REPORT REPORT To be a Smart and Caring City by 2022 To
PERFORMANCE PERFORMANCE PERFORMANCE
2018/19
ANNUAL COUNCIL COUNCIL COUNCIL ANNUAL ANNUAL
ANNUAL COUNCIL PERFORMANCE REPORT 2018/2019 www.cityofwindhoek.org.na TABLE OF CONTENTS
VISION, MISSION, VALUES 03 Innovative Business Start-Ups Obtaining 50 Financial and Business Support Economic Development 51 GLOSSARY OF TERMS AND ABBREVIATIONS 04 Revenue Collected as at 30 June 2019 53 Basic Services 54 Climate & Environment as at 30 June 2019 54 MESSAGE FROM THE MAYOR 06 Public Health 56 Groot-Aub 58
MESSAGE FROM THE CHIEF EXECUTIVE 08 ELECTRICITY (ELE) 59 OFFICER Funding for Electrification 60 Revenue Collection 60 Renewable Energy 62 INTRODUCTION 10 Increased Megawatt (MW) Capacity 62 Corporate Scorecard 10 HOUSING, PROPERTY MANAGEMENT & 64 HUMAN SETTLEMENTS (HPMHS) Strategic Funding 66 COUNCIL AND MANAGEMENT STRUCTURE 15 Youth, Orphans & Vulnerable Persons 66 (OVPS): Land allocations awarded to youth Revenue Collection 66 DEPARTMENTAL PERFORMANCE REPORT 17 Basic Services: New townships proclaimed 67 internally (Greenfields) OFFICE OF THE CHIEF EXECUTIVE OFFICER 18 Land Delivery 68 (OCEO) # of Affordable houses provided via Mass 71 Office the Mayor 19 Housing, Windhoek Housing, Build-Together Corporate Legal 29 Scheme Public Participation 29 Public, Private Partnerships (PPPS) 77 Organisational Performance Management 30 Enterprise Risk Management & Risk-Based 31 HUMAN CAPITAL & CORPORATE SERVICES 73 Audits Leadership Development 75 Smart Cities Model / Strategy 32 YOuth, Orphans & Vulnerable Persons 75 (OVPS) CITY POLICE (CIP) 37 Labour Relations 76 Public Safety & Security 38 Occupational Health, Safety and Wellness 77 (OHSW) ECONOMIC DEVELOPMENT & COMMUNITY 41 Staffing & Remuneration 78 SERVICES (EDCS) Corporate Services 78 Public Safety & Security 43 Revenue Generated 45 INFORMATION & COMMUNICATION 80 Cost of Emergency Services provided free 46 TECHNOLOGY (ICT) of charge to vulnerable groups Wi-Fi 82 Incidents and written-off accounts per zone 46 Number of improved processes to Level 83 Community Risk Assessment (CRA) 47 1 - Governance of Enterprise It (GEIT) Emergency Preparedness 48 Programme Implementation Emergency Response and Assistance 48 Percentage Enterprise Resource Planning 83 Youth, Orphans, Women, Pensioners & 49 (ERP) Projects from Pre-Projects to Inception Vulnerable Persons Development Phase Youth Starting Businesses Post Training 50
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 01 Percentage ERP Projects from Inception to 83 Implementation Phase Number of ICT Systems Audits Concluded 83 Conversion ICT Systems to Disaster Recovery 84 (DR) Compliance New Tier 3 Compliant Physical Data 84 Recovery (DR) Site Business Continuity Plan for Cow (Date) 84 E-Council Solution 84 Funding Sourced vs. Optic Fibre Plan 84
INFRASTRUCTURE, WATER & TECHNICAL 85 SERVICES (IWTS) Revenue Collection 87 Direct Portable Reclamation Plant (DPR) 87 Basic Services 88 Annual Water Quality Report 91 Asset Maintenance Management Policy 91 (Incl. Sewer Maintenance & Asset Plans)
URBAN & TRANSPORTATION PLANNING 92 (UTP) Building Permit Approvals Process within 28 94 days Land-Use Management-Town Planning 95 Applications Basic Services 95 Land-Use Management-Township 96 Establishment Spatial Development 97
FINANCIAL EXECUTIVE SUMMARY 98 Financial Executive Summary 100 Financial Update 102
CONCLUSION 109
02 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 Vision
To be a Smart and Caring city by 2022
Mission To enhance the quality of life for all our people by rendering efficient and effective municipal services
Values Teamwork, Customer Care, Communication, Fairness and Equity, Integrity
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 03 GLOSSARY OF TERMS AND ABBREVIATIONS
CCWSS Cabinet Committee of Water Supply Security CAN Central Areas of Namibia CBD Central Business District Ceteris Paribus Other things being equal CIP City Police Department CLTS Community-led Total Sanitation COBIT Control Objectives for Information and Related Technology CR Council Resolution DR Data Recovery DRM Disaster Risk Management EDCS Economic Development & Community Services Department ELE Electricity Department ERP Enterprise Resource Planning EIA Environmental Impact Assessment FIN/FCS Finance & Customer Service Department FRACTAL Future Resilience for African Cities & Lands GIZ Deutsche Gesellschaft für Internationale Zusammenarbeit GAMS Global Accounts Management System GEIT Governance of Enterprise IT HPP Harambee Prosperity Plan HPMHS Housing, Property Management & Human Settlements Department HCCS Human Capital & Corporate Services Department ICT Information & Communication Technology Department IWTS Infrastructure, Water & Technical Services Department IPSAS International Public Sector Accounting Standards KPAs Key Performance Areas KPIs Key Performance Indicators KRC Khomas Regional Council LUTP Leaders in Urban Transport Planning LTFP Long Term Financial Plan MC Management Committee
04 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 MOU Memorandum of Understanding MTEF Mid-term Expenditure Framework MAWF Ministry of Agriculture, Water and Forestry MURD Ministry of Urban & Rural Development MVA Fund Motor Vehicle Accident Fund NCF Namibian Cycling Federation NDTC Namibia Diamond Trading Company (PTY) Ltd. NIA Namibian Institute of Architects NIPAM Namibia Institute of Public Administration Management NNAD Namibia National Association of the Deaf NAPWU Namibian Public Workers’ Union NQA Namibia Qualifications Authority NSA Namibian Statistic Agency NTA Namibia Training Authority NUST Namibia University of Science & Technology NDP 5 National Development Plan (Fifth) NHE National Housing Enterprise NMT Non-motorised Transport OCEO Office of the Chief Executive Officer OHSW Occupational Health, Safety & Wellness Division PAs Performance Agreements PMS Performance Management System PV Photovoltaic PPPs Public Private Partnerships QPR Quality Processes Results RFA Road Fund Authority SEA Strategic Environmental Assessment SUTMP Sustainable Urban Transport Master Plan TCE Technical Committee of Experts TUMI Transformative Urban Mobility Initiative UNAM University of Namibia UTP Urban & Transportation Planning Department WATSAN Water Supply and Sanitation WEI Windhoek Economic Index WMARS Windhoek Managed Aquifer Recharge Scheme
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 05 MESSAGE FROM THE MAYOR
Cllr. Muesee Kazapua MAYOR
t is my honour and privilege to present the Annual Council Performance Report for the I2018/2019 financial period starting 1 July 2018 and ending 30 June 2019. The continuously high influx of people migrating from rural to urban areas places significant strain on the City’s limited resources and ability to provide serviced land for housing and commercial development and, to alleviate unemployment. It is especially challenging given the expanding informal areas. These challenges are further exacerbated by the Hepatitis-E pandemic in the informal areas for which resources and services were redirected to mitigate associated risks.
06 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 Council’s leadership agenda is committed to improving the quality of life of our people, including those in the informal areas via several projects articulated in the “Transformational Strategic Plan (2017-2022)” under the ‘Basic Services’ key performance areas such as: provision of potable water, sanitation, electricity, affordable housing and a conducive economic environment for job creation.
In an effort to foster transparency and accountability, performance monitoring, evaluation and reporting remained at the forefront of the City’s governance obligations. Moving forward, the City seeks to strengthen the current performance management process by way of automating the monitoring and reporting cycle and optimising the existing meeting forums to track progress against the strategic plan, interrogate challenges, celebrate successes, take corrective actions and decisions and implement a long-term financial pla The 2019/20 financial year promises to be exciting as Council approaches the half-way milestone of the strategic period. A snapshot of some of the key projects for 2019/20 is a follows:
• Continuation of the formalisation of informal areas, including the piloting of the ‘Pre- allocation concept’ which entails land allocation to residents before land is serviced. This will unlock ready cash for the servicing of plots. • Installation of pre–paid household water meters in Windhoek, starting with pensioners and residents in the north and north-western suburbs. Council will soon procure the services of a contractor to commence with household and business installations. The same applies for the installation of pre–paid electricity meters. • Council will intensify efforts to accelerate the provision of water and sanitation to residents in the under-serviced areas. • Provision of affordable housing in informal areas for which preparations have commenced with the scrutiny of different housing models.
Council is convinced that if these priorities are successfully implemented, positive in-roads will be made in the provision of basic amenities to our residents by 2022.
The next two to three years, in particular, present significant opportunities for development and advancement towards becoming a ‘Smart and Caring city by 2022.” This will have a meaningful impact in the lives of all stakeholders and showcase Windhoek as the gateway to endless opportunities.
As the 2018/19 financial year concludes, Council wishes to reiterate its commitment to providing quality services to all the residents of Windhoek. Our goal is to move forward with customer and stakeholder expectations in a fast changing digital world and to adapt our services and value proposition in line with global standards.
Cllr. Muesee Kazapua MAYOR
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 07 MESSAGE FROM THE CHIEF EXECUTIVE OFFICER
Robert N. Kahimise CHIEF EXECUTIVE OFFICER
he City of Windhoek hereby presents its second ‘Annual Council Performance Report (2018/2019)’. The report fulfills the governance requirements set forth in T the Transformational Strategic Plan (2017-2022) by way of quarterly and annual performance reports. These reports also include financial statements prepared in terms of International Public Sector Accounting Standards (IPSAS). For the purpose of this report, the financial period in question runs from 1 July 2018 to 30 June 2019.
It must be noted that the ministerial directives of the 2018/2019/2020 CAPEX budget in December 2018, had significant bearing on project implementation for the 2018/2019
08 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 financial year. Nevertheless a number of high impact initiatives were rolled-out as highlighted below:
• Annual Strategic Review: the City conducted its second strategic review session in March 2019 as part of its annual planning cycle. The purpose of the session is to re-prioritise strategic projects for the upcoming 2019/2020 financial year and where applicable, propose amendments to the strategic plan (i.e. Corporate Scorecard, KPA’s, KPI’s, targets, initiatives/programmes and so forth). • Performance Agreements (PA’s): The 2018/2019 Performance Agreements (PAs) for employees graded E-C2 Paterson Band were finalised with the first cycle of performance assessments concluded in August 2019. • Strategic Funding: The City engaged potential donors (e.g. Development Bank of Southern Africa, Development Bank of Namibia) to fund capital projects. Departments were subsequently tasked to prepare their respective applications. Going forward, the City will embark on vigorous stakeholder engagements from various financial institutions in search of funding for capital projects with an emphasis on informal areas. • Culture Survey: The Organisational Culture Survey was conducted during the months of May and June 2019, the results of which will be reported in the next annual report. Of note was the 67.23% employee participation rate.
Strategic Outlook for 2019/2020
Moving forward, the City will focus on the following areas in the new financial year commencing 1 July 2019:
• Finalising a sustainable funding model and Long Term Financial Plan (LTFP); • Reducing the debt book; • Securing funding for Capital Projects; • The acceleration of land delivery targets; • Streamlining business processes linked to revenue streams; • Streamlining the procurement process; • Improving the Customer Care value proposition; • The electrification of informal areas; • Leveraging the Councilor sub-committee effectiveness and; • Fostering a performance-based, dynamic and exciting workplace culture.
Thus, the 2019/2020 financial year promises to be transformative as the City seeks to unlock new revenue opportunities, stimulate innovation and drive a performance-based, value- driven behaviour for the remainder of the strategic period and beyond.
Robert N Kahimise CHIEF EXECUTIVE OFFICER
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 09 01 INTRODUCTION
he City currently submits quarterly reports (i.e. four in total, per annum) which Council interrogates and subsequently approves. The annual report referred to as the “Annual T Council Performance Report (2017/2018)”, is a consolidation of the quarterly performance periods and includes the financial statements for the period ending 30 June of every year.
For the purpose of this report, performance is reflected against the 2018/2019 annual plan as reflected in the Corporate Scorecard further on in the document. The key departmental outputs linked to the said scorecard, form the content and structure of this report.
1.1 Corporate Scorecard
The Corporate Scorecard is the City’s formal performance measurement tool for the five-year strategic period. It is further translated into annual plans for each financial period as reflected in the following pages. However, the implementation of many of the KPAs reflected in the Corporate Scorecard lies at departmental level. To this end, departmental scorecards also exist and are updated annually following the yearly strategic review session held in March. The Corporate Scorecard provides an overview of the key focus areas that are aligned to the City’s strategic intent and national development plans.
10 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 2 6 4 1 1 2 4 39 77 2.5 7% 20% 10% 50% 80% 50% 80% 100% 100% 100% 100% 100% 100% 100% 100% 2018/19 30/09/18 31/12/18 ------2 6 4 1 1 4 0 26 7% 10% 100% 100% 100% 100% 100% 100% 100% 2017/18 - - - - 2 6 0 26 PROPOSED ANNUAL TARGETS 7% New New New New New New New New New New New New New New New New 10% 50% 2016/17 KEY PERFORMANCE INDICATOR (KPI) KEY PERFORMANCE INDICATOR # of Public Meetings # of Public Bi-annual Public Meeting Reports Meeting Reports Bi-annual Public # of National Events Commemorated Per Year Year # of National Events Commemorated Per % Crime Rate Reduction Reduction % Crime Rate % Disaster & Emergency Risk Reduction Reports Quarterly Performance % Vehicle Accident Rate Reduction Reduction Accident Rate % Vehicle Magistrate’s Court for traffic & by-law offences Magistrate’s Court for traffic & by-law infringement reduction % By-laws Report Annual Council Performance Residents’ Satisfaction Score (i.e. 2.5-norm ) Residents’ Satisfaction Score (i.e. Completion of Customer Service Charter Compliance of Customer Charter Completion of the strategy against the SC Strategy % Progress % Implementation of Review panel instructions % Implementation of Review Act Compliance Procurement Plan Effective Adherence to Procurement Mayoral Annual Report Quarterly Financial Reports Quarterly Financial Risk Register % Risks Mitigated vs. Implemented Internal Audit Recommendations vs. % Progress % Progress of external audit recommendations implemented % Progress & Supervisory# of Leadership Completed Programmes % Progress vs. Customer Care & Centralised Call Centre Master vs. % Progress Plan Customer Care & Centralised Call Centre Master Plan Management Committee Reports 1E 3A 1D 1G 1F.1 1F.2 1B.1 1B.5 1B.2 1B.3 1B.4 1A.1 1A.2 1A.3 2A.3 2A.4 3A.1 3A.2 3A.3 3A.4 2A.2 2A.1 1C.1 1C.2 1C.3 1C.4 2.A.5 KPI # CITY OF WINDHOEK CORPORATE SCORECARD (2018/2019) CITY OF WINDHOEK CORPORATE Public Participation Public Safety & Security Organisational Performance Smart City (SC) Strategy Organisational Financial Organisational Financial Enterprise Risk Management Internal Risk-based Audits Leadership & SupervisoryLeadership Customer Service KEY PERFORMANCE AREA (KPA) KPA 1 KPA KPA 2 KPA KPA 3 KPA Management KPA 9 KPA Procurement Effectiveness 10 Procurement KPA KPA 4 KPA Performance KPA5 6 KPA KPA 7 KPA Development KPA8 KPA8 STRATEGIC STRATEGIC OBJECTIVE
Promote Duty Promote of Care to the Organisation Ensure Smart Procurement Improve Customer Care GOVERNANCE THEME
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 11 - 1
5 2 3 1 20% 40% 60% 60% 6mo 100% 100% 100% 100% 100% 100% 100% ≤80% 100ha No Dis - claimer 65 days Phase 2 2018/19 N$80MIL Full claim Full ------2 3 90% 50% 70% 43% 15% 20% 6mo 100% 100% ≤80% 100ha Phase 1 2017/18 Full Claim Full ------6 PROPOSED ANNUAL TARGETS New New New New New New New New New New New 50% 60% 23% 22MIL 24mo (base) 500MIL 2016/17 KEY PERFORMANCE INDICATOR (KPI) KEY PERFORMANCE INDICATOR % Conversion ICT systems to DR Compliance New Tier 3 compliant physical Data Recovery Site % Implementation of e-Council Solution N$ Funding Sourced vs. Plan Sourced vs. N$ Funding % ERP Projects from Inception to Implementation Phase % ERP Projects # of ICT Systems Audits Concluded Business Continuity Plan for CoW (Date) # of Municipal Buildings Wi-Fi Access Commissioned # of Municipal Buildings Wi-Fi # of Improved Processes to Level 1- Governance of Enterprise to Level # of Improved Processes Implementation IT (GEIT) Programme from Pre-projects Planning (ERP) Projects % Enterprise Resource to Inception Phase # of Public Wi-Fi Access Locations Commissioned Access Locations Wi-Fi # of Public Model Financial % Progress against the Financial Model against the Financial % Progress Acquisition: Hectares Strategic Land Audit Lease Valuations for all purpose (betterments, endowments, sales, sales, endowments, for all purpose (betterments, Valuations rentals and interim valuations) Stand Audit Completed Auditor-General’s (AG’s) Opinion % Spend on Capital Budget % Reduction of overall debtors vs. no of days outstanding of overall debtors vs. % Reduction Days % Building Plans Approved/ Disapproved within 28 Working Debt /Total Borrowings to Total Operating Revenue Ratio Operating Revenue Borrowings to Total Debt /Total Planning Applications (Months) of Town Finalisation % Safety & Security Levy Collected % Safety & Security Levy Contribution RFA 7B 9B 7A 9A 4D 5A. 4B.3 4B.4 4B.1 4B.2 4A.2 4A.1 6A.2 6A.2 6A.3 6A.4 6A.5 8A.1 8A.2 4C.1 4C.2 4C.3 7C.2 6A.1 KPI # 7C.1 Monetisation of Optic Fibre Business Systems Business Continuity Wi-Fi Access Strategic Funding Revenue Collection Revenue External Audits Capital Expenditure Building Plans Debt Management Management Land-use Sustainable Revenue Sustainable Revenue KEY PERFORMANCE AREA (KPA) KPA 13 KPA Paperless Business Environment Business 14 Paperless KPA KPA 15 KPA KPA 12 KPA KPA 11 KPA 16 KPA KPA 17 KPA KPA 18 KPA KPA 19 KPA KPA 22 KPA KPA 20 KPA 23 KPA KPA 21 KPA - STRATEGIC STRATEGIC OBJECTIVE
Provide Smart ICT Provide Services Secure Stakeholder Funding Ensure Revenue Ensure Revenue Enhancement & Protection Ensure Financial Ensure Financial Accountability Improve Efficien - cies in Urban Plan ning & Property Management Find New Sources Find of Sustainable Revenue
GOVERNANCE SUSTAINABILITY FINANCIAL THEME
12 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 - - - 5 1 1 20 60% 20% 40% 40% 90% 50% 75% 85% 15** 1950 2500 100% 100% 50MVA 2018/19 200 - - 5 1 1 10 10* 200 50% 10% 50% 30% 90% 95% 20% 70% 80% 1750 2000 100% 100% 2017/18 30/06/19 - - - 0 1 1 PROPOSED ANNUAL TARGETS 176 New New New New New New New 40% 90% 80% 20% 70% 1500 1400 100% 2016/17 (Schools) - KEY PERFORMANCE INDICATOR (KPI) KEY PERFORMANCE INDICATOR % Progress vs. Sustainable Urban Transport Master Plan (SUTMP) Sustainable Urban Transport vs. % Progress % Youth Development including OVC & Training for Qualifying Development including OVC & Training % Youth Schools (Grade 10 – 12) (50% of the City’s minimum day load from renewable energy # of Scholarships Awarded (& amend HRD Policy re Surety) (& amend HRD Policy # of Scholarships Awarded # of Internships/Volunteers per Annum # of Internships/Volunteers # of Megawatts derived from renewable energy sources (solar & wind) % Youth Starting Businesses Post Training Starting Businesses Post % Youth # of Megawatts derived from Waste-to-Energy Sources (i.e. Sources (i.e. # of Megawatts derived from Waste-to-Energy Station) Power Waste-to-Energy SWM Renewable % of Innovative Business Start-ups Obtaining Financial & Busi Obtaining Financial % of Innovative Business Start-ups ness Support Establishment of additional Direct Portable Reclamation Plant Reclamation Establishment of additional Direct Portable ) Target Project vs. (% Progress # of Orphans & Vulnerable Persons (OVP’s) Supported Persons # of Orphans & Vulnerable # of Residents Served# of Residents with Basic Services before Formalisation Study sanitation )-Pilot water, (i.e. % Progress vs. Council Upgrading & Development Programme Council Upgrading & Development Programme vs. % Progress (existing tarred arterial roads) Upgrading & Development Strategy # of City Vending Points Electricity & Water ( additional vending Electricity & Water Points # of City Vending points) % of Informal Settlements Receiving Refuse Collection Services Refuse % of Informal Settlements Receiving (Black bags) % Completion of Extension to Küpferberg Landfill Site % Completion of Extension to Küpferberg Landfill % Completion of New Satellite Site # of Informal Settlements Areas Formalised # of Public Facilities in Informal Settlements (i.e. swimming in Informal Settlements (i.e. Facilities # of Public parks) fire stations, libraries, pools, Establishment Applications Completed % of External Township Applications Submitted within the required time frame vs. % Progress against 5-year plan: New Townships (Greenfields) against 5-year plan: New Townships % Progress InternallyProclaimed 11 10B KPI # 12A.1 10A.1 12A.2 12A.3 10A.2 12A.4 10A.3 12A.5 12A.6 13A.1 13A.2 13A.3 13A.5 13A.6 13A.7 13A.8 13A.9 13A.4 13A.10 13A.11 Public Transportation Youth, Orphans, Women, Orphans, Women, Youth, Renewable Energy Genera - Renewable Alternative Water Supply Alternative Water Basic Services KEY PERFORMANCE AREA (KPA) KPA 26 KPA KPA 27 KPA & Vulnerable Pensioners Development Persons KPA 24 KPA tion KPA 25 KPA KPA 28 KPA (Informal Settlements) STRATEGIC STRATEGIC OBJECTIVE
Provide Smart Provide Transport Public Empowerment of Orphans, Youth, - Pension Women, ers & Vulnerable Persons Diversification of on Bulk Reliance Supply Increase Access to Services SOCIAL PROGRESSION SOCIAL THEME
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 13 32 50 150 962 800 60% 60% 90% 80% 1000 100% 10 MIL 190MVA 2018/19 30/06/19 30/06/19 30/09/18 30/06/19 30/06/19 30/06/19 30/06/19 ------45 430 470 529 500 400 10% 60% 20% 20MIL 190MVA 2017/18 ------40 PROPOSED ANNUAL TARGETS 300 113 New New New New New New New New 50% 10% 50MIL 160MVA 2016/17 KEY PERFORMANCE INDICATOR (KPI) KEY PERFORMANCE INDICATOR Development of the City Windhoek Climate Change Strategy Local Economic Development Index Local Development of the Investment Promotion & Incentives Development of the Investment Promotion Strategy Strategic Environmental Assessment Development of SMME Policy Spatial Development Plan Completion Categories # of Serviced in all Land-use Plots Availed % Budget Spend on LED Projects Development of the Local Economic Development (LED) Development of the Local Strategy % Completion vs. Project Progress (Development of Extraction Progress Project % Completion vs. Capacity of the Windhoek Managed Aquifer & Recharge Scheme) Recharge # of Affordable Houses Provided via Mass Housing, Windhoek via Mass Housing, # of Affordable Houses Provided Scheme Build-Together Housing, Development of the Targeted Windhoek Tourism Development Windhoek Tourism Development of the Targeted Strategy # of Serviced Plots Availed via Public Private Partnerships (PPPs) Partnerships Private # of Serviced via Public Plots Availed Compliance of potable water quality to applicable standards Increase capacity from 160 MVA n-1 supply to 210MVA n-1 n-1 supply to 210MVA Increase capacity from 160 MVA supply % of Network Upgrade Progress vs. Electricity Masterplan Targets vs. % of Network Upgrade Progress # of Demarcated Households in Informal Settlements with Access to Electricity Services Connections (auxiliary# of Pre-financed installations) Reticulation in Informal Areas Subsidised Reticulation % Adherence to maintenance plan 19 14A 17A KPI # 14B.6 14B.4 14B.1 14B.3 14B.2 15A.1 15A.2 16A.1 16A.2 16A.3 17A.1 18A.1 18A.2 18A.3 18A.4 18A.5 14.B.5 Asset Management Strategic Environmental Spatial Development Economic Development & Housing DeliveryLand Electricity Supply Aquifer Recharge Scheme Aquifer Recharge Water Quality Standards Water KEY PERFORMANCE AREA (KPA) KPA 31 KPA Assessment KPA 29 KPA 30 KPA 32 KPA KPA 33 KPA KPA 34 KPA KPA 35 KPA KPA 36 KPA STRATEGIC STRATEGIC OBJECTIVE
Provide Enabling Provide Environment for & Trade Tourism, Investment ServicedAvail in All-use Land Categories Improve Water Improve Water Security Increase Capacity of Electricity Supply Infrastructure Availability/ Reliability
ECONOMIC ENVIRONMENT ECONOMIC DEVELOPMENT INFRASTRUCTURE THEME
14 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 02 COUNCIL AND MANAGEMENT STRUCTURE
he serving Council took office on 4 December 2015 and its mandate runs until November 2020. In terms of the law of Namibia, a full local authority Council serves a five-year T term, while its office bearers, being the mayor, the deputy mayor, and members of the Management Committee are elected annually.
However, the five-year term of office ends on the date before the Local Authority elections. The last Local Authority elections were held on 26 November 2015, with the next one, ceteris paribus, scheduled for November 2020.
The City’s management structure is aligned to the new strategic vision and provides the foundation from where standard operating procedures are executed. It also determines which individuals participate in which decision-making processes.
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 15 CITY OF WINDHOEK Council 2019
VISION MISSION To be a SMART and Caring City by 2022 To Enhance the quality of life for all our people by rendering efficient and effective municipal services.
City of Windhoek Council 2014
Cllr LK Kaiyamo Cllr M Kazapua Cllr AK Ashilelo Deputy Mayor Mayor Chairperson of the Management Committee (MC) SWAPO SWAPO SWAPO
Cllr M Shiikwa Cllr M Ukeva Cllr TT Uwanga Cllr MJ Amadhila (MC) SWAPO (MC) SWAPO (MC) SWAPO (MC) SWAPO
Cllr Alderwoman Cllr J Moonde E Trepper MHK Veico SWAPOSWAPO (MC) SWAPO (MC) SWAPO
Cllr FN Kahungu Cllr H Ulumbu Cllr JE Paulus Cllr I Subasubani Cllr A Niizimba Cllr BE Cornelius Cllr I Semba Cllr J Kauandenge SWAPO SWAPO SWAPO SWAPO SWAPO RDP PDM NUDO
MANAGEMENT STRUCTURE
CEO RN Kahimise
HEAD: City Police SE: Human Capital and SE: Electricity SE: Housing, Property SE: Economic Development SE: Information SE: Urban and SE: Finance and SE: Infrastructure, Water AK Kanime Corporate Services OA Hekandjo ManagementD Gerber and and Community Services and Communication Transport Planning Customer Service and Technical Services MG Mayumbelo Human Settlements FNFN HambudaHambuda Technology P van Rensburg JDVacant Davis L Narib GW Esterhuizen R Kandjiriomuini
16 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 03-12 DEPARTMENTAL PERFORMANCE REPORTS
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 17 03 OFFICE OF THE CHIEF EXECUTIVE (OCEO)
C. Eita Manager: External Relations & H. Akwenye Networking Manager: Corporate Communications, C M U. Rupingena L. Ileka Manager: Mayoral Support Marketing & Public Participation Strategy Advisor: Smart Cities
R N. Kahimise Chief Executive Officer L. Vries Executive: Strategy & Performance G. Krotz Manager: Operations & Committee Service
18 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 3.1 office The Mayor
Mayoral Relief Fund, 24 May 2019
3.1.1 Mayoral Relief Fund (MRF)
The Mayoral Relief Fund received generous contributions from a prepaid electricity vending company Syntell (Pty) LTD amount in he respective donations were handed over to the mayor by representatives of the said companies at an event held at Council Chambers on 24 May 2019. Both partners pledged commitment to the Mayoral Relief Fund as part of their corporate social investment obligations. Both donations coincided with the Governing Committee’s interim annual activities agenda which includes inter alia:
• support towards vulnerable students studying towards academic degrees in fields of critical need to the City of Windhoek; • support for vocational training of upcoming Small and Medium Enterprises (SMEs) • provision for emergencies; and • qualifying ad hoc requests.
To ensure operational efficiency and sustainability the City has undertaken the setting up of the operational structure and sustainability strategies for the fund. In the same vein, it is envisaged that the fund will be transformed into a fully-fledged trust to be registered with the Master of the High Court. In addition, all related plans, budgets,
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 19 initiatives, duties, structures, sustainability issues and application procedures will be finalised during the 2019/20 financial year.
Progress made during the period under review is summarised as follows:
• The process of registration for a formal Mayoral Relief Trust was initiated with the Financial Intelligence Centre (Bank of Namibia - BoN), for final approval by the Master of the High Court and the Governing Committee is busy setting up operational structures for the fund. • The Secretariat submitted a proposal for sponsorship to First National Bank (FNB). • The MVA Fund donated N$50,000.00 to the NNAD for printing 1,200 dictionaries. • A contribution from Syntell (Pty) LTD amounting to N$1,297,454.50 was received.
3.1.2 Co-operation Agreements, Inter-Governmental and International Relations
The City remains committed to forging mutually beneficial relations at local, inter-governmental and international levels. For the period under review, two Memorandums of Understanding (MOUs) were signed namely:
Table 1. Co-operation Agreements INSTITUTION AREAS OF CO-OPERATON • Research and Development; • Smart City and Technology; • Economic Advancement; • Urban, Transport, Environmental and Human Settlement Development; Namibia University of • Water, Sanitation and Electricity; Technology and Science (NUST) • Adequate Housing; • Disaster and Emergency Management; • Capacity Development; • Public Participation; and • International Relations. The agreement was signed on 16 May 2019 which was followed by an action plan with clear activities and assigned relevant officials to form part of a working group. • Economic Development & Community Development • Waste Management • Technical & Professional Co-operation Gochas Village Council • Finance Administration, Capacity Building & Procurement • Legal Aspect and Capacity Building • Strategy and Performance Management The Gochas Village Council requested a co-operation agreement with the City to foster exchange between the two local authorities in the above areas of mutual understanding.
20 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 The City also has international agreements with the following countries, aligned to the strategic objectives in the areas of Good Governance, Infrastructure Development, Land Delivery, Basic Services, Economic Development, Social Progression and Financial Sustainability with the following countries:
• Germany, • USA (Cities of Richmond, Virginia and San Antonia, Texas), • China (Nantong and Shanghai) • Cuba; and • Jamaica.
Support to other Local Authorities
The City rendered support to other local authorities in a range of disciplines as follows:
Table 2. Support to Local Authorities The Otavi Town Council requested assistance in land surveying of Otavi Town Council its newly serviced extensions. The City of Windhoek delegated the Manager Geomatics to assist with the project. The City was invited to the Grootfontein Municipality to attend a meeting of the Local Organising Committee on hosting the Namibian National Grootfontein Mayors Forum (NNMF) and advising on the preparations. The preparatory Municipality meeting took place on 25 April to review the draft programme and logistical requisites. The Karirib Town Council requested assistance with strategy alignment Karirib Town Council and performance management. The exercise took place from 2 - 4 May 2019 and was highly appreciated. The Mayor of Outapi, Cllr. Selma N Asino and her delegation, paid a courtesy call to the Mayor of Windhoek, Cllr Muesee Kazapua, on 13 Outapi Village Council May 2019. The purpose of the visit was to consult on the implementation of co-operation agreements performance monitoring and evaluation through action plans and reporting. The Maltahöhe Village Council Chairperson, Cllr. Elizabeth Visser and her 5-member delegation paid a courtesy visit to Cllr. Muesee Kazapua, Mayor of the City of Windhoek on 28 May 2019. The purpose of the Maltahöhe Town visit was to seek assistance from via the donation of equipment (e.g. Council vehicles, waste management trucks and earthmoving equipment for rehabilitation of their dumping sites and other works). The City also rendered training on the implementation of the new Procurement Act. An official from the Swakopmund Municipality visited the City of Windhoek on a benchmark exercise from 25 - 27 June 2019. The purpose of the visit was to familiarise himself with the day-to-day operational activities of the City’s Building Control Division regarding the following: Swakopmund Municipality • Daily site inspections; • Building plans scrutiny process; • Complains and grievances from the public; • Issuing of completion and compliance certificates and; • Measure on combating non-compliant structures.
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 21 Inter-governmental Activities
The table below summarises the key inter-governmental activities embarked upon for the 2018/19 financial year:
Table 3. Inter-Governmental Activities ACTIVITY PROGRESS To ensure synergy and resource sharing, discussions on establishing a tripartite co-operation arrangement between Windhoek, Swakopmund Tripartite co-operation and Walvis Bay occurred during the period under review. Practical arrangements are being finalised before submissions are made to the respective Councils for consideration. The City maintained collaborative relations with KRC as key stakeholders, Collaboration with in the areas of community participation and budgeting for capital Khomas Regional projects within the city boundaries. These engagements continue to Council (KRC) have a positive impact on reducing duplicated efforts and resource allocations.
International Inbound and Outbound Delegations
The table below presents the inbound and outbound international delegation exchanges for 2018/19:
Table 4. Exchange of Delegations INBOUND DELEGATIONS H.E. Dr. John Magufuli, President of the United Republic of Tanzania Visit to Namibia by H.E. Dr. paid a State Visit to Namibia and during his visit a street renaming John Magufuli, President ceremony of Lazarett Street in honour of the late Julius Nyerere, of the United Republic of Founding President of the United Republic of Tanzania, took place Tanzania on 27 May 2019. OUTBOUND DELEGATIONS A four-member delegation of the City of Windhoek paid a benchmarking visit to the City of Cape Town. The purpose of the benchmark visit was to build long-term relationships with the Benchmark visit to the City organizers of the Cape Town International Jazz Festival for possible of Cape Town for their artists’ exchange and resource sharing (e.g. costs and artists) to annual jazz festival (29 assist the Windhoek Jazz Festival, and knowledge exchange. The March-1 April 2019) purpose was also to learn what contributes to the success of such an event and why the Cape Town International Jazz Festival has been growing in popularity at such a fast pace over the years. A four-member City of Windhoek delegation undertook a study Invitation to study bus tour on bus planning and operations to the Bremen Strassenbahn operations in Bremen AG (BSAG). The programme was planned with the aim to develop Strassenbahn AG (BSAG) in a partnership of administrative departments and public entities in Bremen (7-13 April 2019, the field of mobility, through workshops, training and exchange Bremen, Germany) visits. All the costs were covered by GIZ. Benchmark exercise with Drakenstein Municipality A benchmark visit took place to allow the City’s Finance team (RSA), on financial obtain the relevant technical and practical knowledge regarding statements, asset to the budgeting process, tariff determinations and compilation management, tariffs and of sound financial statements, management accounts, asset financial statements (23-26 and project registers. April 2019)
22 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 Following the launch of the City’s strategic plan in 2017, the Customer Care function prioritised the establishment of a customer service value proposition and centralised customer care centre. The City of Windhoek benchmarked with the City of Cape Town to capacitate and support the relevant officials in the roll-out of the said charter and customer care centre. The Benchmark Visit to the City following areas were explored: of Cape Town • Customer Engagement Model/Strategy; (3-7 June 2019) • Customer Service Charter; • Customer Mobile Application; • Customer Queuing System; • Handling of Customer Complaints/Enquiries; • Technology-driven Customer Management System; • Customer Care Challenges; and • Best Practices & Resource Allocations. The main objective of the workshop was to share knowledge and best practices and discuss the environmental, economic and social challenges to mainstream sustainable food systems into local policy and planning. The purpose was also to facilitate the participation of African cities that are initiating the process of Regional Summit of the mainstreaming food systems in local planning and policies and Milan Urban Food Policy foster the knowledge sharing and cooperation among African Pact (MUFPP), Niamey, Niger, cities. The workshop included the following sessions: Sharing 11-13 June 2019) knowledge, best practices from cities, training session on the Milan Urban Food Policy Pact Indicators Framework. The City of Windhoek was represented at this Workshop, by Cllr. Ndateelela Kahungu, Chairperson of the Windhoek Food and Nutrition Security Committee.
Engagements with Embassies
The City of Windhoek and the Embassies of Venezuela and Cuba will collaborate on a film festival scheduled to take place in August 2019. Different Films from all three countries will be screened in five Community Centres and Halls in the areas of Katutura.
Membership to Local and International Associations
Lastly, the City remains a member of the following local and international associations:
Table 5. Memberships to Local & International Associations The City retained its membership to the Association of Local Association of Local Authorities in Namibia (ALAN) as the Local Authorities umbrella Authorities in Namibia (ALAN) body, with representation by three Councillors on the ALAN Management Committee. United Cities & Local UCLGA is a continental body for Local Government of which the Government in Africa City of Windhoek is a member. (UCLGA) The Mayor of Windhoek retained membership to the CLGF Board Commonwealth Local and its Committee on Sustainable Cities Network. The Mayor is Government Forum (CLGF) expected to attend the Annual CLGF Board Meeting in 2020.
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 23 Cities are under increasing pressure to adopt sustainable service delivery models. Capital cities have the daunting task of displaying leadership, in this area. A green economy, on the other hand, aims was to improve the efficiency of natural resources used, to improve human well-being and reduce ecological Africa Capital Cities of scarcities and environmental risks. This called for the adoption Sustainable Forum (ACCSF) of new and innovative economic models, a different approach to development and reconfiguration of local government operations. To this end the City of Windhoek, participated in the African Capital Cities Sustainability Forum from 24-26 June 2019. The Mayor of the City of Windhoek led a delegation to the ACCSF meeting held in Tshwane, SA.
Management Committee (MC) Update
MC Effectiveness
Effective leadership serves as a strategic enabler in solidifying a culture of continuous learning, innovation and improvement. For the period under review, MC members participated in three leadership development sessions which addressed the following topics:
• Strategic Visioning & Decision Making • Business Skills • Performance Management • Stress Management & Flexibility
In addition, the line ministry (Ministry of Urban and Rural Development, MURD) facilitated a workshop for local authorities from 4-6 March 2019 at the Gross Barmen Resort, Okahandja. The workshop addressed a broad range of topics such as:
• Council meetings; • Procedures and minutes including the legal framework as contained in the Standing Rules of Order; • Development, land management & objectives, land transaction processes, valuation procedures for ratable properties and compensation policy guidelines were covered; • Financial management (including budgeting and the budget approval process by Council and submission to MURD); • Various aspects of land management (e.g. townships, determination of rates and taxes, gazetting process, capital projects implementation, preparation of quarterly management reports (Finance department to CEO), Monitoring and Evaluation Process (MURD) and the importance of recommendations provided by MURD.
24 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 Furthermore, the chairperson of MC, Cllr. AK Ashilelo, attended a retreat hosted by MURD from 3–5 July 2019 in Walvis Bay. The retreat provided a platform to discuss issues of common interest among representatives from various governmental organs at political and administrative levels. The engagement also tracked progress made against National Development targets such as inter alia:
• urban land and housing delivery; • governance; • regional and rural development; • access to sanitation; • hygiene services; and • decentralisation of government functions.
Programme activities amongst others, include:
• performance management system in the public service; • state of financial accountability and performance audits; • 2nd National land Conference resolutions and MURD Implementation Plan; • overview of the MURD Strategic Plan (2017-2022) and Annual Plan 2019/2020; • budget 2019/2020-2022/2023; • housing delivery: framework and interventions; • NHE: Housing development activities; • community-led housing development initiatives; • local authority and traditional authority reform papers; • implementation of rural development programmes; • status of decentralisation; and • regional developmental presentations.
3.1.4 Councillor Sub-committees
The objective of the Councillor sub-committees is to provide political impetus and ease of co-ordinated development initiatives between the political leadership and civic administration structures. The specific role of the sub-committees is to provide advice and information to Council on specialised matters and to assist in enhancing the quality of life of the community, in line with the strategic plan.
In addition, a Councilors’ Forum was established to serve as a caucus platform to discuss and share ideas on current affairs affecting Council and issues of community interest. The said forum also serves to initiate submissions for formal consideration and approval by Council.
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 25 The table below details the various Councillor sub-committees and respective focus areas:
Table 6. Councillor Sub-committees IMPACT ON COUNCILLOR APPOINTMENT 2018/2019 MEMBERS PURPOSE STRATEGIC SUB-COMMITTEES DATE HIGHLIGHTS PLAN • Caucus/advisory platform where Approval to Councillors discuss align Advisory & share ideas on Synergy of Committees Councillors current affairs affecting efforts, to All Councillors 4/12/2015 to Trans- Forum Council & issues of avoid avoiding formational community interest; duplication Strategic Plan • Initiate submissions for (2017–2022) formal consideration by Council. Assisted in Provision • To improve provision/ combating of extra access to potable Hepatitis-E Provision of Cllr M. Ukeva standpipes water quality in outbreak & Basic Services in (Chairperson) water points, 31/03/2016 informal areas; enhanced Underserviced Cllr TT. Uwanga, new toilets & • Provide sanitation quality of life Areas Cllr H. Ulumbu refurbishment facilities in informal in terms of of old toilets in areas. availing basic informal areas amenities Cllr M. Shiikwa Successfully Land Delivery (Chairperson) Provision of affordable dealt with Cleared the & Affordable Cllr FN. Kahungu 31/03/2016 housing & making rezoning backlog Housing Cllr JE. Paulus serviced land available application Cllr Uwanga backlog • Develop strategy for reducing waiting period in handling applications for land; • Smart City Initiative, Enabled Improved Cllr I. Subasubani • Implementation of Council Systems of (Chairperson) PMS; Implemen- to track 31/03/2016 Operations & Cllr LK. Kaiyamo • Implementation tation of PMS performance Performance Cllr AK. Ashilelo of Customer Care (Council/MC Charter, Scorecards) • Identification & implementation of revenue enhancement initiatives • CBD rejuvenation Initiative to advocate for maintenance of buildings in CBD; The refurbish- Promotion • Provide strategy Cllr BE. Cornelius ment of Improved the of Economic for handling major (Chairperson) 31/03/2016 business appearance Development development Cllr MJ. Amadhila buildings in of the CBD & Job Creation proposals, the CBD • Revive Mayoral Business Forum in conjunction with relevant stakeholders.
26 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 IMPACT ON COUNCILLOR APPOINTMENT 2018/2019 MEMBERS PURPOSE STRATEGIC SUB-COMMITTEES DATE HIGHLIGHTS PLAN • Public awareness on littering, intensify clean up campaigns, • Revive the Catch Approval of Clean City Cllr J. them Young solid the new Ward Initiative & Kauandenge 31/03/2016 waste management Contractors Job Creation Environmental (Chairperson) initiatives, System Management Cllr AK. Ashilelo • Promote public participation in solid waste management activities. • Implementation of Indigent Policy to allow for a once –off Assisted in Writing off Pensioner Corporate alleviating Cllr M. Kazapua debts, Social Pensioners’ the plight of (Chairperson) 31/03/2016 • Support to Vulnerable Responsibility debt write-off the elderly Cllr JE. Paulus Groups: OVCs, Committee and the Kindergartens, Old vulnerable Age Homes, and support to Medical Care cases • Organise meetings Public Successfully with Community Participation Cllr I. Semba conducted Promoted Leadership Structures; & Consultative (Chairperson) 31/03/2016 the public political consultation, Governance Cllr Kazapua community participation • Stakeholders’ Committee meetings consultation. • Identify land and resources for the construction of the Windhoek food bank facility, • Identify suitable Produced Food & land for community vegetables Cllr FN. Kahungu Contributed Nutrition gardens and urban which were (Chairperson) 31/03/2016 to food Security agriculture, distributed Cllr A. Niizimba security Committee • Identify sources to the of water for urban community agriculture, • Identify community members and stakeholders for urban agriculture Sustainable Cllr A. Niizimba • Implement the Urban Improvement (Chairperson) Sustainable Urban Transport: in the public Boosted the Cllr M. Kazapua Transport master Move 31/03/2016 transport organisation- Cllr M. Ukeva Plan (SUTMP) under -Windhoek revenue al revenue Cllr H. Ulumbu the Move-Windhoek Project collection Cllr I. Semba campaign Committee • Advocacy – HIV and Lifestyle diseases on a daily agenda, Cllr FN. Kahungu • Promoting of HIV/AIDS Strategic Plan HIV/AIDS and (Chairperson) Policy and activities, Review of was aligned Other Life Cllr LK. Kaiyamo • Ensure that the 31/03/2016 the HIV/AIDS to the Trans- Threatening Cllr A. Niizimba strategic Plan for HIV/ Strategic Plan formational Diseases Cllr H. Ulumbu AIDS and Lifestyle Strategic Plan Cllr I. Semba Diseases is effectively implemented by CoW both internally and externally.
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 27 IMPACT ON COUNCILLOR APPOINTMENT 2018/2019 MEMBERS PURPOSE STRATEGIC SUB-COMMITTEES DATE HIGHLIGHTS PLAN Budgetary • Ensure security of allocation for Provision Cllr I. Subasubani electricity supply in Electricity the electri- of basic (Chairperson) 31/03/2016 Windhoek, Advisory fication of amenities to Cllr TT. Uwanga • Electrify the the informal the residents underserviced areas areas • Community safety, Contributed Cllr Kazapua Response to Healthy Cities improving the sense to the (Chairperson) 31/03/2016 the Hepatitis Programme of personal safety in wellbeing of Cllr LK. Kaiyamo B outbreak public spaces. our residents • The provision of advisory services on Record Cllr Kazapua Streets & all aspects related approval of Improved the (Chairperson) Places Naming 31/03/2016 to the naming and application image of the Cllr LK. Kaiyamo & Renaming renaming of streets for streets city Cllr I. Semba and places in renaming Windhoek • The provision of advisory services on City of all aspects related to Cllr JE. Paulus Windhoek sports to Council, Overall Improved the (Chairperson) Sports & 31/03/2016 • Arrange sporting winners of the image of the Cllr M. Ukeva Recreation activities with a NALASRA. organisation Cllr J. Kauandenge Committee purpose of creating a spirit of friendship through sports. • To promote tourism Cllr Kauandenge Tourism, and Culture in Successful (Chairperson) Improved the Culture Windhoek, provide hosting of the Cllr AK. Iyambo 31/03/2016 image of the & Public Public Relations Jazz Festival Cllr JE. Paulus organisation Relations related advise to 2017 Cllr I. Semba Council • Support the Council’s strategic vision and goals internationally It assisted in in accordance with Realigning of synchronizing Cllr M. Kazapua the national foreign the Council the Council (Chairperson) policy and national International internation- International Cllr TT. Uwanga development plans, 31/03/2016 Relations al relations Relations Cllr MJ. Amadhila • Contribute to Nation Policy to the activities in Cllr AK. Ashilelo Building- policy National line with that Cllr I. Subasubani will endeavour Foreign Policy of the central to channel government. international support to up- coming local authorities • To advice the MC on matters related to the wellness of Councillors, Approval & Contributed Cllr BE. Cornelius • Carry out implemen- to the Councillors’ (Chairperson) comparative or tation of the 31/03/2016 wellbeing of Benefits Cllr I. Subasubani benchmark visits Councillors our residents/ Cllr J. Kauandenge on the Councillors pension Councillors benefit and scheme remuneration for recommendation to the \MC
28 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 Overall, the Council Sub-Committees performance is fair. Moving forward there is need to align the Terms of Reference of the Committees to the Transformational Strategic Plan (2017–2022) and mobilise efforts towards soliciting funding from central government for key projects.
3.2 Corporate Legal
3.2.1 Update of Laws Exercise
The database for all by-laws is now established. The next stage is to determine the effectiveness of existing legal instruments in the execution of departmental mandates. To this end an intern was appointed to assist in co-ordinating the said engagements. Progress reports against this exercise are slated for the new reporting cycle commencing 1 July 2019 which falls within the City’s 2019/2020 financial year.
3.3 public Participation
Table 7. Public Participation KPIs 2018/2019 KPI Target Actual # of Public Meetings Per Annum 26 26 # of National Events Commemorated per Annum 6 6 # of Public Meeting Reports per Annum 2 2
3.3.1 Public Meetings
For the period under review, the City conducted its first series of public meetings from July to August 2017 in all constituencies of the Khomas Region. The second series of meetings took place from April to May 2018.
In addition, the following adhoc public meetings were held:
• Public engagement on community based ward contractor system (open space cleaning) • Public engagement on the non-motorized strategy on Public Transport • Ward Cleaning Contract System information sharing meetings in Samora Machel, Khomasdal, Windhoek Rural (Mix & Groot Aub settlements) and Moses Garoeb constituencies.
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 29 • Two mayoral cleaning campaigns in Samora Machel and Moses Garoeb constituencies on 27/01/2018 and 10/02/2018 respectively. • Two public meetings with councilors and leadership structures of Moses Garoeb and Samora Machel constituencies on 11/01/2018 regarding the Hepatitis-E Outbreak information sharing • Six public education meetings on Hepatitis-E prevention in Moses Garoeb and Samora Machel constituencies between January and October 2018.
3.3.2 Public and National Events
The following public and national events were observed:
8 March 2018: Commissioning of Recreation Play Park, Wanaheda 21 March 2018: Independence Day held outside Windhoek (Khomas Region) 23 March 2018: Provision of logistics at India Day events 07 April 2018: Provision of logistics for Wika events 01 May 2018: Workers’ Day was held outside Windhoek (Khomas Region) 04 May 2018: Cassinga Day: Logistics provided at the renaming of the Ausspannplatz to Augustino Netto Square. 21-24 May 2018: Mobilisation of communities to attend the clean-up campaign and announcement and distribution of flyers for the re-opening of the Nathanael Maxuilili Finance Office in Tobias Hainyeko Constituency. 25 May 2018 National clean-up campaign 16 June 2018: Day of the African Child 26 August 2018: Heroes’ Day
3.3.3 Public Meeting Reports
The consolidated Public Meeting Report for meetings held in November 2018, was submitted for approval.
3.4 organisational Performance Management
Table 8. Organisational Performance Management KPIs 2018/2019 KPI Target Actual Quarterly Organisational Performance & Financial Reports 4 4 Annual Report (2018/2019) 1 1 Mayoral Annual Report 1 1 Management Committee (MC) Reports 2 1
30 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 As part of the above Key Performance Area (KPA), the quarterly reports were presented to various stakeholders all of which culminate into the Annual Council Performance Report (2017/2018).
3.4.1 Quarterly Performance Reports
The City submitted four quarterly reports for the year ending 30 June 2019.
3.4.2 Annual Council Performance Report (2017/2018)
The Annual Council Performance Report (2017/20118) was approved and disseminated in 2018.
3.4.3 Mayoral Annual Report
The target of one Mayoral Report per annum was achieved. The next Mayoral report is due on 30 November 2019.
3.4.4 MC Report
For the period under review, the Management Committee (MC), submitted a report to Council for approval. Moving forward, the aim is to streamline the reporting process with the view to submitting two MC reports per annum.
3.5 enterprise Risk Management & Risk-Based Audits
Table 9. Enterprise Risk Management & Risk-Based Audits KPIs 2018/2019 KPI Target Actual % Implemented vs. Actual Implementation on Risk Register 100% 50% % Progress vs. Internal Risk-based Audits 100% 60%
3.5.1 Actions Implemented vs. Actual Implementation on Risk Register
Performance against the implementation target on the Risk Register is as follows:
• The Risk Register will be electronically available via the Global Accounts Management System (GAMS) for the new financial year (2019/2020), to streamline regular updates of the Risk Register and subsequent reporting thereof.
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 31 • MC and Council approved the following: Risk Register & Report, Risk Policy, Risk Framework and an Annual Risk-based Audit Plan for the 2018/2019 reporting period. • One risk-based audit was completed and signed-off for further action. • The Risk Register & Improvement Plan will be continuously monitored & updated once migrated to GAMS.
Note: Once the above activities are finalised, the City will start measuring progress against the actual implementation on the Risk Register. For now, the 2017/2018/2019 financial years will serve as the base for ensuring that the appropriate structures, human capital resources and departmental empowerment and training opportunities are implemented.
3.5.2 Internal Risk-based Audits
The Risk-based Audit Plan was re-aligned to the 2019/2020 financial year and is currently under review for approval in August 2019.
3.6 Smart Cities Model / Strategy
Table 10. Smart Cities Model/Strategy KPI 2018/2019 KPI Target Actual % Completion of the strategy 40% 40%
Preparations are underway to procure consultancy services for the development of a SMART Cities Strategy based on the four initiatives identified as strategic priorities in 2018/2019, following desktop studies.
To this end the City’s four-pillar project towards reaching the smart city status is:
Figure 1. 4 Pillar Project
32 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 3.6.1 Non-motorised Transport (NMT) Strategy and Infrastructure Design Guideline
Affordable non-motorised transport is one of the core focus areas of the Sustainable Urban Transport Master Plan (SUTMP) adopted by Council on 31 July 2014. The high percentage of residents dependent on walking and cycling as a means to employment opportunities, education and health and social services, necessitated the NMT strategy. NMT also supplements public transport and contributes to liveable and vibrant cities, hence the high priority set by Council.
The NMT Strategy addresses the following:
• Creation of a safe and pedestrian-friendly transport system and roads and environment for pedestrians and cyclists; • Development of a Non-Motorised Transport Strategy for the City of Windhoek; • Improvement of the pedestrian network and environments of Windhoek; • Identification and implementation of a cycle network for Windhoek; and • Promotion of more cycling in Windhoek.
Council approved the NMT Strategy Infrastructure Design Guideline for Windhoek as per Council Resolution [123/05/2019].
3.6.2 NMT Pilot Project
The Northern Industrial/Lafrenz area will serve as the pilot project site which will be managed by consultants from Burmeister and Partners (Pty) LTD.
3.6.3 Fact -finding Mission
Following a fact-finding mission to Germany from 22–26 October 2018, via the City’s partners (Deutsche Gesellschaft für Internationale Zusammenarbeit-GIZ) the subsequent report identified the following by way of promoting cycling networks, infrastructure and related activities in Windhoek:
• promote shopping by bike; • create a cycling path network; • connect people with interest in cycling; • promote cycling for tourists (e.g. through the “Bicycle South” network, which certifies accommodations as “cycling friendly”, if they provide bicycle parking for their guests; • create a bicycle share system (already in progress by Sun Cycles);
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 33 • build bicycle parking facilities; • offer affordable bicycles, e.g. by cooperating and supporting local manufacturers and bike shops (Sun Cycles offers bike from N$500, they also work together with Nedbank, that offers bike loans); • empower local partners (e.g. from the private sector); • include cycling in everyday life (e.g. start with buying children running bikes); • train cycling trainers – the (Namibian Cycling Federation (NCF) already has a project in this regard); • create secure learning spaces at schools; and • residents’ needs to be involved in order to guarantee success of promotional ideas.
3.6.4 Open Street Concept
The Open Streets Concept is an initiative that, on a regular basis, closes certain streets to cars and opens them to the public. Windhoek will pioneer this concept in Namibia and will be the second city in Africa to join the Open Streets Concept.
The programme is designed to encourage alternative commuting methods. This is done by encouraging people to walk and cycle in designated areas on a monthly basis. Open streets allow for free movement, without the fear of being injured. It also complements the City’s efforts to promote healthy, active living by creating a safe space for people to exercise, play and experience vitality, livability and diversity.
The Open Streets team comprises the City of Windhoek, Namibia Cycle Federation, Sun Cycles Namibia, Private Sector Road Safety Forum, GIZ and the community at large. It will ensure that people are able to use the area for walking, running and cycling and other activities, without the interference of cars.
The next phase seeks to source corporate sponsorship and identify suitable dates and streets for the events.
3.6.5 Road Fund Administration (RFA)
The City appointed a consultant to conduct a comprehensive review of a Procedure Agreement and funding allocation model for local authorities. A workshop with Council is slated for January 2020 following which an item will serve at MC and Council for approval.
34 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 3.6.6 SADC Programme of Action
EASI Conceptual Framework
It was indicated at the Annual General meeting (AGM) of the African Transport Policy Programme (SSATP) held in Abuja, Nigeria, from 2-6 July 2018 themed: “Africa’s Rapid Urbanization and the Response to Urban Mobility in the Digital Era” that, SADC should avail pilot cities for inclusion in the SSATP–EASI conceptual framework. The purpose is to explore strategic plans to improve accessibility and mobility in urban areas in the SADC region in response to the strong and urgent need to address road safety and efficiency of regional transport corridors as outlined in the figure below:
Figure 2. EASI Framework
The Ministry of Works and Transport together with the City of Windhoek proposed Namibia as the SADC pilot country to form part of the EASI Framework Assignment.
The SADC Programme of Action is expected to take note and respond to the recommendation and direct the Namibian Government to work with Secretariat in collaboration with International Co-operating Partners such as the World Bank under SSATP, in considering the proposal via the appropriate transport sector structures.
3.6.7 Leaders in Urban Transport Planning (LUTP)
“Building Leaders in Urban Transport Planning (LUTP)” is a programme to develop leadership capability in holistic and comprehensive urban transport planning. It is intended to enable participants to understand urban transport in all its dimensions and occupy leadership positions that require decision making on larger urban transport issues. It also highlights why NMT is important in the overall urban transport system and focuses on synergies between urban transport and several other dimensions that influence it–like land-use, environment, affordability and inclusiveness.
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 35 The City of Windhoek was invited by the World Bank and SSATP to participate in the said programme in Livingstone, Zambia, from 5-11 May 2019.
3.6.8 Transformative Urban Mobility Initiative (TUMI)
The City participated in the TUMI Challenge via the “Ebikes4Windhoek” project. The project demonstrates the use of locally designed and assembled solar-powered electric bicycles (e-bikes) as sustainable and affordable forms of transport. The project intends to make one hundred and fifty electric bicycles available to commuters in peri-urban Windhoek.
The Ebikes4Windhoek proposal and budget is being revised. The City nominated two representatives to the project team who attended two workshops (e.g. TUMIVolt Conference “Charging the Electric & Digital Mobility Future” on 21 May 2019 and the International Transport Forum-ITF) in Leipzig, Germany from 22-25 May 2019.
36 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 04 CITY POLICE (CIP)
Senior Superintendent P. Titus Legal Services
Senior Superintendent A. Eiseb Traffic
Senior Superintendent G N. Shikesho HR & Finance Senior Superintendent N N. Nendongo Crime Prevention
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 37 4.1 public Safety & Security
Table 11. Public Safety & Security KPIs 2018/2019 KPI Target Actual % Overall Crime Rate Reduction 7% 4% Decrease % Vehicle Accident Rate Reduction 10% 5% Increase % By-laws infringement reduction 20% 30% Increase
4.1.1 Overall Crime Rate
The overall violent crimes decreased by 4% as at 30 June 2019 but rape, attempted murder and murder remain a concern as indicated in the graphs below. Crime suppression groups were established to operate in the effected zones. Education and awareness programmes will be conducted regarding the rape, murder and attempted murder. Liquor outlets will also be approached to ensure that they are closed on time.
Figure 3. Violent Crime Rate
The specific violent crime category statistics for The Year Ending June 2019 are as follows:
• Robbery decreased by 5%; • Murder increased by 44%; • Armed Robbery remained the same as the previous quarter (Quarter 3); • Attempted Murder decreased by 17%; • Rape increased by 67%; and • Assault GBH decreased by 11%.
38 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 Property Crime
The overall Property Crimes decreased by 5% as at 30 June 2019. There is a dedicated project team that is focusing on specific crime and affected areas, where known suspects are being removed and profiled. Operation Kalahari Desert (i.e. the deployment of the National Defense Force), has assisted in combating crime.
Figure 4. Property Crime
Property crime statistics are specified below:
• House Break–ins decreased by 6%; • Business Break–ins decreased by 7%; • Theft decreased by 5%; and • Theft out of Motor Vehicles decreased by 1%.
4.1.2 Vehicle/Crash Rates
There was a 5% increase in overall road safety incidents as at 30 June 2019. With regard to the vulnerable road users, the following actions apply:
• public education; • dedicated project team to deal with problematic areas (hotspots, standing complaints); and • selective law enforcement.
On injuries the following actions apply:
• penetrative law enforcement (overloading, seatbelts and occupant safety); • zonal patrol (problematic zones/ areas); and • regular random breath screening.
That said, most fatalities are caused by a lack of pedestrian infrastructure.
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 39 The figure below reflects the road safety statistics for the financial year ending 30 June 2019.
Figure 5. Road Safety Statistics
• Vulnerable road users increased by 23%; • Fatalities remained the same number (seven) compared to the third quarter (January-March 2019); • Injuries increased by 16% and; • Alcohol-related crashes decreased by 1%.
4.1.3 By-Law Reduction
The overall compliance to by-laws decreased by 30% as at 30 June 2019. This means that residents are not complying with by-laws. Community members lack knowledge of municipal by-laws which necessitates more public education and awareness.
Figure 6. By-law Infringements
A breakdown of the specific by-law category statistics is as follows:
• Noise pollution increased by 52%; • Dog complaints decreased by 26%; • Illegal traders increased by 78%; and • Land invasion decreased by 10%.
40 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 ECONOMIC DEVELOPMENT & COMMUNITY 05 SERVICES (EDCS)
Mr. Fillemon N. Hambuda STRATEGIC EXECUTIVE: ECONOMIC DEVELOPMENT & COMMUNITY SERVICES
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 41 U. Kazombiaze Manager: Parks
J. Kalundu R. Kapia Manager: Social & Youth Development Chief: Emergency Services D. Tanga Executive Secretary: Economic Development & Community Services
M-A. Kahitu Manager: Health & Environmental Z. Steenkamp Manager: Economic Development
F N. Hambuda Strategic Executive: Economic Development & Community Services
42 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 5.1 public Safety & Security
Table 12. Public Safety KPI 2018/2019 KPI Target Actual 60% De- % Disaster & Emergency Risk Resilience vs. Plan 51% crease
The Disaster Resilience Scorecard measures the City’s ability to understand possible disaster risks, to mitigate those risks and to respond to emergencies or disasters to minimise immediate and long-term loss of life or damage to livelihoods, property, infrastructure, economic activity and the environment. The said scorecard further tracks the ability of the City to withstand and recover from acute shocks (e.g. natural and man-made, such as floods, earthquakes, hurricanes, wild-fires, chemical spills, power outages), as well as chronic stresses occurring over longer periods, such as groundwater depletion deforestation or socio-economic issues such a homelessness and unemployment.
The scorecard is based on activities under the following areas as per the United Nations Office for Disaster Risk Reduction (Sendai Framework 2015–2030):
• resilient organisation; • identify, understand and use current and future risk scenarios; • strengthen financial capacity for resilience; • pursue resilient urban development; • safeguard natural buffers to enhance the protective functions offered by natural eco-systems; • strengthening institutional capacity for resilience; • understand and strengthen societal capacity for resilience; • increase infrastructure resilience; • ensure effective emergency & disaster response; and • expedite better recovery & build-back.
5.1.1 Emergency & Disaster Response
The figure below reflects all hazard responses for the period ending 30 June 2019:
Figure 7. Hazard Responses
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 43 • A total of 2263 incidents was recorded as at 30 June 2019 compared to 2468 incidents recorded in the previous quarter ending 31 March 2019. This represents a slight decrease of 5 incidents (0.04%). • There is a significant increase in fire incidents with five incidents recorded as at 30 June 2019. • The number of rescues increased by one incident during the last quarter. • There “Special Service” category decreased by four as at at 30 June 2019. • An increase of twenty five incidents was observed in the “No Service Rendered” category. • Ambulance Emergencies decreased by thirty two incidents.
5.1.2 Fire Categories
The following figure reflects the fire incidents as at 30 June 2019.
Figure 8. Fire Incidents
• The fire incidents increased by 4% for the period under review. • Informal dwelling fires (shack fires) were the highest in the fire category at 34%. • Grass fires were the second highest at 29%. However, no major grass fire incidents were recorded in the outskirts of Windhoek Most of the fires were caused by rubbish. • Most of the above incidents occurred in the informal or unplanned areas without infrastructural development.
5.1.3 Comparative Informal Dwelling Fires
The figure below illustrates the occurrence of informal dwelling fires over the last quarter of the 2018/2019 financial year:
Figure 9. Informal Dwellings Fire Comparisons
44 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 The above figure, indicates an increased trend in informal dwelling fires due to sudden weather pattern changes.
5.1.4 Ambulance Categories
The figure below reflects the ambulance incidents recorded for the remaining quarter of the 2018/2019 financial year ending 30 June 2019:
Figure 10. Ambulance-related Incidents
As depicted in the above figure, there was a decrease in ambulance call-outs. The reason for the decrease may be due to the Operation Kalahari Desert that was launched in the early part of the last quarter.
Note: Operation Kalahari Desert: The deployment of National Defence Force to assist in crime prevention.
5.2 revenue Generated
The City generated a total of N$1,180, 024.16 as at 30 June 2019 as broken down in the four categories below:
TRAINING FEES FIRE BRIGADE FEES AMBULANCE FEES TOTAL 191,812.42 275, 976.53 7,125.21 1,180 ,024.16
Figure 11. Revenue Generated
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 45 5.3 Cost of Emergency Services provided free of charge to vulnerable groups
The table below shows the number and costs of emergency services per category, provided free of charge, to vulnerable groups as per Council Resolution 255/08/2010:
Table 13. Services Rendered EMERGENCY SERVICES # OF CALL-OUTS COSTS (N$ Informal Dwellings 29 65,465.43 Grass Fires 13 16,843.60 Rubbish/Electrical Fires 14 40,267.73 Pensioners 163 208,864.00 Passed-on 97 180, 726.40 Unemployed/Not Traceable/No Transport 1190 1,425207.00 Total 1506 1,937,374.16
5.4 incidents and Written-Off Accounts per Zone
The table below reflects the number of callouts recorded as at 30 June 2019 in each zone.
Table 14. Written-off Accounts per Zone ZONE 1-111 (7%) ZONE 2-1081 (72%) ZONE 3 -77 (5%) ZONE 4-237 (16%) Dorado Park Goreangab Eros Park Khomasdal Hochland Park Havana Klein Windhoek Pionierspark Southern Industry Hakahana Kleine Kuppe Prosperita Suiderhof Katutura Northern Industry Rocky Crest Windhoek CBD Okuryangava Olympia Tauben Glenn Windhoek West Otjomuise Auas Blick Academia Windhoek North Avis Cimbebasia
• Highest number of call-out and unbilled accounts are found in Zone 2 at 72% of the total calls. Zone 2 comprises unregistered informal settlements such as Eehambo Dha Nehale, 8ste De Laan, 7ste De Laan, Ounongouye, Ondelitotela, Ongulumbashe 1&2, Havana illegal (Peter Nanyemba), Okahandja Park, Havana (Cuba), Onyika, Kilimanjaro, Havana Illegal (Brenden Shimbwaye). These areas recorded high population, unemployment, poverty and substance abuse rates and, are considered most vulnerable to all types of risks. • Zone 4 is the second highest with 16%, mostly from Khomasdal due to an increased number of illegal backyard rooms constructed of corrugated iron sheets.
46 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 • Zones 1 and 3 recorded the least number of call-outs. This is attributed to the fact that risk compliant building standards and land-use planning principles were applied and enforced.
5.5 Community Risk Assessment (CRA)
Section 17(7) (b) of the Disaster Risk Management Act (No. 10 of 2012) stipulates that a Local Authority must conduct disaster risk assessments within the local authority area of jurisdiction.
Generally, any policies and practices for Disaster Risk Management (DRM) should be based on an understanding of disaster risk in all its dimension of vulnerability, capacity, exposure of person and assets, hazard characteristics and the environment. An effective risk assessment is therefore undertaken to inform proposed strategies to reduce disaster risks by focusing attention and resources on the communities and properties exposed to highest risk. Moreover, Community Risk Assessment provides a basis for the development of disaster risk reduction action plans and resource allocation.
For the period under review, the City of Windhoek’s focus was on planning and finalising the modalities of the said assessment in terms of the following;
• budgeting; • stakeholders engagements (e.g. NSA, NUST, UNAM, Office Prime Minister, Red Cross Namibia, Ministry of Labour, Industrial Relations & Employment Creation); • drafting of enumerators contracts; • developing activity plan; • the recruitment of enumerators; and • data collection and analysis;
The data collection process commenced in October 2019 and was concluded in December 2019. The results of the assessment are currently being analysed with the view to presenting the final outcomes and recommendations to Council in January 2020.
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 47 5.6 emergency Preparedness
The aim of the disaster preparedness activities such as drills is to prepare staff from public and private institutions for emergencies and to test their Emergency Preparedness Plan. The following activities were conducted for the period under review:
• 23 May 2019: One public lecture was held at the Namibia Institute of Public Administration Management (NIPAM). The public lecture was jointly organised by the City of Windhoek and the University of Namibia (UNAM). The focus was on reducing economic losses due to disasters in line with the theme of the 2018 IDDR. The lecture was part of the City‘s ongoing public awareness efforts aimed at gaining insight on the subject from an academic perspective and, to steer public discussion. It was attended by the participants from different institutions. • 28 May 2019: Emergency evacuation drill was observed by the Division at NDTC Centre in the Central Business District (CBD). The aim of the drill was to prepare employees to know what to do in case of an emergency and to test their Emergency Preparedness Plans. • Disaster preparedness presentation to all state hospitals and clinics within the City’s jurisdiction: The aim of the initiative is to ensure that hospitals and clinics are better prepared for emergencies or disasters that may occur at any particular time in harmony with the 2019 theme of the International Day for Disaster Reduction - “Substantially reduce disaster damage to critical infrastructure and disruption of basic services, among them health and educational facilities, including through developing their resilience by 2030”. • 24 June 2019: An emergency evacuation drill was observed by the division officials at Roman Catholic Hospital. • 24-28 June 2019 - Emergency preparedness at State House: Training for emergency marshals.
5.7 emergency Response and Assistance
During the period under review the Disaster Risk Management team attended to a total of seven incidents affecting thirty one residents as detailed in the figures below.
48 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 Figure 12. Emergency Responses and Assistance
5.8 youth, Orphans, Women, Pensioners & Vulnerable Persons Development
Table 15. Youth, Orphans, Women, Pensioners & Vulnerable Persons Development KPIs 2018/2019 KPI Target Actual % Youth Development including OVC & Training: Qualifying Schools 100% 100% (Grade 10–12) # of Orphans & Vulnerable Persons (OVP’s) Supported 1950 2431 % Youth Starting Businesses Post Training 40% 48%
5.8.1 Youth Development including OVC & Training for Qualifying Schools (Grade 10 – 12)
A total of thirty nine schools participated in the junior council initiative which represents 100% of the schools identified. A total of seventy two junior councillors were appointed for 2019/20.
5.8.2 Number of Orphans and Vulnerable Persons (OVP’s) Supported
A total of 2431 OVP’s were supported as at 30 June 2019 in terms of the following initiatives:
• social issues; • support OVC & Vulnerable People; • transport subsidies (e.g. elderly & people living with disabilities); • poverty alleviation; • case management;
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 49 • Katutura Old Age Home; • skills development at various centres and project site; and • mentoring for girls and boys.
5.9 youth Starting Businesses Post Training
The 2017/2018 target of 50% was reduced to 40% for 2018/2019. This is due to the fact that the youth being trained in business management skills and knowledge, already have businesses that they operate on a small scale. For the reporting period 48% (64 youth) received training and of this percentage only 15% (10 youth) received financial support post training.
5.10 Innovative Business Start-Ups Obtaining Financial and Business Support
The online registration platform for the youth to date recorded one hundred and forty two youth who registered from across all 10 constituencies in the City. The majority are young males, totalling eighty seven (61%). The female youths amount to fifty five (39%). For the reporting period, forty two youths (29%) received training while eighty five youths (59%) were assisted with business support services at the Soweto Small Business Support Centre. The reason for the decline is due to a cost/ training fee attached to the training offered in the fourth quarter. As a result a smaller number of youths attended, despite payment options being available.
Eleven entrepreneurs operating from Soweto Market received first loans ranging from N$10,000.00 to N$15,000.00. It must be noted that not all entrepreneurs who participated in the first loan scheme completed paying off their loans yet, but they still have sufficient time to do so. However, they only qualify for a second loan once they honour their first loans. Additionally, some businesses indicated that they were not making profit as usual, due to a decline in customers. This made them reluctant to apply for loans in the current economy.
50 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 5.11 Economic Development
Table 16. Economic Development KPIs 2018/19 KPI Target Actual % Budget Spend on LED Projects (CAPEX) 60% 0% % Budget Spend on LED Projects (OPEX) 60% 60% Development of the Targeted Windhoek Tourism Submission 30/06/’19 Development Strategy 30 August 2019 Development of the Windhoek Economic Development Submission 30/06/’19 (WED) Strategy 30 August 2019 Draft Completion Development of MSME Policy 30/06/19 August 2019 Development of the Windhoek Investment Promotion & Submission 30/06/’19 Incentives Strategy 30 August 2019
5.11.1 Budget Spend on LED Projects
The 2018/2019 capital budget was not approved which had bearing on the market upgrade project. The bulk of the funds in the operational budget are earmarked towards LED projects which will be spent upon the strategies detailed below. Therefore, it is fully anticipated that the 60% expenditure target will be met in the 2019/2020 financial year, pending the budget allocation for 2019/2020.
5.11.2 Targeted Windhoek Tourism Development Strategy
To date 60% of the total budget was paid to service providers. The remaining 40% is due for payment before the end of the project cycle (July 2019). Stakeholder engagements are ongoing, based on the assessment of the level of influence on Tourism in Windhoek. An internal strategic workshop was conducted from 16-17 April 2019, where strategic themes, objectives and activities were further explored and expanded on. The final draft strategy workshop presentation was conducted with internal and external stakeholders on 25 June 2019. The way forward is to present the Graft Strategy Report to Council for approval.
5.11.3 Windhoek Economic Development (WED) Strategy
The consultancy process is currently under way. Stakeholder surveys were completed and an internal stakeholder meeting was conducted on 21 May 2019. Individual meetings with strategic executives also took place.
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 51 5.11.4 Development of MSME Policy
An internal stakeholder workshop was held on 28 May 2019. The comments from that internal workshop were edited into the draft MSME Strategy, for approval in the 2019/2020 financial year.
5.11.5 Windhoek Investment Promotion & Incentives Strategy
The bid was awarded to Burmeister & Partners (Pty) Ltd with the first inception meeting held on 31 October 2018. The consultancy process is currently under way and two interim progress reports covering the business surveys were submitted. The total sample size for the survey was reached and the physical survey part was concluded in March 2019. A total sample size of 970 businesses was targeted and 974 businesses surveyed between 16 February and 9 March 2019 as follows:
• Trade & Retail Sector 351/350 • Manufacturing, Processing & Industrial Sector 290/290 • Tourism Sector 333/330
5.11.6 Windhoek Economic Index (WEI)
The City approved the proposal by Hei Investment (Pty) Ltd for a Windhoek Economic Index (WEI). The service level agreement was signed between Hei Investment (Pty) Ltd and Council on 31 July 2018 for a period of 6 months covering the period 01 August 2018 to 28 February 2019.
The Windhoek Economic Index database will focus on the following:
• Creation of a Windhoek Economic Index (WEI): WEI is a compilation of economic variables that measure economic activity in Windhoek • Value proposition for the City of Windhoek: Evidence based decision making, efficient allocation of resources, monitoring & evaluation • Sectoral Data: Secondary sector, tertiary sector, primary sector and stress index
To date Hei Investment (Pty) Ltd has provided the reports for August 2018, September 2018 and November 2018 as follows:
Table 17. WEI Reports The report primarily focussed on the Index data as presented to Council August 2018 with no additional data as per page 4 and 5 of the service level agreement. September 2018 The report consisted of additional information as requested by the division
52 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 The report was more comprehensive due to the response received November 2018 from different stakeholders from whom data has been requested. Data collection is an ongoing process The report was more comprehensive with additional data sources being December 2018 included. The report was more comprehensive with additional data sources being January 2019 included.
The consultancy process has however come to an end as it was only for six months however, contract for temporary statistician has been extended to continue with data collection.
5.12 Revenue Collected as at 30 June 2019
The table below reflects the revenue collected as at 30 June 2019 for the various revenue streams:
Table 18. Revenue Collected (e.g. rental, tourism, facilities, outdoor advertising) AS AT 30 JUNE 2019 EDCS TOTAL REVENUE COLLECTION BUDGET ACTUAL N/A transferred to division: Property Commercial Leases Total (Fixed-term & Ad Hoc) Management 1, 870,724 Outdoor Advertising Total (Fixed-term) 1,950, 000 96% 593,925.13 Rental Collection (Informal Markets) 610,272.00 (97%) 649,006.48 Rental Collection (Industrial Stalls) 1,015,491.89 (64%) 35,000.00 Tourism (Zoo Park) 40,000.00 (88%) Total income per quarter 3,148, 656.00 -
Table 19. Revenue Collected AS AT JUNE 2019 EDCS TOTAL REVENUE COLLECTION ACTUAL BUDGET Leasing of sports and Recreational Facilities. 792 671.09 749 451.00 Selling of graves and reservations, and cremations. 913 493.71 1,070,484.00 Public Health/Environmental/Business Registration 11,703,935.96 9,400,000 Total income per quarter 13,410,100.70 1,819,935.00
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 53 5.13 Basic Services
Table 20. Basic Services KPI 2018/2019 KPI Target Actual Number of Public Facilities in Informal Settlements (i.e. family Park- 1 0 Havana)
Due to the lack of funding allocation, the project has not commenced.
5.13.1 Zoo Park
To date, no funds to upgrade Zoo Park have been allocated. However, there is a horticultural contractor on site daily, to clean the park and make it habitable. The City is also in the process of engaging businesses to discuss ways of rejuvenating the park.
5.13.2 Windhoek City Beautification
Independence Avenue: There are areas earmarked for dry garden designs at the corner of Independence and Hosea Kutako Avenues (southern and eastern entrances to the city). The areas are kept clean and grass is being brush-cut as part of daily maintenance.
5.13.3 Brakwater (Revenue Enhancement)
The Brakwater Recreation Park entry levy was introduced and is currently doing well. That said there is a commitment to construct cash collection booths for daily revenue collection.
5.14 Climate & Environment As At 30 June 2019
Urbanisation that lacks any environmental consideration threatens the sustainability of cities worldwide and threatens the quality of life of these communities. The high rate of urbanisation experienced in Windhoek undermines the capacity of Windhoek to be environmentally sustainable if inadequately managed. Environmental challenges associated with the proliferation of informal areas as a result of a high rate of urbanisation include solid waste management, over-exploitation of vegetation surrounding informal settlements (used as a source of energy), water and sanitation issues.
54 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 For the period under review, the following highlights are presented:
• Integrated Climate Change Strategy and Action Plan: The City of Windhoek’s Climate Change Strategy and Action Plan is almost 90% complete and will be finalised by the end of September 2019. Once approved, the strategy will help the City of Windhoek to be a climate resilient city. • Environmental Impact Assessment (EIA) Commissioning and Review: The City of Windhoek has enforced the need for EIAs for all listed activities undertaken in its area of jurisdiction. As such requested EIAs for Township Establishments for City Projects were commissioned. EIAs are also used to understand and address environmental consequences of particular projects and activities. The City reviewed all EIA’s of developments for external proponents in Windhoek prior to submission to the Ministry of Environment and Tourism, for Environmental Clearance Certificates. • Strategic Environmental Assessment (SEA): The Strategic Environmental Assessment serves as an Environmental Management Plan. The assessment stipulates how the City will manage all developments and environmental impacting activities. An internal steering committee was established during the period under review and the Terms of Reference for the assessment are finalised. • Airport Road Borrow Pits: An item for an Environmental Scoping Assessment Report for Sections 1 and 2: Review of the Basic Planning for TR9/1 and TR6/1 Windhoek to Hosea Kutako Airport Burrow Pit 2, 3 and 4 was submitted to MC and Council. The purpose of the item was to inform Council about the challenges experienced in awarding access to the proposed borrow pits. The same challenges were presented to the Ministry of Agriculture, Water and Forestry, Ministry of Works and Transport and Ministry of Environment and Tourism. The item was updated and resubmitted to Council. • Environmental Audits: The City initiated environmental audits for all major industries in Windhoek during the year under review. This is a systematic, documented, periodic and objective evaluation of how well the environmental management systems of industries perform. Of the more than 55 businesses audited thus far, 60% are compliant (in possession of Environmental Clearance Certificates). The long-term aim is to ensure that all major industries in the City are 100% complaint and adequately managing their environmental impact. • Sand Mining Policy: The said policy was approved in July 2017 and continues to guide the administration of sand mining applications. An inter-departmental committee was established to oversee policy implementation and review. Augmenting the Policy to the anticipated sand mining regulations is underway with finalisation and promulgation expected in 2020. The regulations set out explicit requirements for permitting, policing and rehabilitating sites which are
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 55 prerequisites for sustainable mining and environmental protection. • FRACTAL (Future Resilience for African Cities & Lands) Project: The project is implemented in collaboration with UNAM and the University of Cape Town and is funded by the UK Government. Its main aim is to assist the City of Windhoek to streamline climate information for decision-making purposes. Under this project 2 Learning Labs were held in Maputo, Mozambique and Lusaka, Zambia to share experiences and lessons in dealing climate change issues. The projects ended on 30 of June 2019. Limited funding was availed to continue with some project activity until funding for phase 2 of the project is secured. • Windhoek-Bremen Climate Partnership: The Cities of Windhoek and Bremen signed the Windhoek-Bremen Climate Partnership MoU in August 2017. This is a two-year project to jointly develop a programme of action for climate change mitigation and adaptation. The joint programme of action was reviewed and implemented during 2018/2019. As part of this project, the City of Windhoek completed the required paper work to facilitate the recruitment of a Climate Change Expert with the technical and financial assistance of GIZ. • Transformational Leadership Training on Climate Change for City Executives: The Transformational Leadership on Climate Change training for the City’s Executives took place on 6 March 2019 in Windhoek. This event was organised for City of Windhoek Strategic Executives to equip them with knowledge to move away from ‘business as usual’ decision-making and to mainstream climate change into city planning and practices. • Oil Spill at Namibia Dairy: The oil spill that occurred at Namibia Dairy on 3 February 2019 had significant bearing on the City’s wastewater treatment facilities. The Gammams Water Care Works and the New Goreangab Reclamation Plant required a shutdown to prevent further damage. An independent Environmental Auditor will quantify the cost of damage on the facilities as well as the damage to the environment.
5.15 Public Health
Hepatitis-E Outbreak as at 30 June 2019
The City experienced public health emergencies / outbreaks namely, H1N1 Influenza (which was reclassified as Seasonal Influenza) and the Hepatitis-E outbreak. The Ministry of Health and Social Services declared an HEV (Hepatitis-E) outbreak on 14 December 2017 in Windhoek. The outbreak spread to other regions around
56 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 April 2018 including, Erongo, Kavango, Ohangwena, Omusati, Oshana, Oshikoto, Omaheke and Hardap regions.
Cases were reported mainly from informal settlements such as Havana and Goreangab in Windhoek, DRC in Swakopmund and similar areas in other regions, where access to safe water, sanitation and hygiene is limited. A cumulative total of 3819 cases were reported and classified as follows:
• Three-hundred and twenty lab confirmed, 3123 Epi-linked, three hundred suspected, one hundred and two discarded, 3921 total cases with AJS (Acute Jaundice Syndrome which includes lab confirmed, epi-linked, suspected, discarded, and unclassified cases) and thirty five HEV deaths (thirteen of which were maternal deaths). • Khomas Region remains the most affected, accounting for 3819 (64%) of the confirmed cases, followed by Erongo 1349 (23%), since the outbreak first occurred. The remaining regions account for 772 (13%) of the reported cases. • The national Case Fatality Rate (CFR) is fifty three (0.9%). Of the fifty two deaths, twenty one (38%) are maternal deaths. • The majority (73%) of cases are among those in the age-group of twenty to twenty nine (39%) and thirty to thirty nine (34%) respectively. The lowest age- group is children under 1 year. • Males are more affected than their female counterparts.
Moving forward, the City remains committed to fighting the Hepatitis outbreak as highlighted by the following activities to be implemented in the 2019/2020 financial year:
• enhance awareness and health education; • continue with distribution of soap and water purification tablets (including distribution on buses); • come up with acceleration plans to intensify provision of water and sanitation in informal settlements especially the affected areas; • continue with current interventions to keep the environment clean; • massive scaling up of WASH activities including Community-led Total Sanitation (CLTS) and active community involvement to ensure ownership and reduce vandalism and theft of provided sanitation facilities; and • strengthened social mobilisation for behavioural changes.
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 57 5.16 groot-Aub
During the period of April–June 2019 the following activities were recorded:
• drilled three new boreholes; and • rehabilitated three bore holes.
The Socio-economic survey for Groot-Aub was also completed the results of which, are part of the 2019/2020 reporting cycle.
58 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 06 ELECTRICITY (ELE)
O’Brien A. Hekandjo STRATEGIC EXECUTIVE: ELECTRICITY
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 59 V H. Namgongo Chief Engineer: Engineering Services T K. Usurua Manager: Commercial Services
P A. Johannes Chief Engineer: Systems & Protection
O A. Hekandjo Strategic Executive: Electricity
60 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 he 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. T Despite a city-wide outage on 4 June 2018 (attributed to equipment failure on the bulk supplier’s network-NamPower), the City’s electrical network has generally performed well, with minimal outages and as highlighted in the key network indicators below:
• The City’s maximum recorded peak demand to date is 161,827kVA. • The City’s current system losses are at 5.6%. • The City’s total renewable penetration as a result of Net Metering and Large Scale Roof to Renewable installations is 19.9MW. • The City has 88 km of 66kV lines, 620 km of 11kV lines, 11 Load Centers,1500 Mini-subs etc. • The City is fed from a single bulk supply point at Van Eck with a Notified Maximum Demand of a 190MW. • The City has a Demand Side Management system capable of reducing 15 MVA off the peak demand using a Ripple Control system. And; • The City has over 62,267 customers with a combined annual energy consumption of 944, 430, 605 kWh.
The projects highlighted below were implemented and fall under the strategic themes and objectives as follows:
6.1 funding For Electrification
Table 21. Funding for Electrification 2018/2019 KPI Target Actual N$ Funding for Electrification N$20MIL N$20MIL
The City secured N$100 million over the next 5 years for the electrification of informal areas by way of increasing access to basic services. A total of N$18 million is allocated for the 2018/2019 financial year.
6.2 revenue Collection
Table 22. Revenue Collection-Electricity 2018/2019 KPI Target Actual # of Electricity Meters Converted to Prepaid 500 409
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 61 A total of 1,510 Pensioners’ meters were converted to the Pensioners’ tariff for which a 30% discount is granted on normal domestic tariffs. Council will continue to expedite efforts to ensure that customers, especially pensioners, are converted to prepaid meters in the 2019/20 financial year.
6.3 renewable Energy
Table 23. Renewable Energy KPI 2018/2019 KPI Target Actual Megawatts (MW) of New Small Scale Embedded Generation 7MW 19.8MW
The City of Windhoek’s Renewable Energy Policy provides for the uptake of Solar PV installations at customer level via Net Metering, which increased to 19.9 MVA.
An expression of interest for a total of 25MW of PV Solar Plant has commenced and the City is awaiting statutory approvals from the Public Private Partnership (PPP) Unit to advertise the first phase of procurement.
6.4 increased Megawatt (MW) Capacity
Table 24. Increase MW Capacity KPIs 2018/2019 KPI Target Actual
(% of Network Upgrade Progress vs. Electricity Masterplan 160 MW n-1 160 MW n-1 Targets) supply to supply to 190MW 190MW
% Demarcated Households in Informal Settlements with 90% 1000 Access to Electricity Services / 500 (auxiliary installations) # of Pre-financed Connections / N$20MIL
6.4.1 Second Bulk Power Supply Point
The second bulk power supply point seeks to increase the existing capacity of electricity supply by an additional 50MVA, as part of the City’s Distribution Masterplan. This will ensure the City’s electricity security of power supply to existing and future consumers. The Masterplan revision was completed and the report was approved by Council in March 2019. The City of Windhoek applied for the 2nd
62 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 Intake to NamPower. A revised offer was received by Council in July 2019. Council is now in the process to acquire funding for the Second Bulk Supply Point as per the revised offer from NamPower.
6.4.2 Lafrenz Load Centre
The upgrading of electricity supply capacity from 6 to 40MVA in the northern part of the city, to supply extensions of Okuryangava Township and the Lafrenz industrial area, is also slated for 2018/2019. This project was completed during July 2019.
6.4.3 Internal Network Upgrades
Various internal network upgrades were recorded to accommodate growth and increased access to electricity services.
6.4.5 Pre-financed Connections (auxiliary connections)
A total number of 250 pre-financed service connections were completed during 2018/2019 Financial Year.
Despite limited financial and staffing resources, the City was able to execute some of the planned activities. However procurement needs to be further optimised. There is also need for better communication between departments and procurement committees to ensure that any concerns regarding procurement are addressed timeously.
Lastly, the City is committed towards attaining its vision of being a ‘Smart and Caring City by 2022’. The above projects serve as the infrastructure and financial sustainability support in terms of the City’s electricity services and supply offerings.
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 63 HOUSING, PROPERTY MANAGEMENT & HUMAN 07 SETTLEMENTS (HPMHS)
Sheridan Simpson ACTING STRATEGIC EXECUTIVE: HOUSING, PROPERTY MANAGEMENT & HUMAN SETTLEMENTS
64 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 B B. Amuenje Manager: Housing & Land Delivery I K. Hendjala Manager: Valuations
F. Muyandulwa Manager: Geomatics
S. Simpson (Acting) Strategic Executive: Housing, Property F I. Maanda Management & Human Settlements Manager: Human Settlements
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 65 7.1 Strategic Funding
Table 25. Strategic Funding Hectares KPI 2018/2019 KPI Target Actual # of Hectares 100ha 0ha
Two possible sites were offered by plot owners. Technical staff established that 1 plot is strategically located for Council’s expansion to offer serviced land. That said funding remains a challenge.
7.2 youth, Orphans & Vulnerable Persons (OVPS): Land allocations awarded to youth
Table 26. Youth, Orphans & Vulnerable Persons (OVPs): Land Allocations Awarded To Youth KPI 2018/2019 KPI Target Actual # of Land Allocations Awarded to Youth (1st time buyers) 100 100
A total of 100 erven were allocated to youth in Khomasdal Ext. 6. The statutory process to finalise the sales & deeds transfers is ongoing.
7.3 revenue Collection
Table 27. Revenue Collection (Valuations) KPI 2018/2019 KPI Target Actual % Completion of all Valuations (e.g. betterments, endowments, sales, 100% 100% rentals & interim valuations
The table below reflects the City’s General Valuation Roll as at 30 June 2019:
Table 28. General Valuation Roll MARKET INTERIM ENDOWMENT BETTERMENT RENTAL VALUATION VALUATION VALUATION 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.
66 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 7.4 basic Services: New Townships proclaimed internally (Greenfields)
Table 29. Basic services: New Townships Proclaimed Internally KPIs 2018/2019 KPI Target Actual Upgrading & Development Strategy 30/06/20 31/07/19 # of Informal Areas Formalised 1 2 # of New Townships (Greenfields-Internal) Proclaimed vs. 5-year plan 2 2
7.4.1 Upgrading & Development Strategy
The draft strategy is complete and slated for approval during the 2019/2020 financial year.
7.4.2 Informal Areas Formalised
The two areas identified for formalisation are: Onyika and Freedomland A & B. The Need and Desirability for the upgrading of Onyika and Freedomland A was approved in March 2019 and December 2018, respectively. EIAs for the areas were approved in July 2018 and an application to the Townships Board will follow.
The Mix Township (Proper) and Mix Extension 1 areas were approved by NAMPAB and the Townships Board. The City’s Land Surveyors will then conduct cadastral surveys, to pave the way for registration and eventual release.
7.4.3 New Townships (Greenfields-Internal) Proclaimed vs. 5-year Plan
Continuous efforts to proclaim land that is more serviceable remain a priority. The City intends to finalise the establishment of four new townships internally during the period under review.
These townships are as follows:
• Venus Township (Proper); • Rocky Crest Extension 7; • Khomasdal Extension 17 and; • Khomasdal Extension 18.
In addition, amendments to the layouts of Cimbebasia Extension 4 and Goreangab Extension 4 were submitted for finalisation in 2019. Two new townships namely, Venus Township and Rocky Crest Extension 7, were also submitted for approval during the period under review.
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 67 7.5 Land Delivery
Table 30. Land Delivery KPIs 2018/2019 KPI Target Actual # of Serviced Plots Availed in all Land-use Categories 430 0 # of Affordable Houses Provided via Mass Housing, Windhoek Housing & 470 0 Build-Together Schemes # of Serviced Plots availed via PPPs 529 214
7.5.1 Serviced Plots Availed in all Land-use Categories
The following tables reflect the total number of serviced plots availed in all land-use categories as at June 2019.
OTJOMUISE-EXT.5
Table 31. Land-use Category-Otjomuise Extension 5 Erven not Approved Deeds 2nd in Line Reservations/ Rejected/ Project Buyer Allocated Allocations Signed Allocations Fin. Approval Cancelled via CR Otjomuise Ext.5, Phase 1 95 1st Buyers 83 3 8 1 - (CR 171/ 09/2017) Otjomuise Ext. 5, Phase 2 (CR 45 1st Buyers 44 - 1 0 - 30/02 /2018) Otjomuise Ext. 5, Phase 2 22 CoW Staff 17 - 0 5 - (CR31/02/2018) Otjomuise Ext. 5, Natural Phase 2 44 22 2 5 12 3 Persons (CR 32/02 /2018) Otjomuise Ext. 5, Business & Phase 2 ( 3 General 1 - 1 1 - CR 33/02 /2018) Residential Total 209 - 167 5 15 19 3
KHOMASDAL EXT.16
Table 32. Land-use Category-Khomasdal (Ext.16) Erven not Approved Deeds 2nd in Line Reservations/ Rejected/ Project Buyer Allocated Allocations Signed Allocations Fin. Approval Cancelled via CR Khomasdal Ext. 16 80 CoW Staff 77 - 0 2 1 (CR 70/04/ 2017) Khomasdal Ext. 16 100 Youth 98 - 2 0 - (CR 69/04/ 2017) Total 180 - 175 - 2 2 1
68 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 ACADEMIA EXTENSION (EXT.) 1 PHASE, 4 & 5
Table 33. Land-use Category-Academia Extensions 4 & 5 Erven not Approved Deeds 2nd in Line Reservations/ Rejected/ Project Buyer Allocated Allocations Signed Allocations Fin. Approval Cancelled via CR Academia Ext. 1, Natural Phase 4 (CR 33/ 102 86 12 - - 4 Persons 02/ 2018) Academia Ext. 1, Natural Phase 5 (CR 318/ 111 90 6 15 Persons 10/ 2018) Total 213 176 12 6 19
Groups Awarded Land Council concluded on the allocation of the land. Now the new owner must proceed with the statutory process. No further action is required from the City unless requested and paid for by the client. The tables below reflect the land allocations to specific groups as indicated:
Table 34. Group Land Allocations DATE GROUP NAME MEMBERS ERF # COMMENTS REGISTERED Erf sold on 05/12/2001, deed of Twahangana 250 26/05/2000 Erf 3219 GG sale exists Africa Tongoshili 167 - Erf. 2534-252615 GG 03/12/2003, deed of sale exists Ounongo Uoye 22 2000 Erf 3216 GG Erf was sold on 2004, no A Ounonongo Uoye 2000 RE/3218 GG 2004, deed of sale exist .B Turipamwe 30 - Erf 3336 GG 17/08/2009 deed of sale exists. mOunongo Uoye Dibasen No. 1 50 1998 Erf 3214/3215 GG 2000, deed of sale exist Erf sold on 14/08/2009, deed of Dibasen No .2 31 2003 Erf 3334/3338 GG sale exists Rehoboth 25 28/09/2001 Erf 3213 GG 07/01/2013, deed of sale exists 12/12/2005, pre-purchase Ikemeleng No 2 32 25/01/2007 Erf700 GG agreement exists Ikemeleng No 1 34 28/08/2006 ERF 3187 GG Erf was sold Tokyo 43 ERF 57/58 Erf was sold on 28/11/2002 Awaiting completion of Cadastral & Khae He Tani 37 2003/06/06 ERF 1304 town planning procedures Ditsâ I mû 2 48 22/11/2002 OKU 3870 Erf sold on 27/01/2006 Shiwana Penduka 43 22/11/2002 OKU 3735 Erf sold on 28/02/2011 Tutala Omwene 61 22/11/2002 OKU 3869 Erf sold on 20/09/2005 Dreamland OTJ 1121 A & B - 21 24/05/2002 Erf sold on 02/12/2004 Housing Project 1131 A & B Gongaleni Aantu 31 20/04/2002 GG 2352 Erf sold on 24/03/2003 Group Indileni Nde 34 2002/12/05 OKU 3892 Erf was sold Tamupewa A Indileni Nde 29 2002/12/05 OKU 3894 Erf sold on 20/09/2005 Tamupewa B
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 69 New Life Housing 17 13/05/2002 GG 2061 Erf was sold Group OTJ 1116A-1120B & Promise Land 23 31/01/2005 Erf sold on 13/01/2006 1132A-1136 Roofless 15 11/09/2003 Erf sold on 10/10/2003 Shiwana Penduka 21/07/2002 OKU 3735 Erf sold on 15/03/2006 B Uulalele Aushe GG 274-2777&2793- 32 2001/08/11 Erf sold on 31/10/05 Okongloshi C 2806 GG 3335 (Portion B New Hope 31 2003/04/03 Erf sold on 14/08/2009 of Erf R/1154 ) Ipelegeng 20 - HAV 644 - 667 Erf sold on 01/03/2000 Bomma Kunene 21 14/08/2005 OTJ 2917 - 2927 Erf sold on 14/04/2010 1092 A & B & 1101 Application approved on 12 June Good land Group 1 2002/01/05 A & B 2003 Betesda Housing Erf 3053 OKU was sold to the saving 19 2008/01/10 Erf 3053 Oku Group group Hope for Otjomuise Extension 60 single residential erven allocated 28 2009/10/07 Homeless (x3) 9 in Otjomuise Ext 9. Year 2012 Ngatukondje 30 19/06/2009 GG 2058 Erf sold on 25/06/2003 Heavens 1905/07/ Ark Housing OTJ 863 & 864 DOS signed 27/09/2017 01 Organisation
MINISTRIES ALLOCATED LAND
Table 35. Ministerial Land Allocations COUNCIL PURCHASE ACTUAL MONEY PURCHASER ERF ERF SIZE TOWNSHIP RESOLUTION PRICE (N$) RECEIVED None (still within Ministry of the 18 months Environment & 87 4482.04 m2 Lafrenz 94/04/ 2018 4,761,828.00 Town Planning Tourism and Cadastral Procedures) Still waiting for NHE to National Housing 3208 3145.76 m2 Goreangab 257/09/2018 2,262,800.00 pay and sign Deed Enterprise of Sale. Ministry of Higher 7.5 ha (Erf Education, 6508 & 6508) No payment Khomasdal 258/10/2017 34,494,000.00 Training & 6509 8.2 ha (Erf received yet. Innovation 6509) Portion 6 ha (Erf Ministry of 1020 & 1020) No payment Education, Arts & 1021 Havana 246/10/2017 15,200,000.00 6 ha (Erf received yet. Culture (Farm 1021) RE/508) Portion No payment Ministry of Health 1024 received yet. Counter 15 ha Havana 246/10/2017 18,900,000.00 & Social Services (Farm proposal item to be RE/508) submitted to Council Ministry of Sport, 240/10/ No payment Youth & National 6348 7.8 ha Windhoek 25,477,900.00 2018 received yet Service
70 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 7.6 # of affordable houses provided via mass housing, Windhoek Housing, Build-Together Scheme
The following table reflects progress against the housing indicators as per the said housing schemes:
Table 36. Mass Housing, Windhoek Housing & Build-Together Schemes REASON/ ITEM PROGRESS NEXT STEPS TIMELINES CHALLENGES Affordable Housing Procurement Advertise for 0% June 2019 Project (City) challenges shortlisted contractors Pre-allocations 0% Finalisation of policy Approval of Policy May 2019 Oluzizi 25% Various factors Fast-tracking process May 2019 Council sites Poor approval, registration August Nantong 0% communication of companies & 2019 channels signing of contracts
7.7 public Private Partnerships (PPPs)
The table below reflects progress against the PPP land delivery indicators:º
Table 37. Public, Private Partnerships (PPPs) REASON/ ITEM PROGRESS NEXT STEPS TIMELINES CHALLENGES Execution of project Rocky Crest Ext 4 75% Project on track 2020 plan Execution of project Khomasdal Ext 4 80% Project on track 2019 plan Statutory approvals Execution of project Cimbebasia Ext 7 5% 2020 awaited plan • PPP unit within Ministry of Finance (MoF) Goreangab Ext 4 awaited (Erf 3194 and 3195 to appoint Execution of project -portion not previously 55% 2020 transaction plan allocated to MURD for advisors servicing) • Funding from MoF is a challenge Construction Sale of erven/ Academia Ext 1 90% 2019 completed institutional erven Construction Otjomuise Ext 4 47% Sale of institutional erf 2019 completed
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 71 Progress against the above indicators proved challenging due to insufficient funding. That said the 2018/2019 financial year set the base for streamlining processes and establishing appropriate checks and balances to mitigate potential financial losses. Land and Housing Delivery remains a critical priority both at local and national levels and all efforts must be made to secure adequate funding and staff to ensure that the national development goals are met.
72 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 08 HUMAN CAPITAL & CORPORATE SERVICES (HCCS)
Mujiwa G. Mayumbelo STRATEGIC EXECUTIVE: HUMAN CAPITAL & CORPORATE SERVICES
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 73 E. Shipiki Manager: Corporate Services
S. Kanuameva J. Theodore Manager: Labour Relations Manager: Staffing & Remuneration
J. Joba A M. Nikanor Acting Manager: Occupational Health, Manager: Human Resources Development Safety & Wellness
M G. Mayumbelo Strategic Executive: Human Capital & Corporate Services
74 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 8.1 Leadership Development
Table 38. Leadership Development KPI 2018/2019 KPI Target Actual # of Leadership Programmes Completed per Annum 2 176
Phase 1 of the organisation-wide leadership development programme in November 2018 with various assessments: (1) Work Style Assessment, (2) 360 Degree Feedback (3) Background and Career Development Form and, (4) Leadership Development Inventory.
Phase 2 commenced on 11 April 2019 with group interventions for Councillors. The interventions took place over a number of sessions and ran until 14 May 2019 followed by a similar exercise for the rest of the organisation. In total, 112 participants comprising of Divisional Heads, Sectional Heads and Specialists participated in the programme running from 6-10 May 2019.
The one-on-one (individual coaching needs analyses) followed the group sessions which provided participants with feedback from the assessment phase and identified leadership/supervisory gaps development needs. Participants were then assigned a coach with whom they would work with during the period 01 July 2019 to 30 November 2019. It is expected that each participant will at least meet with the assigned coach for a total of 4 sessions.
8.2 youth, Orphans & Vulnerable Persons (ovps)
Table 39. Youth, Orphans & Vulnerable Persons (OVPs) KPIs 2018/2019 KPI Target Actual # of Scholarships Awarded 10 0 # of Internships Per Annum 200 57
8.2.1 Scholarships Awarded
The City of Windhoek reviewed its initial intention to provide ten scholarships to Namibian students from previously disadvantaged backgrounds, to budgetary constraints. Bursaries/scholarships represent a long-term financial commitment for Council which given the immediate financial challenges, is not viewed as a priority area at present. However continues to explore various options via sponsorship, co- operation agreements and partnerships.
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 75 8.2.2 Internships
The City is committed to the Empowerment of Youth, Orphans and Vulnerable Persons which is evident in the 57 interns who were afforded exposure to Council’s operations in various functional areas.
The City has prioritised strategic partnerships in an effort to maximise the full potential of the internship programme and to mitigate the financial impact associated with the signing on of interns. Two such strategic partnerships are currently being explored namely with, Mobile Telecommunication Company (MTC) through its Namibia National Internship Programme to subsidise organisations willing to accommodate interns to the value of N$3,000 per intern. The CoW was allocated an intake of thirty interns as part of this programme. The second, strategic partnership pertains to a recently introduced Work-Integrated-Learning (WIL) programme by the Namibia Training Authority (NTA) aimed at subsidising organisations as part of an apprenticeship programme.
Interns will continue to be equitably sourced from the NQA registered tertiary institutions & vocational training centres in line with the Namibia National Internship Programme.
8.3 Labour Relations
The City hereby presents the following highlights for 2018/2019 in terms of labour relations:
• Facilitation of Election of the Employer/Employee (Member) Trustees on RFLAUN for the September 2018-August 2022 term; • Labour Relations Training for Managers and Supervisors for the Electricity Department; • Continuous information sharing with identified divisions/departments and; • Implementation of PMS to enhance the individual performance by aligning their expectations with the organisational objectives, with the aim of improving productivity and boosting employee morale.
8.3.1 Union-City Relations
The relationship between Council and NAPWU is moderate and engagements as noted below are ongoing to foster sound relations:
76 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 • a bi-monthly meeting between the Union and Human Capital Management to discuss and agree on operational issues of mutual interest; and; • quarterly meetings with the CEO on strategic issues.
Moving forward, the following priorities are slated for 2019/2020:
• the review and approval of the Industrial Relations Policy & Procedures following the amendments to the Local Authority Act, 23 of 1992 as gazetted on 24 April 2018; • the outcome of organisational culture survey to address the specific gaps; • approval of the Industrial Relations Policy & Procedures, Incapacity Due Poor Performance (new) and Incapacity Due to Ill-Health (new), following the amendments to the Local Authority Act, 23 of 1992 as gazetted on the 24th April 2018; • training of all staff members and Councilors on the revised policy; • continuous information sharing on the workplace rules; • CEO‘s roadshows regarding the strategic imperatives and values; • regular engagements with the Occupational Health, Safety and Wellness (OHSW) and Human Resources Development (HRD) teams to develop department-specific interventions to address disciplinary/behavioural and psycho-social issues and empower supervisory and management staff; and • conduct negotiations with NAPWU on Salary/Wage proposal for 2019/20 as per Recognition & Procedural Agreement.
8.4 occupational Health, Safety & Wellness (ohsw)
The City recorded the following achievements and highlights for the period under review:
• the five-year OHSW Strategic Plan is in draft and will be circulated for additional inputs; • supervisory Induction programme on OHSW; • increased Health, Safety and Wellness training sessions; • commemoration of World Health and Safety Day; • health and safety representative training – Health and Safety Representatives are part of Health and Safety structures as per the Labour Act; • management training on Occupational Health and Safety – espouses the cornerstone principles of health and safety; • departmental supervisory information sessions; • defensive driving training to improve driving skills and minimise accident rates;
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 77 • Peer Educator training; • financial management training - to empower employees and enable them to manage their finances; • commemoration of World AIDS DAY; • mental health campaigns; and • addiction campaigns.
8.5 Staffing & Remuneration
The City’s total staff complement as at 30 June 2018 stands at 2,719 for all positions and at all levels for permanent and temporary fixed-term contracts. The City’s policy on Affirmative Action (AA) revolves around 3 basic goals namely:
• to promote equal employment opportunities in the workplace; • to take positive steps to ensure that designated groups (representing the diverse Namibian ethnic groups) are represented in all positions and at all levels; and • to remove barriers to employment and advance designated groups by overcoming the effects of historic and systemic discrimination.
The City remains committed to upholding the AA requirements in terms of recruitment as is evident in the Employment Equity Commissioner’s award of the Affirmative Action Compliance Certificate for the period under review.
That said as part of an organisation-wide intervention, a moratorium on new vacancies was upheld for the period under review as way of reducing costs. In addition, the implementation of an effective leave entitlement management plan which forced employees whose leave days exceed one hundred and thirty days, to take leave.
8.6 Corporate Services
The Corporate Services function is responsible for inter alia the following:
• electronic records and system management and control of postal and courier services; • management and control of the catering function; • management and control of protection services to ensure the protection of council’s physical assets and revenue assets in terms of protection of cash halls;
78 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 • management and control of council’s cash-in-transit; • The provision of adequate protection and security to the CEO and councillors; • building access control; • management and control of all activities required for systematic controlling, the creation, distribution use and maintenance and disposition of recorded information; and • Management and control of corporate printing.
For the period under review, the following highlights were recorded:
Public Safety & Security
• presentation of the Draft Security Facility Plan; • budgetary allocations Security Facility Plan; • finalise the Security Service, and Records and Archives Policy; and • assessment of Town House biometric access control under way.
Enterprise Risk Management
• completion of the risk register.
Organisational Performance Management
• development of Structure, Draft Corporate & Protection Services Plan & SLA’s & Structure Phases 1-3 approved Redeployment of current staff, Finalise Job descriptions and grades; • alignment of job descriptions, redesign and structural adjustments; • prepare security services plan; • handover of services (related to printing, protection services, archive and registry); and • cleaning services.
Leadership Development Management
• Conduct skills audit and develop personal development plans for personnel. Leadership management programmes for management and supervision levels. Benchmark visits.
The City’s Corporate Services function provides essential support services all of which seek to mitigate potentially high security and safety risks. It is therefore imperative that the function is adequately resourced and that the necessary training/up-skilling and recruitment of staff is prioritised.
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 79 INFORMATION & COMMUNICATION 09 TECHNOLOGY (ICT)
Reckliff Kandjiriomuini STRATEGIC EXECUTIVE: INFORMATION & COMMUNICATION TECHNOLOGY
80 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 E. Sheya K A. Persendt Manager: Business Systems & Section Head: ICT Governance Information Management
R. Kandjiriomuini Strategic Executive: Information & Communication Technology K U. Neumbo Manager: ICT Core Technology Infrastructure
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 81 Table 40. ICT KPIs 2018/2019 KPI Target Actual # of Public Wi-Fi Access Locations Commissioned 5 0 # of Municipal Buildings Wi-Fi Access Commissioned 5 3 # of Improved Processes to Level 1- Governance of Enterprise IT (GEIT) Programme 3 11 Implementation Phase 2 % Enterprise Resource Planning (ERP) Projects from Pre-projects to Inception Phase 10% 100% % ERP Projects from Inception to Implementation Phase 100% 10% # of ICT Systems Audits Concluded 1 0% % Conversion ICT systems to DR Compliance 100% 100% New Tier 3 compliant physical Data Recovery Site 20% 0% Business Continuity Plan for CoW (Date) 0 % Implementation of e-Council Solution 100% 80% N$ Funding Sourced vs. Optic Fibre Plan N$80 MIL -
9.1 Wi-Fi
9.1.1 Wi-Fi Access Locations Commissioned
The above target was dependent on the appropriate business model for the monetisation of the City’s optic fibre project that came online during the second quarter (October-December 2018). A council workshop was conducted and an item was submitted and approved by council in May 2019. Progress will henceforth be reported as of the new financial year (2019/2020).
9.1.2 Municipal Buildings Wi-Fi Access Commissioned
Wi-Fi was installed at three of the five municipal buildings during 2018/2019.
These buildings are as follows:
• New Building; • Old Town House; and • ICT and Finance Building.
82 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 9.2 number of improved processes to Level 1 - Governance of Enterprise IT (geit) Programme Implementation
The ICT Governance Charter is due for sign-off by the CEO in September 2019. The ITIL processes will be implemented and automated through a managed engine over the remaining strategic period.
The Control Objectives for Information and Related Technology (COBIT) scoping exercise is slated for 2019 with the implementation plan outlined as follows:
• ICT Policies/ Baseline Control Standards (currently in draft form). However, this process was over-shadowed by the automated governance system. The drafts are currently being reviewed in alignment to the COBIT 2019 Governance standard; • 30% in 2019/2020; • 60% in 2020/2021; and • 100% in 2021/2022.
9.3 percentage Enterprise Resource Planning (erp) projects from pre-projects to inception phase
The project (process mapping and optimisation exercise) did not materialise for 2018/2019 as a budget was needed to commit resources. The project will run over the 2019/2020 financial year.
9.4 percentage erp projects from inception to implementation phase
The implementation phase is dependent on the inception phase above.
9.5 number of ict systems audits concluded
There was a delay in implementation of this audit due to budgetary constraints. However, going forward, the ICT department will engage Internal Audit on the way forward.
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 83 9.6 Conversion ict systems to Disaster Recovery (dr) compliance
System DR was successfully implemented. Further optimisation of the DR process for full compliance will be achieved once the data centre hardware is procured due to storage and an aged computing environment.
9.7 new Tier 3 Compliant Physical Data Recovery (dr) Site
The non-approval of the CAPEX budget delayed the design phase.
9.8 business Continuity Plan For CoW (date)
This KPI features two components of which ICT is responsible for the Disaster Recovery Planning (DRP) component. The second component (Corporate Business Continuity Planning) is to be managed at corporate level outside ICT.
9.9 e-Council Solution
The e-Council solution is currently in use at SE orums. The roll-out of the project is at 80% and is dependent on to the following: • Training of Councilors on the system and; • Equipment required (e.g. computers required in Council Chambers) for utilisation during council meetings.
However, prevailing budgetary constraints prevent the procurement of said equipment.
9.10 funding Sourced vs. Optic Fibre Plan
Council approved the project in May 2019 and progress will be reported in the new financial year.
84 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 INFRASTRUCTURE, WATER & TECHNICAL 10 SERVICES (IWTS)
Ludwig /Narib STRATEGIC EXECUTIVE: INFRASTRUCTURE, WATER & TECHNICAL SERVICES
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 85 F. Koujo Chief: Solid Waste Management
O. Archer Acting Section Engineer: Water & Waste Water K. Nikodemus D J. Reed Chief Scientist Chief Enigeneer: Roads & Stormwater
S. Husselmann Chief Engineer: Bulk Water & Waste Water L. /Narib Strategic Executive: Infrastructure, Water & Technical Services S. Hochobeb Manager: Built Environment
86 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 10.1 Revenue Collection
Table 41. Revenue Collection (IWTS) KPI 2018/2019 KPI Target Actual Prepaid Water Meter Strategy (Approval date) 31/12/2018 Pending
The finalisation of the draft strategy is pending. However, the piloting of 60 pre-paid water meters commenced in mid-2018 and was subsequently finalised during February 2019. Orders for the meters could not be placed due to a lack of funding. It is anticipated that funds will be availed with the 2019/2020 budget.
10.2 Direct Portable Reclamation Plant (dpr)
Table 42. DPR Plant KPI 2018/2019 KPI Target Actual Establishment of additional Direct Portable Reclamation Plant (% progress 90% 70% vs. pilot project target)
Progress against the annual target of 90% is at 70% for the period ending 30 June 2019 for the pilot project and the bid documents for the construction and operation of the pilot facility were completed. However due to the persistent drought and the urgency to secure water supply to the Central Areas of Namibia (CAN), the option to pilot the DPR Plant was abandoned for the immediate construction of the DPR Plant, fully financed by Central Government via a Namibian-German financial co- operation agreement valued at N$1.3 billion. The agreement was signed in June 2019.
The City now has to secure the funding for the recruitment of a consultant to prepare the design and bidding documentation and supervision during implementation. Since this is crucial to the turnaround time for alternative supply source, it is recommended that the KfW Development Bank and Ministry of Agriculture, Water and Forestry (MAWF) are approached to consider the reallocation of the grant funding for this phase of the project. The CoW also has to secure funding for the appointment of a contractor for the design, construction and operation of the plant.
With the pilot project being substituted with a conventional DPR project, the project preparation commenced afresh, hence progress against the annual target was 0% for period ending June 2019 for the new project scope.
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 87 10.3 Basic Services
Table 43. Basic Services (IWTS) KPIs 2018/2019 KPI Target Actual # of Residents with Basic Services before Formalisation (i.e. water, 2500 0 sanitation)-Pilot Study # Residents Served with Basic Services before Formalisation (i.e. 2000 16000 Expansion of Communal Water Network) % Progress vs. Council Upgrading & Development Programme (existing 90% 40% tarred arterial roads) In Progress: # of City Vending Points Water (additional vending points) 5 2-Groot Aub & 1-Otjomuise % of Informal Settlements Receiving Refuse Collection Services (Black 90% 95% bags) % Completion of Extension to Küpferberg Landfill Site - 20% % Completion of New Satellite Site 50% 20% % completion vs. Project Progress (Development of Extraction & Recharge Capacity of Windhoek Managed Aquifer Recharge 50% 45% Scheme-WMARS)
10.3.1 Residents served with basic services before formalisation (i.e. water, sanitation)-Pilot Study
The City compiled a list of areas in need as identified by the community with assistance from local and regional councillors. The aim is to provide twenty five new installations servicing approximately one hundred residents each. This includes the installation of a bulk supply network to feed the standpipes in currently unserviced areas.
Basic services were provided in Northern Havana. Waterlines were installed over a distance of approximately 20km. seventy sites were identified and installed with two prepaid standpipes per position (totalling one hundred and forty prepaid standpipes). Sixteen toilet blocks were installed in Havana.
The City is busy with the compilation of a dedicated bid-document for the Supply and Installation of the supply-network as well as standpipes. Bidding and appointed is due to be completed towards the end of February 2019, however was deferred due to a lack of funding.
Water & Sanitation
The City experienced above average incidents of sewer and water-pipe bursts during the reporting period with maintenance teams stretched to capacity and
88 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 unavailable private sector contractors. This resulted in a backlog of incidents. However, contractors were appointed on a short-term emergency basis, to assist with the backlog and major emergency maintenance and repair work.
Sanitation in Informal Areas
During the final quarter of the 2018-2019 financial year the Ministry of Urban and Rural Development committed N$50 million for the “Improvement of Living Conditions in the Informal Settlements of Windhoek”. The funds will be used for the formalisation planning of the informal areas and for the provision of basic services (e.g. water, sanitation, roads, and waste removal) during the 2019-2020 financial year. The anticipated implementation period is ten months ending March 2020 (Government financial year). Included in these funds is an amount of approximately N$15 million specifically for the provision of water and sanitation services to the informal areas, which provides for up to two hundred and sixty seven metered water points, as well as two hundred and sixty seven communal toilets, respectively.
10.3.2 Expansion of Communal Water Network
The above target was based on an estimate of forty new standpipes reaching at least fifty residents per standpipe. The City completed approximately 16km worth of pipelines to supply water in previously unserviced areas. This will feed approximately two hundred standpipes of which the locations of the first hundred and fifty two have either been installed or identified. It is estimated that approximately sixteen thousand people gained access to water through this exercise.
The original plan was to address requests sent to the City and identified shortages. To this end, the City managed to install 60 new standpipes under its normal efforts plus an additional hundred and fifty two standpipes under the Hepatitis-E drive. The Hepatitis-E drive also included about 17.5km of new pipelines which increased the provision of water points but, at the expense of future planning, as personnel had to be re-allocated to the design and construction only. The City spent N$4.6 million of the N$5-million budgeted in realising the above effort.
All services need to be installed in open areas amongst informal dwellings. This makes progress slow and the contractor cannot use large equipment and pipelines need to be installed in an unplanned way to minimise the impact on residents and dwellings.
Resources for water supply and sanitation (WATSAN) and all water and waste water projects are limited. This means that any additional requirements, like the HEP-E project affect other planned work such as the development of a masterplan. As at
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 89 30 June 2019, a survey was complete to establish the status quo of basic services on which future planning will be based. However, planning was stalled due to a lack of staff. Therefore for the foreseeable future, the City will respond to queries submitted whilst trying to establish a long-term plan at the same time.
10.3.3 Upgrading and Development Programme (existing tarred arterial roads - Havana)
The upgrading of existing arterial roads in Havana during the period under review was put on hold pending availability of funds. With the approval of the City’s Capital Budget in December 2018, the provision for road construction was not approved by the Line Minister, and hence no activity was undertaken for 2018/2019.
10.3.4 City Vending Points: Water (additional vending points)
A request to open a sales point at Otjomuise Fire Station was submitted.
10.3.5 Informal Areas Receiving Refuse Collection Services (black bags)
As of 31 March 2019, a target reach of 95% was met. The cleanliness of the City especially in the informal settlements has drastically improved, due to the better reach and direct supervision of cleaners by the City.
10.3.6 Completion of extension to Küpferberg Landfill Site
Progress against the pre-feasibility stage of the project is now at 95% and the project is on track. There were some challenges experienced with the Environmental Impact Assessment (EIA) in that internal stakeholders required additional information. However this phase was finalised and the City is seeking funding.
10.3.7 Completion of New Satellite Site
Various potential sites were identified for Brakwater, Rocky Crest, Groot-Aub, Cimbebasia and Mix-Settlement. The design for the Brakwater site was completed. However, financing remains a major obstacle.
10.3.8 WMARS (Windhoek Managed Aquifer Recharge Scheme)
The project involves the drilling of additional boreholes to increase the abstraction capacity. This will be done after a geological exploration project. Linked to this is
90 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 the upgrading of an existing pipeline-system to allow for an increased recharge- capability.
As at 30 June 2019, a bid for a temporary treatment plant at Pionierspark was invited and the contract was awarded. The contractor commenced with work on 4 July 2019.
10.4 Annual Water Quality Report
Table 44. Water Quality Report KPI 2018/2019 KPI Target Actual % Compliance of potable water quality to applicable standards 100% 25%
To date the following water quality status reports were completed and submitted:
• October to December 2018; and • January 2018 to December 2018.
The quarterly water quality status report for the period January to March 2019 is 60% complete and the quarterly water quality status report for April to June 2019 is 25% complete. The water quality data analysis process takes considerable time due to the semi-manual data extraction and manipulation process. Therefore, at this stage, the actual compliance target will only be known with the finalisation of the latter two reports slated for 31 July 2019 and 31 August 2019, respectively.
10.5 Asset Maintenance Management Policy (Incl. Sewer Maintenance & Asset Plans)
Table 45. Asset Maintenance Management Policy KPI 2018/2019 KPI Target Actual Approval of Asset Maintenance Management Policy 30/11/19 30/11/19
Maintenance is being done according to available funding with a budget parameter of a maximum of N$2,000,000 per month.
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 91 11 URBAN & TRANSPORT PLANNING (UTP)
Pierre van Rensburg STRATEGIC EXECUTIVE: URBAN & TRANSPORT PLANNING
92 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 H W. Lisse D. Brand Chief Enigeneer: Planning, Design & Traffic Flow Manager: Urban Policy
V. Endjala Manager: Sustainable Development P. van Rensburg Strategic Executive: Urban & Transport Planning
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 93 11.1 Building Permit Approvals Process within 28 days
Table 46. Building Permit Approvals KPI 2018/2019 KPI Target Actual % Building Permits applications processed within 28 Days 90% 95%
The activation of the new electronic archiving system and access to building plans was delayed due to the pending approval of the Capital Budget and the procurement of the necessary hardware. New processes instituted to streamline the evaluation process for building permit applications are ongoing and monitored for efficiency of operations.
Building Control remains the cornerstone of orderly development in any environment. Building Regulations set standards for the design and construction of buildings and ensure the safety and health of people in or about those buildings. The Windhoek Building Regulations currently in force date back to 1968. As part of a rejuvenation process a new building regulation for Windhoek was completed on 31 May 2019 as per the project programme. Consultations on the proposed new draft regulation commenced in June 2019 with major industry role players such as the Namibian Institute of Architects and other Part 1 Municipalities. The final version of the new regulation is slated for submitted approval early in the 2019/2020 financial year.
Furthermore, the major economic slowdown continues to seriously affect the construction industry. To this end continued focus remains on improving the turnaround times on processing applications and releasing building permits for construction. Actual performance indicates that procedural changes effected in 2017/2018 yielded consistently good performance. A total of 2121 building permits were issued from 1 July 2018 to 30 June 2019, valued at N$1,690,135,422.00.
Analysing the trend and comparing the periods of 1 January 2018 to 30 June 2019, there seems to be a stabilisation in the initial decline in construction seen in the 2016/2017 and 2017/2018 as indicated below:
Table 47. Comparative Trends in Building Industry as per Building Permits Applications NO. OF BUILDING VALUE OF BUILDING PERMITS ISSUED PERMITS ISSUED (N$) Jul 18-Jun 19 (Full year under review) 2121 1 690 135 422,00 Jan-8 Jun 18 (Comparative 6 month period) 1077 810 823 974,00 Jul 18- Dec 18 (Comparative 6 month period) 1071 795 333 812,00 Jan 19-Jun 19 (Comparative 6 month period) 1050 894 801 610,00
94 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 11.2 Land-Use Management - Town Planning Applications
Table 48. Land-Use Management KPI 2018/2019 KPI Target Actual Finalisation of Town Planning Applications within 6 months 90% 95%
Following the finalisation of the Town Planning Applications backlog of 2017/2018, the focus moved to streamlining and monitoring the process in 2018/2019, to avoid a relapse and any new backlogs from occurring.
In addition, continuous efforts to strengthen guiding policy positions resulted in more consistent evaluations and results. New processes were consolidated and reviewed after the initial operating periods with the aim to improve and/or remove any remaining deficiencies.
Moving forward, focus will be on updating planning instruments including the revision of the Windhoek Town Planning Scheme - seen by many as no longer responsive to the development needs in the city. Further efforts will be expended towards enforcement in all sectors and improving co-ordination with associated approving mechanisms such as, fitness certificates and building permits.
11.3 Basic Services
Table 49. Basic Services External Township Establishment Applications KPI 2018/2019 KPI Target Actual % of External Township Establishment Applications Completed vs. Appli- 75% 93% cations Submitted within the required time frame
The External Township Establishment Applications Process was revived and reviewed during 2017/2018 and is showing clear signs of improvement. Streamlined processes were established specifically with clear distinctions between the different application processes to standardise the entire value chain with expected timeframes.
Minor setbacks are still experienced with staff and applicants adjusting to the new procedure but, the process shows significant improvement. In addition, open and continuous engagements with stakeholders are expected to improve Council’s reputation with private stakeholders and the line ministry, as being development-friendly.
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 95 11.4 Land-Use Management-Township Establishment
Table 50. Land-Use Management-Township Establishment KPI 2018/2019 KPI Target Actual % of Internal Township Establishment Applications Completed vs. Annu- 75% 86% al Programme
Consolidated feedback for the period up to 30 June 2019 is as follows:
• Cimbebasia Extension 4 – was submitted to Townships Board in June 2019; • Subdivision of Erf 2131, Khomasdal – submitted to Townships Board in June 2019; • Academia Extension 1 - Consolidation and subsequent subdivision of erven to create erven more than 500m² was submitted to Townships Board in June 2019; • Khomasdal Extension 17 and 18 – submitted to Townships Board in April 2019 and advertised in June 2019 in the Government Gazette for Township Establishment. A presentation is scheduled in August 2019 to the Board for final approval; • Cimbebasia Extension 5 - Layout amendment completed and circulated for comments in June 2019; • Rocky Crest Extension 7 - was approved by Council in 2018 and submitted to the Board in August 2018 and tabled at the meeting of December 2018 for approval. Approval for the Establishment was granted by Townships Board on the 07 of March 2019; • Rocky Crest Extension 6 - Establishment of the Township was approved in March 2019 by Council. The project is a PPP development between Shikongo Investments and the Council. The application for the Establishment of the Township will be presented to the Townships Board in August 2019 for final approval; • Venus Extension 1 - Establishment of the Township was approved in March 2019 by Council. The project is a green field development by Council in the area west of Prosperita Township. The township still requires approval from the Townships Board. Application will be submitted to Townships Board in July 2019; • Aris and Kapps Farm TPS - being investigated to identify and/or amend definitions, clauses, land uses and consent uses for transfer into WHK TPS. This is in addition to the existing issues (definitions, clauses, land uses and consent uses) in the WHK TPS. Some of the land uses have been captured on the E-Planner system to enable the processing of applications in these scheme areas for development;
96 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 • Goreangab Extension 4 - a portion of Extension 4 was allocated to the Mass Housing Project. The portion allocated to the project was redesigned to accommodate the extension of Independence Avenue to Matshitshi Street. The application was submitted to Townships Board for the amendment of the General Plan to accommodate the necessary changes in July 2019.
The City is currently preparing the Windhoek Residents Survey to be conducted during the 2019/2020. There are ongoing consultations with NSA regarding survey logistics and execution and mapping exercise.
The City’s priorities for Land-use Management in 2019/2020 are as follows:
• Windhoek Residents Survey; • Improve early co-ordination and stakeholder engagement on larger private developments and; • Integration of Aris and Kapps Farm Town Planning Schemes into Windhoek operations
11.5 Spatial Development
Table 51. Spatial Development KPI 2018/2019 KPI Target Actual %Project progress on establishment of Spatial Development 60% 5% Framework
Procurement efforts continued throughout 2018/2019. As at 30 June 2019 an award was approved by the Procurement Committee to appoint a consultant pending. The project is expected to launch in early 2019/2020.
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 97 12 FINANCE & CUSTOMER SERVICE (FIN/FCS)
Samuel M. Mutonga ACTING STRATEGIC EXECUTIVE: FINANCE & CUSTOMER SERVICE
98 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 M. Uuyuni N. Kapere Manager: Procurement & Logistics Manager: Customer Service I. Kahiurika R N. Kanu Manager: Municipal Fleet Manager: Cash Management
S M. Mutonga F O. Lebereki Acting Strategic Executive: Finance Manager: Debt & Risk Management A I. Xaba & Customer Service Manager: Revenue Management
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 99 12.1 financial Executive Summary
his report covers the fourth quarter of the 2018-19 financial year as well as the forecast into 2019-20. Details of significant budget variations, reserve T movements and the status of Council’s Operating and Capital Projects compared to the Budget are included in this document.
The fourth quarter presents a negative result of N$164m compared to a negative variance of N$38m of the third quarter. The full year 2018-19 has a deficit of N$402m compared to a budgeted deficit of N$654m. When the reported deficit is adjusted with no-cash expenditure of N$801m and non-cash gains of N$200m (actuarial gains from defined benefits liabilities), it results in a cash surplus of N$199m of which N$93m was invested and balance was directed to the paying of liabilities.
Total revenue exceeded budget mainly as a result of revenue from other gains (mainly gains on defined benefits), government and other grants as well as revenue from water, sewerage and refuse removals which was above budget. Total expenditure was below budget due to savings realized from salaries, Nampower and Namwater accounts contributing favorably to the year result.
The most notable departmental variances for the twelve months are a shortfall of income of N$133m for the Electricity department mainly as a result the network access charge (N$71 million) and unit charges (N$58m) which were below budget. The Infrastructure, Water & Technical Services (IWTS) department exceeded revenue by N$89m mainly contributed by consumption domestic (N$52m). Included in revenue is ad hoc revenue, being income from other gains recorded at N$202m.
The net organisational salary savings as at 30 June 2019 were N$196m, due largely to staff vacancies.
Council’s Long Term Financial Plan (LTFP) includes the implementation of an effective Leave Entitlement Management Plan which saw the implementation of forced leave by employees whose leave days exceed 130 days.
A cash budget for the year 2018/19 had forecasted that the bank overdraft would settle at N$476 million by the end of the year. However the actual bank overdraft has been hovering at N$373 million owing to unbudgeted land sales receipts and continuous stretching of payables payment terms and delayed Capex approval. As indicated in previous quarterly reports, the City needs to make significant strides in fostering a culture of discipline around expenditures, investing in the continuous
100 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 up-skilling of current staff and rigorously implementing IPSAS requirements and engaging the staff on the current state of the City’s finances. Such efforts will continue throughout the coming financial year.
The City finds itself in its current situation due to non-commercial decisions taken, including the use of Public, Private Partnerships (PPPs) which reduced the City’s ability to maximise its main source of income from land sales. However, it should be noted that actions by Management and Council to halt the signing of new PPP agreements will in the long run, help the City to recover from the current financial state, on condition that drastic measures are taken in the interim e.g. freezing of expenditures.
For the 12 months ending 30 June 2019, a debt collection rate of 98% was recorded however, the City’s Cash Flow still remains a challenge that requires creativity, co- operation and political will from the executive and senior management teams, as well as our political partners. The streamlining of the City’s cash flow management efforts, starting with correct budgeting and budget implementation, and arresting of expenditure will yield better results in the not so distant future. In addition, concerted efforts are needed by way of targeted stakeholder engagements to seek various partnerships and funding to help sustain the City’s service delivery mandate.
Finally, it is anticipated that the year 2019/20 will be particularly demanding as all Capital projects will need external funding which has not been forthcoming due to internal cash flow challenges. Currently, internal funding of capital projects is tied to land sales which is also not forthcoming. However, with the respect for our customer and stakeholder expectations, the City will endeavour to implement a turnaround strategy for the current financial state. It must be strongly emphasised that any turnaround is not an event but, a long and arduous process, to be embraced by all. On a positive note, 2019 and 2020 calendar years are election years. Politicians will be going back to the electorate to account and request a new mandate and this, presents an opportunity for departments to secure government funding.
Mr. Samuel Mutonga Acting Strategic Executive: Finance & Customer Service
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 101 12.2 financial Update
Graph 1. Operating Results 2018/19
• The actual deficit for the year is lower than the budgeted deficit mainly as a result of savings realised on salaries and wages and Nampower account which was below budget as well as above budget revenue. • During the financial year, a resolution was taken to put vacancies which were not in the process of being filled on hold as a cost cutting measure. • Included in the revenue is other gains of N$200 million being actuarial gains on defined benefits liabilities. • Another contributor to the favourable variance on revenue is profit on sale of land (N$87 million) realised.
Graph 2. Operating Revenue 2018/19
• Electricity continues to be the top contributor to revenue followed by water
102 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 and assessment rates respectively. • Government and other grants only accounts for 1% (2017/18: 1%) of the revenue which is far below the desired level of 15% to 20%.
Graph 3. Grants
• The City received a total of N$62 million in grants of which 66% was received from the Road Fund Administration and the rest from Central Government.
Graph 4. Operating Expenditure 2018/19
• Electricity and employee costs are the top drivers, accounting for 60% of the total operating expenditure budget. • The employee costs are within industry norms (ranging between 28% - 31%), when compared to other municipalities across the border.
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 103 Graph 5. GRN Accounts Receivable
• The amounts owed by government for services provided increased by 56%, from N$34 million (2017/18) to N$53 (2018/19) million while total accounts receivable increased by 13%. • The high variation is due to Government’s inconsistent payment pattern as payment are only done once funds are made available by Ministry of Finance.
Graph 6. Total Accounts Receivable
• The account receivable increased significant in the current year compared to previous year. Council at the end of 2018 approved a write off of debts amounting N$200m of which N$100m was effected in 30 June 2018 with the rest being effected at the beginning of 2019 financial year. Generally, account receivable has been consistent on an upward trajectory owing to economic down turns in addition to tariff increases and growth of the city.
104 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 Graph 7. Capital Expenditure
• There was a significant reduction in capital expenditure in the 2018/19 financial year when compared to the 2017/18 financial year. • The capital expenditure budget for the 2018/19 financial year was only approved in December 2018 which caused a delay in project implementation, some of the projects have been rolled over to the 2019/20 financial year for completion. In addition to this, only projects with secured finances were approved and implemented.
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 105 STATEMENT OF FINANCIAL POSITION AT 30 JUNE 2019
Actual 2019 2018 Unaudited Audited N$ N$ ASSETS
Current Assets 1,044,225,969 842,347,162 Inventories 73,159,308 51,037,676 Receivables from Exchange Transactions 335,561,003 303,610,748 Receivables from Non-exchange Transactions 101,383,333 73,469,147 VAT Receivable 105,746,649 76,726,025 Cash and Cash Equivalents 418,139,900 324,698,081 Current Portion of Long-term Receivables 10,235,777 12,805,485
Non-Current Assets 19,315,624,475 19,917,729,528 Property, Plant and Equipment 14,191,977,098 14,725,856,786 Intangible Assets 2,627,518 3,667,475 Investment Property 5,066,003,397 5,126,157,690 Non-current Investments 20,863,986 18,995,151 Long-term Receivables 34,152,478 43,052,426
Total Assets 20,359,850,445 20,760,076,690
LIABILITIES
Current Liabilities 2,351,060,465 2,213,684,098 Consumer Deposits 58,091,061 56,120,641 Payables from Exchange Transactions 1,700,735,953 1,711,388,941 Payables from Non-exchange Transactions 66,735,485 30,146,733 Unspent Conditional Grants and Receipts 2,914,997 1,060,220 Bank Overdraft 410,932,583 295,183,887 Current Portion of Employee Benefit Liabilities 62,028,304 54,436,348 Current Portion of Long-term Liabilities 49,622,081 65,347,329
Non-Current Liabilities 1,052,111,853 1,187,971,126 Long-term Liabilities 167,391,055 213,375,421 Employee Benefit Liabilities 827,798,603 920,309,324 Non-current Provisions 56,922,195 54,286,381
Total Liabilities 3,403,172,317 3,401,655,224
Total Assets and Liabilities 16,956,678,128 17,358,421,466
NET ASSETS 16,956,678,128 17,358,421,466 Statutory Funds 206,353,283 206,342,696 Accumulated Surplus / (Deficit) 16,750,324,845 17,152,078,771
Total Net Assets 16,956,678,128 17,358,421,466
106 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 STATEMENT OF FINANCIAL PERFORMANCE FOR THE YEAR ENDED 30 JUNE 2019
2019 2018 Unaudited Audited N$ N$ REVENUE Revenue from Non-exchange Transactions Property Rates 556,669,957 445,217,101 Fines 37,615,782 26,977,891 Licences and Permits 4,138,109 3,431,451 Government Grants and Subsidies 61,909,495 53,070,336 Public Contributions and Donations 2,465,082 2,956,749 Revenue from Exchange Transactions Service Charges 3,309,635,578 3,044,994,690 Rental of Facilities and Equipment 34,262,361 25,487,233 Interest Earned - External Investments 30,460,200 27,697,114 Interest Earned - Outstanding Debtors 84,049,448 82,442,184 Dividends Received 628,409 642,340 Other Revenue 81,417,790 49,516,439 Gains on Continued Operations 201,725,409 36,457,811 Gains on Disposal of Property, Plant and Equipment - - Profit on Sale of Land:- 87,969,993 87,047,914 Sale of Land 144,868,934 87,047,914 Cost of Sales (56,898,941) -
Total Revenue 4,492,947,612 3,885,939,252
EXPENDITURE Employee Related Costs 1,391,427,549 1,331,429,454 Remuneration of Councillors 7,936,399 7,451,440 Collection Costs 67,211 51,179 Depreciation and Amortisation 576,562,549 580,331,602 Impairment Cost 224,776,618 130,813,407 Repairs and Maintenance 236,544,899 257,658,078 Finance Cost 199,771,979 155,638,282 Bulk Purchases 1,914,205,853 1,890,548,030 Contracted Services 107,546,156 142,383,165 Grants and Subsidies Paid 3,506,967 6,659,262 Research and Development Costs 142,088 - General Expenses 190,878,977 168,880,346 Losses on Continued Operations 30,454,569 15,996,055 Loss on Disposal of Property, Plant and Equipment 10,869,135 12,816,796
Total Expenditure 4,894,690,950 4,700,657,095
SURPLUS / (DEFICIT) FOR THE YEAR (401,743,338) (814,717,843)
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 107 CASH FLOW STATEMENT FOR THE YEAR ENDED 30 JUNE 2019
Actual 2019 2018 Unaudited Audited N$ N$ CASH FLOWS FROM OPERATING ACTIVITIES
Receipts Property Rates 511,214,543 434,171,610 Government Grant and Subsidies 61,909,495 53,070,336 Public Contributions and Donations 4,319,859 3,102,260 Service Charges 3,122,420,350 2,986,352,811 Interest Received 30,070,502 27,927,086 Dividends Received 628,409 642,340 Other Receipts 367,914,424 137,537,447
Payments Employee Related Costs (1,476,346,314) (1,259,867,627) Remuneration of Councillors (7,936,399) (7,451,440) Interest Paid (199,771,979) (155,638,282) Suppliers Paid (2,287,333,431) (1,917,618,529) Other Payments (185,835,834) (165,406,531)
NET CASH FLOWS FROM OPERATING ACTIVITIES (58,746,376) 136,821,481
CASH FLOWS FROM INVESTING ACTIVITIES
Purchase of Property, Plant and Equipment (52,261,772) (122,101,671) Purchase of Intangible Assets (856,037) (2,363,256) Purchase of Investment Property (633,127) - Profit on Sale of Land 144,868,934 87,047,914 Decrease / (Increase) in Non-current Investments (1,868,835) (1,483,992) Decrease / (Increase) in Long-term Receivables 8,899,948 7,028,701
NET CASH FLOWS FROM INVESTING ACTIVITIES 98,149,112 (31,872,305)
CASH FLOWS FROM FINANCING ACTIVITIES
Proceeds from Borrowings 1,169,590 6,104,198 Repayment of Borrowings (62,879,204) (53,783,881)
NET CASH FLOWS FROM FINANCING ACTIVITIES (61,709,614) (47,679,683)
NET INCREASE / (DECREASE) IN CASH AND CASH EQUIVALENTS (22,306,878) 57,269,493
Cash and Cash Equivalents at Beginning of Period 29,514,194 (27,755,299) Cash and Cash Equivalents at End of Period 7,207,316 29,514,194
108 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 CONCLUSION
ear two of the Transformational Strategic Plan (2017-2022) can be characterised as exceptionally challenging in terms of cash flow constraints and the approval of the Y CAPEX Budget in December 2018. This had significant bearing on project implemen- tation for most of the 2018/2019 financial year. It was a year that tested the City’s resilience and capability to unlock sustainable funding models and revenue-generating opportunities.
Much of the 2018/2019 focused on engaging strategic funding partners such as the Devel- opment Bank of Southern Africa, the Development Bank of Namibia and KfW Development Bank to secure funding for capital projects.
The Hepatitis-E outbreak also presented challenges in terms of public health risks and the need to expand sanitation services to informal areas. However the City was able to swiftly respond and mitigate otherwise disastrous consequences.
The appointment of a procurement manager aided in the streamlining of the procurement process which yielded better understanding of the process and training of bid evaluation committees. That said there is room for improvement in terms of automating the process and co-ordinating the evaluation meetings in a timely manner to prevent lapses in the time frames allocated.
The finalisation of the Customer Care Charter and call centre featured highly on the City’s strategic agenda and is slated for approval in 2019/2020. Once fully operational, stakehold- ers can look forward to improved service delivery with optimised technology.
Lastly, the City’s financial sustainability is of utmost importance moving into the 2019/2020 financial year. To this end, the City will develop a Financial Rescue Plan to unlock the City’s liquidity and minimise exposure to future interest rates on bank loans. The City will also focus its efforts on inter alia accelerating land sales and streamlining debt collection efficiencies.
Therefore, 2019/2020 is a year to bridge the gap experienced during 2018/2019 by unlocking creativity, pulling together as a team, driving behavioural change and enhancing our service delivery proposition.
ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 109 110 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 111 NOTES
112 ANNUAL COUNCIL PERFORMANCE REPORT 2018/19 ANNUAL COUNCIL PERFORMANCE REPORT 2018/2019 www.cityofwindhoek.org.na