This article challenges the conventional view of the local authority’s conundrum, which requires striking a balance between efficient grassroots governance and the delivery of basic services, hindered by obstacles such as inadequate planning and a lack of community involvement.
Local authorities should recognise that, despite efforts to improve it, their current economic development strategy is ineffective. The reform is significant because most villages, towns, and municipalities employ ineffective strategies that have a negative impact on service delivery and a lack of accountable governance.
This can be addressed by enhancing citizen participation in decision-making and supporting villages, towns, and municipalities in taking the necessary steps to improve the current situation. Instead of relying on failing tactics, I believe that local administrations should promote the diversity and economic growth of grassroots groups in addition to their other obligations.
The Minister of Urban and Rural Development, James Sankwasa, expressed dissatisfaction with most local government operations and proposed amendments to the Regional Councils Act to improve regional councils’ work and address poor human resource systems, excessive political control, and slow decision-making.
He has also expressed dissatisfaction with the performance of some local authorities, citing issues such as poor delivery service, weak governance, and financial mismanagement, which have prompted calls for turnaround strategies and the withdrawal of all funds dedicated to service delivery in one municipality if the municipality fails to develop a plan.
This means that the minister will remove funds from them and distribute them to the local governments responsible for administering delivery service; therefore, all local governments must have a successful business plan or strategies.
Most local authorities in Namibia are characterised by failed service delivery, non-performance resulting in poor financial management, a lack of the necessary skills and capacity, and a lack of implementation of turnaround strategies to address these challenges and strengthen local government.
Furthermore, if local governments do not have an effective blueprint, the business community and local people will suffer, which will have an impact on the development of the local authorities.
We need a site where we can report every single ineffective councilor, local government staff member, and instances of poor service. With elections approaching and public patience dwindling, the clock ticks loudly for Namibia’s local authorities.
It is unclear whether meaningful reform will occur before another cycle of misery begins. Local governments across the country must understand their mandate and the essential purpose of their businesses, as repeated failed methods lead to disagreements with the line minister.
Local governments must recognise that the business community is critical to Namibia’s and other countries’ economic development. They contribute to the national coffers, create jobs, and invest a portion of their earnings in social development initiatives. As a result, they are essential to a nation’s progress.
Their contribution to this ambition is unlikely to be fully realised without the existence of an efficient operating environment. Local authorities influence one element of this environment. Thus, the business community and everyone else consider the local government to be everybody’s business.
Past independence
The questions we must ask ourselves are why Minister Sankwasa is dissatisfied with local authorities.
This can be explained by the fact that there is something wrong with most of the local authorities, which the line minister intends to rectify.
For example, a few years ago, we witnessed municipalities being demoted to town councils. This implies that there are severe issues with the system and the individuals appointed, necessitating a collaborative effort from both the local government and residents. As a result, decentralisation does not stop with locally elected leaders; community involvement is critical.
The system should reform and develop an effective strategy, such as capacity building, which entails training municipal workers to plan, implement, and monitor service delivery programs. This training can lead to more effective governance and better local government services.
Ethical governance is essential for effective financial management and service delivery in local governments. Local officials and politicians need to shift their mindsets to focus on service delivery and efficient resource management, ensuring that local governments operate like efficient businesses.
As a result, inadequate representation of people’s interests and an underperforming local authority bureaucracy were identified as the primary causes of community protests, stemming from discontent and a lack of leadership to address these shortcomings.
Additionally, there are several flaws in current policies and bylaws that are designed to protect local authorities rather than empower businesses. Bylaws are focused on the ‘don’ts’ rather than the dos’.
Local governments must amend their policies to include street vendors, as police officers in Windhoek City are currently chasing street vendors and confiscating their products while they are simply trying to make a living in the so-called wrong areas.
The City Police by-law aims to remove such illegal vendors, whereas informal vendors provide goods and services to low-income residents and contribute to Windhoek’s social and economic fabric by responding to economic conditions and broader challenges addressing Namibia’s economy, such as unemployment and poverty.
As a result, an inclusive strategy is required to acknowledge the dignity of all inhabitants, regardless of economic level, which includes considering informal sellers as partners in the city’s growth rather than enemies.
It is not necessary to provide space for street vendors to trade, but street merchants should be permitted to sell their items wherever they relocate.
Market locations must accommodate vendors and attract customers, but many local markets are poorly situated, forcing vendors to street vend.
Examples include Khomasdal, Ondangwa, Tsumeb, and Okahandja, where markets were established without consulting informal traders. Weak local government strategies and leadership misunderstandings hinder alignment of structure and strategy.
Achieving compliance requires trust, innovative legal frameworks, continuous learning, sharing best practices, and political stability, which ensures continuity, trust, and goal realisation.
*Josef Kefas Sheehama is an independent economic and business researcher.