WHEN Lesley Goreseb (LG) took over as the chief executive officer of the Karibib Town Council in April, he found a town that bore the scars of several years of, sour relations between residents and town council, a frustrated business community and a neglected economy.
The Namibian (TN) met Goreseb in his office at the Karibib municipality and asked him how he planned to turn the town around?
TN: Are you from the royal Gaob Goreseb family?
LG: Yes I am in the royal bloodline.
TN: Did that give you an advantage to become CEO of Karibib?
LG: No. Being CEO depends on my qualifications and experience in local government that I am bringing to Karibib.
TN: How did you end up in Karibib?
LG: I came from Okakarara town council where I was the manager of development and corporate communications for eight years. I applied for the CEO’s post that is why I am here now. It is about the passion to serve the people. It does not matter which town because when I was a senior economist at the Planning Commission, I travelled extensively to countries, like China and Japan, looking at projects that would benefit the country. I then chose to go to Okakarara – a remote town – to become a manager. The challenges of all local authorities are similar; it is just how one tackles them.
TN: How do you feel sitting in the ‘hot seat’ of this beleaguered town that has had issues with the previous CEO?
LG: To be a CEO is simple. You advise the councillors on issues they agree to implement. A CEO takes up an advisory role; not a decision-making one. Councillors come up with projects they want implemented and they ask the CEO how these projects can be implemented. I must make sure I have the best administration to implement these plans. Many CEOs, after the council has decided on a project, do something different. That is where conflict starts. When I was employed I made it clear that we must agree and disagree in the council meetings but after that I will implement what must be implemented. I will also request that I stay the head of administration, so that I can do what needs to be done.
TN: What do you think will be your biggest challenge?
LG: The development of trust between stakeholders: council, administration, residents and businesses. People must work together towards a common goal. If council decides on projects, then the administrators must implement them, which means working with stakeholders. Business people mostly do not want to deal with councillors and politicians but prefer to see the CEO.
TN: Are you a people’s person?
LG: I am a practical person who likes implementing decisions. I believe administrators must leave politics for the politicians. I will not show councillors which party I belong to and will not wear party colours. I introduced the department of local economic development and corporate communications. I felt I needed to bring in what would be beneficial to the town, so that I concentrate on running the whole institution.
TN: Karibib is struggling and the community blames council. What will you do differently?
LG: I made it a priority to consult stakeholders. I am planning a breakfast meeting with all the businesses in Karibib to get an idea of what they think and want. People need to know that someone has taken over the stewardship of the ship. I know there is this negative conception on why the town is not growing. I told councillors what kind of a person I am and what I want and that I do not expect interference from them. If there is a problem with an employee, I must handle it.
TN: Where do you want Karibib when your term ends in five years?
LG: We need financial stability. With financial resources and a stable human resources base, housing and erven projects and business opportunities for the community will follow. If I implement whatever project comes, I will go back and say I have managed to bring housing, water, sanitation and capital projects and investment to the town.
TN: If you had one wish for Karibib, what would it be?
LG: Serviced land for people’s housing. Because there is no serviced land, informal settlements are mushrooming. This town did not have informal settlements until fairly recently because there is no serviced land.
TN: What does the town offer investors?
LG: One has to look at the advantages of the town. There is a lot of potential for tourism, and a lot of history. The town’s location can play a crucial role in promoting business. If you look at the Karibib, Usakos and Omaruru triangle, there is no decent business infrastructure. People go to Swakop and Windhoek and Otjiwarongo for provisions. Karibib has huge town land which we can also turn into an industrial hub. If you establish an industrial hub, we can relieve Walvis Bay and Swakop of congestion. Karibib links the north to the west and the west to the central.
TN: What is this town’s biggest handicap?
LG: The political commitment is non-existent. Councillors must know their responsibilities and how they can contribute to the town’s development. The conflict of administration and council started in the previous council and then there was transformation. If administrators get involved with the politics of the town and not concentrate on their core responsibilities, that might lead to its downfall. If you do not have the right human resources base, you will not achieve anything.
TN: What is your mission and vision?
LG: Financial accountability, fairness and transparency. That is what brings proper implementation. If I am financially accountable and transparent in terms of land sales and tenders, then development will come to the town.
But development does not come overnight and there is still a lot of reluctance to come to Karibib but this town will not go down if we properly implement of what we want to bring to Karibib.
MUNICIPALITY OF KARIBIB 