TABLE OF CONTENTS

ABREVIATIONS 4

COUNCIL STRUCTURE 2017/18 5 OFFICE OF THE CEO 3 CITY POLICE (CIP) 51 MESSAGE FROM THE MAYOR 6 Theme 1: Governance 51 Public Safety and Security - Crime Rate 51 MESSAGE FROM THE CHIEF EXECUTIVE Public Safety and Security - Road Safety 53 OFFICER 10 Public Safety and Security - Dedicated Municipal Court 55 OVERVIEW OF WINDHOEK 14 Public Safety and Security - By-laws 55 GEOGRAPHIC LOCATION AND POPULATION 15 City Police: Funding Secured from Central City of Windhoek Political and Government 56 Socio-Economic Profle 15 Priorities for 2018/2019 56 Population Trends and Urbanisation 16 Environmental 17 URBAN AND TRANSPORT PLANNING (UTP) 58 Poverty Levels 17 Theme 1: Financial Sustainability 58 Building Plan Approval 58 INTRODUCTION 22 Land-use Management - Town Planning STRATEGIC INTENT 22 Applications 59 Vision Statement 23 Priorities for 2018/2019 60 Mission Statement 24 Values 24 STRATEGIC FUNDING (PUBLIC TRANSPORT) 60 Strategic Objectives 24 heme 1: Financial Sustainability 60 Key Performance Areas 24 Strategic Funding ( Public Transport - Key Performance Indicators 24 Acquisition of Busses) 60 Targets 25 Theme 2: Social Progression, Economic Corporate Scorecard 25 Advancement and infrastructure Council and Management Structure 30 Development 62 Public Transportation 62 ORGANISATIONAL OVERVIEW 31 Priorities for 2019/2019 63 Local Authorities Act (Act 23, 1992) 31 Update of Laws Exercise 34 ELECTRICITY (ELE) 65 Theme 1: Financial Sustainability 65 DEPARTMENTAL PERFORMANCE REPORTS 35 Strategic Funding (Electrifcation) 65 OFFICE OF THE CEO 36 Revenue Collection 65 Theme 1: Governance and Financial Renewable Energy 66 Sustainability 36 Theme 2: Infrastructure Development 66 Public Participation 36 Increased Electricity Supply 66 Organisational Performance Management 37 Priorities for 2018/2019 67 Enterprise Risk Management 38 Internal Audits 39 INFORMATION AND COMMUNICATION SMART Cities Model/Strategy 40 TECHNOLOGY (ICT) 69 External Relations 41 Theme 1: Governance and Financial Council Sub-committees and Councilors’ Sustainability 69 Forum 45 Wi-f Access 69 Mayoral Report 49 Business Systems 70

Annual Council Performance Report 2017/18 1 Business Continuity 71 Meter Strategy 96 Priorities for 2018/2019 71 Alternative Water Supply: Direct Paperless Business Environment 71 Potable Reclamation Plant 96 Priorities for 2018/2019 72 Theme 2: Social Progression 98 Basic Services 98 ECONOMIC DEVELOPMENT AND COMMUNITY SERVICES (EDCS) 74 BASIC SERVICES Theme 1: Governance and Financial Council Upgrading and Sustainability 74 Development Programme 99 Public Safety and Security: Disaster and Emergency Resilience 74 BASIC SERVICES Emergency Response and Assistance 78 Refuse Collection (Informal Arias) 99 Call-outs per Zone 79 Priorities for 2018/2019 79 BASIC SERVICES Theme 1: Financial Sustainability 80 (Kupferberg) Project-Feasibility Strategic Funding: Emergency Services 80 Study Phase 100 Revenue Collection: Rental Income Priorities for 2018/2019 100 Collected (leases) 80 Theme 2: Infrastructure Development 100 Priorities for 2018/2019 81 Windhoek Managed Aquifer Recharge Theme 2: Social Progression 82 Scheme (WMARS) 100 Youth Orphans and Vulnerable Priorities for 2018/2019 101 Persons (OVPs) 82 Priorities for 2018/2019 85 BASIC SERVICE PROVISION IN Youth Development 85 INFORMAL AREAS 101 Priorities for 2018/2019 86 Early Childhood Development 86 HUMAN CAPITAL AND CORPORATE Basic Services: Public Facilities 87 SERVICES (HCCS) 103 Priorities for 2018/2019 87 Theme 1: Governance and Financial Theme 2: Economic Development 88 Sustainability 103 Economic Development 88 Leadership Development 103 Targeted Windhoek Tourism Priorities for 2018/2019 104 Development Strategy 88 Theme 2: Social Progression 104 Windhoek Economic Development Strategy 88 YOUTH ORPHANS AND VULNERABLE SMME Policy 88 PERSONS (OVPs) 104 Windhoek Investment Promotion Internships per Annum 104 and Incentives Strategy 89 Priorities for 2018/2019 105 Economic Development 89 Priorities for 2018/2019 90 LABOUR RELATIONS 105 Groot-Aub 90 Union - City Relations 105 Environmental Sustainability 92 Priorities for 2018/2019 105 Priorities for 2018/2019 93 Public Health 93 OCCUPATIONAL HEALTH, Priorities for 2018/2019 94 SAFETY AND WELLNESS 106 Priorities for 2018/2019 107 INFRASTRUCTURE WATER AND TECHNICAL SERVICES (IWTS) 96 STAFFING AND REMUNERATION 108 Theme 1: Financial Sustainability 96 Priorities for 2018/2019 108 Revenue Collection: Prepaid Water

2 Annual Council Performance Report 2017/18 CORPORATE SERVICES 109 Priorities for 2018/2019 111

HOUSING, PROPERTY MANAGEMENT AND HUMAN SETTLEMENT 113 Theme 1: Financial Sustainability 113 Strategic Funding (Strategic Land Acquisition: Hectares) 113 Theme 2: Social Progression 113 Youth Orphans and Vulnerable Persons (OVPs): Land Allocations Awarded to Youth 113

GENERAL VALUATION ROLL 113

GEOMATICS 114 Theme 2: Social Progression 114 Basic Services: Upgrading and Devalopment Strategy 114

BASIC SERVICES: UPGRADING AND DEVELOPMENT STRATEGY 114

BASIC SERVICES: NEW TOWNSHIPS PROCLAIMED INTERNALLY (GREENFIELDS) 114 Priorities for 2018/2019 115 Theme 2: Infrastructure Development 115

LAND AND HOUSING DELIVERY 115 Services Plots Availed in all Land-use Categories 115 Affordable Houses Provide via Mass Housing, Windhoek Housing and Build- Together Schemes 116 Serviced Plots Availed via PPP’s 116 Priorities for 2018/2019 116

CONCLUSION 117

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

Annual Council Performance Report 2017/18 3 ABBREVIATIONS

CAN Central Area of Namibia

EIA Environmental Impact Assessment

ERP Enterprise Resource Planning

FRACTAL Future Resiliance for African Cities and Lands

HEP-E Hepatitis - E

HPP Harambee Prosperity Plan

NDP 5 Fifth National Development Plan

GEIT Governance of Enterprise Information Technology

ICT Information and Communication Technology

IPSAS International Public Sector Accounting Standards

KPAs Key Performance Areas

KPIs Key Performance Indicators

LED Local Economic Development

MC Management Committee

MOU Memorandum of Understanding

MURD Ministry of Urban and Rural Development

OHSW Occupational Health, Safety and Wellness

OVP Orphans and Vulnerable Persons

PPPs Public Private Partnerships

PV Photovoltaic

PMU Procurement Management Unit

QPR Quality Processes Results

SUTMP Sustainable Urban Transport Master Plan

WMARS Windhoek Managed Aquifer Recharge Scheme

4 Annual Council Performance Report 2017/18 COUNCIL STRUCTURE 2017/18

Deputy Mayor, Chairperson of the Cllr. TT Uwanga Management Committee (MC), Mayor, Cllr. M Kazapua Cllr. MJ Amadhila

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

Cllr. FN Kahungu Cllr. JE Paulus Cllr. H Ulumbu Cllr. IM Subasubani Cllr. A Niizimba

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

Annual Council Performance Report 2017/18 5 MESSAGE FROM THE MAYOR

Cllr. Muesee Kazapua Mayor of the City of Windhoek

6 Annual Council Performance Report 2017/18 t is a great pleasure to present the Annual Council Performance Report (2017/2018). In Iaccordance with the provision of the Local Authorities Act (Act No. 23 of 1992), the fnancial year for the Municipal Council of the City of Windhoek runs from 1 July to 30 June each year.

This report is the frst of its kind for the City of Windhoek. Previous reporting was incorporated in the Mayoral Annual Report, which is aligned to the Mayoral term of offce and runs from 1 December to 30 November each year. This proved to be a challenge in terms of reporting synergies between the Mayoral Annual Report and Organisational Performance Reports. Therefore, the City of Windhoek decided to present the Annual Council Performance Report (2017/2018) which provides an account of the City’s performance against the Transformational Strategic Plan (2017 – 2022) which was offcially launched in July 2017.

The City’s governance framework received prominence during the year under review specifcally relating to the monitoring of performance, evaluation and reporting mechanisms. As part of the governance framework, the City is obliged to submit quarterly reports. These reports have been integrated into the Annual Council Performance Report (2017/2018), as highlighted in the Citys’ Corporate Scorecard. In addition, and for the frst time in the City’s history, Council and the Management Committee also have scorecards against which their respective Key Performance Areas (KPAs) are tracked.

Council has ensured that the strategic objectives contained in the strategic plan are aligned to the provisions of the National Development goals included in the Harambee Prosperity Plan (HPP), the Fifth National Development Plan(NDP5), and the national long-term developmental plan (Vision 2030). Council is therefore committed to improving the quality of life of all the citizens of the country, with prominence placed on inter alia improved access to basic services such as sanitation, the provision of potable water, electrifcation, housing and refuse removal to residents in informal areas.

The Chief Executive Offcer presents progress against the strategic plan as part of a quarterly event which also serves as a two-way communication platform and opportunity to discuss challenges and celebrate successes. It is encouraging to report that at this stage, Council is on the right path, with the overall performance indicator rated as being fair.

The City’s fnancial standing remains the principal challenge for which a sustainable fnancial model for capital projects and long-term fnancial plan is being developed.

Council’s priority developmental areas moving into the 2018/2019 fnancial year (which commenced on 1 July 2018) are as follows:

Priority 1 - Allocation of plots to our residents, particularly those in the informal areas: the pre- allocation concept refers to the allocation of land to residents before it is serviced, in order to make money available for servicing of the plots.

Priority 2 - Installation of pre-paid water meters: households in Windhoek, starting with pensioners and residents in the north and north-western suburbs will soon have prepaid water meters installed in their households.

Priority 3 - Installation of pre-paid electricity meters in Windhoek: this project has already commenced, again, giving priority to pensioners and the north and north-western suburbs of Windhoek.

Annual Council Performance Report 2017/18 7 Priority 4 - Provision of water and sanitation to underserved areas: Council will implement an intervention plan specifcally designed to accelerate the provision of water and sanitation to residents in underserviced/informal areas.

Priority 5 - Construction of affordable housing in informal areas: preparations for this project are underway, and various housing models have been scrutinised during the year under review.

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

The above priorities, all of which are set to make positive inroads into the provision of basic services, employment creation and the preservation of our residents’ dignity are refective of the burning needs of our community.

Council is pleased with the commendable progress made by the Chief Executive Offcer and his team given the challenging circumstances and operating environment prevailing during the year under review.

As we move forward and upon refection of the work we have done, may the City of Windhoek build on and enhance the services it offers to the communities it serves especially, the more vulnerable communities who need the most help.

Cllr. Muesee Kazapua Mayor of the City of Windhoek

8 Annual Council Performance Report 2017/18 Annual Council Performance Report 2017/18 9 MESSAGE FROM THE CHIEF EXECUTIVE OFFICER

Mr. Robert N Kahimise Chief Executive Offcer

10 Annual Council Performance Report 2017/18 ay I join the Mayor in expressing my pleasure in presenting the City of Windhoek’s frst annual Mreport, referred to as the ‘Annual Council Performance Report (2017/2018)’.

The City’s transformational journey commenced on 1 July 2017 with the launch of the Transformational Strategic Plan (2017 - 2022); a roadmap directing the City’s vision of becoming a ‘SMART and Caring City by 2022’. The frst two to three years of a strategic plan typically do not yield signifcant performance results. This period is usually characterised by organisational restructuring, establishing baseline data, streamlining processes and re-defning the organisational culture - the City being no exception.

Performance for the fnancial year ending 30 June 2018 can nonetheless be considered as being fair taking into account the tremendous fnancial and human capital constraints experienced during the year under review.

Highlights of the year under review are summarised as follows:

Installations completed to convert conventional electricity meters to prepaid meters for the top 500 defaulting pensioners

Finalisation of the Town Planning applications backlog and the completion of all building and compliance inspections within 48 hours and 10 days, respectively

Achievement of the 70% target of external township applications processed

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

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

24 Deeds of Sale for properties in Khomasdal Ext 16 and 5 Deeds of Sale for properties in Dorado Park, Kleine Kuppe, Wanaheda and Auasblick were signed and paid for

Public meetings and reports have been well-established and will increase from 26 meetings to 33 meetings per annum

The Municipal Court dedicated towards handling all traffc-related and by-law regulation transgressions, commenced operations on 2 July 2018

Performance reporting at organisational level has been well-established with 4 quarterly reports (including fnancials) compiled

The Organisational Performance Management Policy and Change Management Policy have been developed. Both policies seek to instill a performance-based culture and serve as the guiding framework for managing performance (i.e. monitoring, reporting, evaluating, auditing, managing risk and where applicable, transforming behaviour in line with value- based principles)

The City’s Wi-Fi footprint for municipal buildings access resulted in the commissioning of 3 buildings, namely Head Offce, New Building, Information and Communication Technology (ICT) and Finance Buildings, including the Cash Hall

ICT rolled-out 7 processes in line with the Governance of Enterprise IT (GEIT) requirements which exceeded the initial target of 3 processes

A paperless environment of 50% was achieved through the e-Council solution and for which Council will receive training in 2018/2019

The previous backlog in Town Planning applications has been fnalised. Applications and feedback in line with the existing policy are now provided within 3 months. Applications with objections and/or requiring Council approval are fnalised within the targeted 6 month period

Annual Council Performance Report 2017/18 11 100% of youths (Grades 10 - 12) received training and development support and the number of interns as at 30 June 2018 totaled 216, which exceeded the target of 176

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

The target of 50% business support to youth post training was exceeded by 63%, and 20% of the initial 305 youths targeted for start-up business support was achieved

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

Refuse collection in the informal areas met the 95% target. A target of 100% refuse collection in informal areas is anticipated for the remainder of the strategic period

Progress against the pre-feasibility stage of the extension of the Kupferberg Landfll Site stands at 85% compared to the 100% target

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

The City also conducted its frst strategic review session in May 2018 as part of its annual business cycle. The purpose of the session was to review the previous strategic plan (2017/2018), re-prioritise strategic projects for the upcoming 2018/2019 fnancial year and where applicable, propose amendments to the strategic plan with respect to the Corporate Scorecard, KPA’s/KPI’s, targets, initiatives/programmes. The session proved to be a valuable exercise in taking stock of the current state of affairs and revisiting previous assumptions. Moving forward, I would like to see more impetus in terms of stretching our efforts and improving the monitoring function.

The 2018/2019 performance agreements for employees graded F-C2 Paterson Band were fnalised with the frst cycle of performance assessments concluded in June 2018. The automation of performance management via the Quality Processes Results (QPR) system both at organisational and individual levels is slated to go-live in the 2019/2020 fnancial year.

The City has engaged potential donors (Development Banks with the purpose of funding a number of capital projects. Departments were subsequently tasked with preparing their respective applications.

The Organisational Culture Survey will commence in 2018/2019 and will provide insights into particular areas requiring intervention by means of fostering a performance-based, value-driven culture and learning environment. Roadshows will be undertaken throughout the organisation and Change Champions will assist in mobilising participation in the survey.

Year one of the Transformational Strategic Plan (2017 - 2022) can be characterised as the most challenging, in that previous assumptions had to be revised, structural amendments implemented and previously undocumented performance data was generated. This process is a journey, not an event. It is aimed at transforming existing attitudes and behaviours, streamlining encumbering practices, challenging current mind-sets and creating an environment of continuous learning and innovation.

Service delivery remains a priority especially for marginalised communities who are in dire need of basic services. Unfortunately, the City’s fnancial position continues to hamper implementation of many key projects. The Debt Book (accounts receivable 30 days and above) was N$655 million as at 30 June 2017 and stood at N$637 million on 30 June 2018. The 2018/19 fnancial year will no doubt test the City’s resilience and capability to unlock sustainable funding models and revenue generation opportunities.

12 Annual Council Performance Report 2017/18 Strategic Outlook for 2018/2019

Moving forward, the City will focus on the following areas in the new fnancial year in line with the most pressing issues:

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

Reducing the debt book.

Securing funding for capital projects

Accelerating of land delivery targets

Streamlining business processes

Improving the customer care value proposition

The electrifcation of informal areas

Leveraging the Council sub-committee effectiveness

Fostering a performance-based, dynamic and exciting workplace culture

The 2018/2019 fnancial year promises to be a challenging yet exciting one. I encourage all to embrace the year ahead with renewed enthusiasm and commitment to living our values as we approach year two of the Strategic Plan.

Mr. Robert N Kahimise Chief Executive Offcer

Annual Council Performance Report 2017/18 13 OVERVIEW OF WINDHOEK

14 Annual Council Performance Report 2017/18 1. GEOGRAPHIC LOCATION AND POPULATION

Windhoek is the capital city of Namibia and is located in the Khomas Region. Windhoek is the most centrally located town in the country and comprises 11 constituencies, namely:

John A. Pandeni

Katutura Central

Katutura East

Khomasdal North

Moses //Garoëb

Samora Machel

Tobias Hainyeko

Windhoek West

Windhoek East

Windhoek Rural

Despite these constituencies being situated in the municipal boundaries, they each have different characteristics (demographically, geographically, politically and economically). Some nearby settlements such as Groot-Aub are also situated within the City boundaries.

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

Table 1. City of Windhoek Population and Area Sizes

Population Urban Locality Areas in (km²) Density Female Male Total 450.6 people/ Windhoek 162,800 159,700 322,500 715.8 km²

Source: Namibia Statistics Agency 2011

1.1 City of Windhoek Political and Socio-Economic Profle

Namibia opted for a strong local government system which was constitutionalised in terms of Chapter 12, Article 102 of the Constitution of the Republic of Namibia, and by the Act of Parliament, Act 23 of 1993. The politicisation of the local bureaucracy was inevitable as the Government sought to ensure that the executive leadership of municipalities shared the same political ideology and vision of facilitating local development. Given that the struggles for a democratic Namibia were fought at grassroots level, this translated to an improved quality of life for local communities. Sound political management is therefore key to enhanced municipal service delivery and ultimately good local governance.

During the year under review Council remained steadfast in responding within the framework of the national development policies, accountability and good governance, thus heeding the call for nation building, poverty eradication and social progression. Specifcally, Council prioritised the improvement of living conditions and basic service delivery in informal areas. Council has continued to direct and guide the development agenda of the City through various Council Advisory Committees and public consultative meetings.

Annual Council Performance Report 2017/18 15 While the City of Windhoek forms the administrative, legislative and judicial centre of the country (with a population representing over 11% of the total population). It is also the most important business, educational and transport (rail, road, air) centre of Namibia. Most of Namibia’s supply and manufacturing industries are based in Windhoek. Although the City of Windhoek cannot be considered an industrial centre, it is considered one of the country’s fastest developing and equipped towns in terms of infrastructure development and well-developed economic, fnancial and trade sectors. Windhoek is also home to most Government ministries, institutions and other private company headquarters in the country. The potential for further development of light industries and new settlement areas seems presently unlimited.

The majority of Windhoek’s population earns regular salaries, predominantly in the service of the state and related agencies (e.g. parastatal organisations) and commercial sector. As the capital and most important metropolitan area in the country, Windhoek is a very attractive proposition to rural dwellers, especially in terms of job opportunities. There is, furthermore, a strong interface between the farming community in the surrounding areas of Windhoek and the city centre. Not only are most of the farming products marketed in or through Windhoek but, the city also serves as the most important farming supply centre (GoN, 2015).

1.2 Population Trends and Urbanisation

From 1989 Windhoek witnessed an infux of immigrants from rural areas and other towns representing various socio-economic backgrounds. The local authority has since established reception areas to accommodate the migration trends.

Windhoek is predominantly comprised of a mixture of Oshiwambo, Damara/Nama, Afrikaans and Herero speaking tribal groups. Although there has been an overall increase in the urban population in Namibia, Windhoek has by far been the major focus of urbanisation with a population increase from 13.7% in 2001 to 16.2% in 2011. This constitutes 36% of the total urban population (NSA, 2011). Urbanisation in Windhoek has increased since independence in 1990. Most of these immigrants, however, started moving into Windhoek before independence (as seen in graphs 1 and 2 below), compared to the rest of the major cities like Oshakati, Walvis Bay and Swakopmund.

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

Reference: 1. Namibia Statistics Agency (2011). Namibia 2011 Housing and Population Census Provisional Results, Namibia Statistics Agency. 2. Khomas Regional Council (2015). Khomas Regional Profle. Windhoek.

16 Annual Council Performance Report 2017/18 350000 1981 300000 1991 250000 200000 2001 150000 2011 100000 50000 0 Windhoek Oshakati WalvisBay Swakopmund

Graph 2: Urbanisation in Major Towns

1.3 Environmental

Like many developing cities in Africa, massive growth is threatening the sustainability of Windhoek and the associated quality of life. The high rate of urbanisation experienced in Windhoek threatens to undermine Windhoek’s environmental sustainability. Environmental challenges associated with the proliferation of informal settlements as a result of the high rate of urbanisation include, inter alia, solid waste management, over-exploitation of vegetation surrounding informal settlements (used as a source of energy) and sanitation issues. As such, Windhoek is not spared from the global impacts of urbanisation and climate change.

1.4 Poverty Levels

A poverty line is a threshold set to distinguish or classify persons or households as poor and non- poor (NSA 2016:8). The measurement of poverty can either be absolute or relative as defned by the United Nations Educational, Scientifc and Cultural Organisation (UNESCO) as follows:

Absolute Poverty: measures poverty in terms of the amount of money required for basic needs (i.e. food, clothes, shelter) Relative Poverty: measures poverty in relation to the economic status of other members of the society meaning that people are poor if they fall below prevailing standards of living in a given societal context

Notwithstanding criticisms of both poverty line concepts, Namibia uses the absolute poverty line measure based on the cost of basic needs according to GRN (2008:2), NSA (2016:8) and NSA (2016:8). The calculation of the poverty lines starts with the most basic physiologic need which is the amount of calories needed by an individual to lead a normal life (i.e. 2100 kcal - kilocalories per day).

During the 2003/2004 Household Income and Expenditure Survey, Namibia switched from the food-share consumption ratio to the cost of basic needs approach widely used in the Southern African Development Community (SADC) region and a number of developing countries. The survey computed three poverty lines as explained below:

Food Poverty Line (FPL) - is the amount in Namibian Dollars required for an individual to lead a normal life (2100 kcal/day).

Reference: 1. Namibia Statistics Agency (2011). Namibia 2011 Housing and Population Census Provisional Results, Namibia Statistics Agency. 2. Khomas Regional Council (2015). Khomas Regional Profle. Windhoek.

Annual Council Performance Report 2017/18 17 Lower Bound Poverty Line (LBPL) - is the cut-off point below which persons or households are classifed as severely poor.

Upper Bound Poverty Line (UBPL) - is the cut-off point below which persons or households are classifed as poor, including the severely poor.

As shown in Table 2, any person who is unable to spend N$520.80 per month on basic necessities is considered poor, whilst anyone unable to spend N$389.30 per month on basic necessities is considered severely poor.

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

Table 2 above also indicates that 5.8% of the population (132,282 persons) cannot afford to buy the minimum required calories per day whilst 11% of the population is severely poor and 18% is poor.

In addition, the 2003/2004 Household Income and Expenditure Survey recorded that 6.3% of households in the Khomas Region were poor whilst 2.4% were severely poor. The 2001 National Housing and Population Census revealed that Windhoek accounted for 93% of the Khomas region’s population. The fgures are therefore considered representative of the situation in Windhoek.

The general trend in Table 2 below indicates that the number of persons living below the poverty line is reducing.

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

Reference: 1. Namibia Statistics Agency (2011). Namibia 2011 Housing and Population Census Provisional Results, Namibia Statistics Agency. 2. Khomas Regional Council (2015). Khomas Regional Profle. Windhoek.

18 Annual Council Performance Report 2017/18 The graph below refects the poverty and inequality estimates per region for the periods 2013 - 2016

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

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

1.5.1 Mayoral Relief Fund

For many organisations and local authorities, outreach programmes do not only create goodwill in the community, but also contribute towards poverty eradication and promotion of the social well-being of the residents. Over the past few years, the Offce of the Mayor has, administered an annual Mayoral Donation following regular requests for grants, donations and fnancial assistance for social welfare cases, from numerous members of the community.

The President of the Republic of Namibia, His Excellency Hage G Geingob, committed Government organisations and all Namibians to work towards poverty eradication under a unifed national agenda as described in the Harambee Prosperity Plan (HPP). The Municipal Council of Windhoek (the part of Government closest to urban communities affected by the scourge of poverty) is therefore obliged to contribute through various interventions.

Council has consequently approved the establishment of the City of Windhoek’s Mayoral Relief Fund. The Fund was established with specifc policy guidelines and governance structures and offcially launched at an inaugural fundraising event by its Patron, Her Excellency Monica Geingos, First Lady of the Republic of Namibia, on 05 October 2017. The fundraising event raised N$ 1,199,300, in pledges (including a bull from the Nelson and Herunga Family) and gala dinner tables purchases. To date, N$ 936,400 has been remitted to the Fund’s Bank Account while N$ 2,629,900 is still under collection, during the year under review. The table below summarises the funds raised thus far.

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

Annual Council Performance Report 2017/18 19 Table 4.Summary of Fundraising 05 October 2018

Amount Pledged Tables Single Total Total Total (N$) Purchased Seats expected Receipt Outstanding

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

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

1. Cllr. Ananias Niizimba Member of the City Council 2. Mr. Iben Nashandi Permanent Secretary of the Ministry of Poverty Eradication and Social Welfare 3. Ms. Tuna Willem Managing Director, Innv8e Pty (Ltd) 4. Rev. Erns//Gamxamub Bishop of the Evangelical Lutheran Church in the Republic of Namibia 5. Ms. Gida Nakazibwe-Sekandi Non-Executive Director, Capricorn Investment Group (Ltd) 6. Ms. Toucy Tjijombo Youth Representative 7. Ms. Emilia Uupindi Youth Representative 8. Ms. Ruth Herunga Legal Practitioner

The City will continue to organise fundraising events since the Fund is currently sustained by the goodwill of development partners and community members.

20 Annual Council Performance Report 2017/18 ANNUAL COUNCIL PERFORMANCE REPORT

Annual Council Performance Report 2017/18 21 2. INTRODUCTION

The City of Windhoek is excited to release its frst ever Annual Council Performance Report for the fnancial year commencing 1 July 2017 and ending 30 June 2018. The report provides a summary of progress made against the Transformational Strategic Plan (2017 - 2022) which was launched in July 2017 following the end of the previous strategic period (2011 - 2016).

The City’s Governance framework necessitates regular performance monitoring, reporting and evaluation. The reporting outputs currently receive top priority on the Corporate Scorecard and serve as the basis for previously unavailable and/or sporadic performance data. The City currently submits a quarterly report (i.e. 4 in total for the year) which Council interrogates and subsequently approves. The annual report, referred to as the “Annual Council Performance Report (2017/2018)”, is a consolidation of the quarterly performance data specifcally targeting the City’s external stakeholders by way of fostering transparency and accountability in local authority stewardship.

For the purpose of this report, performance is refected against the Corporate Scorecard and the relevant departmental Key Performance Areas (KPAs).

3. STRATEGIC INTENT

The City of Windhoek experienced both internal and external challanges during the 2011 - 2016 strategic period. One of the most signifcant challenges was trying to deliver services with limited fnancial resources and as a result additional funding was received via the Targeted Intervention Programme for Employment and Economic Growth (TIPEEG). The low rainfall in 2016 also brought about depletion of water supply sources, adding to the challenges faced.

A major crisis loomed for the larger towns in the central parts of the country, including the capital city, Windhoek. An emergency effort to save the City from rationing was launched towards the middle of last year (2016), which garnered the full support of His Excellency, Dr. Hage G. Geingob, the President of the Republic of Namibia. The project included amongst other things:

A comprehensive exploration of suitable drilling sites within the Windhoek aquifer

The subsequent drilling and installation of 12 large deep-well diameter boreholes in the Windhoek area and the linking of these to the Windhoek water supply network

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

This project allowed for an increased abstraction amounting to 3 times the previously available capacity from the Windhoek aquifer during emergency situations, which can cater for approximately 2/3 of the 2016 suppressed water demand of Windhoek. The bulk of the project was successfully implemented by the due date of December 2016 and remains available to the residents of Windhoek for future similar emergency situations.

All of the above was achieved in record time and the mere fact that not a single tap was closed during the water crisis is a clear testimony to the successes achieved in maintaining uninterrupted water supply. However, the fact remains that water supply is a major challenge given that the interior of the country has already surpassed the point where the inland water sources can no longer sustain the ever increasing demand for water. To support the well-being, aspirations and growth of our city while being mindful of the challenges of the fragile environment, the City will have to work towards establishing effciency in water use beftting the arid environment, while national efforts to remedy the situation continue.

22 Annual Council Performance Report 2017/18 Furthermore, the pressure for land delivery persists and remains a contentious issue which the City has prioritised. As part of its new strategic imperatives, the City has aligned its new strategic intent to the Harambee Prosperity Plan and the proposed strategic plan for the Ministry of Urban and Rural Development (2017/2018 - 2021/2022) which was discussed at the Stakeholders’ Validation Workshop held on 24 - 25 April 2017.

In view of the aforementioned, the City embarked on a strategic planning session in September 2016 following the end of the 2011 - 2016 strategic period. Council deemed it appropriate to involve a broader audience in the planning process to achieve mutually benefcial objectives, namely:

To solicit inputs from a broad and diverse stakeholder network, comprising administrative and political representatives of the Khomas Regional Council (KRC) and the City’s Councillors

To obtain feedback from the City’s administrative heads and technical teams regarding achievements, lessons learned and proposed way forward

To use the forum to provide a deeper understanding and appreciation of the Balanced Scorecard, the framework adopted by the City to structure the proposed new 5-year strategic objectives and performance requirements in a manner that simplifes the monitoring, evaluation and reporting processes

The aforementioned internal and external challenges do not exclude the constant social, environmental, economic, service delivery and infrastructure challenges faced by the City. The above objectives were thus refned in February 2017 for the purpose of crafting the City’s strategic intent spanning the 2017- 2022 period and comprises the following:

3.1 Vision Statement

The City’s vision addresses both national development goals and the ‘SMART Cities’ concept. Windhoek’s potential to serve as the nucleus for economic growth, investment, and social progression needs to be unleashed by a well-run, responsive, effcient and fnancially responsive city, thereby improving the quality of life of all residents. It is against this backdrop that the previous vision, ‘To enhance the quality of life for all our people’, was redefned in February 2017 to refect a more focused approach and move towards becoming a SMART and Caring City by 2022.

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

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

A Smart City - restoring its ability to govern itself more effectively, focusing on ensuring fnancial sustainability and initiatives that focus on technological advancement, cleanliness, best practices, vibrancy, environmentalism, affordability and innovation.

A Caring City - focusing on the pillars of the Harambee Plan that focuses on the Social Progression Theme: Public Safety, Focus on People and Service Orientation.

Annual Council Performance Report 2017/18 23 3.2 Mission Statement

The previous Mission of the City, ‘To render effcient and effective municipal services’, was amended to better refect the City’s customer service orientation. It is a combination of the previous vision statement and emphasises effcient and effective services, focusing on smart ways (i.e. simpler, faster, friendlier and more effcient) in which services will be rendered via improved processes and technological advancements.

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

3.3 Values

Feedback from the Values Survey conducted in 2016 and subsequent staff submissions - in response to an internal values competition held - resulted in the adoption of the following 5 values decided upon as the City’s key behavioural drivers in achieving its Vision.

Values Behavioural Description

Teamwork Let’s do the right thing, right, together. Customer Focus We render friendly, fair, simple, fast and effective service to all stakeholders . Communication We are transparent and keep our staff and stakeholders well-informed . Fairness and Equity We treat staff and stakeholders the same and with respect. Integrity We are trustworthy, responsible and honest in all our dealings.

It is important to note that the City’s values focus on the types of behaviour the City seeks to display towards its customers and staff members.

3.4 Strategic Objectives

Aligned to each theme are specifc strategic objectives. A total of 17 strategic objectives were identifed from a SWOT analysis for the strategic period in question. The strategic objectives are broken down into Key Performance Areas (KPAs) which are measured by Key Performance Indicators (KPIs).

3.5 Key Performance Areas (KPA’s)

A total of 32 KPAs were confrmed and linked to Key Performance Indicators (KPI’s). The KPAs refect the strategic areas that the City will focus on over the next 5 years. KPA’s are typically derived from strategic objectives, in an attempt to address a specifc problem.

3.6 Key Performance Indicators (KPI’s)

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

24 Annual Council Performance Report 2017/18 3.7 Targets

The targets refected in the Corporate Scorecard denote the annual achievements to be reached over a 5-year period with 2016/2017 acting as the baseline. Targets are set following a strategic review session which also serves as a platform to re-evaluate previous assumptions, to take stock of progress against the strategic plan and where applicable amend the strategic imperatives, indicators, and/or projects. This process is also linked to the subsequent budgeting process.

3.8 Corporate Scorecard

The Corporate Scorecard is the City’s formal performance measurement tool for the new 5-year period. The Corporate Scorecard provides an overview of the key focus areas that are aligned with the City’s vision. For the purpose of this document only the Corporate Scorecard is presented. The implementation of many of the KPAs refected in the Corporate Scorecard lie at departmental and divisional levels and as such, departmental scorecards also exist.

Annual Council Performance Report 2017/18 25 ------1 3 2 5 2 4 1 4 6 2 26 7% 3.5 10% 100% 100% 100% 100% 100% 100% 100% 100% 2021/2022 ------3 2 5 2 4 1 4 6 2 26 7% 3.2 10% 100% 100% 100% 100% 100% 100% 100% 100% 2020/2021 ------3 2 5 2 4 1 4 6 2 26 7% 3.0 25% 10% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% Phase 3 Phase 4 2019/2020 - - - - - 3 2 5 2 4 1 4 6 2 26 7% 2.8 60% 50% 10% 100% 100% 100% 100% 100% 100% 100% 100% 100% Phase 3 30/06/‘18 2018/2019 PROPOSED ANNUAL TARGET - - - 1 3 2 5 2 4 1 4 6 2 26 7% 2.5 50% 15% 10% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% Phase 3 30/06/’18 Phase 1-2 2017/2018 6 0 6 2 26 7% 50% 50% 10% New New New New New New New New New New New New New New New New New New New New New 2016/2017 KEY PERFORMANCE INDICATOR (KPI) % Implementation of e-Council Solution % Completion of Data Recovery Site Business Continuity Plan for City of Windhoek (Date) % Enterprise Resource Planning (ERP) Projects Planning (ERP) Projects % Enterprise Resource to Inception Phase Pre-projects from # of ICT Systems Audits Concluded % ERP Projects from Inception to Implementation from % ERP Projects Phase # of Improved Processes to Level 1- Governance Processes # of Improved Implementation Programme (GEIT) IT Enterprise of # of Municipal Buildings Wi-Fi Access Commissioned # of Public Wi-Fi Access Locations Commissioned Effective Adherence to Procurement Plan to Procurement Effective Adherence % Implementation of Procurement Act % Implementation of Procurement % Procurement Appeals Handled vs. % Procurement Act Submitted as per Procurement Completion and Compliance of Customer Service Charter Residents’ Satisfaction Score (i.e. 2.5-normResidents’ Satisfaction Score ) % Progress vs. Customer Care and Centralised vs. Customer Care % Progress Master Plan Call Centre Customer Care and Centralised Call Centre and Centralised Call Centre Customer Care Master Plan # of Leadership Programmes Completed # of Leadership Programmes % Progress vs. Internal% Progress Audit Recommendations Implemented % Risks Mitigated vs. Risk Register Quarterly Financial Reports Annual Performance Report Quarterly Performance Reports % Disaster and Emergency Risk Reduction % Compliance to By-laws % Crime Rate Reduction Accident Rate Reduction % Vehicle Establishment of Dedicated Court # of National Events Commemorated Per Year # of National Events Commemorated Per Year Bi-annual Public Meeting Reports # of Public Meetings 5 - YEAR CORPORATE SCORECARD 2017/2018 - 2021/2022 YEAR CORPORATE 5 - 1F 1E 4D 1D 1G 4B.2 4B.4 4B.3 4B.1 1B.5 1B.4 1B.1 1B.2 1B.3 4A.2 4A.1 3A.3 3A.2 3A.1 2A.4 2A.3 2A.2 2A.1 1A.3 1A.2 1A.1 4C.1 4C.2 1C.2 1C.1 KPI # Public Safety and Paperless Business Business Continuity Business Systems Wi-Fi Access Customer Service Enterprise Risk Procurement Leadership Internal Risk- Organisational Organisational Public KEY PERFORMANCE AREA (KPA) KPA 13 KPA Environment KPA 12 KPA KPA 11 KPA KPA 10 KPA KPA 9 KPA Effectiveness KP A8 KPA 7 KPA Development KPA 6 KPA based Audits KPA5 KPA5 Management KPA 4 KPA Financial Performance KPA 3 KPA Performance Management KPA 2 KPA Security KPA 1 KPA Participation STRATEGIC OBJECTIVE

Provide Smart ICT Provide Services. Ensure Smart Ensure Procurement. Improve Customer Improve Care. Promote Duty Promote to the of Care Organisation. GOVERNANCE THEME

26 Annual Council Performance Report 2017/18 - - - 75 1:2 2:1 95% 80% 15% 20% 98% 100% 3,000 Audit 100ha Clean 11MVA 8 million Constit 5 80 million 6 months Full claim 2021/2022 550 million 100 million 105 million - - - 40 1.2 2:1 95% 80% 15% 20% 96% 100% 4,000 100ha 10MVA 8 million Constit 4 70 million 6 months Full claim 2020/2021 500 million 100 million 100 million Clean Audit - - 30 1:2 2:1 95% 80% 15% 20% 94% 100% 4,000 Audit 9MVA 5MVA 100ha Clean 8 million Constit 3 60 million 6 months 95 million Full claim 2019/2020 450 million 100 million - - 20 1:2 2:1 90% 80% 15% 20% 92% 100% Audit 3,,000 8MVA 100ha Clean 50MVA 8 million Constit 2 50 million 6 months 90 million Full claim 2018/2019 400 million 100 million PROPOSED ANNUAL TARGET - - 10 1:2 2:1 80% 70% 15% 20% 90% 100% 3,000 7MVA 100ha 8 million 40 million 6 months 85 million Constit. 1 2017/2018 350 million 100 million 31/12/2017 Clean Audit Full claim - - - 80% 60% 85% New New New New New New New New New 1:1 8 million 22 million 2016/2017 300 million 200 million 24 months 500 million Disclaimer Hectares Funding secured from from Funding secured Acquisition of Buses CAPEX funding secured from from CAPEX funding secured : Funding secured from Central Govt. from : Funding secured 5 - YEAR CORPORATE SCORECARD (2017-2022) YEAR CORPORATE 5 - KEY PERFORMANCE INDICATOR (KPI) Funding Secured for InformalFunding Secured Settlements

Township Development Fund: N$ (prioritise informal settlements) Capex Projects: Central Government (Govt.) /External Sources (N$) City Police (N$) Emergency Services: Central Govt. (N$) Public Transport: Strategic Land Acquisition: # of Electricity Meters Converted to Prepaid Meters Strategy Water Prepaid % of Rental Income Collected (Lease Rentals) % Spend on Capital Budget % Townships Completed vs. Stand Audit % Townships Auditor-General’s (AG’s) Opinion Operating to Total Borrowings Debt /Total Revenue Ratio % Reduction of Debt Book Cash /Cost Coverage Ratio % Safety and Security Levy Collected Road Fund Administration Contribution % Building Plans Approved/ Disapproved within Disapproved % Building Plans Approved/ Days 28 Working Finalisation of Town Planning Applications Finalisation of Town (months) Megawatts (MVA) of New Small Scale Megawatts (MVA) Embedded Generation # of Megawatts derived from renewable energy renewable # of Megawatts derived from (solar and wind) sources # of Megawatts derived from Waste-to-Energy Waste-to-Energy # of Megawatts derived from (i.e. SWM Renewable Waste-to-Energy Sources Power Station) Establishment of additional DPR Plant ) Target vs. Project (% Progress 7B 9B 7A 7D 9A 10B 5A.2 5A.3 5A.4 5A.5 5A.6 6A.2 6A.3 6A.4 6A.1 8A.1 8A.2 7C.2 KPI # 5A.1 7C.1 10A.1 10A.2 10A.3 Strategic Funding Capital Expenditure Revenue Collection External Audits Debt Management Cost Reduction Sustainable Revenue Building Plans Land-use Management Renewable Energy Alternative Water KEY PERFORMANCE AREAS (KPA) KPA 14 KPA KPA 17 KPA KPA 15 KPA 16 KPA 18 KPA KPA 19 KPA KPA 20 KPA KPA 21 KPA KPA 22 KPA KPA 23 KPA Generation KPA 24 KPA Supply STRATEGIC OBJECTIVE

Secure Secure Stakeholder Funding. Ensure Ensure Revenue Enhancement and Protection. Ensure Financial Accountability. Find New of Sources Sustainable Revenue. Improve Improve Effciencies in Urban Planning and Property Management . Diversifcation on Reliance Bulk Supply. FINANCIAL SUSTAINABILITY FINANCIAL THEME

Annual Council Performance Report 2017/18 27 - - - 5 3 2 1 25 180 90% 75% 70% 90% 70% 100% 100% 2,200 4,000 2021/2022 - - 5 3 2 1 20 180 80% 75% 60% 90% 70% 100% 100% 100% 2,030 3,500 2020/2021 - - 5 3 3 1 15 180 70% 70% 50% 90% 90% 70% 100% 100% 2,050 3,000 2019/2020 - - 5 3 3 1 15 180 60% 60% 40% 90% 75% 70% 100% 100% 1,950 2,500 2018/2019 PROPOSED ANNUAL TARGET 5 3 3 1 10 180 100 50% 50% 30% 90% 95% 50% 70% 100% 100% 1,750 2,000 30/06/’18 2017/2018 0 3 3 1 176 40% 90% 80% 20% 70% 1400 New New New New New New 100% 1,500 (Schools) 2016/2017 5-YEAR CORPORATE SCORECARD (2017-2022) 5-YEAR CORPORATE KEY PERFORMANCE INDICATOR (KPI) % Progress vs. Sustainable Urban Transport Master Plan vs. Sustainable Urban Transport % Progress (SUTMP) % Youth Development including OVC and Training for Development including OVC and Training % Youth Qualifying Schools (Grade 10 – 12) (and amend HRD Policy re # of Scholarships Awarded Surety) # of Internships per Annum (1st time to Youth # of Land Allocations Awarded buyers)/low-cost housing Pilot) % Youth Starting Businesses Post Training % Youth % of Innovative Business Start-ups Obtaining Financial and Business Support Supported (OVP’s) Persons Vulnerable and Orphans of # # of Residents Served with Basic Services before sanitation and electricity)-Pilot Formalisation (i.e. water, Study vs. Council Upgrading and Development % Progress arterial roads) (existing tarred Programme Upgrading and Development Strategy Points – (additional vending points) # of City Vending % of Informal Settlements Receiving Refuse Collection Services Pre- (extension of existing landfll site) from % Projects to Inception Phase projects Inception to (extension/new landfll site) from % Projects Implementation Phase # of Informal Formalised Settlements Areas Internally Proclaimed (Greenfelds) # of New Townships # of Public Facilities in Informal Settlements (i.e. stations, parks) swimming pools, libraries, fre Establishment Applications % of External Township Completed vs. Applications Submitted 11 KPI # 12A.1 12A.2 12A.3 12A.4 12A.5 12A.6 12A.7 13A.1 13A.2 13A.3 13A.5 13A.6 13A.7 13A.8 13A.9 13A.11 13A.10 13A.4 (Informal Public Transportation Youth, Orphans and Basic Services KEY PERFORMANCE AREAS (KPA) KPA 25 KPA 26 KPA Vulnerable Persons Development KPA 27 KPA Settlements) STRATEGIC OBJECTIVE

Provide Provide Smart Public Transport. Empowerment of Youth, Orphans and Vulnerable Persons. Increase Increase Access to Services . SOCIAL PROGRESSION SOCIAL THEME

28 Annual Council Performance Report 2017/18 ------0 0 0 65 90% 100% 100% 2,000 5 million 210MVA 2021/2022 ------60 183 706 80% 80% 100% 1,311 2,000 210MVA 10 million 2020/2021 ------55 900 75% 60% 100% 1,474 1,300 2,000 210MVA 10 million 2019/2020 ------0 32 50 962 60% 40% 100% 2,000 160MVA 10 million 2018/2019 PROPOSED ANNUAL TARGET 45 430 470 529 500 60% 20% 90% 100% 100% 160MVA 20million 30/06/’19 30/06/’19 30/06/’19 30/06/’19 201720/18 40 300 113 10% 80% 50% New New New New New New New New 160MVA 50million 2016/2017 KEY PERFORMANCE INDICATOR (KPI) 5-YEAR CORPORATE SCORECARD (2017 - 2022) Spatial Development Plan Completion % Budget Spend on Local Economic Development (LED) Projects Windhoek Tourism Targeted the of Development Development Strategy Development of the LED) Strategy Development of SMME Policy and Development of the Investment Promotion Incentives Strategy Local Authorities Funding: Formula for funding local authorities # of Serviced Plots Availed in all Land-use # of Serviced Plots Availed Categories via Mass Houses Provided # of Affordable Housing, Windhoek Housing, Build-Together Scheme via Public Private # of Serviced Plots Availed Partnerships (PPPs) Reticulation in Informal Subsidised Areas % Completion vs. Project Progress (Development Progress Project vs. Completion % Capacity of of Extraction and Recharge the Windhoek Managed Aquifer Recharge Scheme) n-1 supply to 160 MVA capacity from Increase n-1 supply 210MVA vs. Electricity % of Network Upgrade Progress Masterplan Targets Households in Informal% of Demarcated Settlements with Access to Electricity Services Connections (auxiliary # of Pre-fnanced installations) 16 14A KPI # 14B.1 14B.2 14B.3 14B.4 14B.5 14B.6 15A.1 15A.2 15A.3 17A.5 17A.1 17A.2 17A.3 17A.4 Spatial Development Economic Development Land and Housing Aquifer Recharge Electricity Supply KEY PERFORMANCE AREAS (KPA) KPA 28 KPA 29 KPA KPA 30 KPA Delivery 31 KPA Scheme KPA 32 KPA STRATEGIC OBJECTIVE

Provide Provide Enabling Environment for Tourism, and Trade Investment. Avail Serviced Avail Land in All Use Categories. Water Improve Security. Increase Increase Capacity of Electricity Supply.

ECONOMIC ADVANCEMENT ECONOMIC DEVELOPMENT INFRASTRUCTURE THEME

Annual Council Performance Report 2017/18 29 3.9. Council and Management Structure

The currently serving Council assumed offce on 4 December 2015 and its mandate will run until November 2020. In terms of the law of Namibia, a full Local Authority Council serves for a 5-year term, while its offce bearers - being the Mayor, the Deputy Mayor and Members of the Management Committee - are elected annually. However, the 5-year term of offce ends on the date before the Local Authorities elections. The last Local Authority elections were held on 26 November 2015 with the next elections, ceteris paribus, scheduled for November 2020.

The City’s Management Structure is aligned to the new strategic vision and provides the foundation on which standard operating procedures rest. It also determines which individuals participate in which decision-making processes and to what extent their views shape the organisation’s actions.

30 Annual Council Performance Report 2017/18 4. ORGANISATIONAL OVERVIEW

4.1 Local Authorities Act (Act 23, 1992)

Parliament recently gazetted the following amendments to the Local Authorities Act (Act 23, 1992). The changes originate from an earlier Bill that proposed amendments to the aforementioned Act, which was subsequently withdrawn after engagements and consultations with various affected Local Authorities and State Agencies. The amendments were subsequently promulgated without any further consultation. As seen from the table below, there are signifcant implications for the City, pertaining specifcally to the autonomy that was conferred to the City in managing its affairs. The Minister additionally now has power to approve the budget after Council adoption and the sale, renting, leasing and buying of immovable property requires the Minister’s prior written approval. These amendments further impact on the City’s ability to generate income.

The amended Act further confers the appointment, suspension and discharge of the Chief Executive Offcer to Council, but with prior written approval by the Minister. Lastly, all Council policies need to be in line with defnitions and provisions which include inter alia amended penalties and disciplinary procedures.

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

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

Previous Provisions in Changes to the Act Implications for the City the Act

No defnition of frst Defnition: First time buyer Tender documents must be in 1 1 1 time buyer. added. line with this defnition.

Property of Council needs to establish Government and They now pay when the which of these properties are Regional Council 2 2 property is not used for public 2 not used for public purposes were exempted from purposes. and those properties can no paying rates and longer be exempted. taxes.

Defnition of Defnition: improvement immovable property: instead of building and now All reference to building in the 3 building - did not 3 3 includes land and unit in context of rateable property. include land and units sectional titles. in sectional title.

The Minister must prescribe Was not a requirement Places of worship must be the conditions and when that places of worship registered with the Local 4 4 4 churches apply for exemption to be registered to authority on conditions they must be registered before qualify for exemption. prescribed by the Minister. exemption can be granted.

Defnition: Valuer – ft Professional Valuer registered Await promulgation of the new 5 5 5 and proper person. at the Valuer’s Council. legislation regarding Valuers.

S9 – Member of Council - held offce Member shall remain in offce 6 to date, before 6 until new member takes oath 6 No vacuum after elections. and subsequent to and assumes duties. election.

Forfeiture of allowance not S10 – The old This section deals with the code exceeding 30 days for failure 7 provisions remain but, 7 7 of conduct. The Minister is to comply with code of with additions. responsible for enforcing this. conduct.

Annual Council Performance Report 2017/18 31 S13 sets out when a A member must vacate offce Vacation of offce if council Council member shall if he/she does not reside within 8 8 member ceases or temporarily 8 vacate offce. This the Local Authority area or only resides in local authority area. remains with additions. temporarily resides there.

The act did not have Minister may suspend a provision dealing members in writing if offence This suspension is within the 9 9 9 with suspension of or contravention of code of mandate of the Minister. council members. conduct is being investigated.

Council determined In addition to that such The Minister has the mandate remuneration and remuneration and benefts to determine the maximum 10 10 10 other benefts of may not exceed limits as may remuneration and benefts of members. be determined by the Minister. council members.

Chief Executive Offcer Council still appoints the Chief Council appoints Chief appointed by Council Executive Offcer but needs 11 11 Executive Offcer after written 11 after consultation with written approval from the approval of the Minister. the Minister. Minister before appointment.

Power to suspend and Power to suspend Council needs written approval discharge Chief Executive and discharge Chief from the Minister before 12 12 Offcer vests in Council but 12 Executive Offcer suspension and discharging of with prior written approval of vested in Council. the Chief Executive Offcer. the Minister.

In disciplinary hearings MC may appoint a person The Industrial Relations policy MC did not have the with labour expertise to the 13 13 13 needs to be in line with this power to appoint a panel and may also delegate provision. labour expert. that power.

S29 Representation The Industrial Relations policy made to MC (powers Representations made to the 14 14 14 needs to be in line with this delegated to Chief disciplinary committee. provision. Executive Offcer.)

Staff member be Recommendations exonerated from blame and Industrial Relations policy needs 15 after incapacity 15 15 recommended for training to to be in line with this provision. inquiry remains. improve.

After inquiry a staff member could only A staff member has a right appeal to Council to appeal to MC within 7 and not to MC. days after fnding of the Industrial Relations policy needs 16 16 16 Representations committee. to be in line with this provision. were made to MC Another appeal process to (delegated to Chief Council after MC’s decision. Executive Offcer).

S29 Head of Chief Executive Offcer may Any staff member can now department or an also instruct any staff member in addition be designated by 17 employee of the 17 17 to charge a staff member. the Chief Executive Offcer to department charged charge a staff member. Industrial Relations policy needs an offcer. to be in line with this provision.

Additional sanction to deduct Industrial Relations policy to be 18 None 18 loss from salary after verdict 18 in line with this provision. and serves as a court order.

Council could sell The sale and letting of and let immovable immovable property is subject Council needs ministerial 19 property, by way of 19 19 to Ministerial approval and approval and method of sale. auction, private treaty subject to method of sale and tender. excluding auctions.

32 Annual Council Performance Report 2017/18 Council was not prohibited to delegate powers No delegation allowed to to MC to appoint, Council is prohibited to MC to appoint, suspend or 20 20 20 suspend or discharge delegate those powers. discharge the Chief Executive the Chief Executive Offcer. Offcer or Head of Department.

Council has powers to The relevant department must 21 None 21 regulate and control 21 decide on implementing this boreholes and wells. additional duty.

Penalty provisions All by-laws should be 22 in Act N$ 2000 or six 22 Penalties increased. 22 amended. months imprisonment.

Consult the Minister on Consultation not intention to sell or let required before selling Consultation with the Minister 23 23 immovable property and 23 or letting immovable of intention to sell. after consultation on such property. conditions.

Advertisements not Notice shall to be published Publish notices in two local 24 required for disposal of 24 in 2 newspapers with property 24 newspapers. immovable property. details calling for objections.

Advertisements may be Advertisements not required by the Minister required when buying before considering approval Only required to publish if 25 25 25 or hiring immovable to be published in two local directed by the Minister. property. newspapers with the property details calling for objections.

Debt owed to Council Debts owed to council now Debt owed to Council 26 prescribed after three 26 26 have a longer period before a prescribes after 15 years. years. debtor can claim prescription.

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

Registrar of deeds may not Only referred to transfer sectional title unit registration of transfer, 28 28 or development scheme 28 None did not include to be registered without sectional titles. conveyancers certifcate.

Conveyancer’s certifcate Council will need to issue must now also certify that building compliance 29 None 29 29 Council has issued a building certifcates after request from compliance certifcate. transfer attorney.

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

Public meetings were Council shall now convene held upon request at least 3 public meetings from 10% of the voters annually as well as a meeting Council needs to adhere to this 31 31 31 after invitation to to which the public is invited as it is compulsory. which the public is to discuss matters of public invited. interest.

This is not peremptory and The chairperson may 32 None 32 32 chairperson of Council may determine the agenda. determine the agenda.

The notice has another requirement that must state The additional requirements to that any issue to be discussed 33 None 33 33 be included in the notice for to notify the chairperson publications. seven days before the meeting.

Annual Council Performance Report 2017/18 33 Minister may notify Council if he is satisfed that Council is unable to carry out functions. If Auditor-General’s audit report shows that Council This was previously not 34 None 34 34 is unable to meet fnancial applicable to Council. commitments or not properly control assets or liabilities. If MC and Council meetings are not held as prescribed.

Minister may make regulations as to delegation of powers, assignment of duties. Suspension and discharge of No impact until these 35 None 35 staff members. 35 regulations are made and promulgated. Valuation of ratable property and valuation courts.. Any other matters.

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

4.2 Update of Laws Exercise

The update of laws exercise is still in its planning stages. The City has thus far compiled a database of all by-laws. The next stage is a series of engagements/consultations with respective departments on how the current legal instruments affect the execution of their mandates. The engagements are expected to commence during the frst quarter of the 2018/2019 fnancial year.

34 Annual Council Performance Report 2017/18 DEPARTMENTAL PERFORMANCE REPORTS

Annual Council Performance Report 2017/18 35 5. OFFICE OF THE CEO

Theme 1: GOVERNANCE AND FINANCIAL SUSTAINABILITY

Strategic Objective: Promote Duty of Care

KPA KPI Target Actual

5.1 Public Participation

Refers to the process through which individuals and groups # of Public within selected communities exchange views and infuence Meetings Per 26 26 decision-making. Public Participation enhances understanding Annum of client expectations and user groups, improves public # of Public understanding of the City’s responsibilities and, ensures greater 2 2 compliance through increased ownership of a solution. For Meeting the City of Windhoek, Public Participation revolves around the Reports per number of planned public meetings per annum (i.e. two series Annum of public meetings, comprising 26 meetings per series) in all 10 constituencies of the city.

The City of Windhoek has established a community participation approach that has led to the self-mobilisation of communities. This approach has empowered communities to negotiate as equals, strategise to improve their situations and resolve issues affecting them. Community participation is a fundamental pillar in the promotion and protection of democratic governance, which is crucial in facilitating service delivery. It is through this approach that residents at grassroots level are equally involved in the City Council’s decision-making processes and, in that manner, transparency in local governance is ensured.

The City conducted its frst series of public meetings in all constituencies of the Khomas Region during the months of July to August 2017. A signifcant number of residents attended these meetings and, during April to May 2018, the second series of public meetings was held. The concerns raised by the residents at the public meetings were attended to amicably by the City through various departments concerned. The set target of 26 public meetings (i.e. two series of 13 meetings was met in quarters 1 and 4, respectively.

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

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

Public engagement on the non-motorised strategy on Public Transport

Ward Cleaning Contract System information sharing meetings in Samora Machel, Khomasdal, Windhoek Rural (Mix and Groot Aub settlements) and Moses Garoeb constituencies

2 Mayoral Cleaning Campaigns in Samora Machel and Moses Garoeb constituencies on 27/01/2018 and 10/02/2018 respectively

2 Public Meetings with Councillors and leadership structures of Moses Garoeb and Samora Machel constituencies on 11/01/2018 regarding Hepatitis-E outbreak information sharing

6 public education meetings on Hepatitis-E prevention in Moses Garoeb and Samora Machel constituencies from 13 January 2018 to 10 March 2018

The other component of public participation is the organisation of public and national events such as the following:

36 Annual Council Performance Report 2017/18 Day of the African Child on 16 June 2017 and Heroes’ Day on 26 August 2017 (both events were not held in Windhoek but, Council was nonetheless represented) Commissioning of Recreation Play Park on 08 March 2018 where 40 Pre-primary school children were mobilised to attend the event in Wanaheda Independence Day on 21 March 2018 which was held outside Windhoek (Khomas Region) due to budgetary constraints Provision of logistics at India Day and Wika events on 28 March 2018 and 07 April 2018 respectively and many other events such as the Jazz Festival, Arbor Day, City Police Day and International Day of Disaster Risk Management Workers’ Day on 01 May 2018, which was held outside Windhoek (Khomas Region), due to budgetary constraints Cassinga Day on 04 May 2018 where preparatory meetings were attended and logistics provided at the renaming of Ausspannplatz to Augustino Netto Square Mobilisation of communities to attend the Clean-up campaign from 21-24 May 2018 Provision of logistics at the National Clean-up Campaign held on 25 May 2018 Announcements and distribution of fyers on the re-opening of the Nathanael Maxuilili Finance Offce in Tobias Hainyeko Constituency

5.1.1 Priorities for 2018/2019

The following priorities are identifed:

Organisation of 3 series of public meetings Review of the Public Participation Policy Establishment of Community Committee Structures Maintain network links with these structures and other stakeholders Adequate resource mobilisation (budgeting) for the above

KPA KPI Target Actual 5.2 Organisational Performance Management

The current performance management system is based on the Balanced Quarterly 4 4 Scorecard (BSC) Framework and includes a change management and Reports organisational cultural transformation plan for the purpose of:

Ensuring the implementation of plans and programmes.

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

Improved business processes and systems. Annual Measuring projects impact, programmes and initiatives. 1 1 Report Ensuring effcient utilisation of resources.

Creating a performance-based and best practice culture.

Promoting accountability.

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

Annual Council Performance Report 2017/18 37 As part of the above KPA, the quarterly reports were presented to various stakeholders all of which culminate into the Annual Council Performance Report (2017/2018).

5.2.1 Priorities for 2018/2019

The following priorities are identifed:

Implementation of performance management system (QPR) Streamlining of reporting process

KPA KPI Target Actual

5.3 Enterprise Risk Management

The Enterprise Risk Management KPA refers to the key responsibilities of management with the assistance of the Internal Audit function. It is a process of identifying, assessing, managing and controlling potential events or situations and Implemented vs. Actual 100% providing reasonable assurance regarding the achievement of 50% Implementation Actions organisational objectives. The risk is measured in terms of impact on Risk Register and likelihood and assesses the possibility of an event occurring and its impact on the organisation. The Risk Management Framework will be utilised as an instrument to assist in strategic and operational planning and has many potential benefts in identifying opportunities to mitigate risks.

Following the appointment of the Chief Internal Auditor in September 2017, 6 risk-based audits were conducted and 5 served at Council for consideration in 30 June 2018. It is too early to determine progress against the initial target (which may have been over-ambitious, given the necessary groundwork that was required). The Risk function is temporarily placed under the Internal Audit function to ensure that the necessary processes, systems and structures are established. The Risk function will be established as a separate function by the end of the 2018/2019 fnancial year, in line with good Corporate Governance and best practices.

It is only once the above activities are fnalised that the City will be able to start measuring progress against the actual implementation on the Risk Register. A Risk Register was developed during 2017/2018 and will be continuously updated as a ‘live’ document.

In addition, Council has approved the Risk Policy, Risk Framework and Risk Report which serve as the guiding documents on how the City manages risks.

5.3.1 Priorities for 2018/2019

The following priorities are identifed:

The Offce of the CEO is in the process of facilitating a system which will further enhance Risk Management and the updating and reporting of the Risk Register and Risk Improvement Plan to streamline current manual processes.

The establishment of an Audit and Risk Committee is scheduled for the 2018/2019 fnancial period, which will further enhance, give oversight and strengthen Corporate Governance in the City of

38 Annual Council Performance Report 2017/18 Windhoek. The Risk Register and Improvement Plan results will be reported in the new fnancial year.

During the year under review Enterprise Risk Management was successfully implemented and Council approved the risk policy and framework. The frst ever organisational Risk Register for the City was also approved.

KPA KPI Target Actual

5.4 Internal Audits % Action Plans vs. Actual 100% 50% The Internal Audit KPA refers to the departmental audits Implementation on conducted in line with the annually approved Risk-based Risk Register Audit Plan.

Internal auditing is an independent objective assurance and consulting appraisal activity established to add value and improve the City of Windhoek’s operations by examining and evaluating its activities. The objective of internal auditing is to assist Council in the effective discharge of its responsibilities. This is accomplished by providing Council, the Management Committee, Chief Executive Offcer and other management members with an objective assessment of the adequacy and effectiveness of internal control systems at a reasonable cost.

The completion of 5 Risk-based Internal Audits for the period ending 30 June 2018 and subsequent alignment of the Risk-based Internal Audit Plan to the fnancial year as well as with the Strategic Plan, is to be fnalised in the year under review.

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

Progress against the annual target of 100% implementation against Internal Audit recommendations, can only be assessed at the end of the next fnancial year (July 2019) since the Risk-based Audit Plan was reviewed and re-aligned to the current fnancial year and strategic plan and submitted to Council for approval in the new fnancial year commencing 1 July 2018.

5.4.1 Priorities for 2018/2019

The following priorities are identifed:

The institutionalisation of the Audit and Risk Committee, development of the Internal Audit Charter, Methodology and Procedural Manual, Combined Assurance, Guideline and Strategy will serve as key priorities

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

Most of the Internal Audit policies and guidelines for effective functioning of internal auditing were implemented in the year under review. The approval process is still pending.

Annual Council Performance Report 2017/18 39 5.5 SMART Cities Model / Strategy

Windhoek’s potential as the nucleus of economic growth, investment and social progression needs to be unleashed by a well-run, responsive, effcient and fnancially prudent City, thereby improving the quality of life of all residents. This is the basis of the City’s ‘SMART Cities’ concept which is informed by the City’s Vision: “To be a SMART and Caring City by 2022”.

This sets a very high standard of expectations and governance parameters within which the City must deliver services as effciently and effectively as possible. All efforts are therefore directed towards strengthening the City’s technological capabilities which will lead towards realising the City’s Vision. The City is in the process of developing a ‘SMART Cities’ strategy which will have an impact on several KPAs.

To date, desk-top studies are complete with a number of identifed needs in line with possible ‘SMART City’ initiatives. These possible initiatives (some of which are already in progress) are as follows:

Table 6.SMART City Initiatives

KPA SMART City Initiative

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

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

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

Renewable Energy Explore various options for alternative bulk supply.

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

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

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

Basic Services (i.e. Water/ Provide socially acceptable, technically feasible solutions in a smart Electricity) manner.

5.5.1 Priorities for 2018/2019

The 2018/2019 fnancial year will focus on crafting a ‘SMART Cities Strategy’ for the City of Windhoek, in line with best practices. The enablers that are needed to invest in these projects are as follows:

ICT Infrastructure

Availability of a stable and effective communications network

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

City strategy guidance when working with projects

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

Ultimately, the City is determined to realise its vision and all efforts will be prioritised towards accomplishing this in 2018/2019. This emphasis will serve as the base for the remaining strategic period.

40 Annual Council Performance Report 2017/18 5.6 External Relations

The City takes cognisance of the fact that service delivery can no longer exist in isolation in today’s globalised world. Nations, countries, cities and villages need to leverage their competitive advantage. The City of Windhoek is a forerunner in promoting a nation-building agenda and enhancing Namibia’s decentralisation policy. In furthering this the City applies a co-operation model both with local authorities and internationally. The City’s co-operation efforts with in-country local authorities, especially those with limited service delivery capacities, help to solidify inter- governmental relations and formalise an integrated planning framework at local authority level.

The City’s international relations are conducted within the framework of Namibia’s International Relations and Co-operation Policy. A review of the said policy commenced in September 2016. One of the key amendments is the move from using the phrase “Namibia Foreign Policy” to, referring to the “Namibia International Relations and Co-operation Policy”. The City is expected to align its foreign policy to the national framework and its 5-year strategic plan accordingly. The City’s International Relations Policy expired in April 2017, though the national policy review is still ongoing, thereby delaying the submission of the revised policy to Council for approval. While awaiting Parliament’s fnalisation of the new national policy through the Ministry of International Relations and Co-operation, a draft revised policy is currently under discussion.

The main objectives of the City’s local and international co-operation framework are to enhance service delivery effciency, contribute to decentralised local governance, promote good order and civilised discourse and mutual support for a better world. The tools for achieving these objectives are, inter alia, Namibia’s International Relations and Co-operation Policy, the City’s own International Relations and Co-operation Policy, and the City‘s Transformational Strategic Plan (2017- 2022).

During the year under review the City maintained contacts with its international sister cities and international memberships, links to other local authorities across Namibia, as well as its commitment to the Association of Local Authorities in Namibia (ALAN). At international level, major activities were recorded in the sister relations with the Cities of Bremen, Germany, San Antonio in the USA, and Nantong and Nanjing in China. At regional level, the City renewed relationships with the City of Johannesburg, South Africa, through a Technical Friendship Agreement signed on12 June 2018. Locally, the City continued to render support to its upcoming local authority Councils, via technical fact-fnding missions to the Oshikuku, Otjinene and Stampriet Town Councils.

The City’s 5-year International Relations Policy (2013), expired in March 2017. Following the adoption of the Transformational Strategic Plan (2017-2022), the review process commenced with the alignment of the updated policy to the new strategic objectives and also to the national policy on International Relations and Co-operation. The parallel review has experienced delays and the revised Policy will thus only be fnalised during August 2018 prior to submission to Council for fnal approval.

5.6.1 Priorities for 2018/2019

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

2. International Cooperation: Co-ordinate implementation of agreed projects as per Programme of Action Follow-up and submission of Report on Dormant Co-operation Agreements Facilitate renewal of pending approved Co-operation Agreements

Annual Council Performance Report 2017/18 41 3. Inter-governmental Relations:

Research and develop Inter-governmental Relations

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

Secure Council approval for new Co-operation Agreement proposals

Streamline and ensure that all Inter-governmental and International Relations activities occur within the framework of approved policy procedures

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

The table below summarises progress against all local, regional and international Co-operation Agreements and Memorandums of Understanding (MOU’s), as well as progress against Co- operation Agreements/MOU’s with the City.

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

City Areas of Co-operation Date Renewed

Build friendly exchanges and cooperation on the basis of equality and mutual beneft Pursue exchanges and cooperation in the feld of climate change and environment Share information on policies and development City of strategies Johannesburg, 12 June 2018 Share experience in devising and implementing South Africa exchange programs in the felds of culture, arts, and tourism Shall share information and best practices in the felds of urban planning, organisational transformation, governance and performance management

Local governance structure management. Economic development and entrepreneurship. Council approval Tourism and culture was obtained in City of Gaborone, Community development May 2018. Signing Botswana Municipal infrastructure maintenance ceremony has been Waste management and clean city set for 07 August Public safety and law enforcement 2018. Professional technical knowledge exchanges

Good local governance Technical expertise exchanges and capacity building Scheduled for City of Kadoma, Public health and environmental management renewal in August Zimbabwe People to people cooperation 2018. Local economic development

People to people friendship Consultations Health, science and education are ongoing City of Havana, Sports, culture and tourism to resuscitate Cuba Shared experiences and information regarding the dormant environment, physical planning, urban solid waste agreement. management, water supply

Strategy management Technical assistance in civil engineering and town planning felds Economic development City of Richmond, Continuous follow Education, culture and sports Virginia, United ups are being Public safety and police training States of America pursued. Environmental health Exchanging of expertise between local universities Facilitating, reciprocal trade and tourism General exchange of local authority expertise

42 Annual Council Performance Report 2017/18 Water and waste management City of Berlin, Economic development and tourism, sports, art and Continuous follow Germany culture ups are pursued. Youth development

The table below presents key activities related to the active co-operation agreements during the year under review.

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

City Areas of Cooperation Key Highlights/Output

Bremen, 1.Joint Student Windhoek Student Mr. Chaze Sibeya and Ms. Ingrid Germany Exchange/Internship Hakalume completed a 3-month fully sponsored internship Program in Bremen. Their Bremen counterparts will commence theirs in Windhoek in July 2018. Students are conducting a joint study on production of biogas from waste. Upon fnalisation, they are required to submit their fndings to the host Division of the City of Windhoek.

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

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

2.Waste Management Exchange of technical experience in waste water plant and Environment management. Management

3. Provision of Sanitation Windhoek representatives attended Bremen sponsored in informal Settlement workshop on urban mobility.

4. Urban Mobility Waste A technical Action program was agreed upon to guide Water. Management implementation of projects.

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

San Antonio, 1. Water Management Exchange of expertise in water management between the Texas, United San Antonio water systems and Windhoek’s Water Division. States of Exchange of visits and action plan agreed upon. America 2. Arts and Cultural Participation of City of Windhoek representatives and Exchange, Tourism Windhoek musical bands- Elemotho, Suzy Eises and Etondo and Community in the San Antonio Luminaria Festival. Participation of the Development Mayor Windhoek in the San Antonio 300 year’s celebration. Exchange of information on establishment of River walks took place.

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

Annual Council Performance Report 2017/18 43 Nantong, China 1. Affordable Housing Council approved collaboration with a Nantong municipal and Land delivery owned company, Nantong Sanjian Construction Group on affordable Housing and land delivery. Discussions on the joint venture are ongoing. Total investment of USD638 million has been pledged.

2. Joint support Co-operation between the Nantong University and Institutional Based Namibia University of Science and Technology. More than co-operation 40 Namibian students are studying at various Nantong universities.

3. Trade and Investment Two Nantong business delegations paid visit to Windhoek to explore investment opportunities.

4. Culture Exchange No activities. and Tourism

Nanjing, China 1. Tourism and Culture No activities.

2. Training and Scholarships for Windhoek personnel were pledged. Follow development ups are pursued.

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

Shanghai, 1.Community Library Exchange between Windhoek community libraries and China Shanghai Library continued.

2.Technical Exchange Windhoek offcials are invited to attend an annual Shanghai on Foreign Relations sister cities library conference in November 2018.

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

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

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

The City to City co-operation and international relations in general have provided an opportunity for knowledge and experience sharing on key focal areas of the City’s strategic imperatives such as inter alia Water Management, Renewable Energy (including exploration of waste to energy initiatives), SMART Cities initiatives, and waste management. It is against this backdrop that the City remains committed to fostering said relationships and establishing new avenues of co-operation.

44 Annual Council Performance Report 2017/18 5.7 Council Sub-committees and Councillors’ Forum

Section 26 (1) (g) of the Local Authorities Act 23 of 1992, in reference to the requirements of the Management Committee provides as follows:

“(g) to exercise any power of the Local authority Council delegated to the management committee by the local authority council under section 31,

…….and may establish from time to time such committees as it may deem necessary to advise it on the exercise of any of its powers of the performance of any of its duties and functions and may appoint such members of the management committee or such other persons as it may deem ft to be members of such committees.”

It was against the above background that Council established various sub-committees focusing on specifc areas of concern. The term of offce of members of the advisory committees runs concurrently with the term of offce of the serving Council.

The objective of the Council Advisory Committees is to provide political impetus and ease of co-ordination of work of development initiatives between the political leadership and civic administration structures. The specifc role of the advisory committee is to provide advice and information to Council on specialised matters, which relate to the purpose of such Advisory Committees, to facilitate inputs on programmes and to assist in enhancing the quality of life of the community, in line with the Sstrategic plan.

In addition, a Councillors’ Forum was established to serve as a caucus platform to discuss and share ideas on current affairs affecting Council and issues of community interest. The said forum may also serve as a platform for Councillors to initiate submissions for formal consideration and approval by Council.

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

Table 9.Council Sub-committees

Council Sub- committees Appointment 2017/2018 Impact on and Members Purpose Date Highlights Strategic Plan Councillors’ Forum Councillors’ All Councillors 4 December Caucus/advisory Approval to It allows for Forum 2015 platform where align Advisory synergy and Councillors Committees to synchronization discuss and share Transformational of efforts, ideas on current Strategic Plan thereby affairs affecting 2017 - 2022. avoiding Council and issues duplications and of community blind spots. interest. It is also be as a platform to initiate submissions for formal consideration by Council.

Annual Council Performance Report 2017/18 45 Provision Cllr M. Ukeva 31 March To improve Provision of Assisted in of Basic (Chairperson) 2016 provision of extra standpipes combating Services in Cllr TT. quality potable water points, the Hepatitis B underserviced Uwanga, water in new toilets and outbreak and areas Cllr H. Ulumbu the informal refurbishment enhanced the Committee settlement; of the old toilets quality of life Provide sanitation in the informal in terms of the facilities in settlements. availability of the informal basic amenities. settlement.

Land Cllr M. Shiikwa 31 March Provision of Successfully Backlog Delivery and (Chairperson) 2016 affordable dealt with cleared Affordable Cllr FN. housing and the rezoning Housing Kahungu making serviced application Committee Cllr JE. Paulus land available. backlog.

Improved Cllr I. 31 March Develop strategy Implementation Enabled Systems of Subasubani 2016 for reducing of the Council to track Operations (Chairperson) waiting period Performance performance. and Cllr LK. in the handling Management Performance Kaiyamo of applications system. Committee Cllr AK. for land, SMART Ashilelo City Initiative, Implementation of Performance Management System, Implementation of Customer Care Charter, Identifcation and implementation of Revenue Enhancement Initiatives.

Promotion Cllr BE. 31 March CBD rejuvenation The Improved the of Economic Cornelius 2016 Initiative to refurbishment appearance of Development (Chairperson) advocate for of business the CBD. and Job Cllr MJ. maintenance of buildings in the Creation Amadhila buildings in the CBD. Committee CBD, provide strategy for handling major development proposals, revive Mayoral Business Forum in conjunction with relevant stakeholders.

Clean City Cllr J. 31 March Public awareness Approval of Job Creation Initiative and Kauandenge 2016 on littering, the new Ward Environmental (Chairperson) intensify clean up Contractors Management Cllr AK. campaigns, revive System. Committee Ashilelo the Catch them Young solid waste management initiatives, promote public participation in solid waste management activities.

46 Annual Council Performance Report 2017/18 Corporate Cllr M. 31 March Implementation Pensioners’ Assisted in Social Kazapua 2016 of Indigent Policy debt write-off alleviating the Responsibility (Chairperson) to allow for a plight of the Committee Cllr JE. Paulus once –off Writing elderly and the off of Pensioner vulnerable. debts, support to Vulnerable Groups: OVCs, Kindergartens, Old Age Homes, and support to Medical Care cases.

Public Cllr I. Semba 31 March Organise Successfully Promoted public Participation (Chairperson) 2016 meetings with conducted participation. and Cllr Kazapua Community the community Consultative Leadership meetings. Governance Structures; Committee political consultation, Stakeholders consultation.

Food and Cllr FN. 31 March Identify land and Produced Contributed to Nutrition Kahungu 2016 resources for the vegetables food security. Security (Chairperson) construction of which were Committee. Cllr A. the Windhoek distributed to Niizimba food bank the community. facility, identify suitable land for community gardens and urban agriculture, identify sources of water for urban agriculture, identify community members and stakeholders for urban agriculture.

Sustainable Cllr A. 31 March Implement the Improvement Boosted the Urban Niizimba 2016 Sustainable in the public organisational Transport (Chairperson) SUTMP under the transport revenue. - Move Cllr M. MoveWindhoek revenue Windhoek Kazapua campaign. collection. Project Cllr M. Ukeva Committee Cllr H. Ulumbu Cllr I. Semba

HIV/AIDS and Cllr FN. 31 March Advocacy – HIV Review of Strategic Other Life Kahungu 2016 and lifestyle the HIV/AIDS Plan was Threatening (Chairperson) diseases on a Strategic Plan. aligned to the Diseases Cllr LK. daily agenda, Transformational Committee Kaiyamo promoting of Strategic Plan. Cllr A. HIV/AIDS Policy Niizimba and activities, Cllr H. Ulumbu ensure that the Cllr I. Semba strategic Plan for HIV/AIDS and lifestyle diseases is effectively implemented by CoW both internally and externally.

Annual Council Performance Report 2017/18 47 Electricity Cllr I. 31 March Ensure security of Budgetary Provision of Advisory Subasubani 2016 electricity supply allocation basic amenities Committee (Chairperson) in Windhoek, for the to the residents. Cllr TT. electrify the electrifcation Uwanga underserviced of the informal areas. areas.

Healthy Cities Cllr Kazapua 31 March Community Response to Contributed to Programme (Chairperson) 2016 safety, improving the Hepatitis B the well-being of Committee Cllr LK. the sense of outbreak. our residents. Kaiyamo personal safety in public spaces.

Streets and Cllr Kazapua 31 March The provision of Record Improved the Places Naming (Chairperson) 2016 advisory services approval of image of the and Renaming Cllr LK. on all aspects application City. Committee Kaiyamo related to the for streets Cllr I. Semba naming and renaming. renaming of streets and places in Windhoek.

City of Cllr JE. Paulus 31 March The provision of Overall winners Improved the Windhoek (Chairperson) 2016 advisory services of the NALASRA. image of the Sports and Cllr M. Ukeva on all aspects organisation. Recreation Cllr J. related to sports Committee Kauandenge to Council, arrange sporting activities with a purpose of creating a spirit of friendship through sports.

Tourism, Cllr 31 March To promote Successful Improved the Culture Kauandenge 2016 tourism and hosting of the image of the and Public (Chairperson) Culture in Jazz Festival organisation. Relations Cllr AK. Windhoek, 2017. Committee Iyambo provide Public Cllr JE. Paulus Relations related Cllr I. Semba advice to Council.

International Cllr M. 31 March Support the Realigning of It assisted in Relations Kazapua 2016 Council’s strategic the Council synchronizsing Committee (Chairperson) vision and goals International the Council Cllr TT. internationally Relations Policy international Uwanga in accordance to the National relations Cllr MJ. with the national Foreign Policy. activities in Amadhila foreign policy line with that Cllr AK. and national of the central Ashilelo development government. Cllr I. plans, contribute Subasubani to Nation Building- policy will endeavour to channel international support to up- coming local authorities.

48 Annual Council Performance Report 2017/18 Councillors’ Cllr BE. 31 March To advice the MC Approval and Contributed to Benefts Cornelius 2016 on matters related implementation the wellbeing Committee (Chairperson) to the wellness of the of our residents/ Cllr I. of Councillors, Councillors’ Councillors. Subasubani Carry out pension Cllr J. comparative or scheme. Kauandenge benchmark visits on the Councillors beneft and remuneration for recommendation to the MC.

The Council Sub-committees’ overall performance is fair. However, there is need to align the Terms of Reference of the Committees to the Transformational Strategic Plan (2017 - 2022) and mobilise efforts towards soliciting funding from Central Government for key projects.

5.8 Mayoral Report

In accordance with the Local Authorities Act (Act 23 of 1992), the Mayor is the political head of Council and its Chairperson. As with all elected municipal leaders in Namibia, the Mayor and Councillors of the City of Windhoek have no executive powers and perform their duties on a part-time basis. The Mayor is assisted by a fve-member Management Committee and the Chief Executive Offcer. Under current legislation, the role of the Mayor is largely ceremonial with an adjacent political responsibility.

In the spirit of good governance and accountability, the Mayor reports back to public through the Mayoral Annual Report. The said report is a refection of the serving Mayor’s performance and a demonstration of accountable governance. The report describes delivery against key initiatives and statutory indicators during the year under review. It also outlines the administrations’ plans for improving service delivery. The Mayoral Annual Report is also a source of valuable public information detailing the powers and duties of the Mayor and structure of Council.

5.8.1 Report Update

The year under review has been a period of political and economic challenges both in-country and abroad. The world-wide economic down-turn was characterised by soaring infation and increasing fuel and food commodity prices. In an effort to buffer the impact of the economic challenges, Council remained committed to improving the quality of life of all our people. A high premium was therefore placed on the well-being of the Windhoek citizenry as highlighted in the initiatives implemented below:

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

Write-off of pensioners’ municipal debts

Installation of prepaid electricity meters

Acceleration of basic municipal services in the informal areas

Council will continue to provide the necessary political leverage to address the prevailing challenges of poverty, the housing shortage, unemployment, slow economic growth and rapid Windhoek population growth and urbanisation. Council furthermore recognises the need for a deepened sense of accountability, higher levels and quality of debates, and scrutiny of the concept of governance.

Annual Council Performance Report 2017/18 49 Senior Superintendent NN Nendongo Acting Chief: City Police

50 Annual Council Performance Report 2017/18 6. CITY POLICE

Theme 1: GOVERNANCE

Strategic Objective: Promote Duty of Care

KPA KPI Target Actual

6.1 Public Safety and Security – Crime Rate

Public Safety and Security is about keeping the community safe, % 7% 54% improving the sense of personal safety in public spaces, and Reduction increase changing the perception of Windhoek as becoming an increasingly in Crime crime-prone environment. The use of technology will become Rate increasingly important in augmenting existing policing efforts and reducing crime in specifc hotspots.

The above target was derived from the previous year’s average of all total crimes (i.e. Violent Crime-9% and Property Crime-9%) with the aim of reducing the crime rate in the year under review, whereby 7% was deemed a reasonable target.

There is a 54% crime rate increase compared to the previous year’s crime reduction rate of 44%. The reasons for the signifcant increase are due to the following crimes:

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

Graph 4. Factors Infuencing the total crime Increase

Annual Council Performance Report 2017/18 51 The graph below refects the comparative crime statistics per category for 2017 and 2018.

Graph 5.2017/2018 Comparative Crime Statistics per category

Compared to the 2016/2017 fnancial year:

Robberies decreased by 18% Armed Robbery increased by 22% Rape decreased by 61% Murder increased by 42% Attempted Murder decreased by 14% Assault GBH decreased by 14%

6.1.1 Overall Violent Crimes per Quarter

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

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

Q1 Q2 Q3 Q4

Overall crime Overall crime rate Overall crime rate Overall crime rate rate remained the decreased by 3%. decreased by 6%. decreased by 3%. same with 0%.

Even though the crime rates per quarter refect a decrease from quarters 1-3 and remained the same in quarter 4, the annual crime rate refects a signifcant increase of 54% as indicated earlier, predominantly due to murder, armed robbery and business break-ins.

The City will focus on formalising the informal areas by way of lighting, road infrastructure, and modern technology (such as drones) and deploying resources (i.e. vehicles, radios, human capital).

52 Annual Council Performance Report 2017/18 6.1.2 Property Crime

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

Graph 6.Property Crime

House break-ins decreased by 8% Business break-ins increased by 115% (in Quarter 3: January-March 2018) Theft out of motor vehicles decreased by 39% Theft decreased by 14% Theft of motor vehicles decreased by 9%

A downward trend in property crime was recorded during the year under review. This positive trend is attributed to the various covert and overt operations deployed, in collaboration with the Namibian Police Force (NAMPOL). In addition, enhanced community policing efforts, technology (e.g. CCTV, night vision binoculars), Intelligence-led operations, weekly strategic meetings and strategic deployments all contributed to the decreased property crime rate during the year under review.

6.1.3 Priorities for 2018/2019

Moving foreward, the City will focus on formalising the informal areas by way of lighting, road infrastructure, modern technology (e.g. drones) and resources (e.g. vehicles, radios, manpower) to augment property crime prevention efforts.

KPA KPI Target Actual

6.2 Public Safety and Security - Road Safety

Public Safety and Security is about keeping the community safe, % Reduction improving the sense of personal safety in public spaces, as well as 5% in Car 10% changing the perception of Windhoek as becoming an increasingly reduction Crashes crime-prone environment. The use of technology will become increasingly important in augmenting existing policing efforts and reducing crime in specifc hotspots.

The reduction in the road safety target (including vehicle accident/crash rate) remained 10% as per the previous year’s target and is deemed reasonable.

Annual Council Performance Report 2017/18 53 The annual vehicle accident target of 10%, for the period ended 30 June 2018 was partially met by a 5% reduction achieved compared to the 4% reduction rate of the previous year.

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

Table 11.Overall Vehicle Accident Rate per quarter

2017/2018 Actual

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

Overall crash rate Overall crashes rate Overall crashes rate Overall crash increased by 13%. decreased by 33%. increased by 3%. rate remained the same (0%).

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

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

Graph 6.Road Safety Incidents

A downward trend was recorded in all road safety categories during the year under review, largely due to the following reasons:

Increased random breath screening Pay-day Operations (15th, 20th, 25th and 30/31st) B1 road (western by-pass) operations: law enforcement and visibility Weekly road watches in conjunction with Radio Cosmos 94.1 Weekly strategic meetings and deployments

6.2.1 Priorities for 2018/2019

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

Acquiring more resources (i.e. vehicles, radios, frearms and manpower) Improving road infrastructure (i.e. pedestrian walks and crossings) Deploying modern technology (i.e. CCTV, DashCams and speed cameras) Increased road safety education campaigns

54 Annual Council Performance Report 2017/18 KPA KPI Target Actual 6.3 Public Safety and Security-Dedicated Municipal Court

Refers to all municipal related contraventions of municipal Establishment 30 June by-laws which need to be heard in a court of law. The of a dedicated Done 2018 dedicated court is an initiative to speed up prosecution of all court municipal related contraventions as opposed to having cases accumulate at the current magistrate courts (because they are not considered crimes serious enough to be prioritised).

The dedicated municipal court was proclaimed and commenced operations on 2 July 2018. An MOU was signed between the Ministry of Justice and Council and will be in force for a minimum of 10 years. As per the terms and conditions of the agreement, the new court deals exclusively with by-laws and traffc-related offenses in the Windhoek Municipal Council jurisdiction. The agreement also makes provision for two courts to deal with traffc and by-laws in the Windhoek Municipal District. In addition, the Judiciary and Offce of the Prosecutor-General requested Council to provide special training on specifc by-laws to the magistrates and prosecutors, to ensure common understanding and subsequent appropriate case adjudication.

6.3.1 Priorities for 2018/2019

Administrative support will be rendered to facilitate the smooth-running of the Court. Members of City Police will also be trained and seconded as prosecutors as part of future best practice plans. This requires several amendments to, inter alia, the current statutory provisions (i.e. Criminal Procedure Act, 1977, Act 51 of 1977, Police Act 1990, Act 19 of 1990, State Finance Act of 1992 - revision of revenue sharing formula, and the Road Traffc and Transportation Act, 1999). The issue of revenue-sharing needs further engagement and will receive priority during 2018/2019 as part of the City’s Stakeholder Engagement Plan.

KPA KPI Target Actual

6.4 Public Safety and Security-By-laws

Refers to the total adherence to municipal by-laws from both the % Compliance 100% Done City as the enforcer and external stakeholders within the jurisdiction to By-laws of the City’s boundaries. This includes traffc violations, fre safety code law enforcement and fnes, outdoor advertisements, health and environmental contraventions.

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

Table 14:Compliance to By-laws

2017/2018 Actual

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

Overall By-laws Overall By-laws Overall By-laws Overall By-laws contravention rates contravention rate contravention rate contravention rate increased by 3%. increased by 29%. decreased by 13%. increased by 25%.

Annual Council Performance Report 2017/18 55 Compliance to by-laws for the entire year has decreased by 17% which refects a negative trend, especially in quarter 2.

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

Graph 7.By-laws Statistics per Category

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

Mushrooming of shebeens in residential areas

Uncontrolled municipal open areas

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

Economic hardship

6.4.1 Priorities for 2018/2019

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

6.5 City Police: Funding Secured from Central Government

Funding for City Police remains a challenge with a target of N$100 million set for the year under review. Proposed amendments to the Police Act (1990) regarding the subsidy to municipal police services, crime prevention operations and activities were made and submitted to the Minister of Safety and Security through the Inspector-General of NAMPOL.

6.6 Priorities for 2018/2019

Concerted efforts will be made through the Ministry of Urban and Rural Development (MURD) to ensure that the proposed Amendment Bill is passed through Parliament. The City will also engage the said Ministry regarding Government assistance in availing N$100 million annually, pending the passing of the Amendment Bill.

56 Annual Council Performance Report 2017/18 Mr. P van Rensburg Strategic Executive: Urban & Transport Planning

Annual Council Performance Report 2017/18 57 7. URBAN AND TRANSPORT PLANNING

Theme 1: FINANCIAL SUSTAINABILITY

Strategic Objective: Improve Effciencies in Urban Planning and Property Management

KPA KPI Target Actual 7.1 Building Plan Approval

The Building Plan Approval KPA refers to the improvement of the building plan approval process within the regulated period. It extends to building inspections, compliance % Building Plans certifcates, and risk management and legal issues as Approved/Disapproved 90% 90% stipulated in the City’s Building Regulations and Town within 28 Days. Planning Scheme. Furthermore, in an effort to ensure that best practices are executed, it is imperative that the City is adequately capacitated to ensure the adaptation to new and innovative approaches in the building industry.

During recent years the City of Windhoek has been plagued by poor performance, particularly in the planning department itself, in so far as the processing of planning applications was concerned. As at 1 July 2017 the City had a backlog of just under 500 applications dating back to 2010 which were partly or not processed at all. The direct implication was that proposed city development was blocked to the extent that land use change applications were not fnalised. This led to an outcry by the development sector as well as the planning fraternity who approached the MURD to approve these applications in the absence of input by the City of Windhoek as the responsible Local Authority in terms of Planning Ordinance 18 of 1954.

An urgent action was launched to this effect in order to halt the joint application to MURD in lieu of an undertaking to fnalise all outstanding applications within a reasonable period. A detailed work programme was drawn up to this effect to deal with the outstanding applications and fnalise all of them before end June 2018. At the same time internal procedures for dealing with such applications were revised to ensure a smoother and quicker processing of applications, but more importantly to ensure that such a backlog does not recur.

The new application review process was launched in September 2017 and, after an initial test period of six months, has been refned and is running as a stable process.

The development sector was similarly severely strained due to the slow processing of building permit applications. At the start of the period under review (1 July 2017), the building control division had a backlog in permit applications still in circulation of approximately 2000 submissions. Many of these submissions were returned to the owners for corrections but, still refected as open cases on the tracking system. Once these were cleared a backlog of around 700 active applications had to be dealt with.

The same exercise of internal process review was launched to minimise processing times and improve the tracking of applications with the aim of fnalising all applicable applications within the 28 day window allowed under the City of Windhoek Building Regulations. For this purpose the tracking system was customised through the ICT department to actively track processing times and report on these as a monthly indicator which could be monitored for improvement.

58 Annual Council Performance Report 2017/18 A further focus was on the timeous carrying out of inspections as required for building operations and compliance assurance. Targets of 48 hours for the carrying out of building inspections after offcial request, and 10 days for the completion of compliance inspections and certifcation, were set and processes put in place to ensure that the respective targets are being met.

As a fnal transformation to the activities of the City, the enforcement of the Windhoek Building Regulations was revamped to ensure that all reported transgressions were inspected, the transgressors notifed, and follow-up inspections launched within the required 28 days. with a fnal hand-over to legal division for prosecution where necessary. In addition, internal procedures were streamlined whereby greater accountability was assigned to plan scrutinisers. This not only sped up the process signifcantly, but allowed for more accurate tracking and now allows for a maximum 28-day turn-around time on applicable building permit applications.

7.1.1 Priorities for 2018/2019

The City’s priorities for Building Control are:

Establishing electronic archiving of building fles Resolving staff issues in terms of discipline and vacancies Updating Building Regulations Improving Customer Interface

KPA KPI Target Actual

7.2 Land-use Management - Town Planning Applications

The City is responsible for evaluating and guiding land-use changes within the local authority area. The Town Planning Scheme as well as the Development Area Policies determine the land uses for erven and how these land uses may be changed. Modern urban planning and land-use management need to meet different and sometimes conficting demands from various land users and sectors of urban citizenship. For example, the commercial sector demands faster and more accommodative urban land-uses and changes in land use (i.e. drive for mixed land use). The demand for stable and secure residential spaces from the residential sector Finalisation is ever increasing. Some solutions include, but are not limited to, the of Town Six Six following: planning months months Applications Well-planned and integrated, well-conceived layout plans, based on sound layout planning principles.

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

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

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

Annual Council Performance Report 2017/18 59 The current status of planning applications is that the entire backlog was abolished by the end of March 2018. Meanwhile the new process has been frmly established and is processing applications in line with Council policy within three to four months, while applications where public objections have to be considered by the City are fnalised within six months of submission.

In addition a signifcant effort was made to restore relationships with the rest of the planning fraternity. Regular engagements with the MURD, in particular the Namibia Planning Advisory Board, are taking place to ensure that objectives are aligned and mutual support is forthcoming. In a similar vein engagement with the private planning sector is being actively pursued through the collective body; the Namibian Institute of Town and Regional Planners as well as one on one engagement with planning consultants to assist in resolving issues and grievances from the past.

New building permits were processed during the year under review in line with the 28 day target and new procedures laid down. 95% of new building permits were processed, with the backlog cleared by the City of Windhoek. Many re-submissions remain outstanding, however.

Building inspections are carried out within 48 hours at 95% reliability. Similarly, compliance inspections are executed in line with the set target for service delivery.

7.3 Priorities for 2018/2019

Stabilise new planning processes.

Establish and consolidate enforcement action.

Resolve vacancies and enable key functions.

Review of Windhoek Town Planning Schemes.

Strengthen relationships with external planning sector.

Improve Customer Interface.

The strategic objective aimed at Improving Ineffciencies in Urban Planning and Property Management has been effectively met in both the target areas primarily aimed at improving the turn-around time of applications as well as clearing a long-standing backlog.

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

Theme 1: FINANCIAL SUSTAINABILITY

Strategic Objective: Secure Strategic Funding

KPA KPI Target Actual

8.1 Strategic funding (Public Transport - Acquisition of Busses) Public transport: N$ 8 The Strategic Funding KPA seeks to obtain funding from external N$ 0 markets (through commercial banks or fnancial institutions) for the acquisition million implementation of strategic projects in line with national development of buses goals.

60 Annual Council Performance Report 2017/18 As yet, no funding has been secured for public transport. The forecasted capital costs for planned improvements to public transport in Windhoek over seven years (2016-2022), totals N$1.23 billion, with operational costs totalling N$1.59 billion.

System revenue is expected to total N$960 million, which represents 34% of total costs and 60% of operational costs. This leaves a projected shortfall of N$1.86 billion (66% of total costs) over the period which needs to be covered by other revenue sources, including a public transport grant from Government.

Public transport is still in its infancy trying to outgrow the stigma of being a “workers” transport service. Although much time and effort has been spent on repositioning the current bus service proposition, very little has been implemented mainly due to the lack of funding for bus operations. Current income from fare-box recovery, funds less than 10% of the operational expenditure which poses a signifcant challenge. In addition, the intensive capital programme necessary to launch the bus service into a fully-fedged public transport system presents an equally daunting challenge. Even at maximum current operational effciency, fare-box recovery is not projected to recover more than 20% of operational costs, mainly due to the low affordability levels of the primary user group.

Current operations are performed on the basis of a morning and afternoon service, running on seven bus lines and a number of traditional routes. A critical shortage in the availability of busses and bus drivers severely hampers operational effciency which rarely achieves more than a 60% reliability rating on the routine bus routes followed.

Obtaining a sustainable funding solution remains key to the implementation and growth of a Public Transport System for the capital city Windhoek. Public transport has signifcant socio-economic and environmental benefts which justify investment and ongoing subsidisation from the public sector. These benefts usually outweigh the associated costs. Initial studies concluded that an average household in Windhoek will save approximately N$700 per month, if the new bus system is implemented according to the SUTMP recommendations. The overall project therefore presents a signifcant opportunity for poverty reduction and Central Government will have to be engaged and convinced to provide the necessary long term funding.

Annual Council Performance Report 2017/18 61 Theme 2: SOCIAL PROGRESSION, ECONOMIC ADVANCEMENT AND INFRASTRUCTURE DEVELOPMENT

Strategic Objective: Provide Smart public transport

KPA KPI Target Actual 8.2 Public Transportation

The KPA refers to the provision of an effcient, integrated and inter- modal transportation system that:

Creates a quality urban environment.. Improves resilience and resource effciency. Positions Windhoek as a global leader in innovative solutions to transport challenges, to reduce congestion and manage land- based public transport.. % Ensures that Windhoek has an effcient public transport system that Progress supports economic growth, development and social inclusion. 50% 10% vs. SUTMP

A non-motorised transport strategy for Windhoek was developed to cater for:

The most urgent implementation of new pedestrian infrastructure for the safeguarding of existing pedestrian infrastructure. Medium-term implementation which involves the development of a feasible pedestrian and cycling network. Long-term implementation comprising a comprehensive non- motorised network and services for Windhoek.

The City is growing rapidly and the population is expected to double over the next 15 to 20 years. The primary modes of transport in Windhoek are walking, commuting by taxi and by private motor vehicles. Taxi services comprise a feet of approximately 7, 000 sedan vehicles. The Council-owned bus service also provides public transport, with a feet of approximately 70 busses.

The City’s passenger transport system is characterised by:

Rising traffc levels and congestion. Poor quality public transport alternatives.

A record of poor road and transport safety.

The majority population being unable to afford private cars and who struggle to afford public transport (on average, low income earners spend 24% of their disposable income for their transportation needs).

The SUTMP for Windhoek was developed in 2013 with the aim of improving public transport and non-motorised transport in the City over a 20-year period (2012-2032). The SUTMP addresses the technical, institutional, regulatory and fnancial requirements to achieve a high quality network for the City. Four study areas include Windhoek Proper, the satellite towns of Rehoboth and Okahandja and the Hosea Kutako (Windhoek) International Airport.

62 Annual Council Performance Report 2017/18 The SUTMP was further refned by means of a Pre-feasibility Study and Corporate Plan developed in 2015. The Pre-feasibility Study focussed on the technical and fnancial requirements for the implementation of the rapid public transport network in Windhoek, while the Corporate Plan provided recommendations for the restructuring and improvement of the existing Council-owned bus service.

The proposed network for Windhoek includes 9 urban bus lines and the phased rollout of 5 high capacity lines. The high capacity lines are focussed on the corridors which link the dense residential areas north of the City to the Windhoek Central Business District. The operationalisation of the frst high capacity line is scheduled for a long-term date of 2022 and consequently, the current implementation efforts focus on restructuring and improving the existing bus service.

The forecasted capital costs for planned improvements to public transport in Windhoek over 7 years (2016-2022) totals N$1.23 billion with a further total operational cost of N$1.59 billion. System revenue is expected to total N$960 million, which represents 34% of total costs and 60% of operational costs. This leaves a projected shortfall of N$1.86 billion (66% of total costs) over the period 2016-2022 which will need to be covered by other sources of revenue, including a public transport grant from Government.

8.3 Priorities for 2018/2019

Secure funding for the acquisition of busses (N$8 million)

Finalisation and implementation of structural reform

Procurement and partial implementation of new ticketing system and associated technology, and public transport management system

Design of Interim upgrading to the central bus station

Launching of a study into facilities for private and long distance taxi operators

Launching of a study into bus facilities and associated income streams

Launching initial studies into central bus depot and related support facilities

Despite several studies conducted and development of a masterplan aimed at introducing Public Transport in Windhoek, the reality remains elusive in the absence of sustainable long term funding from the Central Government. Support grants from foreign government agencies have been responsible for much of the groundwork with negligible implementation. Support grants alone cannot be expected to launch the ideal of establishing a sustainable Public Transport System for Windhoek to render the much needed social support and boost the economy.

Annual Council Performance Report 2017/18 63 Mr. OA Hekandjo Strategic Executive: Electricity

64 Annual Council Performance Report 2017/18 9. ELECTRICITY

The City of Windhoek is responsible for providing, operating and maintaining a secure and reliable electrical infrastructure to Windhoek’s residents in an effcient and safe manner. Despite a city-wide power outage on 4 June 2018 (attributed to equipment failure on the bulk supplier, NamPower’s network), the City’s electrical network has generally performed well, with minimal outages as highlighted in the key network indicators below:

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

The City’s current system losses are at 5.6%

The City’s total renewable penetration as a result of Net Metering and large-scale roof-to renewable installations is 314

The City has 88km of 66kV lines, 620km 11kV lines, 11 load centres and1,500 mini-subs

The City is fed from a single bulk supply point at the Van Eck Transmission Substation with a capacity allocation of a 190MW.

The City has a Demand Side Management system capable of reducing 15MVA off the peak demand using a Ripple Control system

The City has over 62,267 customers with a combined annual energy consumption of 944,430,605 kWh

The projects highlighted below were successfully implemented and fall under the strategic themes and objectives as follows:

Theme 1: FINANCIAL SUSTAINABILITY

Strategic Objective: Ensure Revenue Enhancement and Protection

KPA KPI Target Actual

9.1. Strategic Funding (Electrifcation)

The Strategic Funding KPA seeks to obtain funding from N$ Funding for N$350 N$100 external markets (through commercial banks or fnancial Electrifcation million million institutions) for the implementation of strategic projects in line with national development goals.

The City has secured N$100 million over the next 5 years for the electrifcation of informal areas thereby increasing access to basic services. A total of N$18 million is allocated for the 2018/2019 fnancial year for the project.

KPA KPI Target Actual

9.2 Revenue Collection # of Electricity The Revenue Collection KPA ensures that all revenue received Meters 500 346 by the City, including revenue received by any collecting Converted to agency on its behalf, is effectively collected and protected in Prepaid line with services provided to customers.

Annual Council Performance Report 2017/18 65 The Revenue Protection Plan was approved on 25 January 2018 and the Revenue Protection Committee has been constituted and periodically meets to ensure revenue protection.

The contract to convert post-paid meters to pre-paid meters was awarded to 2 contractors to carry out installations. Over 500 pensioner-owned homes were visited of which only 346 pensioners agreed to be converted from post-paid to pre-paid. Efforts and plans are currently being formulated to expedite the process in the 2018/2019 fnancial year.

KPA KPI Target Actual 9.3 Renewable Energy

The Renewable Energy Generation KPA aims to reduce the Megawatts (MW) City’s reliance on NamPower generated electricity by allowing of new small- 7MW 15.1MW consumers to generate their own electricity through small-scale scale Embedded embedded generation, and for the City to invest in its renewable Generation energy plant to generate electricity.

The City of Windhoek’s Renewable Energy Policy provides for the uptake of Solar Photovoltaic (PV) installations at customer level by means of Net Metering, which increased to 13MVA. An Expression of Interest for a total of 25MW of PV Solar Plant has commenced and the investigation of waste-to-energy is ongoing.

Theme 2: INFRASTRUCTURE DEVELOPMENT

Strategic Objective: Increase capacity of electricity supply

KPA KPI Target Actual 9.4 Increased Electricity Supply

Electricity demand forecasts indicate that the existing Increased MW installed capacity at NamPower’s single-supply point Capacity to Windhoek of 160 MVA and the Van Eck transmission (% of Network 160MW n-1 substation of 220/66 kV, is expected to be surpassed by Upgrade Progress supply to 190 MW 2020. In the meantime, due to the reduction of load fed vs. Electricity 190MW from Van Eck by NamPower, the City has managed to Masterplan Targets) secure an additional 30 MVA capacity from NamPower’s existing Van Eck bulk supply point, therefore ensuring security of supply beyond 2020. The City is under pressure % Demarcated to bring new capacity online by the said date. The City Households therefore, intends to increase the existing capacity by in Informal 90% an additional 50 MVA, bringing the total available supply Settlements with / capacity to 210 MVA. This additional capacity will be Access to Electricity made available by NamPower from a new second bulk Services supply point to be established in Windhoek. 500 0 # of Pre-fnanced (auxiliary Connections installations) / Reticulation in Informal Areas N$20 million Subsidised

66 Annual Council Performance Report 2017/18 9.4.1 Second Bulk Power Supply Point

The second bulk power supply point seeks to increase the existing capacity of electricity supply by an additional 50 MVA, as part of the City’s Distribution Masterplan. This will ensure the City’s security of power supply to existing and future consumers. The demand forecast is now part of the masterplan review exercise which has commenced with network studies being conducted. The masterplan report and PV integration studies are planned for completion by the end of July 2018 with the view to request the second intake to NamPower in August 2018.

9.4.2 Lafrenz Load Centre

The upgrading of electricity supply capacity from six to 40 MVA in the northern part of the city in order to supply extensions of Okuryangava Township and the Lafrenz industrial area, is also scheduled for 2018/2019.

9.4.3 Internal network upgrades

Various internal network upgrades were recorded to accommodate growth and increased access to electricity services.

9.4.4 Pre-fnanced connections (auxiliary connections)

Council plans to provide 500 houses with electricity within the informal areas of Havana Proper, Okahandja Park 2 and parts of Extension 1, 2 and 3. A total of N$5.6 million has thus far been spent on the project.

Engagements with the affected communities have commenced in order to identify individual structures to be electrifed. The frst inception meeting with the contractor took place and a revised work programme for the two informal areas (Havana Proper and Okahandja Park) was submitted. The contractor site was identifed, with surveys and line setting exercises currently underway.

Excavation for the ABC networks has also begun and the poles for the ABC lines are expected to arrive soon, with the cables expected to arrive towards the end of August 2018. All MV material has been reserved and placed in storage. Due to the prolonged procurement process this project was signifcantly delayed at frst, but is now progressing well.

9.5 Priorities for 2018/2019

Electrifcation of informal areas

Conversion of credit meters to prepaid meters

Upgrade of existing network to cater for additional loading requirement

Upgrade of the SCADA system to enhance remote communication, operational effectiveness and effciency

Human Capital Development

The City is committed towards attaining its vision of being a ‘SMART and Caring City by 2022’. The above projects serve as the infrastructure and fnancial sustainability support in terms of the City’s electricity services and supply offerings.

Annual Council Performance Report 2017/18 67 Mr. R Kandjiriomuini Strategic Executive: Information & Communication Technology

68 Annual Council Performance Report 2017/18 10. INFORMATION AND COMMUNICATION TECHNOLOGY (ICT)

Theme 1: GOVERNANCE and FINANCIAL SUSTAINABILITY

Strategic Objective: Provide smart ICT services

KPA KPI Target Actual 10.1 Wi-f Access

The KPA focuses on the investment in public Wi-Fi services in support # of Public 5 0 of the communities that the City serves. Some of the objectives Wi-Fi Access include the following: Locations Closing the Digital Divide: Many residents have smartphones, Commissioned therefore access to free public Wi-Fi points would provide them with access to free Internet connectivity.

Not Being Left Out: The implementation of public Wi-Fi enables # of Municipal communities, tourists, visitors and the business fraternity who Buildings Wi- 2 3 would otherwise not be able to afford and access Wi-Fi, to now Fi Access tap into the World Wide Web. Commissioned

Discovery and Innovation: Free Wi-Fi access enables communities to innovate and create new products and services.

10.1.1 Public Wi-Fi Access Locations Commissioned

The target of 5 public Wi-Fi access locations commissioned is dependent on the appropriate business model for the monetisation of the City’s Optic Fibre - a project that was commissioned during the second quarter of 2017/2018. An Expression of Interest has been advertised and the selection process is 95% complete.

10.1.2 Municipal Buildings Wi-Fi Access Commissioned

The target of 2 municipal buildings with Wi-Fi access was exceeded, with 3 buildings receiving Wi-Fi, namely:

Head Offce New Building ICT and Finance Buildings (including Cash Hall)

10.1.3 Priorities for 2018/2019

The following municipal buildings are targeted to receive Wi-Fi access during the 2018/2019 fnancial year:

Human Resources Building

Electricity Department

City Police

Bulk Water and Waste Water

Emergency Services (PA de Wet)

Annual Council Performance Report 2017/18 69 KPA KPI Target Actual 10.2 Business Systems Improved Processes to Level 1 - Governance The KPA seeks to transform the use of digital 3 7 of Enterprise IT (GEIT) technology and move towards becoming a Programme Implementation SMART City by 2022. To achieve this, the City intends to explore various options such as: Phase 1-100% Investment in digital infrastructure. % ERP Projects from Pre- / 10% projects to Inception Phase Growing the digital economy. Phase 2-15% Emphasising digital inclusion.

Enhancing digital capabilities so that ICT Systems Audits Windhoek becomes the preferred 1 0 destination for technology start-ups in the Completed country.

10.2.1 Improved Processes to Level 1 - Governance of Enterprise IT (GEIT) Programme Implementation

As at 30 June 2018 a total of 7 processes implementing ITIL were rolled-out and automated, exceeding the set target of 3. These processes were as follows:

ICT Change Management Process

ICT Service Management

Confguration Management Database

Problem Management

Incident Management

Service Level Agreement Management

Service Catalogue, Knowledge Base.

10.2.2 Priorities for 2018/2019

Moving forward, the ICT Governance Charter is due for sign-off by the CEO in 2018/2019. ITIL processes will be implemented and automated through a Managed Engine over the strategic planning period 2018 2020. The COBIT implementation plan commences with a scoping exercise to take place in 2018/2019 fnancial year, with implementation planned as follows:

30% in 2019/20

60% in 2020/21

100% in 2021/22

The 7 ICT Policies/ Baseline Control Standards (currently in draft form) will be fnalised by the end of quarter 1 of 2018/2019

70 Annual Council Performance Report 2017/18 10.2.3 Enterprise Resource Planning (ERP)

The project (process mapping and optimisation exercise) did not materialise in 2017/2018 as a budget was needed to commit resources. The project was however approved for implementation in the 2018/2019 fnancial year.

10.2.4 ICT Systems Audits Concluded

No audit was conducted for the year under review as there was a need to frst defne the ICT Risk Register which was not completed as part of the Corporate Risk Register exercise, pending the SE: ICT appointment. An audit is scheduled during the 2018/2019 fnancial year.

KPA KPI Target Actual 10.3 Business Continuity - (Completion of Data Recovery - DR Site)

The Business Continuity KPA refers to the internal efforts to ensurethat the capability exists to continue essential functions in response to a broad spectrum of emergencies or operational interruptions. Business continuity is an ongoing process that is driven in part by growth and change in information systems, staff members, and Completion mission critical needs. Operational interruptions may include the of Data following: 100% 100% Recovery (DR) Site Routine business renovation Maintenance Mechanical failure Over-heating of other building systems Fire and extreme weather or other acts of nature Failure of ICT systems and telecommunications due to malfunction or cyber-attack.

E-Venus is in data recovery (DR) at this stage.

10.4 Priorities for 2018/2019

A formal DR test will be conducted during the 2018/2019 fnancial year followed by a DR test which will become an annual exercise. The actual DR Site design will be completed in 2018/2019 and construction will commence in the 2019/2020 fnancial year.

KPA KPI Target Actual

10.5 Paperless Business Environment 50% The paperless business environment KPA is aimed at driving Implementation operational effciency by way of gradually moving from manual 50% 50% of e-Council to automated business processes and ultimately reducing costs, Solution paper wastage as well as promoting environmentally friendly business practices.

Annual Council Performance Report 2017/18 71 The 50% target implementation of e-Council was achieved. The training that was initially planned for quarter 4 depended on the fnalisation of the procurement process of laptops for Councillors who do not have Council laptops.

10.6 Priorities for 2018/2019

New laptops for Councillors are being procured, on which e-Council will be confgured followed by training provided to Councillors. The year under review served as a pilot year to assess immediate to medium-term ICT needs with the applicable budgetary allocations made for the 2018/2019 fnancial year. The past year has yielded promising prospects in line with ICT best practices and a number of ‘quick-wins’ were realised.

The monetisation of the Optic Fibre Project evolved during the second half of the 2017/2018 fnancial year and is expected to have a signifcant impact in unlocking the City’s revenue generating opportunities and customer service offerings.

72 Annual Council Performance Report 2017/18 Mr. FN Hambuda Strategic Executive: Economic Development & Community Services

Annual Council Performance Report 2017/18 73 11. ECONOMIC DEVELOPMENT AND COMMUNITY SERVICES

Theme 1: GOVERNANCE AND FINANCIAL SUSTAINABILITY

Strategic Objective: Promote Duty of Care to the Organisation

The Mayor and Municipal offcials are at the forefront of dealing with the impact of possible emergencies or disasters ranging from small and medium to less frequent large-scale events that arise from natural or man-made hazards. Climate change and extreme weather conditions are likely to increase the City’s exposure to hazards and risks. Less obvious is the fact that business as usual development practices may also generate complex environmental changes and contribute to increased risk unless these are anticipated and remedial measures are taken.

Being the frst responders during emergencies or potential disasters, the City is faced with wide- ranging responsibilities that demand certain capacities to deal with them. This is accomplished by setting up early warning systems and establishing specifc disaster/crisis management organisational structures. In many cases, a review of mandates, responsibilities and attendant resource allocations are acutely needed to act on these challenges.

It is important to consider the element of risk in order to understand how disasters unfold. The human and asset exposure to and level of vulnerability to hazards such as foods, fres, earthquakes, motor vehicle accidents and/or disease outbreaks for example,, of the exposed population or assets. These factors are not static and can be improved upon depending on the organisational and individual capacity to cope and/or act to reduce risks and increase resilience. Development patterns can also increase exposure and vulnerability in the social and environmental realms and therefore create new risks.

KPA KPI Target Actual 11.1 Public Safety and Security: Disaster and Emergency Resilience % Disaster and Emergency The KPA refers to the level at which the City is able to assess, 100% 51% Risk Resilience anticipate and establish early warning systems and responses vs. Plan to disasters/crises and thereby mitigate exposure to the various associated social and environmental risks.

An assessment conducted by the United Nations International Strategy for Disaster Risk Reduction scores the City disaster resilience at 51% due to the following reasons:

Reduction in infrastructure and urban development resilience (i.e. growing informal settlements) Insuffcient frst responder vehicles, tools and equipment Financial capacity for resilience The need for a Disaster Risk Management Centre (i.e. emergency operations centre to deal with most probable and most severe scenarios)

74 Annual Council Performance Report 2017/18 11.1.1 Hazard Responses

The graph below refects all the hazard responses during the year under review.

7,270

1,305 525 40 126

Graph 8.Hazard Responses (2017/2018)

A total of 9,266 incidents were recorded during the year under review compared to 7,605 incidents recorded in 2016/2017

Fire incidents remained at 6

It should be noted that there is a signifcant increase in the “No Service Rendered” category which may be due to the shortage of necessary information or lack of funds to pay for services, and assessments on the scene that determine that no intervention was needed

There was a high volume of ambulance emergency incidents during the year under review which resulted in a 4% increase in ambulance-related incidents compared to the previous the year. This is due to population growth, mostly in informal areas thereby increasing the risk of hazards caused by the poor socio-economic circumstances prevalent in these areas. (e.g. poor health and assault incidents). The increase is also attributed to the fact that the Ministry of Health and Social Services no longer provides these services in the affected areas.

14% of dispatches on calls received resulted in no action upon arrival at scene, due to false alarms, refusal of treatment or calls attended by private operators.

Annual Council Performance Report 2017/18 75 11.1.2 Fire Incidents

The following graph and chart refect the fre incidents for 2017/2018:

Graph 9.Fire Categories

Informal Dwellings Formal Dwellings Grass Fires Vehicle Building Electrical Thatch Roof

0% 4% 3%

7% 22%

10%

54%

Graph10.Fire Incidents; Informal and Formal Dwellings

As illustrated in the above chart, grass fres were the highest in the fre category at 54%. The high number of grass fres could be due to the poor rainfall experienced country-wide over the past years, which led to dry vegetation which is more susceptible to rapid ignition. However the high grass fre incidents were not extensive and did not require major operational intervention.

No major grass fre incidents were recorded in the outskirts of Windhoek.

Informal dwelling fres (shack fres) are the second highest at 22% which is an increase of 15% compared to the previous year. Most of these incidents occurred in the informal or unplanned areas without infrastructural development.

76 Annual Council Performance Report 2017/18 The following graph depicts the shack fre incidents for 2017/2018:

Graph 11.Shack fre statistics in the informal settlements

The table above indicates the occurrence of informal dwelling fres over a 12-month period.

A high number of fres was recorded in September and December 2017 and June 2018 (possibly due to the effects of winter that run from June to September every year). During this period, informal settlement residents tend to make fres inside their dwellings to keep warm.

The high number of incidents in December 2017 could have been due to the festive season and associated high alcohol consumption.

11.1.3 Disaster Risk Management Schools Initiative for 2018

The programme that runs from October 2017 until July 2018 was successfully concluded with a school quiz competition event. So far 95% of the schools within the Khomas Region have been covered.

11.1.4 Emergency Preparedness Planning for Public Institutions

Emergency Evacuation Drills:

Drills were successfully concluded at 16 schools and 8 organisations (e.g. Coca-Cola, Namibia Diamond Trading Company, Road Fund Administration, Bank of Namibia, Total Namibia Depot, Multi- Choice Namibia, Wernhill Park Shopping Mall, and New Era Publications).

Community Risk Assessment:

First phase: The assessment in the informal areas was completed and a report will be fnalised in the frst Quarter of 2018/2019.

Community Outreach Programme

Community safety awareness engagements and distribution of fre safety brochures with information on different hazards with specifc focus on informal settlement fres, foods, formal structures and grass fres were conducted. The programme was conducted at 9 different locations and 990 residents were reached.

Annual Council Performance Report 2017/18 77 11.1.5 Fire Safety Inspections and Fitness Renewals

The table below refects the fre safety inspections conducted and subsequent ftness certifcates applications processed.

Table 12.Fire Safety Inspections: Applications and Renewals for Fitness

Applications Approved Not Applicable Rejected Tentative Incomplete Total

6,732 5,974 64 94 54 54 6,732

11.1.6 Building Plan Reviews

The table below refects the building plans reviewed.

Table 13.Building Plans Processed

Pending Site inspection Plans received Approved Total approval Completion and Compliance 1,779 1,079 691 145 1,779

11.2 Emergency Response and Assistance

During the year under review the Disaster Risk Management team attended to a total of 58 incidents affecting 299 residents as detailed in the Figure below:

Graph 12. Emergency Assistance Rendered

11.2.1 Review and Update of Disaster Risk Management Plan

The reviewed draft plan is ready for consultation with other departments before submission to Council for approval, during the second quarter of the 2018/2019 fnancial year.

78 Annual Council Performance Report 2017/18 11.3 Call-outs per Zone

The graph below refects the percentage of call-outs recorded per zone:

Zone 1 Zone 2 Zone 3 Zone 4 Dorado Park Goreangab Eros Park Khomasdal Hochland Park Havana Klein Windhoek Pioneerspark Southern Industry Hakahana Kleine Kuppe Prosperita Suiderhof Katutura Northern Industry Rocky Crest Windhoek CBD Okuryangava Olympia Tauben Glenn Windhoek West Otjomuise Auas Blick Academia Windhoek North Avis Cimbebasia

Graph 13.Call-outs per Zone

The highest number of emergency call-outs were in Zone 2 measuring 74% of the total calls. Zone 2 consists mostly of unregistered informal settlements such as Eehambo Dha Nehale, 8ste Laan, 7de Laan, Ounongouye, Ondelitotela, Ongulumbashe 1 and 2, Havana Illegal (Peter Nanyemba), Okahandja Park, Havana (Cuba), Onyika, Kilimanjaro, Havana Illegal (Brenden Shimbwaye). These areas recorded a high population, unemployment, poverty and substance abuse rate and are considered most vulnerable to all types of risks within the zone.

Zone 4 is the second highest with 16%, mostly from Khomasdal due to an increased number of illegal backyard rooms constructed of corrugated iron sheets.

Zones 1 and 3 recorded the least number of call-outs. The low number of callouts in zone 1 and 3 is attributed to the fact that risk compliant building standards and land use planning principles are applied and enforced.

11.4 Priorities for 2018/2019

There are a number of projects that would enhance the effectiveness of the City’s emergency and disaster resilience rating, such as establishing the Disaster Risk Management Centre, a Mobile Community Education and Awareness Unit, upgrading the emergency control centre and a mobile incident command vehicle. However given the funding and staffng challenges, the City has prioritised the following projects for 2018/2019:

Annual Council Performance Report 2017/18 79 Second phase of the Community Risk Assessment in formal areas which will complete the City- wide Risk Assessment exercise

Approval of the Disaster Risk Management Plan

Development of the City of Windhoek’s Disaster Risk Profle

Plans and designs for Groot Aub and Ongos fre stations

Full-scale emergency simulation exercise

Theme 1: FINANCIAL SUSTAINABILITY

Strategic Objective: Secure Stakeholder Funding

KPA KPI Target Actual 12.1 Strategic Funding: Emergency Services (N$ 85 million) Funding Secured N$ 85 The Strategic Funding KPA seeks to obtain funding from external from Central 0 million markets via commercial banks or fnancial institutions for Government. the implementation of strategic projects in line with national (N$) development goals.

This initial target was set with the aim of engaging Central Government on Emergency Services operational costs which require Government subsidy/funding. The subsidy is payable to the City as per provisions of Section 12 of the Local Authorities Fire Brigade Act, 2006 (Act No. 5 of 2006). In hindsight, it was unrealistic to attach a fgure to the subsidy as the percentage will be determined via the mutual agreement.

12.1.1 Priorities for 2018/2019

The above KPA now falls under the Finance and Customer Service Department with the strategic objective amended to: “Secure Government Subsidy”. Finance will prepare the required income and expenditure statements and henceforth assume ownership of future engagements pertaining to the above.

Strategic Objective: Ensure revenue enhancement and protection

KPA KPI Target Actual 13. Revenue Collection: Rental Income Collected (leases) % Rental Income The KPA ensures that all revenue received by the City, including 90% 120% Collected revenue received by any collecting agency on its behalf, is (Leases) effectively collected and protected in line with services provided to customers.

80 Annual Council Performance Report 2017/18 The table below refects the comparative breakdown of revenue collected for all four quarters of 2 017/18 which amounts to an average total income percentage of 120% for the year.

Table 14. Revenue Collected (Leases)

Q4 Q3 Q2 Q1 EDCS Total Average Revenue % Collection Income Actual Budgeted Actual Budgeted Actual Budgeted Actual Budgeted

Commercial Leases Total 1,464,079.00 1,275,637.00 1,235,572.00 1,426,508.00 (Fixed-term 138.8% 1,146,000 984,000 764,000 1,047 324.99 (127.75%) (129.63%) (161.72%) (136.20%) and ad hoc)

Outdoor Advertising 1,980,188.00 1,535,954.00 1,665,630.80 1,687,382.00 1,380,000 138,0000 920,000 1,512 499.98 Total (143.5%) (111.30%) (181.0%) (111.6%) (Fixed-term)

Rental Collection 510,848.22 568,486.90 453,939.44 454,622.07 111.2% 432,711 432,711 432,711 504,208 (Informal (118.1%) (131.4%) (104.9%) (90.2%) Markets)

Rental Collection 355,398.60 237,298.48 447,405.80 518,431.05 84.2% 462,673. 462,673.20 462,673 462,673 (Industrial (76.8%) (51.3%) (96.7%) (112.1%) Stalls)

Tourism 43,200.00 40,800.00 45,600.00 35,000.00 129.0% 60,000 23,000 30,400 30,000 (Zoo Park) (72%) (177.4%) (150%) (116.7%)

Total income 4,353, 713.82 3,658, 176.38 3,848, 148.04 4,121, 943.12 per quarter

Total average percentage income 107.6% 120.2% 138.9% 113.4% generated per quarter

13.1 Priorities for 2018/2019

The following key strategic documents which will articulate Council’s interventions in advancing economic development, are in the process of being fnalised in 2018//2019:

Development of the Targeted Windhoek Tourism Development Strategy

Development of the Windhoek Economic Development (WED) Strategy

Development of the Windhoek Investment Promotion and Incentives Strategy

Development of SMME Policy

Annual Council Performance Report 2017/18 81 13.1.2 Market Upgrades

The following markets were upgraded during the year under review:

Nanghenda Kaduuluma Okahandja Park Lyeeta and Post Street Mall

There are, however, pending matters that need to be addressed at Nanghenda Kaduuluma and Lyeeta Markets requiring additional funding.

13.1.3 Capital Projects for 2018/2019

The markets listed below have been identifed for upgrading, dependant on the allocation of the required funds. A total of N$ 3 million was requested in order to implement the project in phases:

Safety matters at the markets: Proper investigation of fre safety equipment such as fre hydrants at the markets.

Eliaser Tuhadeleni Market

Tukondjeni Market

Eveline Street Market (Onghendambala Market)

Ceaser/Nanghenda Kaduluuma Market

Oshetu Community Market

Twahangana Market

Katutura Hospital

Soweto Market

Okahandja Park Market

Lyeeta Market

Northern Industrial Area Market

Pioneerspark Market

Stokes Street Market.

Theme 2: SOCIAL PROGRESSION

Strategic Objective: Empowerment of Youth, Orphans and Vulnerable Persons (OVPs)

KPA KPI Target Actual 14. Youth, Orphans and Vulnerable Persons (OVPs)

The KPA ensures that all revenue received by the City, including % Rental Income revenue received by any collecting agency on its behalf, is 80% 120% effectively collected and protected in line with services provided to Collected (Leases) customers.

82 Annual Council Performance Report 2017/18 The City is tasked with the responsibility of ensuring that social welfare services are accessible and affordable to all. In this regard the City co-ordinates and facilitates the provision of social welfare services in the community, advocates for the protection and rights of vulnerable group and monitors and evaluates social welfare programmes in Windhoek.

Some of the KPAs are as follows:

Provision of nutritional meals to OVPs

Provision of alternative accommodation to vulnerable groups

Empowering girls through mentorship programmes

Provision of subsided transport to senior citizens and people with disabilities

Co-ordinating income-generating projects

Facilitate skill development programmes for vulnerable groups

Implementation of the City’s Food Nutrition and Security Systems Project

Co-ordination of community halls and centres

14.1.1 Youth Development including OVPs and Training for Qualifying Schools (Grade 10 – 12):

A total of 35 Schools participated in the Junior Council and inauguration for 2018/2019 Junior Council held in April 2018.

14.1.2 Youth Starting Businesses after Training

The overall progress shows that 63% of the youth that participated in the training offered by the City have started their own businesses. This shows a positive trend for youth business start-ups after training. The target for the year under review was therefore exceeded.

The overall progress for youth business start-ups obtaining support has also shown a positive trend during the year under review, with 91 youth-owned businesses having registered online. The City has been consistently promoting the opportunity of signing up for business support services to young entrepreneurs aged between 18 - 35 years.

14.1.3 Innovative Business Start-ups obtaining Financial and Business Support

A total of 38 of the 91 (42%) youth signed-up and completed a fve-day training course on Financial Management including an online simulation course. The course was offered by the Centre for Entrepreneurial Development at Namibia University of Science and Technology. The completion of this course is mandatory when applying for collateral-free loans from One Economy Foundation, of which the next cycle of loans opens in August 2018.

14.1.4 OVP’s Supported

A total of 1,432 OVP’s were supported which refects an 81.8% support rate for the year ended 30 June 2018. A breakdown of the various programmes rolled-out for the year under review is summarised in the table below:

Annual Council Performance Report 2017/18 83 Table 15.OVP Support Programmes (2017/2018)

Programme Description Target reach Quarter

Conducting awareness-raising sessions on various social ills: HIV / Aids, World Food Day, Awareness Raising International Day of the Older Person, Boys 699 Q1 – Q4 and Girls Leadership Conference, World Elderly Abuse Awareness Day.

Nathaniel Maxuilili Soup Kitchen provides a 356 Q1 – Q4 daily balanced cooked meal for OVC

OVC Support 21 Girls Mentoring Programme (for vulnerable (16 Vulnerable Q1 – Q4 girls from Grade 8 – Grade 12 and beyond). girls and 5 young mothers)

77 (12 Volunteers with their families, 45 Community Gardens Q1 – Q4 Poverty Alleviation elderly and 20 vulnerable persons)

Transport for Subsidised bus services for elderly vulnerable persons and persons living with 120 Q1 – Q4 persons disabilities.

Katutura Old Provide secure and safe shelter for 27 Q1 – Q4 Age Home vulnerable older persons.

Individual counselling sessions for Case work 51 Q1 – Q4 vulnerable persons.

72 Training vulnerable community members Skills (40 Permaculture, Q1 – Q4 in order to empower them. Development 24 SME training, 8 Baking skills)

9 (3 Katutura Old Provision Vulnerable community members are Age Home, of monthly selected as volunteers to provide 4 Maxuilili Q1 – Q4 volunteer their services at various Social Welfare Soup Kitchen, allowance Programmes. 2 Greenwell Community Garden) TOTAL 1,432

Independent Girls Mentorship Programme

Ten vulnerable girls from Hage Geingob High School are progressing very well with their studies. Six of the girls that were part of the mentorship programme are completing their second year at UNAM and one is in Japan undergoing her frst year through a scholarship from the Japanese Embassy in Namibia. The City also hosted its frst Boys’ and Girls’ Leadership Conference which was attended by 95 vulnerable girls and boys from the Windhoek District.

84 Annual Council Performance Report 2017/18 Food Security and Nutrition System

Two community gardens, namely the Olaf Palme Community Garden and Okukuna Farm were established during the year under review. Over 40 community volunteers are provided with vocational training in Gardening and Horticulture at Okukuna Farm and, in total, 77 older persons and OVPs benefted from fresh harvests of spinach, beans and maize.

The living conditions of one of the volunteers (living with HIV/AIDS and cancer) has changed for the better through volunteering to work at the Olaf Palme Community Garden.

14.2 Priorities for 2018/2019

The following priorities relating to the ‘Youth, Orphans and Vulnerable Persons Development were identifed and pertain specifcally to the following KPI’s as discussed earlier:

Innovative Business Start-ups obtaining Financial and Business Support: Finalise the MOU with Kongalend (micro-fnancier). The MOU will enable the facilitation of access to funds for youth entrepreneurs to start their own businesses upon successful completion of the training provided.

OVPs Supported: Funding constraints and insuffcient staff remain a challenge. Assistance was nonetheless received from Bank Windhoek and BakPro during the year under review in the form of sponsorships for various skills development and training programmes. Additional efforts will be made in the coming year to engage more stakeholders and to seek additional sponsorships.

– Staff needs will be prioritised through securing a Community Development Offcer and sourcing intern Social Workers from UNAM from July to November 2018 in order to assist with the implementation of various awareness campaigns. – Renovation of Nathaniel Maxuilili Soup Kitchen. – Implementation gardening activities at Okukuna Farm.

Renovation and training of staff for the gender-based violence shelter.

14.3 Youth Development

Through its partnership with the Ministry of Education, the local community and the co-operation project with the City of Vantaa (Finland), the City has established two well-functioning and highly utilised community libraries (e.g. Greenwell Matongo Community Centre situated in Greenwell Matongo and Nathaniel Maxuilili Community Library situated in Babylon).

The function of these libraries is to provide library services to the marginalised communities of Windhoek. It is therefore imperative that the services rendered are responsive to the developmental needs of the community served.

The Greenwell Matongo Community Library offers a conducive study environment to school pupils and tertiary education students. Reading material for educational and recreational purposes, including ICT services, are provided to the community. In addition computer classes for beginners are offered as well as free internet access.

The Nathaniel Maxuilili Community Library is the latest community library established by the City and is also well utilised by community members. Free Wi-Fi services are also provided to community members. However, ICT services are limited to photocopying and minimal computer services.

Annual Council Performance Report 2017/18 85 14.4 Priorities for 2018/2019

Greenwell Matongo Library

The installation of speedy Wi-Fi services

Investigate the electrical setup of the library and recommend solutions

Nathaniel Maxuilili Community Library

Installation of burglar bars at the library’s entrance door and windows

Installation of the book detection system and security cameras

Installation of donated computers in the computer room with internet access

City Police to link the alarm system to their operational room

14.5 Early Childhood Development (ECD)

The City’s ECD Section is mandated to:

Co-ordinate, develop and design Early Childhood Development Programmes within Windhoek

Develop, review and implement the ECD Policy

Develop, design and implement the management of ECD Programmes in Windhoek

Capacitate the Day Care staff in Windhoek

Engage and initiate partnerships with Stakeholders

Inspect and register the ECD centres within Windhoek in collaboration with the Business Registration section

The City has 2 ECD centres, namely Jonas Haiduwa and Rocky Crest ECD Centres. The staff component consists of 2 Community Development Offcers/Centre Coordinators, and 18 Caregivers (on contract). A total 208 children are fercilitated at the said centres.

The table below refects the programmes implemented in 2017/2018.

Table 16.EDC Programmes for 2017/2018

Programme Description Target reach Quarter Business registration receives an application, enters it on the system, ECD Inspection and WCD section get a notifcation 91 inspected Q1 – Q4 Registration together with other internal stakeholders. Centres are inspected and Fitness Certifcate is issued. Informal Settlement, Katutura Caregivers and ECD owners are 66 caregivers were trained and capacitated. They are trained Q1 – Q4 trained on how to stimulate and care Training/Capacity for children in order to prepare them building of Caregivers for going to School.

City of Windhoek’s ECD caregivers 18 CoW ECD caregivers trained and capacitated on good Q1 – Q4 capacitated practices and early identifcation.

86 Annual Council Performance Report 2017/18 Enrolment of Children Advert ran, application revised, 208 Children at both at the two City of Q1 – Q4 applicant screened and children centres Windhoek’s ECD Centres enrolled.

Curriculum development 208 children monitored, observed and 208 Q1 – Q3 and implementation evaluated. Progress reports written and given to parents.

Various activities such as Independence Day, African Children’s’ Day, Fathers’ Day 208 children, 18 Excursions, Fun days Caregivers, 60 parents celebrated. Fundraising activities held. Annually, and National Days and 2 Community for each observation Visit to Emergency Services for all 208 development Offcers children with 10 parents, 18 Caregivers involved and two CDOs involved in the facilitation.

14.5.1 Priorities for 2018/2019

The City will prioritise the recruitment of permanent staff and fence-off the Jonas Haiduwa and Rocky Crest ECD centres.

Strategic Objective: Increase access to services

KPA KPI Target Actual 15. Basic Services: Public Facilities

The core function is to beautify the city through the provision # of Public Facilities in of professional horticultural services, to establish and maintain Informal Settlements exceptional parks, cemeteries, sports and recreational (i.e. swimming pools, 1 0 facilities in line with urbanisation needs. The KPA also seeks libraries, fre stations, to maintain, develop and preserve public open spaces for parks) future generations and Smart city plans.

Two sites were identifed and surveyed in the Havana and Goreangab areas. The fnal mapping and sizes of the sites is in progress following which, an item will be submitted for Council approval.

A major challenge is that that the land around the informal areas resides in unproclaimed areas and is thus, not zoned. This presents geological challenges in terms of construction. The response plan for accelerating developments in these areas is to request reservations of land. In addition, most areas are invaded by residents with houses or businesses who refuse to relocate. The response is to secure these areas for the phased construction of public facilities which will hopefully eradicate such land invasions.

15.1 Priorities for 2018/2019

The City has identifed the following priorities pending Capital budget allocations to fund these projects:

The development of Havana Family Park

The fencing of Groot Aub Cemetery

Annual Council Performance Report 2017/18 87 The development of the Rocky Crest New Cemetery

The upgrading of municipal swimming pools to heated water systems

The installation of mast lights in Goreangab Recreational Park

The construction of cash collection booths at the Brakwater Recreational Park

Theme 2: ECONOMIC DEVELOPMENT

Strategic Objective: Provide an enabling environment for tourism, trade and investment

KPA KPI Target Actual

16. Economic Development % Budget Spend on LED Projects

Development/approval of various The City will drive economic inclusion to policies/strategies: achieve sustainable economic growth and development.. Targeted Windhoek Tourism 60% Development Strategy o% Windhoek Economic Development 30 June Strategy 2018 SMME Policy

Windhoek Investment Promotion and Incentives Strategy

16.1 Targeted Windhoek Tourism Development Strategy

The procurement process was fnalised and the allocation was approved by the Procurement Committee on 18 July 2018. A letter of acceptance was signed by the successful bidder, Pricewaterhouse Coopers on 20 July 2018. The project is scheduled for completion within 6 to 7 months (quarters 1 and 2 of the 2018/2019 fnancial year).

16.2 Windhoek Economic Development Strategy

A Request for Proposal from service providers was advertised on 24 November 2017 with a closing date of 19 January 2018. Following the evaluation of the technical proposals by the BID Evaluation Committee, the items were served before the Procurement Committee on 25 April 2018. The evaluation of the fnancial proposal was completed and the allocation was approved by the Procurement Committee on 12 July 2018.

Pending the fnalisation of the agreement, the consultant is expected to commence work within 1 month and to complete the project within the frst two quarters of 2018/2019.

16.3 SMME Policy

Consultative sessions with stakeholders are ongoing and the strategy document will be completed during the year under review. Two meetings were held with the Ministry of Industrialisation, Trade and SME Development to discuss technical support in the development of a local policy/strategy to feed into the national SMME Policy.

88 Annual Council Performance Report 2017/18 During the above consultations it was agreed that since a national SMME Development policy framework already exists, the City should rather develop an SMME Strategy that outlines the City’s interventions pertaining to priority areas of the national policy. A draft strategy is in place and requires fnal consultations with both internal and external stakeholders. Thereafter the amendments will be effected and the fnal strategy will be submitted to Council for approval by November 2018.

16.4 Windhoek Investment Promotion and Incentives Strategy

A Request for Proposal from service providers was advertised on 24 November 2017 with a closing date of 19 January 2018. Following the evaluation of the technical proposals by the BID Evaluation Committee, the items were served before the Procurement Committee on 25 April 2018. The procurement process was fnalised and the allocation was approved by the Procurement Committee on 12 July 2018. Pending the fnalisation of the agreement, the consultant is expected to complete the project within six months (quarters 1 and 2 of 2018/2019).

16.5 Economic Development

The country-wide economic downturn negatively affected Windhoek’s economy resulting in increased unemployment levels and decreased buying power. This resulted in a number of businesses having to close due to a decline in sales in the retail sector and insuffcient income from Commercial Leases. The City’s response was to counteract the impact of said economic downturn by offering various training programmes and projects as highlighted below:

Special Project: Greenbuilding Construction (Pty) Ltd Waterfront and Residential Development – A Deed of Sale and development agreement was signed for implementation.

Youth Entrepreneurship Development Strategy: – Launched with online youth registration (a total of 101 youths registered during the year under review).

In addition, the following training programmes were offered:

Table 17.Economic Development Training Programmes

Training Programmes Number of Participants

Kongalend Financial Service (KFS) Business Finance Educational Sessions 204 Personal Health and Hygiene Educational Sessions 77 Personal Health and Hygiene Day 150 Kongalend Financial Service (KFS): Group Loan Information Session 17 Safety and Security Educational Session 104 Leadership and Market Management Training 49

Based on the supportive environment created at the Bokamosa Enterprenuerial Centre, the following successes were reported:

Bokamoso Entrepreneurial Centre tenant, Talamo Foods - products are being sold at Spar and Shoprite retail stores.

Annual Council Performance Report 2017/18 89 Bokamoso Entrepreneurial Centre tenant, Ingo ShanyEngana received equipment to the value of N$200,000.00 from the Equipment Fund of the Ministry of Industrialisation, Trade and SME Development.

Bokamoso Entrepreneurial Centre tenant, Martha Awaala (fashion designer) contracted by COSDEC to provide training.

Interest in the purchase and/or long-term lease of the former Ramatex complex heightened following the Supreme Court Judgment of 17 January 2018 in favour of Council.

Bonsmara Street Market - Council per Resolution 267/08/2007 approved Erf 8219 for the development of a market. The then Ministry of Trade and Industry availed an amount of N$3,512,673.00 during 2014 towards the development of the market. The construction of the market is currently underway and will cost approximately N$5.5 million. The City will provide additional funding for the completion of the project. The construction of the market will be completed on 26 September 2018 at a cost of N$4,647,084.34 (VAT inclusive). The market will accommodate approximately 68 traders.

16.6 Priorities for 2018/2019

All the above policies/strategies are scheduled for development and approval by 30 June 2019. The City will also focus on the following projects in the new fnancial year (2018/2019):

Upgrading of Erf 6296 Katutura and the development of new market.

Development of market at Erf 326 Kleine Kuppe for the current Truck Port Traders.

Completion of the following key strategic documents:

Review of Special Projects Policy.

Special Rating Area Regulation.

Implementation of new Outdoor Advertising Tariffs for 2018/2019.

Implementation of the Windhoek Economic Index which will enable the collection and analysis of key economic data and trends to inform decision-making and policy making.

Alignment of the planning and budgeting cycles and coordination of projects with internal stakeholders.

Finalisation of the legal status of Ramatex land and assets.

Development of land register and allocation of land for business development and investment promotion.

16.7 Groot-Aub

On 30 September 2011 (via Government No. 4801, Notice No. 184), the then Minister of Regional and Local Government, Housing and Rural Development, Honourable Jerry Ekandjo, altered the Windhoek municipal boundaries. The alteration effectively increased the municipal boundaries’ size from 64,586.03 hectares (645.86km²) to 514,216.59 hectares (5,142.17km²), in line with section 4(1)(b) of the Local Authorities Act, 1992 (Act No. 23 of 1992), which empowers the Minister to alter the boundaries of a local authority.

90 Annual Council Performance Report 2017/18 The boundary was extended northwards, to the boundary with the Otjozondjupa Region, eastward to Seeis, southward to the boundary with the Hardap Region and westward to Baumgartsbrunn. The altered boundaries include Farm Groot-Aub (No. 267) on which the Groot-Aub settlement is located. The settlement is situated on farm Groot-Aub (No. 267) and is approximately 55 kilometres south of Windhoek. The settlement falls under the jurisdiction of the Rehoboth Deeds Offce and for that reason, ownership of land in the area is through land titles (mostly undivided portions) issued by the Rehoboth Deeds Offce in line with ‘The Registration of Deeds at Rehoboth Act No. 93 of 1976’. The laws applicable in the old municipal boundary are applicable in the extended boundary area.

Before the alteration to the municipal boundaries, areas such as Groot-Aub, Omeya, Finkenstein, Herboths Blick, and Sungate fell under the direct administration of the Khomas Regional Council. The alteration shifted the responsible party from Khomas Regional Council to the City of Windhoek following a number of processes. These processes included, inter alia the transfer of Farm Groot- Aub (No. 267) from Government to the City of Windhoek via a land grant and appending the Aris Town Planning Scheme (which includes Omeya Golf Estate) and the Kapps Farm Town Planning Scheme (which includes Finkenstein, Herboths Blick and Sungate) to the Windhoek Town Planning Scheme.

The then Minister of Urban and Rural Development, Right Honourable Sophia Shaningwa, subsequently handed over the settlement of Groot-Aub and the land title to the City of Windhoek on 8 September 2017. Prior to the offcial handover, the area contended with several challenges such as inadequate basic services and a disorderly settlement pattern, which affected the quality of life of residents living there. The purpose of the handover was to restore and ensure effcient and effective municipal service delivery to the Groot-Aub communities. The City of Windhoek now serves as the implementing agency responsible for ensuring that all social dynamics pertaining to improved livelihoods (affected by a lack of and/or inadequate basic services such as running water, electricity and the land occupation trends) are adequately addressed.

The Groot-Aub settlement is divided into Groot-Aub Extension 1,Groot-Aub Proper and Groot-Aub (Extension 2), with the total population indicated below:

Groot Aub Proper: 2,119 Groot Aub Extension 1 5,130 Groot Aub Extension 2 172 Total 8,977

16.7.1 Priorities for 2018/2019

Finalising the socio-economic survey data analysis, fndings and recommendations.

Immediate billing since all the owners have registered and clientele accounts can be created.

Signing of leaseholds with the farmer as over 300 farm plots have been visited and registered.

Finalisation of the procurement process for the implementation of the water infrastructure project (N$5 million secured from MURD is in the City’s coffers).

Annual Council Performance Report 2017/18 91 16.8 Environmental Sustainability

16.8.1 Integrated Climate Change Strategy and Action Plan

The City commenced with the development of its Climate Change Strategy and Action Plan which will serve as a framework to respond to climate change. Two workshops were held to solicit inputs from various stakeholders. The strategy is almost 80% complete and will be fnalised by the end of September 2018. Once fnalised, the strategy will strengthen climate resilience.

16.8.2 Environmental Impact Assessment (EIA) Commissioning and Review

The City has enforced the need for EIAs for all listed activities undertaken in its area of jurisdiction. In addition to the need to comply with the Environmental Management Act, EIAs are also used to understand and address the environmental consequences of particular projects and activities. The City reviewed all EIAs of developments in Windhoek before submitting them to the Ministry of Environment and Tourism for the issuance of Environmental Clearance Certifcates. The review of EIAs has ensured that the impact of development on the environment is minimised.

16.8.3 Environmental Audits

The City initiated environmental audits for all major industries in Windhoek during the year under review. This is a systematic, documented, periodic and objective evaluation of how well the environmental management systems of these industries are performing. Of the more than 30 businesses audited thus far, 70% are compliant (i.e. in possession of Environmental Clearance) and 30% are not compliant and have been issued with notices accordingly. The long-term aim is to ensure that all major industries in the City are 100% complaint and are managing their impacts on the environment properly.

16.8.4 Sand Mining Policy

The City’s policy to regulate sand mining was approved in July 2017. Unregulated sand mining activities pose a serious threat to the environment. This policy will therefore help the City to regulate sand mining activities and improve environmental sustainability of this activity.

16.8.5 FRACTAL Project

This project is implemented in collaboration with UNAM and the University of Cape Town (UCT) and is funded by the UK Government. Its main aim is to assist the City in streamlining climate information into decision-making. To date, 2 Learning Lab sessions were held as part of this project.

16.8.6 Windhoek-Bremen Climate Partnership

The City of Windhoek and Bremen signed the Windhoek-Bremen Climate Partnership MOU in August 2017. This will be a 2-year project whereby both cities jointly develop a programme of action for climate change mitigation and adaptation. The kick-off workshop for this project took place in Bremen, Germany from 9 – 11 October 2017 and was attended by the City’s Chief Executive Offcer and 3 offcials. This project will further contribute to the City’s goal of becoming a climate resilient city.

92 Annual Council Performance Report 2017/18 16.8.7 Transformational Leadership Training on Climate Change

The Windhoek Transformational Leadership on Climate Change training programme took place from 18 - 19 April 2018 at Roof of Africa Hotel, Windhoek. This training was organised for City of Windhoek and Constituency Councillors to equip them with knowledge that will allow them to move away from the ‘business as usual’ way of decision-making and mainstream climate change into city planning and practices. Councillors and technical staff from the town councils of Okahandja, Walvis Bay and Rehoboth were also invited to the training.

16.9 Priorities for 2018/2019

Conduct the Strategic Environmental Assessment to guide development in Windhoek

Finalise the Integrated Climate Change Strategy and Action Plan

Develop Sand Mining Regulations

Review Integrated Environmental Policy

Develop Environmental Management Regulations

Develop a framework for the Environmental Education Centre

Develop an Operational Framework for Waste Oil Collection

Engage ICT to assist with integrated systems and the automation of processes

Secure funding

16.10 Public Health

Increased public health emergencies / outbreaks were experienced by the City during the year under review, especially with respect to Congo Fever, H1N1 Infuenza (which was reclassifed as a seasonal infuenza) and Hepatitis-E. Since 14 December 2017, when the Hepatitis-E outbreak was offcially declared by the Ministry of Health and Social Services, the outbreak has persisted and has not yet been contained, especially in areas with limited water and toilet facilities.

16.10.1 Hepatitis-E Outbreak

As at 5 August 2018, a cumulative total of 2,102 cases was reported and classifed as follows:

122 laboratory confrmed

1 equivocal (unclear)

1,868 suspected/probable/Epi-linked

42 discarded

69 cases have pending results.

A total number of 93 patients were reported during epidemiological week 31 (30 July - 05 August 2018) compared to the previous weeks when fewer cases were seen. During epidemiological week 30 (23 - 29 July 2018) a total of 89 cases were reported compared to 77 recorded during week 29 (16 - 22 July 2018). This is a clear indication that cases are on the increase as highlighted below:

Annual Council Performance Report 2017/18 93 Of the cumulative total of 2,060 cases (suspected/epi-linked and confrmed), Havana and Goreangab informal areas remain the most affected with 1,121 (54.42%) and 476 (23.12%) of the total reported cases, respectively.

Other residential areas such as Hakahana, Okuryangava, Ombili, Greenwell Matongo and Otjomuise have reported a combined total of 268 (13.01%), ranging between 22 - 76 cases. The remaining 208 (10.09%) are from other informal areas within Windhoek.

A total of 18 deaths were reported thus far of which 8 were maternal deaths, 2 being non- pregnant females and 8 males.

The most affected age groups are those aged between 25 - 34 years totalling 974 (47.28 %) followed by 35 - 44 years totalling 542 (26.31%) years and 327 (15.87%) among adolescents and young adults (16 - 24 years).

The least number of cases 83 (4.03%) was reported among children under the age of 15 years.

Most of the patients affected were males 1,256 (60.97%) compared to females 846 (41.07%).

16.10.2 Listeriosis Update

Since the alert of the Listeriosis outbreak in South Africa, Namibia took precautions to avert and/or control any possible outbreak with no reported cases to date.

16.11 Priorities for 2018/2019

The following priorities are planned:

Men’s Health and Wellness Campaign Health and Hygiene Promotion Month (September 2018) and Offcial Commemoration – October 2018 Commemoration of World AIDS Day – December 2018 Continued implementation of the City of Windhoek’s Hepatitis-E Outbreak Emergency Response Plan. Implementation of the City of Windhoek’s HIV/AIDS Strategic Plan( 2017–2022) Review and update of the City Health Profle and City Health Plan

Progress against the above strategic objectives is fair with signifcant effort made in the Emergency and Disaster Risk; Youth Development and OVPs Supported; and Environmental Sustainability KPAs. However, Capital Project fncing remains an organistional challenge and in this respect, the city will need to fnalise a sustainable fnance model.

94 Annual Council Performance Report 2017/18 Mr. L Narib Strategic Executive: Infrastructure Water & Technical Services

Annual Council Performance Report 2017/18 95 17. INFRASTRUCTURE, WATER AND TECHNICAL SERVICES

Theme 1: FINANCIAL SUSTAINABILITY

Strategic Objective: Ensure revenue enhancement and protection

KPA KPI Target Actual 17. 1 Revenue Collection: Prepaid Water Meter Strategy Prepaid Water Meter The KPA ensures that all revenue received by the City, 31 December Not Strategy including revenue received by any collecting agency on 2018 achieved (Approval its behalf, is effectively collected and protected in line with date) services provided to customers.

The approval target date of 30 June 2018 was not met and the draft strategy has been circulated for further inputs. The piloting of 60 pre-paid water meters commenced regardless and will take 6 months to complete.

17.1.1 Priorities for 2018/2019

Finalise the pre-paid Water Meter Strategy for Council approval

Monitor the piloting phase over the next 6 months

Benchmark with Walvisbay and Swakopmund Municipalities to learn from their experience regarding the implementation of pre-paid water meters

Strategic Objective: Diversifcation of reliance on bulk supply

KPA KPI Target Actual 17.2 Alternative Water Supply: Direct Potable Reclamation Plant

This KPA refers to the City’s pursuit of the overall strategic goal of maximum reuse and optimisation of available water sources and minimising internal losses. Given the location of Windhoek in the Establishment central highlands where no natural water sources are found, it is of additional a fact that NamWater/GRN, and by extension the City, have fully 90% DPR Plant (% 10% utilised all available water sources. This is the primary reason why Progress vs. the GRN is currently pursuing two water supply alternatives to Project Target ) augment the ailing existing supply scheme, namely:

Supply from the Okavango River +/-800km away. Desalination at the Central Coast +/-350km away.

Water supply to the Central Area of Namibia (CAN) has been under duress for the past fve years as demand in the CAN slowly surpassed the sustainable yield of the supply sources. Windhoek, as main consumer of potable water in the CAN, has therefore been under constant threat. The issue is not limited to the safe supply of water to all residents but, also has bearing on the economy of the CAN and therefore Namibia as a whole.

96 Annual Council Performance Report 2017/18 The President of the Republic of Namibia, His Excellency Dr Hage G. Geingob established a Cabinet Committee on Water Supply Security to address and resolve the imminent impact of drought on Namibia’s economy and its citizens.

A technical committee of experts, among which include the major role-players (e.g. the City of Windhoek and NamWater under the chairmanship of the Ministry of Agriculture, Water and Forestry), was established by the Cabinet Committee with the aim of continuously reviewing the current capacity of water in the CAN, to thereby ensure continuous supply for a period of at least 2 to 3 years.

There are 3 sources of supply to Windhoek namely:

The 3 NamWater-owned dams (Omatako, Swakoppoort and Von Bach);

The Potable Reclamation Facility at Gammams;

The Windhoek Managed Aquifer Recharge Scheme (WMARS).

The capacity of these 3 sources, as well as the impact of Water Demand Management, is reviewed on a continuous basis to ensure a long-term sustainable solution.

The City of Windhoek will be under some degree of water stress until an alternative source of supply to the CAN is implemented. The City has developed a set of water-saving guidelines for the public depending on the level of Water Demand Management that needs to be achieved.

The frst operational reclamation plant in the world was commissioned in Windhoek in 1968. Windhoek has been the world’s benchmark for reclamation ever since. The current water scarcity once again highlights the value of this project in safe-guarding supply to residents and contributing to the economic stability in the country.

The Gammams Water Care Works is in need of upgrading and expansion, which will invariably increase the amount of high-degree fnal effuent that will be purged to nature. In a water-strapped environment, it makes more sense to reuse this valuable resource hence, the City’s launch of a project to increase the reclamation capacity.

The City appointed consultants to investigate the technical, health and ethical requirements for the development of such a plant to ensure it corresponds to world-wide acceptable standards. A technical proposal for the facility was developed based on these standards and the next step will be to pilot the proposal.

Progress against the annual target of 90% is at 10% for the period ended 30 June 2018. The bid documents for the construction and operation of the pilot facility were completed. The initial target of 90% was however over-ambitious and CAPEX funding remains a challenge. The project is also a very high-profle one and needs due diligence during the entire process to ensure its acceptability to the residents and stakeholders.

Annual Council Performance Report 2017/18 97 17.2.1 Priorities for 2018/2019

Secure full funding for the above project and fnalise the pending tender process

Run the pilot plant to test the proposed technologies before the fnal and full design is prepared

Theme 2: Social Progression

Strategic Objective: Increase access to services

KPA KPI Target Actual 17.3 Basic Services

Expansion of Communal Water Network

The Basic Services KPA refers to the provision of basic services # Residents (i.e. water, electricity, sanitation, solid waste management Served with Basic and roads) in informal areas. Sanitation in informal settlements Services before will receive high priority during the strategic period. Formalisation 2,000 16,000 (i.e. Expansion of Furthermore, the provision of basic services in informal areas Communal Water is an ongoing concern of Council. It is estimated that there Network) are currently 124,000 residents in informal areas and that this number grows at about 7% per annum. This places a continuous strain on the City’s fnancial and human capital resources.

The above target was based on an estimate of 40 new standpipes reaching at least 50 residents per standpipe. The City completed approximately 16km worth of pipelines to supply water in previously unserviced areas. This will feed approximately 200 standpipes of which the locations of the frst 152 have either been installed or identifed. It is estimated that approximately 16,000 people gained access to water through this exercise.

It must be noted that the original plan was to address requests sent to the City and identifed shortages. To date, the City has managed to install 60 new standpipes under its normal efforts plus an additional 76 locations (152 standpipes) under the Hepatitis-E (Hep-E) drive. The Hep-E drive also included about 17.5km of new pipelines, which increased the provision of water points but at the expense of future planning, as personnel had to be re-allocated to the design and construction only. The City spent N$4.6 million of the N$5 million budgeted in realising above effort.

All services need to be installed in open areas amongst informal dwellings. This makes progress slow and the contractor cannot use large industrial equipment therefore pipelines need to be installed in an unplanned way to minimise the impact on residents and dwellings.

The division responsible for WATSAN has limited personnel but is equally responsible for all water and waste water projects in the city. This means that any additional requirements, like the Hep-E project, impacts on other planned work. The division attempted to address this by hiring students and interns to assist in order to try to avoid hampering the development of a master plan and loss of precious time.

98 Annual Council Performance Report 2017/18 While there is no masterplan in place yet, a survey has, in the meantime, been conducted to establish the status quo of basic services on which future planning will be based. However, planning, was stalled due to a lack of qualifed and experienced staff. The City will, for the near future, respond to queries submitted whilst trying to establish a long-term plan at the same time.

17.3.1 Priorities for 2018/2019

The City will continue its efforts to provide basic services and formulate a short to medium-term implementation plan. However, this process will take a considerable amount of time given the limited resources.

KPA KPI Target Actual 18. BASIC SERVICES % Progress Council Upgrading and Development Programme vs. Council (existing gravel arterial roads in Havana) Upgrading and Development 90% 50% The Basic Services KPA refers to the provision of basic Programme services (i.e. water, electricity, sanitation, solid waste (existing gravel management and roads) in informal areas. Sanitation in arterial roads in informal settlements will receive high priority during the Havana) strategic period.

The upgrading of existing arterial roads in Havana is at 50%. The existing construction phase is completed with minor outstanding issues. The Bid Evaluation for Phase 2A is awaiting approval from PMU. However, it must be noted that budget constraints resulted in the deferment of Phases 8 and 9.

KPA KPI Target Actual 19. BASIC SERVICES

Refuse Collection (Informal Areas) % Informal Areas The Basic Services KPA refers to the provision of basic services Receiving Refuse 95% 95% (i.e. water, electricity, sanitation, solid waste management Collection Services and roads) in informal areas. Sanitation in informal settlements will receive high priority during the strategic period.

As at 1 February 2018, the cleaning of the city including informal areas has drastically improved due to the better reach and direct supervision of cleaners by the city.

Annual Council Performance Report 2017/18 99 19.1 Priorities for 2018/2019

The City remains committed to extending its refuse collection reach to more informal areas in the new fnancial year.

KPA KPI Target Actual 20. BASIC SERVICES:

(Kupferberg) Project-Feasibility Study Phase % Completion of Extension to Existing Landfll The Basic Services KPA refers to the provision of basic 100% 85% Site (Kupferberg) services (i.e. water, electricity, sanitation, solid waste Project-Feasibility management and roads) in informal areas. Sanitation in Study Phase informal settlements will receive high priority during the strategic period.

Progress against the pre-feasibility stage of the project is now at 85% and the project is on track. There were some challenges experienced with the EIA in that internal stakeholders required additional information.

20.1 Priorities for 2018/2019

Consultations will be held in Quarter 1 of 2018/19 with the view to submitting the revised EIA reports to the Ministry of Environment and Tourism for approval and clearance.

Theme 2: INFRASTRUCTURE DEVELOPMENT

Strategic Objective: Improve water security

KPA KPI Target Actual 21. Windhoek Managed Aquifer Recharge Scheme (WMARS)

The KPA seeks to strengthen the resilience of the % Completion vs. Project population and economy of Windhoek and surrounding Progress (Development central areas to climate variability, through an of Extraction and 45% 40% expanded aquifer recharge system. The expected key Recharge Capacity of result is increased resilience and enhanced livelihoods WMARS) of the most vulnerable people, communities and regions. About 43,000 direct benefciaries will gain from improved water provision in periods of drought.

The City seeks to fully develop the abstraction and recharge capacity of the WMARS which is currently about 40% completed. The tasks aimed at the development of this project are:

Investigation into the water treatment requirements for water abstracted from the WMARS.

Investigation and exploratory drilling to locate 18 new boreholes.

Investigation into the aquifer boundaries and risk identifcation.

A bid for the investigation and siting of additional boreholes was invited and is currently being

100 Annual Council Performance Report 2017/18 evaluated. This project involves the drilling of additional boreholes to increase the abstraction capacity. This will be done after the geological exploration project is completed. Linked to this is the upgrading of an existing pipeline-system to allow for an increased recharge-capability.

The extent and scope of the project requires continuous interaction with various stakeholders. Although the protection of the aquifer is sheltered under the Town Planning Scheme, the City needs to ensure zero-tolerance to pollution risk as this is a source of national strategic importance.

21.1 Priorities for 2018/2019

A bid for the investigation and siting of additional boreholes was invited and is currently being evaluated. Once the bid is evaluated and fnances are secured, a consultant will be appointed.

22. BASIC SERVICE PROVISION IN INFORMAL AREAS

During the year under review, the City installed 20 additional toilets in the informal areas bringing the total facilities to 1,204. Approximately 17km of bulk water lines, 3.8km of reticulation lines and 86 standpipes have been installed at a value of almost N$5 million. Most of the efforts were aimed at areas where the Hepatitis-E outbreak occurred.

Progress against the strategic plan pertaining to the provision of basic services in informal areas is ultimately fair, with signifcant achievements reached in the areas of refuse collection services and access to water for 16,000 residents. That said, funding remains a challenge and will require concerted efforts to secure the necessary funds for capital projects.

Annual Council Performance Report 2017/18 101 Mr. MG Mayumbelo Strategic Executive: Human Capital & Corporate Services

102 Annual Council Performance Report 2017/18 23. HUMAN CAPITAL AND CORPORATE SERVICES

Theme 1: GOVERNANCE AND FINANCIAL SUSTAINABILITY

Strategic Objective: Promote Duty of Care

KPA KPI Target Actual 23.1 Leadership Development

The Leadership Development KPA refers to the most critical ingredients needed to improve service delivery and adapt to changing customer and stakeholder expectations. As such, this strategic period is focused on continuous leadership development and investment to overcome the challenges below:

Loss of institutional knowledge due to staff attrition and a lack of succession planning. # of Leadership Diffculty in attracting suitably qualifed staff. Programmes 2 2 Diffculty in retaining skills and capacity to meet increasing Completed per service delivery demands. Annum The need for technological advancement to keep up with customer needs. Inability to create clear career paths for staff members.

It must be noted that leadership development is competency- based rather than only academically-based. This new approach affords more staff members the opportunity to participate in Leadership and Supervisory Development programmes.

The annual target of 2 leadership development programmes per annum (initially aimed at Strategic Executives only was reviewed to be more inclusive of both supervisory and staff members up to Paterson C2 level).

The tender for the provision of Supervisory and Leadership Development Programmes was successfully awarded to a service provider and fnal negotiations should be concluded by August 2018.

Annual Council Performance Report 2017/18 103 23.2 Priorities for 2018/2019

The City will focus on nominating participants and fnalising the negotiations with the successful service provider.

Theme 2: SOCIAL PROGRESSION

Strategic Objective: Empowerment of youth, orphans and vulnerable persons (OVP’s)

KPA KPI Target Actual 24. YOUTH, ORPHANS AND VULNERABLE PERSONS (OVP’s) SCHOLARSHIPS AWARDED # of The KPA ensures that all revenue received by the City, including Scholarships 10 0 revenue received by any collecting agency on its behalf, is effectively Awarded collected and protected in line with services provided to customers.

The initial target of 176 was reviewed for the 2018/19 fnancial year due to budgetary constraints and the non-materialisation of the agreement between the City of Nanjing and City of Windhoek regarding scholarships. As a contingency plan, the City will continue to seek other bursary/ scholarship opportunities through partnership agreements.

Moreover, the Human Resources Development Policy was amended and will be submitted for Council approval. A total of N$949,998.00 was budgeted for bursaries and/or scholarships for the year under review.

KPA KPI Target Actual 24.1 Youth, Orphans and Vulnerable Persons (OVP’s)

Internships Per Annum # of Internships Per 176 216 The KPA refers to the number of internship opportunities awarded to Annum students per year as part of the City’s contribution towards youth development and employment experience.

The target of 176 internships was exceeded with a total of 216 as at 30 June 2018. The interns were equitably sourced from tertiary institutions registered with the Namibia Qualifcations Authority (NQA) and vocational training centres. Internships are offered over a broad spectrum of disciplines and functional areas.

The City prides itself in its efforts relating to the empowerment of youth, orphans and vulnerable persons. The City made a strategic decision during the 2017/2018 fnancial year to deliberately afford young students and graduates, internship opportunities for the beneft of both the organisation and interns.

The internship programme remains an invaluable contribution to City operations particularly, regarding community-related interventions (e.g. community capacity building and engagement programmes during Hepatitis-E outbreak).

104 Annual Council Performance Report 2017/18 24.2 Priorities for 2018/2019

The following priorities are envisaged:

The identifcation of bursary/scholarship needs as per the long-term workforce plan

The adjustment of internship wages for 2018/2019

The expansion of the Internship Policy to cater for Graduate Development will be fnalised

25. LABOUR RELATIONS

Labour Relations refers to the system in which Council, employees and their representatives set the ground rules for the governance of work relationships. This governance framework is achieved through the promotion of sound labour relations and fair employment practices aimed towards the achievement of the organisational objectives and legislative requirements.

The Labour Relations Division is responsible for inter alia the provision of labour relations training and awareness, trade union relations management; co-ordination of grievance, disciplinary and incapacity enquiries; and monitoring of the labour climate in the organisation.

The following highlights were recorded for 2017/2018:

Labour Relations Training for Managers and Supervisors

Continuous information sharing with identifed divisions/departments

Implementation of the Performance Management System (PMS) to enhance the individual performance by aligning their expectations with the organisational objectives, with the aim of improving productivity and boosting employee morale

25.1 Union - City Relations

The relationship between Council and Namibia Public Workers’ Union is moderate with the following engagements ongoing to foster sound relations:

Bi-monthly meetings between the Trade Union, Human Capital and Corporate Services management continued to take place in order to discuss and agree on operational issues of mutual interest

Quarterly meetings held with the Chief Executive Offcer to brief them on strategic issues

The dissemination of information is also facilitated via the Labour Relations Division using various communication platforms such as road shows and newsletters.

25.2 Priorities for 2018/2019

An organisational culture survey

The review and approval of the Industrial Relations Policy and Procedures following the amendments of the Local Authority Act, 23 of 1992 as gazetted on the 24th April 2018

Training of all staff members and Councillors on the revised policy

Continuous information sharing on the workplace rules.

Annual Council Performance Report 2017/18 105 CEO‘s road shows regarding the strategic imperatives and values.

Regular engagements with the Occupational Health, Safety and Wellness and Human Resources Development teams to develop department-specifc interventions to address disciplinary/behavioural and psycho-social issues; and empower supervisory and management staff.

Signifcant effort is required in terms of behavioural change management and regular training for both staff and management with emphasis on supervisory and management effectiveness; confict resolution; communication and diversity skills; and personal development opportunities. Therefore, 2018/2019 will be transformational in terms of fostering a more positive human resources and labour relations climate and living the values of teamwork, customer focus, communication, fairness /equity and integrity.

26. OCCUPATIONAL HEALTH, SAFETY AND WELLNESS

Occupational Health, Safety and Wellness (OHSW) is managed with a strong compliance focus, a solid understanding of a Health, Safety and Wellness system and a frm grasp of legislative requirements as per Chapter 4 of the Labour Act, 2007 (Act No. 11 of 2007) and Regulations Relating to the Health and Safety of Employees at Work (Notice 156 of 1997).

The City is committed to the consistent management and control of OHSW risks, to acceptable levels. However, this requires leadership understanding of the hazards created by work activities and to continuously assess and manage the associated risks in a sensible, proportionate manner.

The current state of OHSW at the City is highlighted below:

The fve-year OHSW Strategic Plan is in draft form and will be circulated for additional inputs.

Supervisors and employees are inducted with regard to OHSW functions.

Health, Safety and Wellness training sessions have increased awareness and led to improved co-ordination and commitment from supervisors and employees.

There are indications that a positive OHSW culture is emerging in everyday operations.

Particular achievements of the OHSW during the year under review are highlighted below:

Commemoration of World Health and Safety Day - to increase awareness and disseminate latest information regarding the vulnerabilities of young workers and to help them change their attitudes towards occupational health and safety matters.

Health and Safety Representative training – Health and Safety Representatives are part of Health and Safety structures as per the Labour Act. They are offered training to help with workplace inspections, accident and incident reporting, emergency preparedness and identifcation of hazards in the workplace.

Management training on Occupational Health and Safety – espouses the cornerstone principles of health and safety. The training is mandatory and requires leaders to demonstrate leadership and commitment to occupational health and safety and to assume responsibility and accountability for the prevention of work-related injuries and ill health. Management is also expected to implement recommendations from workplace inspections and investigations.

106 Annual Council Performance Report 2017/18 Departmental Supervisory information sessions – increasing accountability and responsibility for Managers and Supervisors to recognise that they infuence the OHSW culture in work areas and that their behaviour is key to ongoing improvement.

Defensive Driving training to improve driving skills and thereby curb vehicle accident rate.

Peer Educator training – peer educators trained on how to communicate and share information regarding the effects of psycho-social issues and, if needed, to make referrals to the City’s Wellness Offcers.

Financial Management training – to empower employees and enable them to manage their fnances better.

Commemoration of World AIDS Day – raise awareness on HIV transmissions using gender- based violence as a case study and analysing the role of male engagements in reducing new infections.

Mental Health campaigns – to promote duty of care to employees whose occupation (e.g. Emergency Services, City Police, Public Transport) exposes them to occupational risks that may affect their mental well-being.

Addiction campaigns – increase awareness on non-communicable and modifable risk factors to empower individual employees to learn how to cope and manage problems instead of resorting to substance abuse.

Wellness screenings – to obtain statistical data and develop informed health and wellness programmes.

26.1 Priorities for 2018/2019

The priorities for the next year will see an increased drive in OHSW efforts aimed at contributing towards the City’s fnancial targets by minimising preventable costs associated with non- compliance, bridging behavioural gaps resulting in high absenteeism and mental health issues, improving attitudes, empowering management levels, streamlining processes and monitoring efforts. Some of the initiatives to address the above are as follows:

Finalising the OHSW Strategic Plan (2018-2022) and implementing programmes with risk reduction targets.

Finalising, work-shopping and communicating OHSW policies with all relevant stakeholders.

Facilitating regular departmental engagements to address specifc problems as part of joint problem-solving initiatives.

Establishing the OHSW Corporate Committee to address OHSW concerns.

Strengthening illustrated injury on duty and vehicle accident information awareness efforts.

Introducing mandatory defensive driving skills training and a two-year City driving licence permit to all assigned drivers.

Streamlining the investigation of vehicle accidents and injury on duty processes.

Establishing the effective co-ordination of contractors with relevant stakeholders (Procurement Management Unit) and including them in the City’s OHSW programmes.

Employee self-referrals and empowerment mechanisms to take responsibility for managing personal and/or work-related problems.

Annual Council Performance Report 2017/18 107 Empowering supervisors/managers by providing them with correct information on the procedures on how to deal with OHSW cases (an OHSW Supervisor’s Information Session initiative) was developed for this purpose, and is ongoing.

Trauma Debriefng Training to manage stressful incidents and minimise post-traumatic stress disorders.

The OHSW function plays a supporting role in infuencing compliance to the Labour Act of 2007 and fostering desirable behaviours necessary for creating a safe and healthy working environment for employees’ well-being. All employees are responsible for OHSW and are encouraged to play their role in identifying risky behaviour among fellow employees and to report potential hazards.

The OHSW Division will continuously strive to understand the diverse and constantly changing nature of work and develop responsive interventions to help all employees navigate and balance work-related and social demands.

27. STAFFING AND REMUNERATION

The City is an equal opportunity employer which ensures equality of employment opportunities for all Namibians regardless of race, colour, gender, national origin, sex, age, ethnicity and mental or physical disability. The City is committed to attracting the right people with the necessary potential and competencies, at the right time. The City’s total staff complement as at 30 June 2018 stands at 2,719 for all positions and at all levels for permanent and temporary fxed-term contracts.

The City’s Policy on Affrmative Action (AA) revolves around 3 basic goals, namely:

To promote equal employment opportunities in the workplace.

To take positive steps to ensure that designated groups (representing the diverse Namibian ethnic groups) are represented in all positions and at all levels.

To remove barriers to employment and advance designated groups by overcoming the effects of historic and systemic discrimination.

The Employment Equity Commissioner awarded the City an Affrmative Action Compliance Certifcate during 2017/2018 which refects the City’s adherence to its AA Policy.

27.1 Priorities for 2018/2019

Moving forward, the City will embark on a workforce planning exercise aimed at establishing a workforce plan and budget that is aligned to the City’s strategic imperatives. Short, medium and long-term labour forecasting will need to refect the organisational needs and provide fexible response plans based on the ever-changing environment. To this end, the up-skilling of existing Human Capital staff in workforce planning and analytics is required, in addition to the development of a Workforce Planning Policy.

The City will also focus on developing a Staffng and Retention Policy and revising the Remuneration Policy.

108 Annual Council Performance Report 2017/18 28. CORPORATE SERVICES

The main responsibilities of the Corporate Services function include:

Electronic Records and System Management and Control of Postal and Courier Services in terms of planning, organising, directing and evaluating responsible for customer service and operational activities of the City’s courier and postal services.

Management and Control of the catering function for Council, Management Committee and other high level functions as directed.

Management and control of Protection Services to ensure the protection of Council’s physical assets and revenue assets in terms of protection of cash halls.

Management and control of Council’s cash-in-transit as part of revenue protection.

The provision of adequate protection and security to the Chief Executive Offcer and Councillors through relevant established guidelines and protocols.

Building access control.

Management and control of all activities required for systematic controlling, the creation, distribution use and maintenance and disposition of recorded information maintained as evidence of business activities and transactions.

Management and control of Corporate printing and binding involving corporate documents/ books and other publications or the fnishing of printed products by hand or machine.

Annual Council Performance Report 2017/18 109 The table below refects the key projects of the Corporate Services Division.

Table 18.Corporate Services Key Projects for 2017/2018

Relevant Issue or activity at Strategic/Operational Evidence of results in themes and hand in line with the Initiatives addressing this issue practice (current and/or Strategic strategic objective (current and/or potential) potential) objectives

Governance 1. Promotion of Duty 1. Public Safety and Security Facility Security Plan of Care to the Presentation of the Draft blue print. SE: Forum Organisation Security Facility Plan, Item submitted and Budgetary allocations Security presentation done. Facility Plan. Organogram. New Building Biometric access control. SE Forum Council resolutions/ directives. 2. Provide Smart ICT 2. Enterprise Risk Management Services Completion of the risk register Minutes, notices, appointment letters, 3. Organisational Performance certifcates, transfer of Management. personnel, votes and Development of Structure, equipment. draft Corporate and Protection Services Plan Revision of job and SLA’s and Structure descriptions and job Phases 1 - 3 approved. evaluation reports.

Redeployment of Training and current staff, Finalise job development Initiatives descriptions and grades.

Alignment of job descriptions, redesign and adaptations.

Prepare Security Services Plan and present to SE Forum for approval.

Handover of services (on going- related to printing, protection services , archive and registry)

Cleaning services

4. Leadership Development Management Conduct skills audit and develop personal development plans for personnel. Leadership Management Programmes for Management and Supervisory Levels. Benchmark visits.

Financial 3. Ensure Revenue 5. Revenue Collection Facility Security Plan Sustainability Enhancement and Develop Council Facility blueprint Protection Security Policy and SE Forum Item Procedure, Facility Security Plan.

110 Annual Council Performance Report 2017/18 28.1 Priorities for 2018/2019

Secure offce appropriate accommodation. The full completion of the current security revamp and security plan. The sourcing of additional funds for benchmarking. Which may lead to a training manual and guide for internal security approach. Explore supervision and leadership training (i.e. systems technical know-how, computer security, security competence, security vetting).

The City’s Corporate Services function provides essential support services all of which seek to mitigate potentially high security and safety risks. It is therefore imperative that the function is adequately resourced and that the necessary training/up-skilling and recruitment of staff is prioritised in the next fnancial year.

Annual Council Performance Report 2017/18 111 Mr. GW Esterhuizen Strategic Executive: Housing, Property Management & Human Settlement

112 Annual Council Performance Report 2017/18 29. HOUSING, PROPERTY MANAGEMENT AND HUMAN SETTLEMENT

Theme 1: FINANCIAL SUSTAINABILITY

Strategic Objective: Secure strategic funding

KPA KPI Target Actual

29.1 Strategic Funding (Strategic Land Acquisition: Hectares) # of 100ha 0ha The Strategic Funding KPA seeks to obtain funding from external markets Hectares via commercial banks or fnancial institutions for the implementation of strategic projects in line with national development goals.

Two possible sites were offered by plot owners. Technical staff need to establish whether the plots are strategically located for Council’s expansion to offer serviced land. That said, funding remains a challenge.

Theme 2: SOCIAL PROGRESSION

Strategic Objective: Empowerment of youth, orphans and vulnerable persons (OVPs)

KPA KPI Target Actual 29.2 Youth, Orphans and Vulnerable Persons (OVPs): Land Allocations Awarded to Youth # of Land Allocations The KPA ensures that all revenue received by the City, including Awarded to 100 100 revenue received by any collecting agency on its behalf, is Youth (1st time effectively collected and protected in line with services provided to buyers) customers.

A total of 100 erven were allocated to youth in Khomasdal Ext. 6. The statutory process to fnalise the sales and deeds transfers is ongoing.

29.2.1 Priorities for 2018/2019

The City remains committed to allocating land to youth and will continue doing so in the new fnancial year.

30. GENERAL VALUATION ROLL

The table below refects the City’s General Valuation Roll:

Table 19.General Valuation Roll

Market Valuation Interim Valuation Endowment Valuation Rental Betterment Valuation

505 818 21 55 525

The City’s General Valuation Roll with approximately 54,990 properties (excluding sectional titles numbers), was successfully completed at the end of January 2018.

Annual Council Performance Report 2017/18 113 31. GEOMATICS

The following projects were completed under the Geomatics Division:

Relocation and pointing out of beacons to purchasers of municipal erven in the areas of Academia (Extension 1), Khomasdal (Extension 16) and Otjomuise (Extension 4).

Relocation and pointing out of beacons to staff members of the Human Settlement Division in the areas of Havana Proper and Extension 1 for the electrifcation project.

Theme 2: SOCIAL PROGRESSION

Strategic Objective: Increase access to services

KPA KPI Target Actual 32. BASIC SERVICES: UPGRADING AND DEVELOPMENT STRATEGY

The Basic Services KPA refers to the provision of basic services (i.e. water, electricity, sanitation, solid waste management and roads) in informal areas. Sanitation in % Completion of informal settlements will receive high priority during the Upgrading and strategic period. Development 100% 50% Strategy by 30 June The Upgrading and Development Strategy specifcally 2018 seeks to provide a clear picture of informal settlements and the dynamics of informal residential development in the city. It also provides recommendations for interventions that can remedy problems and challenges related to informal urbanisation.

The draft Upgrade and Development Strategy is ready and will be circulated for departmental inputs and sign-off, with fnal approval expected by the end of June 2018.

KPA KPI Target Actual 33. BASIC SERVICES: NEW TOWNSHIPS PROCLAIMED INTERNALLY (GREENFIELDS)

The Basic Services KPA refers to the provision of basic services (i.e. water, electricity, sanitation, solid waste management and roads) in informal # of New areas. Sanitation in informal settlements will receive high priority during Towns the strategic period. 3 5 Proclaimed Internally This KPA specifcally refers to new townships established or proclaimed within a particular period (also known as Greenfelds development). These are the City-initiated townships established to ensure that land is made available to residents.

As at 30 June 2018, 2 townships were approved. This refects a positive trend due to an increase in the number of erven that can be serviced. Two new townships in Khomasdal were approved at the end of January 2018 (consisting of just over 416 erven). The 2 Khomasdal Townships were submitted to the Namibia Planning Advisory Board in June 2018 for approval.

114 Annual Council Performance Report 2017/18 The following townships were also approved:

Rocky Crest (Extension 7) was approved by Council and will be submitted to the Townships Board in due course. Mix Settlement Proper and Extension 1 were approved by Council and submitted to the Townships Board. Approval was obtained for the subdivision of Windhoek Townlands (No. 31) to create seven portions to establish Venus Townships in May 2018. Approval was also obtained for the subdivision of Farm 508 for the purpose of township establishment.

A statistician was also appointed and assumed duty on 15 July 2018.

33.1 Priorities for 2018/2019

The City remains committed to proclaiming more serviceable land. In this regard, 2 townships are planned for submission to Council and an additional 2 townships will be submitted to the Townships Board for approval during the frst quarter of 2018/2019. The standardisation of processes and timeframes is ongoing.

Theme 2: INFRASTRUCTURE DEVELOPMENT

Strategic Objective: Avail serviced land in all land-use categories

KPA KPI Target Actual 34. LAND AND HOUSING DELIVERY # of Serviced Plots The Land and Housing Delivery KPA refers to the Availed in all Land-use 430 0 residential, business, and institutional land availed in all Categories land-use categories. # of Affordable Houses Provided via Mass Housing, 470 0 Windhoek Housing and Build-Together Schemes

# of Serviced Plots 529 214 availed via PPPs

34.1 Serviced Plots Availed in all Land-use Categories

The total number of serviced plots availed for the 2017/2018 fnancial period is zero. This refects negative performance against the initial target of 430. The reasons for this trend are as follows:

Budgetary constraints

Scarce resources concentrating on availing land through Public Private Partnerships (PPPs)

Ambitious initial target

A total of 100 erven were allocated to the youth and 80 to the City’s staff in Khomasdal Extension 16. Sales in Khomasdal Ext 16 are ongoing. The next step will be to proceed with the signing of Deeds, collection of land sales and transfer of ownership of land.

Annual Council Performance Report 2017/18 115 34.2 Affordable Houses Provided via Mass Housing, Windhoek Housing and Build- Together Schemes

The total number of affordable houses provided through the said housing schemes for the year under review was zero. This refects a negative performance against the initial target of 470, the reason being that:

There is a moratorium on the Build Together Scheme since fraudulent activities were detected. The new management team is busy revising the current system to implement improved control measures prior to reactivating the said scheme.

Council approval for an affordable housing programme is expected by the end of August 2018. Numerous houses are expected to be constructed under this scheme once approval is obtained by Council.

A number of houses are also expected to be constructed once the delays in the implementation of the Nantong – Windhoek Cooperation agreement has been resolved.

In addition, the Windhoek Housing Pilot Project with Oluzizi / Amibex in in progress and Sales and Construction Agreements are awaiting signature by the 72 benefciaries following which, construction can commence. To date, seven agreements were concluded. The next steps will be to ensure the signing of the 72 Sales and Construction Agreements and to commence with the construction of the 79 houses.

34.3 Serviced Plots Availed via PPP’s

The total number of serviced plots were availed as at 30 June 2018. This refects 40% of the target number set for the 2017/2018 fnancial year. This achievement is mainly due to erven availed in Phase 2 of Otjomuise Ext 5.

The remaining 159 erven in Phase 3 of Otjomuise Ext 5 are awaiting the completion of the electrical component of services and should be available by September 2018.

Ino Investment offered 95 available serviced plots and Acacia Investment availed 102 serviced plots to the open market.

The next step will be the signing of the respective Deeds of Sale

34.4 Priorities for 2018/2019

The securing of funds

The planning and design of new townships

The recruitment of additional human capital is critical

Ultimately, progress against the above indicators proved challenging due to insuffcient funding and over-ambitious targets. The year under review however set the base for streamlining processes and establishing appropriate checks and balances to mitigate potential fnancial losses. Land and housing delivery remains a critical priority both at local and national levels and all efforts must be made to secure adequate funding and staff to ensure that the national development goals are met within the 2017 - 2022 strategic horizon.

116 Annual Council Performance Report 2017/18 35. CONCLUSION

Overall performance for the year under review is fair with a marked increase in momentum during the fourth quarter (April-June 2018). However, it must be noted that most of the targets set in the Transformational Strategic Plan (2017-2022), are annual and not broken down into quarterly targets. Therefore most of the performance can only be reported on at the end of a fnancial period as refected in this report.

It must also be noted that a number of projects and targets were exceeded during the frst year of the strategic period and for that, I humbly commend all the hard work and team efforts expended.

Still of great concern is the City’s fnancial standing which continues to hamper high-impact projects. Progress against the stakeholder engagement plan is set high on the 2018/2019 Corporate Scorecard, with the deliberate purpose of seeking funding. To this end a funding model is being developed with completion expected in the next fnancial year.

I am encouraged to notice an improvement in the procurement processes and urge departments to stay committed to delivering on their procurement plans and fostering regular engagements with PMU to address respective needs. That said there is further room for improvement from PMU by way of proposing simpler, faster, effective mechanisms of managing the procurement process and advising on various options which enhance the procurement experience for all.

The development of the SMART Cities Strategy will receive high priority in 2018/2019 and will serve as Windhoek’s blueprint for economic growth, investment and social progression.

I hereby also extend my appreciation for the efforts made by all departments to submit monthly departmental reports all of which inform the quarterly organisational performance and fnancial reports. I am cognisant of the amount of time involved in producing said reports and I pledge my commitment towards implementing the QPR system during the 2018/2019 fnancial year by way of reducing the current labour-intensity. However, for the immediate future, I would appreciate your continued support of the Strategy and Performance Management Unit in providing timely and accurate updates which also serve as a repository for previously undocumented performance data. Moving forward, it is the City’s intention to start evaluating the existing performance data in terms of its impact on the City’s strategy, leadership effectiveness, business improvement, change management imperatives and organisational performance. I would like to see more efforts put into fnalising the approval of all outstanding/new policies, frameworks, strategies and the likes going forward. However, I am pleased to see that the City’s Occupational, Health, Safety and Wellness and Labour profles are now part of the quarterly reports.

Lastly, congratulations to all departments for the milestones achieved to date as highlighted earlier. A year has passed and you can all step back, refect and feel proud of the leadership, commitment, examples and high standards you have set and achieved thus far. I am comfortable with progress made notwithstanding the signifcant fnancial challenges. The frst two years of any strategic plan implementation typically do not yield signifcant progress as many foundational elements (i.e. processes, policies, fnancial and human capital constraints, performance management, change management and culture) are not yet determined and/or in place. That said, the City as an organisation is blessed with pockets of excellence at all levels and serve as the basis for ushering in the 2018/2019 fnancial year with renewed vigour, responsibility and innovative inspiration.

Let us continue to improve our value to stakeholders in the spirit of learning, performing with fairness, equity, integrity and transparency!

Annual Council Performance Report 2017/18 117 Mr. JD Davis Strategic Executive: Finance & Customer Services

118 Annual Council Performance Report 2017/18 36. FINANCE AND CUSTOMER SERVICES

36.1 Financial Executive Summary

This report covers the fourth quarter of the 2017-2018 financial year and the forecast into 2018 -2019. Details of signifcant budget variations, reserve movements and the status of Council’s Operating and Capital Projects compared to the Budget are included in the yearly Annual Financial Statements submitted to the Offce of the Auditor General on 28 September 2018.

The annual defcit result of N$814 million compares to a budget of N$505 million. The defcit is mainly made up of N$711 million of non-cash expenditures (e.g. depreciation), which translates to a cash defcit of N$103 million. However, the cash defcit did not impact on our bank overdraft due to improved collection of long outstanding accounts receivable. Non-cash expenditures are signifcantly higher than in the past largely due to the full implementation of International Public Sector Accounting Standards (IPSAS). Under the previous reporting framework of IMFO, some fxed assets and other employee costs (post-retirement medical aid, bonus leave and severance benefts) were understated. Through the full implementation of IPSAS, City’s fxed assets increased from N$3.8 billion to N$51 billion, of which N$34 billion is related to investment properties and N$16.5 billion is related to property, plant and equipment.

The most notable departmental variances for the twelve months are a shortfall of income of N$198.9 million and N$212 million for Electricity and Infra respectively. The two departments have a total negative variance (budget vs actual) of N$200 million and an actual deficit of N$421 million. The net organisational salary savings as at 30 June 2018 was N$78 million largely due to staff vacancies.

Council’s Long Term Financial Plan includes the implementation of an effective Leave Entitlement Management Plan which saw the implementation of forced leave by employees whose leave days exceeded 130 days.

The fnancial strategies developed over the year have not yet been crystalised, pending preparation of an accurate cash fow exercise. The City aims to match the funds from the 2017/2018 fnancial year with savings from more effcient work streams, harnessing technology improvements, implementing new systems, operating procedures and reviewing the City’s service delivery proposition; and enhancement of revenue collection. These savings will provide the capacity to continue to service our growing city.

As indicated in the quarterly reports, the City needs to make signifcant strides in fostering a culture of discipline, investing in the continuous up-skilling of current staff and rigorously implementing IPSAS requirements and engaging the staff on the current state of the City’s fnances. Such efforts will continue throughout the coming fnancial year.

The City fnds itself in its current situation due to decisions taken which were not necessarily commercially viable and in the best interests of the City’s fnances. These included the use of PPPs which reduced the City’s ability to make full use of its main source of income from land sales.

Lastly, the City’s cash fow 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 fow management efforts and preparation of credible fnancial statements for the purpose of sourcing funds for various Capital Projects is currently receiving and will continue to receive much attention during the 2018-2019 fnancial year. In addition, concerted

Annual Council Performance Report 2017/18 119 efforts are needed by way of targeted stakeholder engagements to seek various partnerships and funding to help sustain the City’s service delivery mandate. That said internal synergies especially in terms of information-fow remain a challenge and needs to receive full attention going forward.

It is anticipated that the frst two quarters of 2018-2019 will be particularly demanding as all capital projects will need external funding to be approved by the line ministry, which has brought to a halt all major capital projects. However, with the right attitude, respect for our customer and stakeholder expectations and perseverance, the City will implement a strategy that guides a turnaround of the current fnancial state. In conclusion it must be strongly emphasised that the turnaround is not an event but rather a long and arduous process, to be embraced by all.

Mr. Jerome D Davis Strategic Executive: Finance and Customer Services

120 Annual Council Performance Report 2017/18 36.2 2017/2018 Financial Year

Graph 14.Operating Results 2017/18

The actual defcit for the year is higher than budgeted mainly due to full implementation of IPSAS during 2017/2018.

The adoption of IPSAS resulted in increased fxed asset values and a corresponding increase in depreciation, as well as other accounting adjustments, namely severance pay provisions and post-employment beneft provisions which were not previously accounted for.

Graph 15.Operating Revenue 2017/18

Electricity continues to be the top contributor to revenue followed by water and assessment rates respectively. Government and other grants only accounts for 1% of the revenue which is far below the desired level.

Annual Council Performance Report 2017/18 121 Graph 16.Government Grants

The City received total government and related grants of N$ 51.3 million of which 77% was received from Road Fund Administration and the rest from Central Government.

Graph 17.Operating Expenditure 2017/18

Electricity and employee costs are the top cost drivers, accounting for 61% of the total operating budget.

The employee costs are within industry norms (ranging between 28% - 31%), when compared to other municipalities of similar size.

122 Annual Council Performance Report 2017/18 The amounts owed by government for services provided decreased by 30% from 2016/2017 to 2017/2018, while total accounts receivable decreased by 3%.

Graph 18.GRN Accounts receivable

The decrease in total accounts receivable is mainly attributed to a combination of improved collections and write-offs of long outstanding accounts.

Graph 19.Total Accounts receivable

Annual Council Performance Report 2017/18 123 FINANCIAL STATEMENTS

124 Annual Council Performance Report 2017/18 CITY OF WINDHOEK

STATEMENT OF FINANCIAL POSITION AT 30 JUNE 2018

Actual

2018 2017

Unaudited Restated

N$ N$

ASSETS

842 296 741 742 Current Assets 577 373

Inventories 51 037 676 46 377 257

Receivables from Exchange Transactions 303 610 748 297 473 656

Receivables from Non-exchange Transactions 73 420 529 74 817 739

VAT Receivable 76 723 774 -

Cash and Cash Equivalents 324 698 364 310 268 085

Current Portion of Long-term Receivables 12 805 485 12 805 636

50 632 842 51 159 970 Non-Current Assets 477 933

Property, Plant and Equipment 16 540 326 827 17 103 644 997

Intangible Assets 3 667 475 3 156 414

Investment Property 34 026 332 637 33 985 109 275

Non-current Investments 18 995 151 17 511 159

Long-term Receivables 43 520 387 50 549 088

51 475 139 51 901 713 Total Assets 054 306

Annual Council Performance Report 2017/18 125 LIABILITIES

2 217 990 1 813 935 Current Liabilities 211 711

Consumer Deposits 56 120 641 53 914 293

Payables from Exchange Transactions 1 686 891 816 1 293 252 294

Payables from Non-exchange Transactions 18 638 791 8 425 889

Unspent Conditional Grants and Receipts 1 060 220 914 709

VAT Payable - 9 010 295

Bank Overdraft 295 183 887 338 023 100

Current Portion of Long-term Liabilities 65 347 329 61 178 507

Current Portion of Employee Benefit Liabilities 94 747 527 49 216 624

1 229 409 1 245 600 Non-Current Liabilities 409 082

Long-term Liabilities 236 925 132 294 734 146

Employee Benefit Liabilities 938 197 896 901 752 805

Non-current Provisions 54 286 381 49 113 131

3 447 399 3 059 535 Total Liabilities 620 793

48 027 739 48 842 177 Total Assets and Liabilities 434 513

48 027 739 48 842 177 NET ASSETS 434 513

Statutory Funds 206 342 696 206 443 500

Accumulated Surplus / (Deficit) 47 821 396 738 48 635 734 012

48 027 739 48 842 177 Total Net Assets 434 513

2 126 Annual Council Performance Report 2017/18 CITY OF WINDHOEK STATEMENT OF FINANCIAL PERFORMANCE FOR THE YEAR ENDED 30 JUNE 2018

Actual

2018 2017

Unaudited Restated

N$ N$

REVENUE

Revenue from Non-exchange Transactions

Property Rates 445 217 101 379 594 409

Fines 26 977 891 30 412 345

Licences and Permits 3 431 451 2 675 733

Government Grants and Subsidies 53 070 336 107 008 756

Public Contributions and Donations 2 956 749 10 618 513

Revenue from Exchange Transactions

Service Charges 3 044 994 690 2 799 241 326

Rental of Facilities and Equipment 25 487 233 26 407 377

Interest Earned - External Investments 27 697 114 23 881 399

Interest Earned - Outstanding Debtors 82 442 184 94 618 962

Dividends Received 642 340 611 048

Other Revenue 88 181 107 50 549 010

Gains on Continued Operations 36 457 811 49 686 488

Gains on Disposal of Property, Plant and Equipment - -

Profit on Sale of Land:- 59 076 265 85 492 242

Sale of Land 59 076 265 85 492 242

Cost of Sales - -

3 896 632 3 660 797 Total Revenue 271 609

EXPENDITURE

Employee Related Costs 1 334 256 782 1 161 488 817

Remuneration of Councillors 7 451 440 6 526 186

Collection Costs 51 179 257 633

Depreciation and Amortisation 580 340 516 572 302 875

Impairment Cost 130 813 407 136 936 097

Repairs and Maintenance 257 658 078 259 974 238

Finance Cost 158 522 886 218 430 999

Bulk Purchases 1 890 548 030 1 548 605 766

Contracted Services 142 383 165 137 050 354

Grants and Subsidies Paid 6 659 262 7 402 565

Research and Development Costs - 6 696

General Expenses 168 880 346 177 314 225

Losses on Continued Operations 20 688 464 5 372

Loss on Disposal of Property, Plant and Equipment 12 816 796 67 423

Annual Council Performance Report 2017/18 127

4 711 070 4 226 369 Total Expenditure 350 247

(814 438 (565 571 SURPLUS / (DEFICIT) FOR THE YEAR 079) 638)

0.00 0.00

128 Annual Council Performance Report 2017/18 CITY OF WINDHOEK CASH FLOW STATEMENT FOR THE YEAR ENDED 30 JUNE 2018

Actual

2018 2017

Unaudited Restated

N$ N$

CASH FLOWS FROM OPERATING ACTIVITIES

Receipts

Property Rates 434 171 610 379 135 342

Government Grant and Subsidies 53 070 336 107 008 756

Public Contributions and Donations 3 102 260 2 802 274

Service Charges 2 986 352 811 2 625 222 024

Interest Received 27 927 086 22 681 618

Dividends Received 642 340 611 048

Other Receipts 176 204 366 294 416 818

Payments

Employee Related Costs (1 252 280 789) (1 095 357 524)

Remuneration of Councillors (7 451 440) (6 526 186)

Interest Paid (158 522 886) (218 430 999)

Suppliers Paid (1 911 669 762) (1 898 790 235)

Other Payments (180 792 294) (197 430 568)

170 753 15 342 NET CASH FLOWS FROM OPERATING ACTIVITIES 638 368

CASH FLOWS FROM INVESTING ACTIVITIES

Purchase of Property, Plant and Equipment (122 101 671) (278 413 003)

Purchase of Intangible Assets (2 363 256) -

Proceeds on Disposal of Property, Plant and Equipment - (67 423)

Profit on Sale of Land 59 076 265 85 492 242

Decrease / (Increase) in Non-current Investments (1 483 992) (1 014 362)

Decrease / (Increase) in Long-term Receivables 7 028 701 6 837 320

(59 843 (187 165 NET CASH FLOWS FROM INVESTING ACTIVITIES 953) 226)

CASH FLOWS FROM FINANCING ACTIVITIES

Proceeds from Borrowings 6 104 198 52 305 043

Repayment of Borrowings (59 744 390) (59 682 790)

Annual Council Performance Report 2017/18 129 Notes

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

130 Annual Council Performance Report 2017/18 Notes

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

Annual Council Performance Report 2017/18 131 Notes

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

______

132 Annual Council Performance Report 2017/18