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New Era Newspaper Wednesday July 19, 2017

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6 ANALYSIS Wednesday, July 19 2017 | NEW ERA Photo: Emmency Nuukala Dry as a bone… Namibia has experienced drought for successive years, a situation that has had adverse effects on government’s financial position. What Cape Town can learn from Windhoek on surviving droughts • Dr Dian Spear Human population growth, urbanisation, and climate change are all changing the world. To adapt, attitudes and behaviour must change and unsustainable attitudes and behaviours must shift. In addition, the social and political will to implement technological solutions must increase. Without these changes the world will continue to be vulnerable to the impact of climate change and the over-use of limited resources like water. Populations in cities are growing, putting pressure on resources like water. This is likely to increase as climate change leads to more frequent and extreme droughts, particularly in southern Africa. PUBLIC INVITATION ENVIRONMENTAL IMPACT ASSESSMENT FOR PROPOSED CONSTRUCTION AND OPERATION OF A NEW FUEL RETAIL FACILITY AT OSHIGAMBO OSHIKOTO REGION. Notice is hereby given to all interested and Affected Parties (I & AP’s) that an application will be made to the Environmental Commissioner in terms of Environmental Management Act (No. 7 of 2007) and its Regulations (2012) for the following intended activity. Project name: Construction of a Fuel Retail Facility Project Location: Oshigambo, Oshikoto Regional (along the M121 Road) Project Description: The proposed development will entail the following activity: • Construction of a Fuel Retail Facility Proponent: Melody Trading Close Corporation Environmental Consultant: Nghivelwa Planning Consultants All I&Aps are encouraged to register and raise concerns or provide comments and opinions. All I&APs will be provided with a Background Information Document (BID) comprising of detailed information for the intended activity. An open day public meeting about the development will be held at: Venue: Oshigambo Village, Date: 3 August 2017 Time: 11:00 am to 14:00 pm Should you wish to register as an I&AP and receive BID, please contact Nghivelwa Planning Consultants Office. Tel : +264 85 3232 230 Email: DEADLINE FOR COMMENTS: 10 AUGUST 2017 For decades Namibia’s capital city, Windhoek, has faced serious challenges providing water for its citizens. Water is a precious commodity in the city which gets a mean annual rainfall of a meagre 360mm. For comparison, Los Angeles receives about 380mm every year... In addition, evaporation levels are high and the closest perennial river, the Orange River, is 750 kilometres away. And the city’s population has grown. Even though they have very different weather patterns, there’s a lot a city like Cape Town, which is experiencing the worst drought in 100 years, can learn from Windhoek and how the city has conquered multiple water crises. Windhoek, which is dry and gets a summer rainfall, has proved that technology can come to the rescue. But technology alone is not the solution. Water management has historically been engineer based with a focus on technical solutions. A change in culture around perceptions of water use formed a major part of Windhoek’s efforts. And learning from others can help to save water. Lessons from Windhoek Cape Town has very different weather patterns to Windhoek. The city has a Mediterranean climate with wet winters and warm dry summers. It usually gets over 500mm per annum, has a lower evaporation rate and has a number of rivers within a 150km radius of the city. These include the Breede, Olifants and Berg Rivers. Cape Town’s current water crisis follows two consecutive years of low rainfall in catchment areas. This has been in conjunction with an increase in the size of the city’s population. Even though the cities have different characteristics, Cape Town should consider the actions taken by Windhoek which stretch back over the last 50 years. Namibia has suffered a succession of droughts over the past 40 years. But by the time of a major drought in 1996 the city had built three reservoirs and a waste-water reuse plant. On top of this water supply regulations were being strictly enforced. These included: • A public awareness and education campaign. • Water control officers and meter readers actively reducing wastage on private properties and enforcing watering times, the covering of pools and water saving equipment like low flow showers. • Fixing leaks and the reduction of water use on municipal gardens. These interventions had lasting effects. After the drought, residents reduced their garden sizes and changed garden types and irrigation methods. There was also a move to build houses in new suburbs that had smaller gardens. Changes were also made to industrial policy: no new development of water intensive industries like Coca-Cola was allowed. During the 1990s there was an increase in the capacity of the wastewater reuse plant and consideration was given to recharging Windhoek’s aquifer. Storing water underground was an attractive option. More water was evaporating from water reservoirs than was being used by the city. By 2002, the new Goreangab wastewater treatment plant was completed with the aim of providing potable water. By 2004, four boreholes were equipped for aquifer recharge with treated surface water – a process of pumping treated water from above ground into the aquifer. But in 2016 water storage levels became very low again and immediate action needed to be taken. Severe water restrictions were imposed on residents and industry’s like Coca-Cola stopped production. Abattoirs had to cut down on production and there were job losses in the construction industry. The City of Windhoek activated its drought management plan which included: • setting increasing water saving targets, • a progressive increase in tariffs, • cutting off the water supply to big users, and • rapidly implementing abstraction from the aquifer. On top of this the country’s Prosperity Plan for 2016 prioritised the development of water infrastructure. In particular, recharging Windhoek’s aquifer and seawater desalinisation were identified as areas for immediate action. Cape Town also has water saving goals and water restrictions plans. These include pumping water out of aquifers, constructing desalinisation plants and building more water treatment capabilities. The proposed plans are in line with actions that have been successful in providing water to Windhoek. Looking ahead Windhoek hasn’t always got it right. Despite attempted public awareness and education campaigns, a major criticism has been the city’s failure to sustain a public awareness and communication campaign – particularly when there isn’t a perceived water crisis. This has meant that targets for water use haven’t always been met. There’s a lesson in this for Cape Town. The fact that there’s been a slow response by residents to reducing their water use could mean that more communication, awareness and education is needed. People won’t save water unless they perceive the need to do so. In Windhoek, about 60% of the water used is used by private households. Around 50% of this is used for gardens. This means that changes in household consumption can play a major role in water saving. Other steps that can be taken include increasing awareness by teaching water conservation in schools. In times of crisis, Windhoek is a good example of how raising awareness can play an important role in coping with water scarcity. Cape Town needs to follow suit. -The Conversation • Dian Spear is Southern Africa lead, Adaptation at Scale in Semi-Arid Regions, University of Cape Town.

Wednesday, July 19 2017 | NEW ERA ADVERT 7 MUNICIPALITY OF OMARURU The Municipality of Omaruru is an equal opportunity Employer and we are looking for suitably the affairs of the Local Authority according the provisions stipulated in the Local Authority Act POSITION GRADE : Manager: Finance and Asset Management : D3 The incumbent will report to the Chief Executive Officer. Primary Purpose of the Position Key Performance Areas • Provides input into strategic planning for the Municipality and Division and • • • Executes leadership, direction and co-ordination to the division and its staff by applying sound managerial principles and in accordance with the policies and • • • • • • Ensures that the annual budget is compiled and approved by Council • Manages the annual budget and control the expenditure in favour of the approved • Qualifications Experience ills required • A Bachelor Degree in Accounting plus 6 years relevant experience of which Accounting plus 10 years related experience of which 5 years must be on a Senior • • • Must be able to produce Financial Statements in line with Section 87 of the LA Act, • • • Ability to take decisions • Change catalyst • Excellent leadership skills • A valid Driver’s License • Good work ethics Remuneration • • Housing Subsidy / Allowance, Car Allowance and Cell Phone Allowance • Pension and Medical Schemes • 13 th Cheque Enquiries: R Manager at Tel: losing ate: th of ul Interested applicants should submit their CVs, stating relevant experience to: The HR Only short listed applicants will be contacted and no documents will be returned. VACANCY NAMIBIA TOURISM BOARD IS AN EQUAL OPPORTUNITY EMPLOYER AND COMMITTED TO PROMOTE NAMIBIA IS A SOUGHT AFTER TOURISM DESTINATION BY REGULATING THE TOURISM INDUSTRY AND FACILITATING SKILLS CAPACITY BUILDING. Suitably qualified applicants are invited to apply for the following positions: 1. Position: Manager: Human Capital and Employee Wellness. (Five Year, Fix Term Employment Contract) Job Grade: D 5 - BAND Duty Station: Windhoek Remuneration: Remuneration package is based on a salary structure that takes into account market trends and dictates which (salary structure) is approved by NTB ‘s Board of Directors and in line with the State -Owned Enterprises Governance Council Directive on remuneration. PURPOSE OF THE JOB • Provide strategic direction within NTB in terms of HR, Employee Wellness and Operational Activities • Ensure that HR Management, HR development, Employee wellness and Administration KEY PERFORMANCE AREAS • HR Management & Development Strategy, Policy, Systems and Procedures • Employee Wellness • Administration including Payroll. QUALIFICATIONS, KNOWLEDGE & EXPERIENCE Human Resources, Humanities, Industrial Psychology or Industrial Relations. 2) A Honours Degree will serve as a distinct advantage. 3) Excellent knowledge of MIS/NAVISION and payroll systems 4) Ability to measure and audit Human Resources impact for institutions 5) Proven track record of HR and Financial Management expertise 7) Ability to provide HR strategic direction at management level 8) 5 years relevant experience of which at least 2 years is at middle management level. CORE SKILLS • Organisational Development Interventions • Human Resources Development • Training & Development • Strategic HR issues • Time management skills • Excellent communication skills • Adaptable and open to change • Commercial aptitude, accurate and attention to detail • Self -motivated, and a good team player • Good analytical and reporting skills • Strong interpersonal skills, creative and able to mix with people across all levels • • Full and clean driving license 2. Tourism Inspector, Job Grade, C 3. Duty Station: Windhoek PURPOSE OF THE JOB quality grading service is provided for the industry based on consumer expectations and needs. MAIN OUTPUTS OF THE JOB 1. Ensure Quality Assurance 2. Manage relationships with customer base 3. Advisory role 4. Conduct Investigations 5. Reporting duties 6. Assessment and grading Minimum Academic and Professional Qualifications and Experience • A 3 - Year Diploma/Degree in Hospitality, Tourism or Finance, Accounting, and or Auditing, police or legal studies. Professional Experience Requirements: • law enforcement activities will be an added advantage. • Valid driver’s licence is a necessity. Training Requirements: Familiarisation with Namibia and its tourism product. Excellent knowledge of the Namibian legal system. Application to be submitted to Namibia Tourism Board, Department Corporate Services on or before 24 July 2017. Applications can either be submitted by hand to Namibia Tourism Board, Corner Sam Nujoma and Haddy Street, Windhoek West or electronically to For enquiries, please contact Mr. B. Nakuta @ Tel: 06102906071 on the HR position or Mr. B. Mbidzo for the Tourism Inspector position @ 2906008.

New Era

New Era Newspaper Vol 22 No 167