Katima Mulilo Governance Shake-Up

 

When the Minister of Urban and Rural Development, Hon. James Sankwasa, dropped the hammer last month and dissolved the entire Katima Mulilo Town Council, it wasn’t just another political headline, it was a governance earthquake. Hon. Sankwasa’s decision came with immediate effect, citing illegal land-for-goods transactions, ignored directives, governance failures, and unresolved labour disputes. And just like that, the council’s powers vanished into thin air, absorbed by the minister under Section 92(2) of the Local Authorities Act of 1992. For the people of Katima Mulilo, it wasn’t just about losing leaders; it was about a town suddenly being put in administrative limbo, with questions hanging thick in the air What happens next? Who ensures this doesn’t happen again?

At its core, the Katima Mulilo saga isn’t only about mismanagement of land or labour disputes; it’s about human behaviour in leadership roles. Councillors ignored directives, got caught in transactional politics, and let conflicts spiral. This isn’t just a policy failure; it’s a people failure. And where people fail, behavioural science has answers. Industrial psychologists can be the missing link in ensuring the new council doesn’t repeat the same mistakes. For example, industrial psychologists can help by introducing leadership assessments before appointments. Instead of relying solely on political alignment or popularity, psychometric testing and competency-based assessments can be used to evaluate decision-making skills, ethical reasoning, conflict management, and integrity. Ensuring that those elected or appointed actually have the psychological readiness for governance. Beyond that, psychologists can also design structured onboarding programs. Too often, councils are sworn in, pose for photos, and dive into decisions with little preparation. Onboarding that instils values of accountability, transparency, and servant leadership could transform the way new councils begin their work.

Another area where industrial psychologists could make a difference is in conflict resolution and labour relations. The dissolved council reportedly struggled with unresolved labour disputes, but with proper conflict resolution systems in place, grievances could be addressed early, preventing escalation and creating psychological safety for council staff. Similarly, implementing performance management and accountability frameworks is crucial. Councillors should not just sit in chambers making decisions behind closed doors. Using tools like KPIs linked to service delivery, 360° feedback (including community input), and transparent reporting systems, accountability can become measurable and enforceable rather than just a political slogan. On top of that, training in ethical decision-making could prevent controversies such as “land-for-goods” transactions. By equipping leaders with practical frameworks for making tough decisions, industrial psychologists can help ensure that governance stays within legal and ethical bounds.

Human resource management also plays a vital role in this context. Councils, like any workplace, need functioning HR systems; clear job roles, fair labour practices, performance appraisals, and disciplinary mechanisms. Without HR standards, it’s no surprise labour disputes and maladministration thrive. When HR principles meet industrial psychology insights, governance transforms. Councils can shift from reactive crisis management to proactive systems of accountability and performance. Katima Mulilo’s situation is more than a cautionary tale; it’s a chance to rethink how Namibia approaches local governance. Political appointments alone aren’t enough. If town councils are to serve communities effectively, behavioural science must meet politics. Industrial psychologists, in partnership with HR experts, could ensure future councils are not only administratively competent but also behaviourally prepared to lead with integrity, resolve conflicts, and serve citizens rather than self-interest. If governance is about rules, then leadership is about behaviour. Katima Mulilo’s council failed on the latter. For the next council, Namibia cannot afford to gamble again. With industrial psychology integrated into governance structures, perhaps we’ll finally see councils that do more than occupy office space and they’ll uphold the mandate they were entrusted with.