Transport - Acquisition of Busses)

The Strategic Funding KPA seeks to obtain funding from external markets (through commercial banks or financial institutions) for the implementation of strategic projects in line with national development goals.

Public transport: acquisition of buses

N$ 8 million

N$ 0


As yet, no funding has been secured for public transport. The forecasted capital costs for planned

improvements to public transport in Windhoek over seven years (2016-2022), totals N$1.23 billion,

with operational costs totalling N$1.59 billion.

System revenue is expected to total N$960 million, which represents 34% of total costs and 60%

of operational costs. This leaves a projected shortfall of N$1.86 billion (66% of total costs) over the

period which needs to be covered by other revenue sources, including a public transport grant

from Government.

Public transport is still in its infancy trying to outgrow the stigma of being a “workers” transport

service. Although much time and effort has been spent on repositioning the current bus service

proposition, very little has been implemented mainly due to the lack of funding for bus operations.

Current income from fare-box recovery, funds less than 10% of the operational expenditure which

poses a significant challenge. In addition, the intensive capital programme necessary to launch

the bus service into a fully-fledged public transport system presents an equally daunting challenge.

Even at maximum current operational efficiency, fare-box recovery is not projected to recover

more than 20% of operational costs, mainly due to the low affordability levels of the primary user

group.

Current operations are performed on the basis of a morning and afternoon service, running on

seven bus lines and a number of traditional routes. A critical shortage in the availability of busses

and bus drivers severely hampers operational efficiency which rarely achieves more than a 60%

reliability rating on the routine bus routes followed.

Obtaining a sustainable funding solution remains key to the implementation and growth of a Public

Transport System for the capital city Windhoek. Public transport has significant socio-economic

and environmental benefits which justify investment and ongoing subsidisation from the public

sector. These benefits usually outweigh the associated costs. Initial studies concluded that an

average household in Windhoek will save approximately N$700 per month, if the new bus system

is implemented according to the SUTMP recommendations. The overall project therefore presents

a significant opportunity for poverty reduction and Central Government will have to be engaged

and convinced to provide the necessary long term funding.


Theme 2: SOCIAL PROGRESSION, ECONOMIC ADVANCEMENT AND INFRASTRUCTURE DEVELOPMENT

Strategic Objective: Provide Smart public transport


8.2 Public Transportation

The KPA refers to the provision of an efficient, integrated and inter-modal transportation system that:

Creates a quality urban environment..

Improves resilience and resource efficiency.

Positions Windhoek as a global leader in innovative solutions to transport challenges, to reduce congestion and manage land-based public transport..

Ensures that Windhoek has an efficient public transport system that supports economic growth, development and social inclusion.

A non-motorised transport strategy for Windhoek was developed to cater for:

The most urgent implementation of new pedestrian infrastructure for the safeguarding of existing pedestrian infrastructure.

Medium-term implementation which involves the development of a feasible pedestrian and cycling network.

Long-term implementation comprising a comprehensive non-motorised network and services for Windhoek.

% Progress vs. SUTMP

50% 10%

The City is growing rapidly and the population is expected to double over the next 15 to 20 years.

The primary modes of transport in Windhoek are walking, commuting by taxi and by private motor

vehicles. Taxi services comprise a fleet of approximately 7, 000 sedan vehicles. The Council-owned

bus service also provides public transport, with a fleet of approximately 70 busses.

The City’s passenger transport system is characterised by:

Rising traffic levels and congestion.

Poor quality public transport alternatives.

A record of poor road and transport safety.

The majority population being unable to afford private cars and who struggle to afford public

transport (on average, low income earners spend 24% of their disposable income for their

transportation needs).

The SUTMP for Windhoek was developed in 2013 with the aim of improving public transport and

non-motorised transport in the City over a 20-year period (2012-2032). The SUTMP addresses the

technical, institutional, regulatory and financial requirements to achieve a high quality network

for the City. Four study areas include Windhoek Proper, the satellite towns of Rehoboth and

Okahandja and the Hosea Kutako (Windhoek) International Airport.


The SUTMP was further refined by means of a Pre-feasibility Study and Corporate Plan developed

in 2015. The Pre-feasibility Study focussed on the technical and financial requirements for the

implementation of the rapid public transport network in Windhoek, while the Corporate Plan

provided recommendations for the restructuring and improvement of the existing Council-owned

bus service.

The proposed network for Windhoek includes 9 urban bus lines and the phased rollout of 5 high

capacity lines. The high capacity lines are focussed on the corridors which link the dense residential

areas north of the City to the Windhoek Central Business District. The operationalisation of the

first high capacity line is scheduled for a long-term date of 2022 and consequently, the current

implementation efforts focus on restructuring and improving the existing bus service.

The forecasted capital costs for planned improvements to public transport in Windhoek over

7 years (2016-2022) totals N$1.23 billion with a further total operational cost of N$1.59 billion.

System revenue is expected to total N$960 million, which represents 34% of total costs and 60%

of operational costs. This leaves a projected shortfall of N$1.86 billion (66% of total costs) over the

period 2016-2022 which will need to be covered by other sources of revenue, including a public

transport grant from Government.


Secure funding for the acquisition of busses (N$8 million)

Finalisation and implementation of structural reform

Procurement and partial implementation of new ticketing system and associated technology,

and public transport management system

Design of Interim upgrading to the central bus station

Launching of a study into facilities for private and long distance taxi operators

Launching of a study into bus facilities and associated income streams

Launching initial studies into central bus depot and related support facilities

Despite several studies conducted and development of a masterplan aimed at introducing Public

Transport in Windhoek, the reality remains elusive in the absence of sustainable long term funding

from the Central Government. Support grants from foreign government agencies have been

responsible for much of the groundwork with negligible implementation. Support grants alone

cannot be expected to launch the ideal of establishing a sustainable Public Transport System for

Windhoek to render the much needed social support and boost the economy.


Mr. OA HekandjoStrategic Executive: Electricity


9. ELECTRICITY

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

power outage on 4 June 2018 (attributed to equipment failure on the bulk supplier, NamPower’s

network), the City’s electrical network has generally performed well, with minimal outages 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 314

The City has 88km of 66kV lines, 620km 11kV lines, 11 load centres and1,500 mini-subs

The City is fed from a single bulk supply point at the Van Eck Transmission Substation with a

capacity allocation of a 190MW.

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

demand using a Ripple Control system

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

944,430,605 kWh

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

and objectives as follows:


Strategic Objective: Ensure Revenue Enhancement and Protection


9.1. StrategicFunding(Electrification)

The Strategic Funding KPA seeks to obtain funding from external markets (through commercial banks or financial institutions) for the implementation of strategic projects in line with national development goals.

N$ Funding for Electrification

N$350 million

N$100 million

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

thereby increasing access to basic services. A total of N$18 million is allocated for the 2018/2019

financial year for the project.


9.2 Revenue Collection

The Revenue Collection KPA ensures that all revenue received by the City, including revenue received by any collecting agency on its behalf, is effectively collected and protected in line with services provided to customers.

# of Electricity Meters Converted to Prepaid

500 346


The Revenue Protection Plan was approved on 25 January 2018 and the Revenue Protection

Committee has been constituted and periodically meets to ensure revenue protection.

The contract to convert post-paid meters to pre-paid meters was awarded to 2 contractors to

carry out installations. Over 500 pensioner-owned homes were visited of which only 346 pensioners

agreed to be converted from post-paid to pre-paid. Efforts and plans are currently being

formulated to expedite the process in the 2018/2019 financial year.


9.3 Renewable Energy

The Renewable Energy Generation KPA aims to reduce the City’s reliance on NamPower generated electricity by allowing consumers to generate their own electricity through small-scale embedded generation, and for the City to invest in its renewable energy plant to generate electricity.

Megawatts (MW) of new small-scale Embedded Generation

7MW 15.1MW

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

(PV) installations at customer level by means of Net Metering, which increased to 13MVA. An

Expression of Interest for a total of 25MW of PV Solar Plant has commenced and the investigation

of waste-to-energy is ongoing.

Theme 2: INFRASTRUCTURE DEVELOPMENT

Strategic Objective: Increase capacity of electricity supply


9.4 Increased Electricity Supply

Electricity demand forecasts indicate that the existing installed capacity at NamPower’s single-supply point to Windhoek of 160 MVA and the Van Eck transmission substation of 220/66 kV, is expected to be surpassed by 2020. In the meantime, due to the reduction of load fed from Van Eck by NamPower, the City has managed to secure an additional 30 MVA capacity from NamPower’s existing Van Eck bulk supply point, therefore ensuring security of supply beyond 2020. The City is under pressure to bring new capacity online by the said date. The City therefore, intends to increase the existing capacity by an additional 50 MVA, bringing the total available supply capacity to 210 MVA. This additional capacity will be made available by NamPower from a new second bulk supply point to be established in Windhoek.

Increased MW Capacity

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

160MW n-1 supply to 190MW

190 MW

% Demarcated Households in Informal Settlements with Access to Electricity Services

90%/

500 (auxiliary

installations)/

N$20 million

0# of Pre-financed Connections

Reticulation in Informal Areas Subsidised


9.4.1 Second Bulk Power Supply Point

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

by an additional 50 MVA, as part of the City’s Distribution Masterplan. This will ensure the City’s

security of power supply to existing and future consumers. The demand forecast is now part of the

masterplan review exercise which has commenced with network studies being conducted. The

masterplan report and PV integration studies are planned for completion by the end of July 2018 with the view to request the second intake to NamPower in August 2018.

9.4.2 Lafrenz Load Centre

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

in order to supply extensions of Okuryangava Township and the Lafrenz industrial area, is also

scheduled for 2018/2019.

9.4.3 Internal network upgrades

Various internal network upgrades were recorded to accommodate growth and increased

access to electricity services.

9.4.4 Pre-financedconnections(auxiliaryconnections)

Council plans to provide 500 houses with electricity within the informal areas of Havana Proper,

Okahandja Park 2 and parts of Extension 1, 2 and 3. A total of N$5.6 million has thus far been spent

on the project.

Engagements with the affected communities have commenced in order to identify individual

structures to be electrified. The first inception meeting with the contractor took place and a revised

work programme for the two informal areas (Havana Proper and Okahandja Park) was submitted.

The contractor site was identified, with surveys and line setting exercises currently underway.

Excavation for the ABC networks has also begun and the poles for the ABC lines are expected to

arrive soon, with the cables expected to arrive towards the end of August 2018. All MV material

has been reserved and placed in storage. Due to the prolonged procurement process this project

was significantly delayed at first, but is now progressing well.


Electrification of informal areas

Conversion of credit meters to prepaid meters

Upgrade of existing network to cater for additional loading requirement

Upgrade of the SCADA system to enhance remote communication, operational effectiveness

and efficiency

Human Capital Development

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.


Mr. R KandjiriomuiniStrategic Executive: Information & Communication Technology


10. INFORMATION AND COMMUNICATION TECHNOLOGY (ICT)

Theme 1: GOVERNANCE and FINANCIAL SUSTAINABILITY

Strategic Objective: Provide smart ICT services


10.1Wi-fiAccess

The KPA focuses on the investment in public Wi-Fi services in support of the communities that the City serves. Some of the objectives include the following:

Closing the Digital Divide: Many residents have smartphones, therefore access to free public Wi-Fi points would provide them with access to free Internet connectivity.

Not Being Left Out: The implementation of public Wi-Fi enables communities, tourists, visitors and the business fraternity who would otherwise not be able to afford and access Wi-Fi, to now tap into the World Wide Web.

Discovery and Innovation: Free Wi-Fi access enables communities to innovate and create new products and services.

# of Public Wi-Fi Access Locations Commissioned

5 0

# of Municipal Buildings Wi-Fi Access Commissioned

2 3

10.1.1 Public Wi-Fi Access Locations Commissioned

The target of 5 public Wi-Fi access locations commissioned is dependent on the appropriate

business model for the monetisation of the City’s Optic Fibre - a project that was commissioned

during the second quarter of 2017/2018. An Expression of Interest has been advertised and the

selection process is 95% complete.

10.1.2 Municipal Buildings Wi-Fi Access Commissioned

The target of 2 municipal buildings with Wi-Fi access was exceeded, with 3 buildings receiving

Wi-Fi, namely:

Head Office

New Building

ICT and Finance Buildings (including Cash Hall)


The following municipal buildings are targeted to receive Wi-Fi access during the 2018/2019

financial year:

Human Resources Building

Electricity Department

City Police

Bulk Water and Waste Water

Emergency Services (PA de Wet)



10.2 Business Systems

The KPA seeks to transform the use of digital technology and move towards becoming a SMART City by 2022. To achieve this, the City intends to explore various options such as:

Investment in digital infrastructure.

Growing the digital economy.

Emphasising digital inclusion.

Enhancing digital capabilities so that Windhoek becomes the preferred destination for technology start-ups in the country.

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

3 7

% ERP Projects from Pre-projects to Inception Phase

Phase 1-100% /Phase 2-15%

10%

ICT Systems Audits Completed

1 0

10.2.1 Improved Processes to Level 1 - Governance of Enterprise IT (GEIT) Programme Implementation

As at 30 June 2018 a total of 7 processes implementing ITIL were rolled-out and automated,

exceeding the set target of 3. These processes were as follows:

ICT Change Management Process

ICT Service Management

Configuration Management Database

Problem Management

Incident Management

Service Level Agreement Management

Service Catalogue, Knowledge Base.


Moving forward, the ICT Governance Charter is due for sign-off by the CEO in 2018/2019. ITIL

processes will be implemented and automated through a Managed Engine over the strategic

planning period 2018 2020. The COBIT implementation plan commences with a scoping exercise

to take place in 2018/2019 financial year, with implementation planned as follows:

30% in 2019/20

60% in 2020/21

100% in 2021/22

The 7 ICT Policies/ Baseline Control Standards (currently in draft form) will be finalised by the

end of quarter 1 of 2018/2019


10.2.3 Enterprise Resource Planning (ERP)

The project (process mapping and optimisation exercise) did not materialise in 2017/2018 as a

budget was needed to commit resources. The project was however approved for implementation

in the 2018/2019 financial year.

10.2.4 ICT Systems Audits Concluded

No audit was conducted for the year under review as there was a need to first define the ICT Risk

Register which was not completed as part of the Corporate Risk Register exercise, pending the SE:

ICT appointment. An audit is scheduled during the 2018/2019 financial year.


10.3 Business Continuity - (Completion of Data Recovery - DR Site)

The Business Continuity KPA refers to the internal efforts to ensurethat the capability exists to continue essential functions in response to a broad spectrum of emergencies or operational interruptions. Business continuity is an ongoing process that is driven in part by growth and change in information systems, staff members, and mission critical needs. Operational interruptions may include the following:

Routine business renovation

Maintenance

Mechanical failure

Over-heating of other building systems

Fire and extreme weather or other acts of nature

Failure of ICT systems and telecommunications due to malfunction or cyber-attack.

Completion of Data Recovery (DR) Site

100% 100%

E-Venus is in data recovery (DR) at this stage.


A formal DR test will be conducted during the 2018/2019 financial year followed by a DR test

which will become an annual exercise. The actual DR Site design will be completed in 2018/2019

and construction will commence in the 2019/2020 financial year.


10.5 Paperless Business Environment

The paperless business environment KPA is aimed at driving operational efficiency by way of gradually moving from manual to automated business processes and ultimately reducing costs, paper wastage as well as promoting environmentally friendly business practices.

50% Implementation of e-Council Solution

50% 50%


The 50% target implementation of e-Council was achieved. The training that was initially planned

for quarter 4 depended on the finalisation of the procurement process of laptops for Councillors

who do not have Council laptops.


New laptops for Councillors are being procured, on which e-Council will be configured followed

by training provided to Councillors.

The year under review served as a pilot year to assess immediate to medium-term ICT needs with

the applicable budgetary allocations made for the 2018/2019 financial year. The past year has

yielded promising prospects in line with ICT best practices and a number of ‘quick-wins’ were

realised.

The monetisation of the Optic Fibre Project evolved during the second half of the 2017/2018

financial year and is expected to have a significant impact in unlocking the City’s revenue

generating opportunities and customer service offerings.


Mr. FN HambudaStrategic Executive: Economic Development & Community Services


11. ECONOMIC DEVELOPMENT AND COMMUNITY SERVICES Theme 1: GOVERNANCE AND FINANCIAL SUSTAINABILITY

Strategic Objective: Promote Duty of Care to the Organisation

The Mayor and Municipal officials are at the forefront of dealing with the impact of possible

emergencies or disasters ranging from small and medium to less frequent large-scale events that

arise from natural or man-made hazards. Climate change and extreme weather conditions are

likely to increase the City’s exposure to hazards and risks. Less obvious is the fact that business as

usual development practices may also generate complex environmental changes and contribute

to increased risk unless these are anticipated and remedial measures are taken.

Being the first responders during emergencies or potential disasters, the City is faced with wide-

ranging responsibilities that demand certain capacities to deal with them. This is accomplished

by setting up early warning systems and establishing specific disaster/crisis management

organisational structures. In many cases, a review of mandates, responsibilities and attendant

resource allocations are acutely needed to act on these challenges.

It is important to consider the element of risk in order to understand how disasters unfold. The human

and asset exposure to and level of vulnerability to hazards such as floods, fires, earthquakes, motor

vehicle accidents and/or disease outbreaks for example,, of the exposed population or assets.

These factors are not static and can be improved upon depending on the organisational and

individual capacity to cope and/or act to reduce risks and increase resilience. Development

patterns can also increase exposure and vulnerability in the social and environmental realms and

therefore create new risks.


11.1 Public Safety and Security: Disaster and Emergency Resilience

The KPA refers to the level at which the City is able to assess, anticipate and establish early warning systems and responses to disasters/crises and thereby mitigate exposure to the various associated social and environmental risks.

% Disaster and Emergency Risk Resilience vs. Plan

100% 51%

An assessment conducted by the United Nations International Strategy for Disaster Risk Reduction

scores the City disaster resilience at 51% due to the following reasons:

Reduction in infrastructure and urban development resilience (i.e. growing informal settlements)

Insufficient first responder vehicles, tools and equipment

Financial capacity for resilience

The need for a Disaster Risk Management Centre (i.e. emergency operations centre to deal

with most probable and most severe scenarios)


11.1.1 Hazard Responses

The graph below reflects all the hazard responses during the year under review.

Graph 8.Hazard Responses (2017/2018)

A total of 9,266 incidents were recorded during the year under review compared to 7,605

incidents recorded in 2016/2017

Fire incidents remained at 6

It should be noted that there is a significant increase in the “No Service Rendered” category

which may be due to the shortage of necessary information or lack of funds to pay for services,

and assessments on the scene that determine that no intervention was needed

There was a high volume of ambulance emergency incidents during the year under review

which resulted in a 4% increase in ambulance-related incidents compared to the previous

the year. This is due to population growth, mostly in informal areas thereby increasing the risk

of hazards caused by the poor socio-economic circumstances prevalent in these areas. (e.g.

poor health and assault incidents). The increase is also attributed to the fact that the Ministry

of Health and Social Services no longer provides these services in the affected areas.

14% of dispatches on calls received resulted in no action upon arrival at scene, due to false

alarms, refusal of treatment or calls attended by private operators.

525 40 1261,305

7,270


11.1.2 Fire Incidents

The following graph and chart reflect the fire incidents for 2017/2018:

Graph 9.Fire Categories

Graph10.Fire Incidents; Informal and Formal Dwellings

As illustrated in the above chart, grass fires were the highest in the fire category at 54%. The high

number of grass fires could be due to the poor rainfall experienced country-wide over the past

years, which led to dry vegetation which is more susceptible to rapid ignition. However the

high grass fire incidents were not extensive and did not require major operational intervention.

No major grass fire incidents were recorded in the outskirts of Windhoek.

Informal dwelling fires (shack fires) are the second highest at 22% which is an increase of 15%

compared to the previous year. Most of these incidents occurred in the informal or unplanned

areas without infrastructural development.

22%

10%

54%

7%

4% 3% 0%

Informal Dwellings Formal Dwellings Grass Fires Vehicle Building Electrical Thatch Roof


The following graph depicts the shack fire incidents for 2017/2018:

Graph 11.Shack fire statistics in the informal settlements

The table above indicates the occurrence of informal dwelling fires over a 12-month period.

A high number of fires was recorded in September and December 2017 and June 2018 (possibly

due to the effects of winter that run from June to September every year). During this period, informal

settlement residents tend to make fires inside their dwellings to keep warm.

The high number of incidents in December 2017 could have been due to the festive season and

associated high alcohol consumption.

11.1.3 Disaster Risk Management Schools Initiative for 2018

The programme that runs from October 2017 until July 2018 was successfully concluded with a school

quiz competition event. So far 95% of the schools within the Khomas Region have been covered.

11.1.4 Emergency Preparedness Planning for Public Institutions

Emergency Evacuation Drills:

Drills were successfully concluded at 16 schools and 8 organisations (e.g. Coca-Cola, Namibia

Diamond Trading Company, Road Fund Administration, Bank of Namibia, Total Namibia Depot, Multi-

Choice Namibia, Wernhill Park Shopping Mall, and New Era Publications).

Community Risk Assessment:

First phase: The assessment in the informal areas was completed and a report will be finalised in the

first Quarter of 2018/2019.

Community Outreach Programme

Community safety awareness engagements and distribution of fire safety brochures with information

on different hazards with specific focus on informal settlement fires, floods, formal structures and grass

fires were conducted. The programme was conducted at 9 different locations and 990 residents

were reached.


11.1.5 Fire Safety Inspections and Fitness Renewals

The table below reflects the fire safety inspections conducted and subsequent fitness certificates

applications processed.

Table 12.Fire Safety Inspections: Applications and Renewals for Fitness

Applications Approved Not Applicable Rejected Tentative Incomplete Total

6,732 5,974 64 94 54 54 6,732

11.1.6 Building Plan Reviews

The table below reflects the building plans reviewed.

Table 13.Building Plans Processed

Plans received Approved Pending approval

Site inspectionCompletion and Compliance Total

1,779 1,079 691 145 1,779

11.2 Emergency Response and Assistance

During the year under review the Disaster Risk Management team attended to a total of 58

incidents affecting 299 residents as detailed in the Figure below:

Graph 12. Emergency Assistance Rendered

11.2.1 Review and Update of Disaster Risk Management Plan

The reviewed draft plan is ready for consultation with other departments before submission to

Council for approval, during the second quarter of the 2018/2019 financial year.


11.3 Call-outs per Zone

The graph below reflects the percentage of call-outs recorded per zone:

Zone 1 Zone 2 Zone 3 Zone 4

Dorado Park Goreangab Eros Park Khomasdal

Hochland Park Havana Klein Windhoek Pioneerspark

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

Graph 13.Call-outs per Zone

The highest number of emergency call-outs were in Zone 2 measuring 74% of the total calls.

Zone 2 consists mostly of unregistered informal settlements such as Eehambo Dha Nehale,

8ste Laan, 7de Laan, Ounongouye, Ondelitotela, Ongulumbashe 1 and 2, Havana Illegal

(Peter Nanyemba), Okahandja Park, Havana (Cuba), Onyika, Kilimanjaro, Havana Illegal

(Brenden Shimbwaye). These areas recorded a high population, unemployment, poverty and

substance abuse rate and are considered most vulnerable to all types of risks within the zone.

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. The low number of callouts in zone 1

and 3 is attributed to the fact that risk compliant building standards and land use planning

principles are applied and enforced.


There are a number of projects that would enhance the effectiveness of the City’s emergency

and disaster resilience rating, such as establishing the Disaster Risk Management Centre, a Mobile

Community Education and Awareness Unit, upgrading the emergency control centre and a

mobile incident command vehicle. However given the funding and staffing challenges, the City

has prioritised the following projects for 2018/2019:


Second phase of the Community Risk Assessment in formal areas which will complete the City-

wide Risk Assessment exercise

Approval of the Disaster Risk Management Plan

Development of the City of Windhoek’s Disaster Risk Profile

Plans and designs for Groot Aub and Ongos fire stations

Full-scale emergency simulation exercise


Strategic Objective: Secure Stakeholder Funding


12.1 Strategic Funding: Emergency Services (N$ 85 million)

The Strategic Funding KPA seeks to obtain funding from external markets via commercial banks or financial institutions for the implementation of strategic projects in line with national development goals.

Funding Secured from Central Government. (N$)

N$ 85 million

0

This initial target was set with the aim of engaging Central Government on Emergency Services

operational costs which require Government subsidy/funding. The subsidy is payable to the City

as per provisions of Section 12 of the Local Authorities Fire Brigade Act, 2006 (Act No. 5 of 2006). In

hindsight, it was unrealistic to attach a figure to the subsidy as the percentage will be determined

via the mutual agreement.


The above KPA now falls under the Finance and Customer Service Department with the strategic

objective amended to: “Secure Government Subsidy”. Finance will prepare the required income

and expenditure statements and henceforth assume ownership of future engagements pertaining

to the above.

Strategic Objective: Ensure revenue enhancement and protection


13. Revenue Collection: Rental Income Collected (leases)

The KPA ensures that all revenue received by the City, including revenue received by any collecting agency on its behalf, is effectively collected and protected in line with services provided to customers.

% Rental Income Collected (Leases)

90% 120%


The table below reflects the comparative breakdown of revenue collected for all four quarters of

2 017/18 which amounts to an average total income percentage of 120% for the year.

Table 14. Revenue Collected (Leases)


The following key strategic documents which will articulate Council’s interventions in advancing

economic development, are in the process of being finalised in 2018//2019:

Development of the Targeted Windhoek Tourism Development Strategy

Development of the Windhoek Economic Development (WED) Strategy

Development of the Windhoek Investment Promotion and Incentives Strategy

Development of SMME Policy

EDCS Total Revenue Collection

Average %

Income

Q4 Q3 Q2 Q1

Actual Budgeted Actual Budgeted Actual Budgeted Actual Budgeted

Commercial Leases Total (Fixed-term and ad hoc)

138.8%1,464,079.00

(127.75%)1,146,000

1,275,637.00 (129.63%)

984,0001,235,572.00

(161.72%)764,000

1,426,508.00 (136.20%)

1,047 324.99

Outdoor Advertising Total (Fixed-term)

1,980,188.00(143.5%)

1,380,0001,535,954.00

(111.30%)138,0000

1,665,630.80(181.0%)

920,0001,687,382.00

(111.6%)1,512 499.98

Rental Collection (Informal Markets)

111.2%510,848.22(118.1%)

432,711568,486.90(131.4%)

432,711453,939.44(104.9%)

432,711454,622.07

(90.2%)504,208

Rental Collection (Industrial Stalls)

84.2%355,398.60

(76.8%)462,673.

237,298.48(51.3%)

462,673.20447,405.80

(96.7%)462,673

518,431.05(112.1%)

462,673

Tourism (Zoo Park)

129.0%43,200.00

(72%)60,000

40,800.00(177.4%)

23,00045,600.00

(150%)30,400

35,000.00 (116.7%)

30,000

Total income per quarter 4,353, 713.82 3,658, 176.38 3,848, 148.04 4,121, 943.12

Total average percentage

income generated per

quarter

107.6% 120.2% 138.9% 113.4%


13.1.2 Market Upgrades

The following markets were upgraded during the year under review:

Nanghenda Kaduuluma

Okahandja Park

Lyeeta and Post Street Mall

There are, however, pending matters that need to be addressed at Nanghenda Kaduuluma and

Lyeeta Markets requiring additional funding.

13.1.3 Capital Projects for 2018/2019

The markets listed below have been identified for upgrading, dependant on the allocation of the

required funds. A total of N$ 3 million was requested in order to implement the project in phases:

Safety matters at the markets: Proper investigation of fire safety equipment such as fire hydrants

at the markets.

Eliaser Tuhadeleni Market

Tukondjeni Market

Eveline Street Market (Onghendambala Market)

Ceaser/Nanghenda Kaduluuma Market

Oshetu Community Market

Twahangana Market

Katutura Hospital

Soweto Market

Okahandja Park Market

Lyeeta Market

Northern Industrial Area Market

Pioneerspark Market

Stokes Street Market.

Theme 2: SOCIAL PROGRESSION

Strategic Objective: Empowerment of Youth, Orphans and Vulnerable Persons (OVPs)


14. Youth, Orphans and Vulnerable Persons (OVPs)


% Rental Income Collected (Leases)

80% 120%


The City is tasked with the responsibility of ensuring that social welfare services are accessible

and affordable to all. In this regard the City co-ordinates and facilitates the provision of social

welfare services in the community, advocates for the protection and rights of vulnerable group

and monitors and evaluates social welfare programmes in Windhoek.

Some of the KPAs are as follows:

Provision of nutritional meals to OVPs

Provision of alternative accommodation to vulnerable groups

Empowering girls through mentorship programmes

Provision of subsided transport to senior citizens and people with disabilities

Co-ordinating income-generating projects

Facilitate skill development programmes for vulnerable groups

Implementation of the City’s Food Nutrition and Security Systems Project

Co-ordination of community halls and centres

14.1.1 Youth Development including OVPs and Training for Qualifying Schools (Grade 10 – 12):

A total of 35 Schools participated in the Junior Council and inauguration for 2018/2019 Junior

Council held in April 2018.

14.1.2 Youth Starting Businesses after Training

The overall progress shows that 63% of the youth that participated in the training offered by the

City have started their own businesses. This shows a positive trend for youth business start-ups after

training. The target for the year under review was therefore exceeded.

The overall progress for youth business start-ups obtaining support has also shown a positive trend

during the year under review, with 91 youth-owned businesses having registered online. The City

has been consistently promoting the opportunity of signing up for business support services to

young entrepreneurs aged between 18 - 35 years.

14.1.3 Innovative Business Start-ups obtaining Financial and Business Support

A total of 38 of the 91 (42%) youth signed-up and completed a five-day training course on Financial

Management including an online simulation course. The course was offered by the Centre for

Entrepreneurial Development at Namibia University of Science and Technology. The completion

of this course is mandatory when applying for collateral-free loans from One Economy Foundation,

of which the next cycle of loans opens in August 2018.

14.1.4 OVP’s Supported

A total of 1,432 OVP’s were supported which reflects an 81.8% support rate for the year ended

30 June 2018. A breakdown of the various programmes rolled-out for the year under review is

summarised in the table below:


Table 15.OVP Support Programmes (2017/2018)

Programme Description Target reach Quarter

Awareness Raising

Conducting awareness-raising sessions on various social ills: HIV / Aids, World Food Day, International Day of the Older Person, Boys and Girls Leadership Conference, World Elderly Abuse Awareness Day.

699 Q1 – Q4

OVC Support

Nathaniel Maxuilili Soup Kitchen provides a daily balanced cooked meal for OVC

356 Q1 – Q4

Girls Mentoring Programme (for vulnerable girls from Grade 8 – Grade 12 and beyond).

21(16 Vulnerable girls and 5 young mothers)

Q1 – Q4

Poverty Alleviation Community Gardens

77 (12 Volunteers with their families, 45 elderly and20 vulnerable persons)

Q1 – Q4

Transport for vulnerable persons

Subsidised bus services for elderly persons and persons living with disabilities.

120 Q1 – Q4

Katutura Old Age Home

Provide secure and safe shelter for vulnerable older persons.

27 Q1 – Q4

Case workIndividual counselling sessions for vulnerable persons.

51 Q1 – Q4

Skills Development

Training vulnerable community members in order to empower them.

72(40 Permaculture, 24 SME training, 8 Baking skills)

Q1 – Q4

Provision of monthly volunteer allowance

Vulnerable community members are selected as volunteers to provide their services at various Social Welfare Programmes.

9(3 Katutura Old Age Home, 4 Maxuilili Soup Kitchen, 2 Greenwell Community Garden)

Q1 – Q4

TOTAL 1,432

Independent Girls Mentorship Programme

Ten vulnerable girls from Hage Geingob High School are progressing very well with their studies.

Six of the girls that were part of the mentorship programme are completing their second year at

UNAM and one is in Japan undergoing her first year through a scholarship from the Japanese

Embassy in Namibia. The City also hosted its first Boys’ and Girls’ Leadership Conference which

was attended by 95 vulnerable girls and boys from the Windhoek District.


Food Security and Nutrition System

Two community gardens, namely the Olaf Palme Community Garden and Okukuna Farm

were established during the year under review. Over 40 community volunteers are provided

with vocational training in Gardening and Horticulture at Okukuna Farm and, in total, 77 older

persons and OVPs benefited from fresh harvests of spinach, beans and maize.

The living conditions of one of the volunteers (living with HIV/AIDS and cancer) has changed for

the better through volunteering to work at the Olaf Palme Community Garden.


The following priorities relating to the ‘Youth, Orphans and Vulnerable Persons Development were

identified and pertain specifically to the following KPI’s as discussed earlier:

Innovative Business Start-ups obtaining Financial and Business Support: Finalise the MOU with

Kongalend (micro-financier). The MOU will enable the facilitation of access to funds for youth

entrepreneurs to start their own businesses upon successful completion of the training provided.

OVPs Supported: Funding constraints and insufficient staff remain a challenge. Assistance

was nonetheless received from Bank Windhoek and BakPro during the year under review in

the form of sponsorships for various skills development and training programmes. Additional

efforts will be made in the coming year to engage more stakeholders and to seek additional

sponsorships.

– Staff needs will be prioritised through securing a Community Development Officer and

sourcing intern Social Workers from UNAM from July to November 2018 in order to assist with

the implementation of various awareness campaigns.

– Renovation of Nathaniel Maxuilili Soup Kitchen.

– Implementation gardening activities at Okukuna Farm.

Renovation and training of staff for the gender-based violence shelter.

14.3 Youth Development

Through its partnership with the Ministry of Education, the local community and the co-operation

project with the City of Vantaa (Finland), the City has established two well-functioning and highly

utilised community libraries (e.g. Greenwell Matongo Community Centre situated in Greenwell

Matongo and Nathaniel Maxuilili Community Library situated in Babylon).

The function of these libraries is to provide library services to the marginalised communities of

Windhoek. It is therefore imperative that the services rendered are responsive to the developmental

needs of the community served.

The Greenwell Matongo Community Library offers a conducive study environment to school pupils

and tertiary education students. Reading material for educational and recreational purposes,

including ICT services, are provided to the community. In addition computer classes for beginners

are offered as well as free internet access.

The Nathaniel Maxuilili Community Library is the latest community library established by the City

and is also well utilised by community members. Free Wi-Fi services are also provided to community

members. However, ICT services are limited to photocopying and minimal computer services.



Greenwell Matongo Library

The installation of speedy Wi-Fi services

Investigate the electrical setup of the library and recommend solutions

Nathaniel Maxuilili Community Library

Installation of burglar bars at the library’s entrance door and windows

Installation of the book detection system and security cameras

Installation of donated computers in the computer room with internet access

City Police to link the alarm system to their operational room

14.5 Early Childhood Development (ECD)

The City’s ECD Section is mandated to:

Co-ordinate, develop and design Early Childhood Development Programmes within Windhoek

Develop, review and implement the ECD Policy

Develop, design and implement the management of ECD Programmes in Windhoek

Capacitate the Day Care staff in Windhoek

Engage and initiate partnerships with Stakeholders

Inspect and register the ECD centres within Windhoek in collaboration with the Business

Registration section

The City has 2 ECD centres, namely Jonas Haiduwa and Rocky Crest ECD Centres. The staff

component consists of 2 Community Development Officers/Centre Coordinators, and 18

Caregivers (on contract). A total 208 children are fercilitated at the said centres.

The table below reflects the programmes implemented in 2017/2018.

Table 16.EDC Programmes for 2017/2018

Programme Description Target reach Quarter

ECD Inspection and Registration

Business registration receives an application, enters it on the system, WCD section get a notification together with other internal stakeholders. Centres are inspected and Fitness Certificate is issued.

91 inspected Q1 – Q4

Training/Capacity building of Caregivers

Informal Settlement, Katutura Caregivers and ECD owners are trained and capacitated. They are trained on how to stimulate and care for children in order to prepare them for going to School.

66 caregivers were trained Q1 – Q4

City of Windhoek’s ECD caregivers trained and capacitated on good practices and early identification.

18 CoW ECD caregivers capacitated

Q1 – Q4


Enrolment of Children at the two City of Windhoek’s ECD Centres

Advert ran, application revised, applicant screened and children enrolled.

208 Children at both centres

Q1 – Q4

Curriculum development and implementation

208 children monitored, observed and evaluated. Progress reports written and given to parents.

208 Q1 – Q3

Excursions, Fun days and National Days observation

Various activities such as Independence Day, African Children’s’ Day, Fathers’ Day celebrated. Fundraising activities held.

Visit to Emergency Services for all 208 children with 10 parents, 18 Caregivers and two CDOs involved in the facilitation.

208 children, 18 Caregivers, 60 parents

and 2 Community development Officers

involved

Annually, for each


The City will prioritise the recruitment of permanent staff and fence-off the Jonas Haiduwa and

Rocky Crest ECD centres.

Strategic Objective: Increase access to services


15. Basic Services: Public Facilities

The core function is to beautify the city through the provision of professional horticultural services, to establish and maintain exceptional parks, cemeteries, sports and recreational facilities in line with urbanisation needs. The KPA also seeks to maintain, develop and preserve public open spaces for future generations and Smart city plans.

# of Public Facilities in Informal Settlements (i.e. swimming pools, libraries, fire stations, parks)

1 0

Two sites were identified and surveyed in the Havana and Goreangab areas. The final mapping

and sizes of the sites is in progress following which, an item will be submitted for Council approval.

A major challenge is that that the land around the informal areas resides in unproclaimed

areas and is thus, not zoned. This presents geological challenges in terms of construction. The

response plan for accelerating developments in these areas is to request reservations of land. In

addition, most areas are invaded by residents with houses or businesses who refuse to relocate.

The response is to secure these areas for the phased construction of public facilities which will

hopefully eradicate such land invasions.


The City has identified the following priorities pending Capital budget allocations to fund these

projects:

The development of Havana Family Park

The fencing of Groot Aub Cemetery


The development of the Rocky Crest New Cemetery

The upgrading of municipal swimming pools to heated water systems

The installation of mast lights in Goreangab Recreational Park

The construction of cash collection booths at the Brakwater Recreational Park

Theme 2: ECONOMIC DEVELOPMENT

Strategic Objective: Provide an enabling environment for tourism, trade and investment


16. Economic Development

The City will drive economic inclusion to achieve sustainable economic growth and development..

% Budget Spend on LED Projects

Development/approval of various policies/strategies:

Targeted Windhoek Tourism Development Strategy

Windhoek Economic Development Strategy

SMME Policy

Windhoek Investment Promotion and Incentives Strategy

60%

30 June 2018

o%

16.1 Targeted Windhoek Tourism Development Strategy

The procurement process was finalised and the allocation was approved by the Procurement

Committee on 18 July 2018. A letter of acceptance was signed by the successful bidder,

Pricewaterhouse Coopers on 20 July 2018. The project is scheduled for completion within 6 to 7

months (quarters 1 and 2 of the 2018/2019 financial year).

16.2 Windhoek Economic Development Strategy

A Request for Proposal from service providers was advertised on 24 November 2017 with a closing

date of 19 January 2018. Following the evaluation of the technical proposals by the BID Evaluation

Committee, the items were served before the Procurement Committee on 25 April 2018. The

evaluation of the financial proposal was completed and the allocation was approved by the

Procurement Committee on 12 July 2018.

Pending the finalisation of the agreement, the consultant is expected to commence work within

1 month and to complete the project within the first two quarters of 2018/2019.

16.3 SMME Policy

Consultative sessions with stakeholders are ongoing and the strategy document will be completed

during the year under review. Two meetings were held with the Ministry of Industrialisation, Trade

and SME Development to discuss technical support in the development of a local policy/strategy

to feed into the national SMME Policy.


During the above consultations it was agreed that since a national SMME Development policy

framework already exists, the City should rather develop an SMME Strategy that outlines the

City’s interventions pertaining to priority areas of the national policy. A draft strategy is in place

and requires final consultations with both internal and external stakeholders. Thereafter the

amendments will be effected and the final strategy will be submitted to Council for approval by

November 2018.

16.4 Windhoek Investment Promotion and Incentives Strategy

A Request for Proposal from service providers was advertised on 24 November 2017 with a closing

date of 19 January 2018. Following the evaluation of the technical proposals by the BID Evaluation

Committee, the items were served before the Procurement Committee on 25 April 2018. The

procurement process was finalised and the allocation was approved by the Procurement

Committee on 12 July 2018. Pending the finalisation of the agreement, the consultant is expected

to complete the project within six months (quarters 1 and 2 of 2018/2019).

16.5 Economic Development

The country-wide economic downturn negatively affected Windhoek’s economy resulting

in increased unemployment levels and decreased buying power. This resulted in a number of

businesses having to close due to a decline in sales in the retail sector and insufficient income

from Commercial Leases. The City’s response was to counteract the impact of said economic

downturn by offering various training programmes and projects as highlighted below:

Special Project: Greenbuilding Construction (Pty) Ltd Waterfront and Residential Development – A Deed of Sale and development agreement was signed for implementation.

Youth Entrepreneurship Development Strategy: – Launched with online youth registration (a total of 101 youths registered during the year

under review).

In addition, the following training programmes were offered:

Table 17.Economic Development Training Programmes

Training Programmes Number of Participants

Kongalend Financial Service (KFS) Business Finance Educational Sessions 204

Personal Health and Hygiene Educational Sessions 77

Personal Health and Hygiene Day 150

Kongalend Financial Service (KFS): Group Loan Information Session 17

Safety and Security Educational Session 104

Leadership and Market Management Training 49

Based on the supportive environment created at the Bokamosa Enterprenuerial Centre, the

following successes were reported:

Bokamoso Entrepreneurial Centre tenant, Talamo Foods - products are being sold at Spar and

Shoprite retail stores.


Bokamoso Entrepreneurial Centre tenant, Ingo ShanyEngana received equipment to the

value of N$200,000.00 from the Equipment Fund of the Ministry of Industrialisation, Trade and

SME Development.

Bokamoso Entrepreneurial Centre tenant, Martha Awaala (fashion designer) contracted by

COSDEC to provide training.

Interest in the purchase and/or long-term lease of the former Ramatex complex heightened

following the Supreme Court Judgment of 17 January 2018 in favour of Council.

Bonsmara Street Market - Council per Resolution 267/08/2007 approved Erf 8219 for the

development of a market. The then Ministry of Trade and Industry availed an amount of

N$3,512,673.00 during 2014 towards the development of the market. The construction of the

market is currently underway and will cost approximately N$5.5 million. The City will provide

additional funding for the completion of the project. The construction of the market will be

completed on 26 September 2018 at a cost of N$4,647,084.34 (VAT inclusive). The market will

accommodate approximately 68 traders.


All the above policies/strategies are scheduled for development and approval by 30 June 2019.

The City will also focus on the following projects in the new financial year (2018/2019):

Upgrading of Erf 6296 Katutura and the development of new market.

Development of market at Erf 326 Kleine Kuppe for the current Truck Port Traders.

Completion of the following key strategic documents:

Review of Special Projects Policy.

Special Rating Area Regulation.

Implementation of new Outdoor Advertising Tariffs for 2018/2019.

Implementation of the Windhoek Economic Index which will enable the collection and analysis

of key economic data and trends to inform decision-making and policy making.

Alignment of the planning and budgeting cycles and coordination of projects with internal

stakeholders.

Finalisation of the legal status of Ramatex land and assets.

Development of land register and allocation of land for business development and investment

promotion.

16.7 Groot-Aub

On 30 September 2011 (via Government No. 4801, Notice No. 184), the then Minister of Regional

and Local Government, Housing and Rural Development, Honourable Jerry Ekandjo, altered the

Windhoek municipal boundaries. The alteration effectively increased the municipal boundaries’

size from 64,586.03 hectares (645.86km²) to 514,216.59 hectares (5,142.17km²), in line with section

4(1)(b) of the Local Authorities Act, 1992 (Act No. 23 of 1992), which empowers the Minister to alter

the boundaries of a local authority.


The boundary was extended northwards, to the boundary with the Otjozondjupa Region, eastward

to Seeis, southward to the boundary with the Hardap Region and westward to Baumgartsbrunn.

The altered boundaries include Farm Groot-Aub (No. 267) on which the Groot-Aub settlement is

located. The settlement is situated on farm Groot-Aub (No. 267) and is approximately 55 kilometres

south of Windhoek. The settlement falls under the jurisdiction of the Rehoboth Deeds Office and

for that reason, ownership of land in the area is through land titles (mostly undivided portions)

issued by the Rehoboth Deeds Office in line with ‘The Registration of Deeds at Rehoboth Act No.

93 of 1976’. The laws applicable in the old municipal boundary are applicable in the extended

boundary area.

Before the alteration to the municipal boundaries, areas such as Groot-Aub, Omeya, Finkenstein,

Herboths Blick, and Sungate fell under the direct administration of the Khomas Regional Council.

The alteration shifted the responsible party from Khomas Regional Council to the City of Windhoek

following a number of processes. These processes included, inter alia the transfer of Farm Groot-

Aub (No. 267) from Government to the City of Windhoek via a land grant and appending the Aris

Town Planning Scheme (which includes Omeya Golf Estate) and the Kapps Farm Town Planning

Scheme (which includes Finkenstein, Herboths Blick and Sungate) to the Windhoek Town Planning

Scheme.

The then Minister of Urban and Rural Development, Right Honourable Sophia Shaningwa,

subsequently handed over the settlement of Groot-Aub and the land title to the City of Windhoek

on 8 September 2017. Prior to the official handover, the area contended with several challenges

such as inadequate basic services and a disorderly settlement pattern, which affected the quality

of life of residents living there. The purpose of the handover was to restore and ensure efficient and

effective municipal service delivery to the Groot-Aub communities. The City of Windhoek now

serves as the implementing agency responsible for ensuring that all social dynamics pertaining

to improved livelihoods (affected by a lack of and/or inadequate basic services such as running

water, electricity and the land occupation trends) are adequately addressed.

The Groot-Aub settlement is divided into Groot-Aub Extension 1,Groot-Aub Proper and Groot-Aub

(Extension 2), with the total population indicated below:

Groot Aub Proper: 2,119

Groot Aub Extension 1 5,130

Groot Aub Extension 2 172

Total 8,977


Finalising the socio-economic survey data analysis, findings and recommendations.

Immediate billing since all the owners have registered and clientele accounts can be created.

Signing of leaseholds with the farmer as over 300 farm plots have been visited and registered.

Finalisation of the procurement process for the implementation of the water infrastructure

project (N$5 million secured from MURD is in the City’s coffers).


16.8 Environmental Sustainability

16.8.1 Integrated Climate Change Strategy and Action Plan

The City commenced with the development of its Climate Change Strategy and Action Plan

which will serve as a framework to respond to climate change. Two workshops were held to solicit

inputs from various stakeholders. The strategy is almost 80% complete and will be finalised by the

end of September 2018. Once finalised, the strategy will strengthen climate resilience.

16.8.2 Environmental Impact Assessment (EIA) Commissioning and Review

The City has enforced the need for EIAs for all listed activities undertaken in its area of jurisdiction.

In addition to the need to comply with the Environmental Management Act, EIAs are also used to

understand and address the environmental consequences of particular projects and activities.

The City reviewed all EIAs of developments in Windhoek before submitting them to the Ministry of

Environment and Tourism for the issuance of Environmental Clearance Certificates. The review of

EIAs has ensured that the impact of development on the environment is minimised.

16.8.3 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 these industries are performing. Of the more than 30

businesses audited thus far, 70% are compliant (i.e. in possession of Environmental Clearance) and

30% are not compliant and have been issued with notices accordingly. The long-term aim is to

ensure that all major industries in the City are 100% complaint and are managing their impacts on

the environment properly.

16.8.4 Sand Mining Policy

The City’s policy to regulate sand mining was approved in July 2017. Unregulated sand mining

activities pose a serious threat to the environment. This policy will therefore help the City to regulate

sand mining activities and improve environmental sustainability of this activity.

16.8.5 FRACTAL Project

This project is implemented in collaboration with UNAM and the University of Cape Town (UCT)

and is funded by the UK Government. Its main aim is to assist the City in streamlining climate

information into decision-making. To date, 2 Learning Lab sessions were held as part of this project.

16.8.6 Windhoek-Bremen Climate Partnership

The City of Windhoek and Bremen signed the Windhoek-Bremen Climate Partnership MOU in

August 2017. This will be a 2-year project whereby both cities jointly develop a programme of

action for climate change mitigation and adaptation. The kick-off workshop for this project took

place in Bremen, Germany from 9 – 11 October 2017 and was attended by the City’s Chief

Executive Officer and 3 officials. This project will further contribute to the City’s goal of becoming

a climate resilient city.


16.8.7 Transformational Leadership Training on Climate Change

The Windhoek Transformational Leadership on Climate Change training programme took place

from 18 - 19 April 2018 at Roof of Africa Hotel, Windhoek. This training was organised for City

of Windhoek and Constituency Councillors to equip them with knowledge that will allow them

to move away from the ‘business as usual’ way of decision-making and mainstream climate

change into city planning and practices. Councillors and technical staff from the town councils

of Okahandja, Walvis Bay and Rehoboth were also invited to the training.


Conduct the Strategic Environmental Assessment to guide development in Windhoek

Finalise the Integrated Climate Change Strategy and Action Plan

Develop Sand Mining Regulations

Review Integrated Environmental Policy

Develop Environmental Management Regulations

Develop a framework for the Environmental Education Centre

Develop an Operational Framework for Waste Oil Collection

Engage ICT to assist with integrated systems and the automation of processes

Secure funding

16.10 Public Health

Increased public health emergencies / outbreaks were experienced by the City during the year

under review, especially with respect to Congo Fever, H1N1 Influenza (which was reclassified as a

seasonal influenza) and Hepatitis-E. Since 14 December 2017, when the Hepatitis-E outbreak was

officially declared by the Ministry of Health and Social Services, the outbreak has persisted and

has not yet been contained, especially in areas with limited water and toilet facilities.

16.10.1 Hepatitis-E Outbreak

As at 5 August 2018, a cumulative total of 2,102 cases was reported and classified as follows:

122 laboratory confirmed

1 equivocal (unclear)

1,868 suspected/probable/Epi-linked

42 discarded

69 cases have pending results.

A total number of 93 patients were reported during epidemiological week 31 (30 July - 05 August

2018) compared to the previous weeks when fewer cases were seen. During epidemiological

week 30 (23 - 29 July 2018) a total of 89 cases were reported compared to 77 recorded during

week 29 (16 - 22 July 2018). This is a clear indication that cases are on the increase as highlighted

below:


Of the cumulative total of 2,060 cases (suspected/epi-linked and confirmed), Havana and

Goreangab informal areas remain the most affected with 1,121 (54.42%) and 476 (23.12%) of

the total reported cases, respectively.

Other residential areas such as Hakahana, Okuryangava, Ombili, Greenwell Matongo and

Otjomuise have reported a combined total of 268 (13.01%), ranging between 22 - 76 cases.

The remaining 208 (10.09%) are from other informal areas within Windhoek.

A total of 18 deaths were reported thus far of which 8 were maternal deaths, 2 being non-

pregnant females and 8 males.

The most affected age groups are those aged between 25 - 34 years totalling 974 (47.28 %)

followed by 35 - 44 years totalling 542 (26.31%) years and 327 (15.87%) among adolescents

and young adults (16 - 24 years).

The least number of cases 83 (4.03%) was reported among children under the age of 15 years.

Most of the patients affected were males 1,256 (60.97%) compared to females 846 (41.07%).

16.10.2 Listeriosis Update

Since the alert of the Listeriosis outbreak in South Africa, Namibia took precautions to avert

and/or control any possible outbreak with no reported cases to date.


The following priorities are planned:

Men’s Health and Wellness Campaign

Health and Hygiene Promotion Month (September 2018) and Official Commemoration – October 2018

Commemoration of World AIDS Day – December 2018

Continued implementation of the City of Windhoek’s Hepatitis-E Outbreak Emergency Response Plan.

Implementation of the City of Windhoek’s HIV/AIDS Strategic Plan( 2017–2022)

Review and update of the City Health Profile and City Health Plan

Progress against the above strategic objectives is fair with significant effort made in the Emergency and Disaster Risk; Youth Development and OVPs Supported; and Environmental Sustainability KPAs.

However, Capital Project fincing remains an organistional challenge and in this respect, the city

will need to finalise a sustainable finance model.


Mr. L NaribStrategic Executive: Infrastructure Water & Technical Services


17. INFRASTRUCTURE, WATER AND TECHNICAL SERVICES


Strategic Objective: Ensure revenue enhancement and protection


17. 1 Revenue Collection: Prepaid Water Meter Strategy


Prepaid Water Meter Strategy (Approval date)

31 December 2018

Not achieved

The approval target date of 30 June 2018 was not met and the draft strategy has been circulated

for further inputs. The piloting of 60 pre-paid water meters commenced regardless and will take 6

months to complete.


Finalise the pre-paid Water Meter Strategy for Council approval

Monitor the piloting phase over the next 6 months

Benchmark with Walvisbay and Swakopmund Municipalities to learn from their experience

regarding the implementation of pre-paid water meters

StrategicObjective:Diversificationofrelianceonbulksupply


17.2 Alternative Water Supply: Direct Potable Reclamation Plant

This KPA refers to the City’s pursuit of the overall strategic goal of maximum reuse and optimisation of available water sources and minimising internal losses. Given the location of Windhoek in the central highlands where no natural water sources are found, it is a fact that NamWater/GRN, and by extension the City, have fully utilised all available water sources. This is the primary reason why the GRN is currently pursuing two water supply alternatives to augment the ailing existing supply scheme, namely:

Supply from the Okavango River +/-800km away.

Desalination at the Central Coast +/-350km away.

90%

Establishment of additional DPR Plant (% Progress vs.

Project Target )

10%

Water supply to the Central Area of Namibia (CAN) has been under duress for the past five years

as demand in the CAN slowly surpassed the sustainable yield of the supply sources. Windhoek, as

main consumer of potable water in the CAN, has therefore been under constant threat. The issue

is not limited to the safe supply of water to all residents but, also has bearing on the economy of

the CAN and therefore Namibia as a whole.


The President of the Republic of Namibia, His Excellency Dr Hage G. Geingob established a

Cabinet Committee on Water Supply Security to address and resolve the imminent impact of

drought on Namibia’s economy and its citizens.

A technical committee of experts, among which include the major role-players (e.g. the City

of Windhoek and NamWater under the chairmanship of the Ministry of Agriculture, Water and

Forestry), was established by the Cabinet Committee with the aim of continuously reviewing the

current capacity of water in the CAN, to thereby ensure continuous supply for a period of at least

2 to 3 years.

There are 3 sources of supply to Windhoek namely:

The 3 NamWater-owned dams (Omatako, Swakoppoort and Von Bach);

The Potable Reclamation Facility at Gammams;

The Windhoek Managed Aquifer Recharge Scheme (WMARS).

The capacity of these 3 sources, as well as the impact of Water Demand Management, is reviewed

on a continuous basis to ensure a long-term sustainable solution.

The City of Windhoek will be under some degree of water stress until an alternative source of

supply to the CAN is implemented. The City has developed a set of water-saving guidelines for

the public depending on the level of Water Demand Management that needs to be achieved.

The first operational reclamation plant in the world was commissioned in Windhoek in 1968.

Windhoek has been the world’s benchmark for reclamation ever since. The current water scarcity

once again highlights the value of this project in safe-guarding supply to residents and contributing

to the economic stability in the country.

The Gammams Water Care Works is in need of upgrading and expansion, which will invariably

increase the amount of high-degree final effluent that will be purged to nature. In a water-strapped

environment, it makes more sense to reuse this valuable resource hence, the City’s launch of a

project to increase the reclamation capacity.

The City appointed consultants to investigate the technical, health and ethical requirements for

the development of such a plant to ensure it corresponds to world-wide acceptable standards.

A technical proposal for the facility was developed based on these standards and the next step

will be to pilot the proposal.

Progress against the annual target of 90% is at 10% for the period ended 30 June 2018. The bid

documents for the construction and operation of the pilot facility were completed. The initial

target of 90% was however over-ambitious and CAPEX funding remains a challenge. The project

is also a very high-profile one and needs due diligence during the entire process to ensure its

acceptability to the residents and stakeholders.



Secure full funding for the above project and finalise the pending tender process

Run the pilot plant to test the proposed technologies before the final and full design is prepared

Theme 2: Social Progression



17.3 Basic Services

Expansion of Communal Water Network

The Basic Services KPA refers to the provision of basic services (i.e. water, electricity, sanitation, solid waste management and roads) in informal areas. Sanitation in informal settlements will receive high priority during the strategic period.

Furthermore, the provision of basic services in informal areas is an ongoing concern of Council. It is estimated that there are currently 124,000 residents in informal areas and that this number grows at about 7% per annum. This places a continuous strain on the City’s financial and human capital resources.

# Residents Served with Basic Services before Formalisation (i.e. Expansion of Communal Water Network)

2,000 16,000

The above target was based on an estimate of 40 new standpipes reaching at least 50 residents

per standpipe. The City completed approximately 16km worth of pipelines to supply water in

previously unserviced areas. This will feed approximately 200 standpipes of which the locations

of the first 152 have either been installed or identified. It is estimated that approximately 16,000

people gained access to water through this exercise.

It must be noted that the original plan was to address requests sent to the City and identified

shortages. To date, the City has managed to install 60 new standpipes under its normal efforts

plus an additional 76 locations (152 standpipes) under the Hepatitis-E (Hep-E) drive. The Hep-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 above effort.

All services need to be installed in open areas amongst informal dwellings. This makes progress

slow and the contractor cannot use large industrial equipment therefore pipelines need to be

installed in an unplanned way to minimise the impact on residents and dwellings.

The division responsible for WATSAN has limited personnel but is equally responsible for all water

and waste water projects in the city. This means that any additional requirements, like the Hep-E

project, impacts on other planned work. The division attempted to address this by hiring students

and interns to assist in order to try to avoid hampering the development of a master plan and loss

of precious time.


While there is no masterplan in place yet, a survey has, in the meantime, been conducted

to establish the status quo of basic services on which future planning will be based. However,

planning, was stalled due to a lack of qualified and experienced staff. The City will, for the near

future, respond to queries submitted whilst trying to establish a long-term plan at the same time.


The City will continue its efforts to provide basic services and formulate a short to medium-term

implementation plan. However, this process will take a considerable amount of time given the

limited resources.


18. BASIC SERVICES

Council Upgrading and Development Programme (existing gravel arterial roads in Havana)


% Progress vs. Council Upgrading and Development Programme (existing gravel arterial roads in Havana)

90% 50%

The upgrading of existing arterial roads in Havana is at 50%. The existing construction phase is

completed with minor outstanding issues. The Bid Evaluation for Phase 2A is awaiting approval

from PMU. However, it must be noted that budget constraints resulted in the deferment of Phases

8 and 9.


19. BASIC SERVICES

Refuse Collection (Informal Areas)


% Informal Areas Receiving Refuse Collection Services

95% 95%

As at 1 February 2018, the cleaning of the city including informal areas has drastically improved

due to the better reach and direct supervision of cleaners by the city.



The City remains committed to extending its refuse collection reach to more informal areas in the

new financial year.


20. BASIC SERVICES:

(Kupferberg) Project-Feasibility Study Phase


% Completion of Extension to Existing Landfill Site (Kupferberg) Project-Feasibility Study Phase

100% 85%

Progress against the pre-feasibility stage of the project is now at 85% and the project is on track.

There were some challenges experienced with the EIA in that internal stakeholders required

additional information.


Consultations will be held in Quarter 1 of 2018/19 with the view to submitting the revised EIA reports

to the Ministry of Environment and Tourism for approval and clearance.


Strategic Objective: Improve water security


21. Windhoek Managed Aquifer Recharge Scheme (WMARS)

The KPA seeks to strengthen the resilience of the population and economy of Windhoek and surrounding central areas to climate variability, through an expanded aquifer recharge system. The expected key result is increased resilience and enhanced livelihoods of the most vulnerable people, communities and regions. About 43,000 direct beneficiaries will gain from improved water provision in periods of drought.

% Completion vs. Project Progress (Development of Extraction and Recharge Capacity of WMARS)

45% 40%

The City seeks to fully develop the abstraction and recharge capacity of the WMARS which is

currently about 40% completed. The tasks aimed at the development of this project are:

Investigation into the water treatment requirements for water abstracted from the WMARS.

Investigation and exploratory drilling to locate 18 new boreholes.

Investigation into the aquifer boundaries and risk identification.

A bid for the investigation and siting of additional boreholes was invited and is currently being


evaluated. This project involves the drilling of additional boreholes to increase the abstraction

capacity. This will be done after the geological exploration project is completed. Linked to this is

the upgrading of an existing pipeline-system to allow for an increased recharge-capability.

The extent and scope of the project requires continuous interaction with various stakeholders.

Although the protection of the aquifer is sheltered under the Town Planning Scheme, the City

needs to ensure zero-tolerance to pollution risk as this is a source of national strategic importance.


A bid for the investigation and siting of additional boreholes was invited and is currently being

evaluated. Once the bid is evaluated and finances are secured, a consultant will be appointed.

22. BASIC SERVICE PROVISION IN INFORMAL AREAS

During the year under review, the City installed 20 additional toilets in the informal areas bringing

the total facilities to 1,204. Approximately 17km of bulk water lines, 3.8km of reticulation lines and

86 standpipes have been installed at a value of almost N$5 million. Most of the efforts were aimed

at areas where the Hepatitis-E outbreak occurred.

Progress against the strategic plan pertaining to the provision of basic services in informal areas

is ultimately fair, with significant achievements reached in the areas of refuse collection services

and access to water for 16,000 residents. That said, funding remains a challenge and will require

concerted efforts to secure the necessary funds for capital projects.


Mr. MG MayumbeloStrategic Executive: Human Capital & Corporate Services


23. HUMAN CAPITAL AND CORPORATE SERVICES

Theme 1: GOVERNANCE AND FINANCIAL SUSTAINABILITY

Strategic Objective: Promote Duty of Care


23.1 Leadership Development

The Leadership Development KPA refers to the most critical ingredients needed to improve service delivery and adapt to changing customer and stakeholder expectations. As such, this strategic period is focused on continuous leadership development and investment to overcome the challenges below:

Loss of institutional knowledge due to staff attrition and a lack of succession planning.

Difficulty in attracting suitably qualified staff.

Difficulty in retaining skills and capacity to meet increasing service delivery demands.

The need for technological advancement to keep up with customer needs.

Inability to create clear career paths for staff members.

It must be noted that leadership development is competency-based rather than only academically-based. This new approach affords more staff members the opportunity to participate in Leadership and Supervisory Development programmes.

# of Leadership Programmes Completed per Annum

2 2

The annual target of 2 leadership development programmes per annum (initially aimed at Strategic

Executives only was reviewed to be more inclusive of both supervisory and staff members up to

Paterson C2 level).

The tender for the provision of Supervisory and Leadership Development Programmes was

successfully awarded to a service provider and final negotiations should be concluded by August

2018.



The City will focus on nominating participants and finalising the negotiations with the successful

service provider.


Strategic Objective: Empowerment of youth, orphans and vulnerable persons (OVP’s)


24. YOUTH, ORPHANS AND VULNERABLE PERSONS (OVP’s) SCHOLARSHIPS AWARDED


# of Scholarships Awarded

10 0

The initial target of 176 was reviewed for the 2018/19 financial year due to budgetary constraints

and the non-materialisation of the agreement between the City of Nanjing and City of Windhoek

regarding scholarships. As a contingency plan, the City will continue to seek other bursary/

scholarship opportunities through partnership agreements.

Moreover, the Human Resources Development Policy was amended and will be submitted for

Council approval. A total of N$949,998.00 was budgeted for bursaries and/or scholarships for the

year under review.


24.1 Youth, Orphans and Vulnerable Persons (OVP’s)

Internships Per Annum

The KPA refers to the number of internship opportunities awarded to students per year as part of the City’s contribution towards youth development and employment experience.

# of Internships Per Annum

176 216

The target of 176 internships was exceeded with a total of 216 as at 30 June 2018. The interns were

equitably sourced from tertiary institutions registered with the Namibia Qualifications Authority

(NQA) and vocational training centres. Internships are offered over a broad spectrum of disciplines

and functional areas.

The City prides itself in its efforts relating to the empowerment of youth, orphans and vulnerable

persons. The City made a strategic decision during the 2017/2018 financial year to deliberately

afford young students and graduates, internship opportunities for the benefit of both the

organisation and interns.

The internship programme remains an invaluable contribution to City operations particularly,

regarding community-related interventions (e.g. community capacity building and engagement

programmes during Hepatitis-E outbreak).



The following priorities are envisaged:

The identification of bursary/scholarship needs as per the long-term workforce plan

The adjustment of internship wages for 2018/2019

The expansion of the Internship Policy to cater for Graduate Development will be finalised

25. LABOUR RELATIONS

Labour Relations refers to the system in which Council, employees and their representatives set

the ground rules for the governance of work relationships. This governance framework is achieved

through the promotion of sound labour relations and fair employment practices aimed towards

the achievement of the organisational objectives and legislative requirements.

The Labour Relations Division is responsible for inter alia the provision of labour relations training

and awareness, trade union relations management; co-ordination of grievance, disciplinary and

incapacity enquiries; and monitoring of the labour climate in the organisation.

The following highlights were recorded for 2017/2018:

Labour Relations Training for Managers and Supervisors

Continuous information sharing with identified divisions/departments

Implementation of the Performance Management System (PMS) to enhance the individual

performance by aligning their expectations with the organisational objectives, with the aim of

improving productivity and boosting employee morale

25.1 Union - City Relations

The relationship between Council and Namibia Public Workers’ Union is moderate with the

following engagements ongoing to foster sound relations:

Bi-monthly meetings between the Trade Union, Human Capital and Corporate Services

management continued to take place in order to discuss and agree on operational issues of

mutual interest

Quarterly meetings held with the Chief Executive Officer to brief them on strategic issues

The dissemination of information is also facilitated via the Labour Relations Division using various

communication platforms such as road shows and newsletters.


An organisational culture survey

The review and approval of the Industrial Relations Policy and Procedures following the

amendments of the Local Authority Act, 23 of 1992 as gazetted on the 24th April 2018

Training of all staff members and Councillors on the revised policy

Continuous information sharing on the workplace rules.


CEO‘s road shows regarding the strategic imperatives and values.

Regular engagements with the Occupational Health, Safety and Wellness and Human

Resources Development teams to develop department-specific interventions to address

disciplinary/behavioural and psycho-social issues; and empower supervisory and management

staff.

Significant effort is required in terms of behavioural change management and regular training

for both staff and management with emphasis on supervisory and management effectiveness;

conflict resolution; communication and diversity skills; and personal development opportunities.

Therefore, 2018/2019 will be transformational in terms of fostering a more positive human resources

and labour relations climate and living the values of teamwork, customer focus, communication,

fairness /equity and integrity.

26. OCCUPATIONAL HEALTH, SAFETY AND WELLNESS

Occupational Health, Safety and Wellness (OHSW) is managed with a strong compliance focus,

a solid understanding of a Health, Safety and Wellness system and a firm grasp of legislative

requirements as per Chapter 4 of the Labour Act, 2007 (Act No. 11 of 2007) and Regulations

Relating to the Health and Safety of Employees at Work (Notice 156 of 1997).

The City is committed to the consistent management and control of OHSW risks, to acceptable

levels. However, this requires leadership understanding of the hazards created by work activities

and to continuously assess and manage the associated risks in a sensible, proportionate manner.

The current state of OHSW at the City is highlighted below:

The five-year OHSW Strategic Plan is in draft form and will be circulated for additional inputs.

Supervisors and employees are inducted with regard to OHSW functions.

Health, Safety and Wellness training sessions have increased awareness and led to improved

co-ordination and commitment from supervisors and employees.

There are indications that a positive OHSW culture is emerging in everyday operations.

Particular achievements of the OHSW during the year under review are highlighted below:

Commemoration of World Health and Safety Day - to increase awareness and disseminate

latest information regarding the vulnerabilities of young workers and to help them change

their attitudes towards occupational health and safety matters.

Health and Safety Representative training – Health and Safety Representatives are part of

Health and Safety structures as per the Labour Act. They are offered training to help with

workplace inspections, accident and incident reporting, emergency preparedness and

identification of hazards in the workplace.

Management training on Occupational Health and Safety – espouses the cornerstone

principles of health and safety. The training is mandatory and requires leaders to demonstrate

leadership and commitment to occupational health and safety and to assume responsibility

and accountability for the prevention of work-related injuries and ill health. Management is

also expected to implement recommendations from workplace inspections and investigations.


Departmental Supervisory information sessions – increasing accountability and responsibility

for Managers and Supervisors to recognise that they influence the OHSW culture in work areas

and that their behaviour is key to ongoing improvement.

Defensive Driving training to improve driving skills and thereby curb vehicle accident rate.

Peer Educator training – peer educators trained on how to communicate and share

information regarding the effects of psycho-social issues and, if needed, to make referrals to

the City’s Wellness Officers.

Financial Management training – to empower employees and enable them to manage their

finances better.

Commemoration of World AIDS Day – raise awareness on HIV transmissions using gender-

based violence as a case study and analysing the role of male engagements in reducing

new infections.

Mental Health campaigns – to promote duty of care to employees whose occupation (e.g.

Emergency Services, City Police, Public Transport) exposes them to occupational risks that

may affect their mental well-being.

Addiction campaigns – increase awareness on non-communicable and modifiable risk factors

to empower individual employees to learn how to cope and manage problems instead of

resorting to substance abuse.

Wellness screenings – to obtain statistical data and develop informed health and wellness

programmes.


The priorities for the next year will see an increased drive in OHSW efforts aimed at contributing

towards the City’s financial targets by minimising preventable costs associated with non-

compliance, bridging behavioural gaps resulting in high absenteeism and mental health issues,

improving attitudes, empowering management levels, streamlining processes and monitoring

efforts. Some of the initiatives to address the above are as follows:

Finalising the OHSW Strategic Plan (2018-2022) and implementing programmes with risk

reduction targets.

Finalising, work-shopping and communicating OHSW policies with all relevant stakeholders.

Facilitating regular departmental engagements to address specific problems as part of joint

problem-solving initiatives.

Establishing the OHSW Corporate Committee to address OHSW concerns.

Strengthening illustrated injury on duty and vehicle accident information awareness efforts.

Introducing mandatory defensive driving skills training and a two-year City driving licence

permit to all assigned drivers.

Streamlining the investigation of vehicle accidents and injury on duty processes.

Establishing the effective co-ordination of contractors with relevant stakeholders (Procurement

Management Unit) and including them in the City’s OHSW programmes.

Employee self-referrals and empowerment mechanisms to take responsibility for managing

personal and/or work-related problems.


Empowering supervisors/managers by providing them with correct information on the

procedures on how to deal with OHSW cases (an OHSW Supervisor’s Information Session

initiative) was developed for this purpose, and is ongoing.

Trauma Debriefing Training to manage stressful incidents and minimise post-traumatic stress

disorders.

The OHSW function plays a supporting role in influencing compliance to the Labour Act of 2007

and fostering desirable behaviours necessary for creating a safe and healthy working environment

for employees’ well-being. All employees are responsible for OHSW and are encouraged to play

their role in identifying risky behaviour among fellow employees and to report potential hazards.

The OHSW Division will continuously strive to understand the diverse and constantly changing

nature of work and develop responsive interventions to help all employees navigate and balance

work-related and social demands.

27. STAFFING AND REMUNERATION

The City is an equal opportunity employer which ensures equality of employment opportunities for

all Namibians regardless of race, colour, gender, national origin, sex, age, ethnicity and mental or

physical disability. The City is committed to attracting the right people with the necessary potential

and competencies, at the right time. 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.

To remove barriers to employment and advance designated groups by overcoming the

effects of historic and systemic discrimination.

The Employment Equity Commissioner awarded the City an Affirmative Action Compliance

Certificate during 2017/2018 which reflects the City’s adherence to its AA Policy.


Moving forward, the City will embark on a workforce planning exercise aimed at establishing

a workforce plan and budget that is aligned to the City’s strategic imperatives. Short, medium

and long-term labour forecasting will need to reflect the organisational needs and provide

flexible response plans based on the ever-changing environment. To this end, the up-skilling of

existing Human Capital staff in workforce planning and analytics is required, in addition to the

development of a Workforce Planning Policy.

The City will also focus on developing a Staffing and Retention Policy and revising the Remuneration

Policy.


28. CORPORATE SERVICES

The main responsibilities of the Corporate Services function include:

Electronic Records and System Management and Control of Postal and Courier Services in

terms of planning, organising, directing and evaluating responsible for customer service and

operational activities of the City’s courier and postal services.

Management and Control of the catering function for Council, Management Committee and

other high level functions as directed.

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 as part of revenue protection.

The provision of adequate protection and security to the Chief Executive Officer and

Councillors through relevant established guidelines and protocols.

Building access control.

Management and control of all activities required for systematic controlling, the creation,

distribution use and maintenance and disposition of recorded information maintained as

evidence of business activities and transactions.

Management and control of Corporate printing and binding involving corporate documents/

books and other publications or the finishing of printed products by hand or machine.


The table below reflects the key projects of the Corporate Services Division.

Table 18.Corporate Services Key Projects for 2017/2018

Relevant themes and

Strategic objectives

Issue or activity at hand in line with the strategic objective

Strategic/Operational Initiatives addressing this issue

(current and/or potential)

Evidence of results in practice (current and/or

potential)

Governance 1. Promotion of Duty of Care to the Organisation

2. Provide Smart ICT Services

1. Public Safety and SecurityPresentation of the Draft Security Facility Plan, Budgetary allocations Security Facility Plan.

New Building Biometric access control.

2. Enterprise Risk ManagementCompletion of the risk register

3. Organisational Performance Management.Development of Structure, draft Corporate and Protection Services Plan and SLA’s and Structure Phases 1 - 3 approved. Redeployment of current staff, Finalise job descriptions and grades.

Alignment of job descriptions, redesign and adaptations.

Prepare Security Services Plan and present to SE Forum for approval.

Handover of services (on going- related to printing, protection services , archive and registry) Cleaning services

4. Leadership Development ManagementConduct skills audit and develop personal development plans for personnel. Leadership Management Programmes for Management and Supervisory Levels. Benchmark visits.

Facility Security Plan blue print. SE: Forum Item submitted and presentation done.

Organogram.

SE Forum Council resolutions/ directives.

Minutes, notices, appointment letters, certificates, transfer of personnel, votes and equipment.

Revision of job descriptions and job evaluation reports.

Training and development Initiatives

Financial Sustainability

3. Ensure Revenue Enhancement and Protection

5. Revenue CollectionDevelop Council Facility Security Policy and Procedure, Facility Security Plan.

Facility Security Plan blueprintSE Forum Item



Secure office appropriate accommodation.

The full completion of the current security revamp and security plan.

The sourcing of additional funds for benchmarking.

Which may lead to a training manual and guide for internal security approach.

Explore supervision and leadership training (i.e. systems technical know-how, computer

security, security competence, security vetting).

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 in the next financial year.


Mr. GW EsterhuizenStrategic Executive: Housing, Property Management & Human Settlement


29. HOUSING, PROPERTY MANAGEMENT AND HUMAN SETTLEMENT


Strategic Objective: Secure strategic funding


29.1 Strategic Funding (Strategic Land Acquisition: Hectares)

The Strategic Funding KPA seeks to obtain funding from external markets via commercial banks or financial institutions for the implementation of strategic projects in line with national development goals.

# of Hectares

100ha 0ha

Two possible sites were offered by plot owners. Technical staff need to establish whether the plots

are strategically located for Council’s expansion to offer serviced land. That said, funding remains

a challenge.


Strategic Objective: Empowerment of youth, orphans and vulnerable persons (OVPs)


29.2 Youth, Orphans and Vulnerable Persons (OVPs): Land Allocations Awarded to Youth


# 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 and deeds transfers is ongoing.


The City remains committed to allocating land to youth and will continue doing so in the new

financial year.

30. GENERAL VALUATION ROLL

The table below reflects the City’s General Valuation Roll:

Table 19.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.


31. GEOMATICS

The following projects were completed under the Geomatics Division:

Relocation and pointing out of beacons to purchasers of municipal erven in the areas of

Academia (Extension 1), Khomasdal (Extension 16) and Otjomuise (Extension 4).

Relocation and pointing out of beacons to staff members of the Human Settlement Division in

the areas of Havana Proper and Extension 1 for the electrification project.




32. BASIC SERVICES: UPGRADING AND DEVELOPMENT STRATEGY


The Upgrading and Development Strategy specifically seeks to provide a clear picture of informal settlements and the dynamics of informal residential development in the city. It also provides recommendations for interventions that can remedy problems and challenges related to informal urbanisation.

% Completion of Upgrading and Development Strategy by 30 June 2018

100% 50%

The draft Upgrade and Development Strategy is ready and will be circulated for departmental

inputs and sign-off, with final approval expected by the end of June 2018.


33. BASIC SERVICES: NEW TOWNSHIPS PROCLAIMED INTERNALLY (GREENFIELDS)


This KPA specifically refers to new townships established or proclaimed within a particular period (also known as Greenfields development). These are the City-initiated townships established to ensure that land is made available to residents.

# of New Towns Proclaimed Internally

3 5

As at 30 June 2018, 2 townships were approved. This reflects a positive trend due to an increase

in the number of erven that can be serviced. Two new townships in Khomasdal were approved

at the end of January 2018 (consisting of just over 416 erven). The 2 Khomasdal Townships were

submitted to the Namibia Planning Advisory Board in June 2018 for approval.


The following townships were also approved:

Rocky Crest (Extension 7) was approved by Council and will be submitted to the Townships

Board in due course.

Mix Settlement Proper and Extension 1 were approved by Council and submitted to the

Townships Board.

Approval was obtained for the subdivision of Windhoek Townlands (No. 31) to create seven

portions to establish Venus Townships in May 2018.

Approval was also obtained for the subdivision of Farm 508 for the purpose of township

establishment.

A statistician was also appointed and assumed duty on 15 July 2018.


The City remains committed to proclaiming more serviceable land. In this regard, 2 townships are

planned for submission to Council and an additional 2 townships will be submitted to the Townships

Board for approval during the first quarter of 2018/2019. The standardisation of processes and

timeframes is ongoing.


Strategic Objective: Avail serviced land in all land-use categories


34. LAND AND HOUSING DELIVERY

The Land and Housing Delivery KPA refers to the residential, business, and institutional land availed in all land-use categories.

# of Serviced Plots Availed in all Land-use Categories

430 0

# of Affordable Houses Provided via Mass Housing, Windhoek Housing and Build-Together Schemes

470 0

# of Serviced Plots availed via PPPs

529 214

34.1 Serviced Plots Availed in all Land-use Categories

The total number of serviced plots availed for the 2017/2018 financial period is zero. This reflects

negative performance against the initial target of 430. The reasons for this trend are as follows:

Budgetary constraints

Scarce resources concentrating on availing land through Public Private Partnerships (PPPs)

Ambitious initial target

A total of 100 erven were allocated to the youth and 80 to the City’s staff in Khomasdal Extension

16. Sales in Khomasdal Ext 16 are ongoing. The next step will be to proceed with the signing of

Deeds, collection of land sales and transfer of ownership of land.


34.2 Affordable Houses Provided via Mass Housing, Windhoek Housing and Build-Together Schemes

The total number of affordable houses provided through the said housing schemes for the year

under review was zero. This reflects a negative performance against the initial target of 470, the

reason being that:

There is a moratorium on the Build Together Scheme since fraudulent activities were detected.

The new management team is busy revising the current system to implement improved control

measures prior to reactivating the said scheme.

Council approval for an affordable housing programme is expected by the end of August

2018. Numerous houses are expected to be constructed under this scheme once approval is

obtained by Council.

A number of houses are also expected to be constructed once the delays in the implementation

of the Nantong – Windhoek Cooperation agreement has been resolved.

In addition, the Windhoek Housing Pilot Project with Oluzizi / Amibex in in progress and Sales

and Construction Agreements are awaiting signature by the 72 beneficiaries following which,

construction can commence. To date, seven agreements were concluded. The next steps will be

to ensure the signing of the 72 Sales and Construction Agreements and to commence with the

construction of the 79 houses.

34.3 Serviced Plots Availed via PPP’s

The total number of serviced plots were availed as at 30 June 2018. This reflects 40% of the target

number set for the 2017/2018 financial year. This achievement is mainly due to erven availed in

Phase 2 of Otjomuise Ext 5.

The remaining 159 erven in Phase 3 of Otjomuise Ext 5 are awaiting the completion of the electrical

component of services and should be available by September 2018.

Ino Investment offered 95 available serviced plots and Acacia Investment availed 102 serviced

plots to the open market.

The next step will be the signing of the respective Deeds of Sale


The securing of funds

The planning and design of new townships

The recruitment of additional human capital is critical

Ultimately, progress against the above indicators proved challenging due to insufficient funding

and over-ambitious targets. The year under review however 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 within the 2017 - 2022 strategic horizon.


35. CONCLUSION

Overall performance for the year under review is fair with a marked increase in momentum

during the fourth quarter (April-June 2018). However, it must be noted that most of the targets set

in the Transformational Strategic Plan (2017-2022), are annual and not broken down into quarterly

targets. Therefore most of the performance can only be reported on at the end of a financial

period as reflected in this report.

It must also be noted that a number of projects and targets were exceeded during the first year of

the strategic period and for that, I humbly commend all the hard work and team efforts expended.

Still of great concern is the City’s financial standing which continues to hamper high-impact

projects. Progress against the stakeholder engagement plan is set high on the 2018/2019 Corporate

Scorecard, with the deliberate purpose of seeking funding. To this end a funding model is being

developed with completion expected in the next financial year.

I am encouraged to notice an improvement in the procurement processes and urge departments

to stay committed to delivering on their procurement plans and fostering regular engagements

with PMU to address respective needs. That said there is further room for improvement from PMU

by way of proposing simpler, faster, effective mechanisms of managing the procurement process

and advising on various options which enhance the procurement experience for all.

The development of the SMART Cities Strategy will receive high priority in 2018/2019 and will serve

as Windhoek’s blueprint for economic growth, investment and social progression.

I hereby also extend my appreciation for the efforts made by all departments to submit monthly

departmental reports all of which inform the quarterly organisational performance and financial

reports. I am cognisant of the amount of time involved in producing said reports and I pledge my

commitment towards implementing the QPR system during the 2018/2019 financial year by way of

reducing the current labour-intensity. However, for the immediate future, I would appreciate your

continued support of the Strategy and Performance Management Unit in providing timely and

accurate updates which also serve as a repository for previously undocumented performance

data. Moving forward, it is the City’s intention to start evaluating the existing performance data in

terms of its impact on the City’s strategy, leadership effectiveness, business improvement, change

management imperatives and organisational performance. I would like to see more efforts put

into finalising the approval of all outstanding/new policies, frameworks, strategies and the likes

going forward. However, I am pleased to see that the City’s Occupational, Health, Safety and

Wellness and Labour profiles are now part of the quarterly reports.

Lastly, congratulations to all departments for the milestones achieved to date as highlighted earlier.

A year has passed and you can all step back, reflect and feel proud of the leadership, commitment,

examples and high standards you have set and achieved thus far. I am comfortable with progress

made notwithstanding the significant financial challenges. The first two years of any strategic plan

implementation typically do not yield significant progress as many foundational elements (i.e.

processes, policies, financial and human capital constraints, performance management, change

management and culture) are not yet determined and/or in place. That said, the City as an

organisation is blessed with pockets of excellence at all levels and serve as the basis for ushering

in the 2018/2019 financial year with renewed vigour, responsibility and innovative inspiration.

Let us continue to improve our value to stakeholders in the spirit of learning, performing with

fairness, equity, integrity and transparency!


Mr. JD DavisStrategic Executive: Finance & Customer Services


36. FINANCE AND CUSTOMER SERVICES

36.1 Financial Executive Summary

This report covers the fourth quarter of the 2017-2018 financial year and the forecast into

2018 -2019. Details of significant budget variations, reserve movements and the status of Council’s

Operating and Capital Projects compared to the Budget are included in the yearly Annual

Financial Statements submitted to the Office of the Auditor General on 28 September 2018.

The annual deficit result of N$814 million compares to a budget of N$505 million. The deficit is

mainly made up of N$711 million of non-cash expenditures (e.g. depreciation), which translates

to a cash deficit of N$103 million. However, the cash deficit did not impact on our bank overdraft

due to improved collection of long outstanding accounts receivable. Non-cash expenditures are

significantly higher than in the past largely due to the full implementation of International Public

Sector Accounting Standards (IPSAS). Under the previous reporting framework of IMFO, some

fixed assets and other employee costs (post-retirement medical aid, bonus leave and severance

benefits) were understated. Through the full implementation of IPSAS, City’s fixed assets increased

from N$3.8 billion to N$51 billion, of which N$34 billion is related to investment properties and

N$16.5 billion is related to property, plant and equipment.

The most notable departmental variances for the twelve months are a shortfall of income

of N$198.9 million and N$212 million for Electricity and Infra respectively. The two departments

have a total negative variance (budget vs actual) of N$200 million and an actual deficit

of N$421 million. The net organisational salary savings as at 30 June 2018 was N$78 million largely

due to staff vacancies.

Council’s Long Term Financial Plan includes the implementation of an effective Leave Entitlement

Management Plan which saw the implementation of forced leave by employees whose leave

days exceeded 130 days.

The financial strategies developed over the year have not yet been crystalised, pending

preparation of an accurate cash flow exercise. The City aims to match the funds from the

2017/2018 financial year with savings from more efficient work streams, harnessing technology

improvements, implementing new systems, operating procedures and reviewing the City’s service

delivery proposition; and enhancement of revenue collection. These savings will provide the

capacity to continue to service our growing city.

As indicated in the quarterly reports, the City needs to make significant strides in fostering a culture

of discipline, 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 decisions taken which were not necessarily

commercially viable and in the best interests of the City’s finances. These included the use of

PPPs which reduced the City’s ability to make full use of its main source of income from land sales.

Lastly, the City’s cash flow 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 and preparation of credible financial

statements for the purpose of sourcing funds for various Capital Projects is currently receiving and

will continue to receive much attention during the 2018-2019 financial year. 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. That said internal synergies especially

in terms of information-flow remain a challenge and needs to receive full attention going forward.

It is anticipated that the first two quarters of 2018-2019 will be particularly demanding as all capital

projects will need external funding to be approved by the line ministry, which has brought to

a halt all major capital projects. However, with the right attitude, respect for our customer and

stakeholder expectations and perseverance, the City will implement a strategy that guides a

turnaround of the current financial state. In conclusion it must be strongly emphasised that the

turnaround is not an event but rather a long and arduous process, to be embraced by all.

Mr. Jerome D Davis Strategic Executive: Finance and Customer Services


36.2 2017/2018 Financial Year

Graph 14.Operating Results 2017/18

The actual deficit for the year is higher than budgeted mainly due to full implementation of

IPSAS during 2017/2018.

The adoption of IPSAS resulted in increased fixed asset values and a corresponding increase in

depreciation, as well as other accounting adjustments, namely severance pay provisions and

post-employment benefit provisions which were not previously accounted for.

Graph 15.Operating Revenue 2017/18

Electricity continues to be the top contributor to revenue followed by water and assessment

rates respectively.

Government and other grants only accounts for 1% of the revenue which is far below the

desired level.


Graph 16.Government Grants

The City received total government and related grants of N$ 51.3 million of which 77% was

received from Road Fund Administration and the rest from Central Government.

Graph 17.Operating Expenditure 2017/18

Electricity and employee costs are the top cost drivers, accounting for 61% of the total operating

budget.

The employee costs are within industry norms (ranging between 28% - 31%), when compared

to other municipalities of similar size.


The amounts owed by government for services provided decreased by 30% from 2016/2017 to

2017/2018, while total accounts receivable decreased by 3%.

Graph 18.GRN Accounts receivable

The decrease in total accounts receivable is mainly attributed to a combination of improved

collections and write-offs of long outstanding accounts.

Graph 19.Total Accounts receivable


FINANCIAL STATEMENTS


CITY OF WINDHOEK

STATEMENT OF FINANCIAL POSITION AT 30 JUNE 2018

Actual

2018

2017

Unaudited

Restated

N$

N$

ASSETS

Current Assets

842 296 577

741 742 373

Inventories

51 037 676

46 377 257

Receivables from Exchange Transactions

303 610 748

297 473 656

Receivables from Non-exchange Transactions

73 420 529

74 817 739

VAT Receivable

76 723 774

-

Cash and Cash Equivalents

324 698 364

310 268 085

Current Portion of Long-term Receivables

12 805 485

12 805 636

Non-Current Assets

50 632 842 477

51 159 970 933

Property, Plant and Equipment

16 540 326 827

17 103 644 997

Intangible Assets

3 667 475

3 156 414

Investment Property

34 026 332 637

33 985 109 275

Non-current Investments

18 995 151

17 511 159

Long-term Receivables

43 520 387

50 549 088

Total Assets

51 475 139 054

51 901 713 306


LIABILITIES

Current Liabil i t ies

2 217 990 211

1 813 935 711

Consumer Deposits

56 120 641

53 914 293

Payables from Exchange Transactions

1 686 891 816

1 293 252 294

Payables from Non-exchange Transactions

18 638 791

8 425 889

Unspent Conditional Grants and Receipts

1 060 220

914 709

VAT Payable

-

9 010 295

Bank Overdraft

295 183 887

338 023 100

Current Portion of Long-term Liabilities

65 347 329

61 178 507

Current Portion of Employee Benefit Liabilities

94 747 527

49 216 624

Non-Current Liabil i t ies

1 229 409 409

1 245 600 082

Long-term Liabilities

236 925 132

294 734 146

Employee Benefit Liabilities

938 197 896

901 752 805

Non-current Provisions

54 286 381

49 113 131

Total Liabil i t ies

3 447 399 620

3 059 535 793

Total Assets and Liabil i t ies

48 027 739 434

48 842 177 513

NET ASSETS

48 027 739 434

48 842 177 513

Statutory Funds

206 342 696

206 443 500

Accumulated Surplus / (Deficit)

47 821 396 738

48 635 734 012

Total Net Assets

48 027 739 434

48 842 177 513


CITY OF WINDHOEK

STATEMENT OF FINANCIAL PERFORMANCE FOR THE YEAR ENDED 30 JUNE 2018

Actual

2018

2017

Unaudited

Restated

N$

N$

REVENUE

Revenue from Non-exchange Transactions

Property Rates

445 217 101

379 594 409 Fines

26 977 891

30 412 345

Licences and Permits

3 431 451

2 675 733 Government Grants and Subsidies

53 070 336

107 008 756

Public Contributions and Donations

2 956 749

10 618 513 Revenue from Exchange Transactions

Service Charges

3 044 994 690

2 799 241 326 Rental of Facilities and Equipment

25 487 233

26 407 377

Interest Earned - External Investments

27 697 114

23 881 399 Interest Earned - Outstanding Debtors

82 442 184

94 618 962

Dividends Received

642 340

611 048 Other Revenue

88 181 107

50 549 010

Gains on Continued Operations

36 457 811

49 686 488 Gains on Disposal of Property, Plant and Equipment

-

-

Profit on Sale of Land:-

59 076 265

85 492 242 Sale of Land

59 076 265

85 492 242

Cost of Sales

-

-

Total Revenue

3 896 632 271

3 660 797 609

EXPENDITURE

Employee Related Costs

1 334 256 782

1 161 488 817

Remuneration of Councillors

7 451 440

6 526 186 Collection Costs

51 179

257 633

Depreciation and Amortisation

580 340 516

572 302 875 Impairment Cost

130 813 407

136 936 097

Repairs and Maintenance

257 658 078

259 974 238 Finance Cost

158 522 886

218 430 999

Bulk Purchases

1 890 548 030

1 548 605 766 Contracted Services

142 383 165

137 050 354

Grants and Subsidies Paid

6 659 262

7 402 565 Research and Development Costs

-

6 696

General Expenses

168 880 346

177 314 225 Losses on Continued Operations

20 688 464

5 372

Loss on Disposal of Property, Plant and Equipment

12 816 796

67 423


Total Expenditure

4 711 070 350

4 226 369 247

SURPLUS / (DEFICIT) FOR THE YEAR

(814 438 079)

(565 571 638)

0.00 0.00


CITY OF WINDHOEK

CASH FLOW STATEMENT FOR THE YEAR ENDED 30 JUNE 2018

Actual

2018

2017

Unaudited

Restated

N$

N$ CASH FLOWS FROM OPERATING ACTIVITIES

Receipts

Property Rates

434 171 610

379 135 342 Government Grant and Subsidies

53 070 336

107 008 756

Public Contributions and Donations

3 102 260

2 802 274 Service Charges

2 986 352 811

2 625 222 024

Interest Received

27 927 086

22 681 618 Dividends Received

642 340

611 048

Other Receipts

176 204 366

294 416 818

Payments

Employee Related Costs

(1 252 280 789)

(1 095 357 524)

Remuneration of Councillors

(7 451 440)

(6 526 186) Interest Paid

(158 522 886)

(218 430 999)

Suppliers Paid

(1 911 669 762)

(1 898 790 235) Other Payments

(180 792 294)

(197 430 568)

NET CASH FLOWS FROM OPERATING ACTIVITIES

170 753 638

15 342 368

CASH FLOWS FROM INVESTING ACTIVITIES

Purchase of Property, Plant and Equipment

(122 101 671)

(278 413 003)

Purchase of Intangible Assets

(2 363 256)

- Proceeds on Disposal of Property, Plant and Equipment

-

(67 423)

Profit on Sale of Land

59 076 265

85 492 242 Decrease / (Increase) in Non-current Investments

(1 483 992)

(1 014 362)

Decrease / (Increase) in Long-term Receivables

7 028 701

6 837 320

NET CASH FLOWS FROM INVESTING ACTIVITIES

(59 843 953)

(187 165 226)

CASH FLOWS FROM FINANCING ACTIVITIES

Proceeds from Borrowings

6 104 198

52 305 043

Repayment of Borrowings

(59 744 390)

(59 682 790)


Notes

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