The City of Windhoek is undergoing significant changes, both in terms of development and service delivery, as well as in its leadership. 

In January, the city council elected Ndeshihafela Larandja of the Independent Patriots for Change (IPC) as the new mayor. In her acceptance speech, she pledged to prioritise the provision of basic services, economic development, and the delivery of land and housing. 

This week, New Era journalist Lahja Nashuuta (LN) spoke with the mayor (NL) to explore her vision for the city, and her plans to achieve these goals.

LN: Today marks 50 days since you became the mayor of Windhoek. What is the current status of the city?

NL: Windhoek has seen significant development, demonstrated by various projects in housing, retail, logistics and service delivery. However, we continue to face bureaucratic challenges inherent in our systems, processes and procedures. 

These obstacles can impede our economic potential, service delivery and governance efficiency. We must address these issues transparently and comprehensively to unlock Windhoek’s full potential.

LN: Windhoek is the most populous urban area in Namibia. How do you ensure inclusive service? 

NL: According to the Namibia Statistics Agency (NSA), Windhoek’s population was 486 000 in 2023, accounting for 32% of the national urban population and 16% of the country’s total population. 

Given the city’s annual population growth rate of 3.39%, we expect to reach 500 000 inhabitants by 2025. More than 40% (approximately 200 000 people) of Windhoek’s population resides in informal settlements under deplorable conditions. 

To tackle this issue, the council has set a goal to deliver 12 000 serviced plots in informal settlements between 2022 and 2027, at an estimated cost of N$2.7 billion. However, informal settlements are growing at a rate of 6.1% annually, doubling in just 11 years, compared to the overall city population’s doubling time of 21 years. 

Servicing land to accommodate this growth will therefore require an estimated N$7.8 billion.

LN: Now that you are at the helm of the Windhoek municipality, what radical changes do you plan to implement? 

NL: My role as mayor extends beyond politics; it is an essential function as outlined in Section 11 of the Local Authorities Act, 1992 (Act 23 of 1992) (as amended). Our governance must align with the central government, the private sector, civil society, and community structures to create a unified execution framework. To address systemic challenges and unlock Windhoek’s potential, we need a new governance approach — one that fosters excellence, attracts investment, and promotes sustainable urban development. We will work within our policies, strategies, and guiding interventions to transform Windhoek into a model city.

LN: What are the critical challenges facing the city? 

NL: Windhoek holds immense potential, yet we have not generated the economic momentum necessary for sustained job creation, enterprise development, or attracting investment. Additionally, external challenges such as economic recessions, persistent droughts, Covid-19, and limited funding have negatively impacted our city’s growth. 

LN: What plans does the city have for informal and small businesses to flourish? 

NL: Small businesses and start-ups face difficulties accessing capital, hindering economic growth. Currently, Windhoek has 17 permanent open markets, one communal car wash facility, two craft markets, and periodic markets. However, these trading spaces are insufficient, resulting in a shortage of approximately 3 000 trading spaces. 

To address this issue, the council approved the Informal Market Master Plan, with the aim to transform the city’s entrepreneurial landscape. This plan will be implemented through Public-Private Partnerships (PPP), Build-Operate-Transfer (BOT) models, and joint ventures. We invite stakeholders to collaborate with the city on this initiative. 

LN: How does the council ensure safety in Windhoek? 

NL: Safety is critical to a city’s development. Through integrated crime prevention strategies, by-laws, and road safety frameworks, the Windhoek Municipal Police Service (City Police) is enhancing use of technology to reduce crime and maintain order. We plan to install 2 000 CCTV cameras, with more than 200 already providing 24/7 surveillance. We encourage partnerships and donations to make Windhoek the safest city in Africa. 

LN: Can you elaborate on service delivery constraints and urban development challenges?

NL: While we have expanded access to water, sanitation infrastructure remains a challenge in informal settlements. Other challenges include solid waste management and maintaining an ageing road network that struggles to keep pace with rapid urbanisation. 

LN: How can we ensure the City functions efficiently and effectively? 

NL: My leadership approach will be proactive, systematic, and transformational. I will advocate the provisions of Section 11, Sub-section 5 of the Local Authorities Act to ensure the structured execution of transformational projects. I aim to position Windhoek as a regional and continental economic hub by focusing on infrastructure projects, expanding sanitation, and urban development programmes, creating an enabling environment for businesses and entrepreneurs, and integrating smart-city initiatives along with digital modernisation. 

LN: Looking ahead, how do you envision Windhoek in 10 years?

NL: If we implement governance discipline, foster structured partnerships, and execute plans systematically, Windhoek can become a globally-competitive city within the next decade. I envision a fully-integrated and digitilised governance system in Windhoek with real-time execution monitoring, promoting transparency and performance tracking. This will be a city that attracts investment, fosters economic growth, and prioritises sustainability and liveability. We will ensure informal settlements are fully- integrated into structured urban development frameworks, guaranteeing housing security, expanding service delivery, and promoting economic mobility. Windhoek will emerge as a leading African city for cultural tourism, creative industries, and heritage-based economic transformation, featuring the Windhoek Museum, a revitalised Lovers Hill Walk, and enhanced public safety and security. 

LN: Is that a political vision? 

NL: This is not merely a political vision; it is an execution strategy focused on partnerships, performance, and policy enforcement. Windhoek cannot afford another decade of stagnation. It is time for governance transformation, economic acceleration and large-scale civic engagement. 

LN: Any final words? 

NL: On behalf of the City of Windhoek, I declare that we will take action. We will not govern through political rhetoric but through structured execution. We will not lead through grand promises but through measurable progress. 

Our partnerships will not arise out of obligation, but from the understanding that our success is collective. Windhoek is evolving, and we are open for business. This transformation is happening because we, all of us, are choosing to build it together.

-lnashuuta@gmail.com