 Good afternoon again. Astrid has given a brief introduction of what I have been doing for the last seven years. I've been working as the executive director of Kampala City. That's the only capital city in Uganda. Just one. We have a population of about 2.5 million resident and growing because of the rapid urbanization, which is one of the fastest in Africa, but also a lot of migrant and refugee populations coming in by that day. And so it's a very, very rapidly urbanizing city. We have 2 million residents. The rest of the population, which is now close to 5 million people, come in and out of the city. So you can imagine the traffic situation. The size of Kampala is 189 square kilometers only with that population. And it contributes 68% of the GDP of Uganda. So it's critical and 77% of the taxes of the country. The governance of Kampala, and I'll just give you a background. Before 2011, Kampala was run as a local government, although it was a capital city. And the political leadership had executive power. And for, I think, close to five decades, the city was not going the way that it should go in terms of delivery of services, performance, and so on. So government, by a constitutional amendment, and an enactment of the Kampala Capital City Act, changed the status of the city from a district to an entity inside of the city that is directly responsible to government for running the city and created the position of executive director. So that's how I come into office. And with that, we also got a minister responsible for Kampala and the metropolitan area. And the executive director heads the technical team. But we also have the political wing headed by the Lord Mayor. Their role is oversight and policy and ceremonial. The technical wing is responsible for the rest of the administration. Kampala is growing. It's a growing city. It's a beautiful city. Those are some of my residents there. And those are our streets. It's a major economic hub. So you have a mix of the second picture from the right with the one in the middle and all those. That's all Kampala. So we have a mix of all different economies, informal, formal, and so on. Yeah, those are, again, some of our residents. I think they were attending the Kampala City Festival. When we came into the city, one of the things that we immediately had to work on was the revenue of the city. First of all, we restructured the institution. That means we completely broke it down, built it up again, starting with a new structure, new job roles, new job profiles. Restarted the staffing. That means we are disengaged. I think, literally, everybody. And started again, gave them opportunity to reapply. And so we started with a fresh team, with a fresh mandate, fresh vision, fresh mission. And then embarked on the task of getting money to run the city. The revenue was very, very low. And a lot of revenue was being lost in different ways. I keep telling people that the situation in Kampala is unique to Kampala. I mean, I don't know how government kept throwing money into the institution in the state that it was for the years that they did. So we're handed a completely dysfunctional organization. And our work was to make it functional and transform the city in the process. The system was manual. Everything was manual. Huge files, documents to file every time anyone made a payment, queues in the banks, looking for black books where records were kept and the records were stacked in sacks in stores. So if you wanted to look for anything to take you at least three months to find one document, and you'd probably not find it because someone had walked off with it or the sack had got missing in the process of being transferred to the stores, there was just that very unique situation. Cash was being collected and therefore there was a lot of abuse and a lot of leakage of the cash. We had multiple people collecting as agents for the city. So they'd collect user resources, user stationery, user name and give us what they want and then come and claim a percentage of everything we collected. So that was going on and the revenue was very low as a result. There was no city revenue register. There were many collection centers, different agencies collecting and keeping a lot of it. The entity had 151 bank accounts operating. At the hand of a ceremony I was given 23 bank accounts, dug around a bit, found I think 32, dug around a bit more, found like 53, did an audit and found 151 bank accounts with about 51 billion shillings that no one including government knew about. That's why I said it was really unique. There was very poor legislation to support revenue mobilization and also poor enforcement as a result. Enforcement was done on a negotiated basis. You paid what you want depending on how well you negotiated. That was the situation we had. Those are our revenue sources. The biggest amount comes from government and right now we are growing our revenue from our own source revenue. The table just shows the detail. What we did is to begin to build an electronic revenue collection and management system. We call it ECT. Now that is a computer-based revenue system with the objective of modernizing revenue collection through being able to assess, being able to collect and being able to bill our taxpayers. But because they are diverse, we started using platforms that everybody had access to like mobile phones. So now people can pay their taxes using their mobile phones. They can pay through their ATM machines. They can also pay through bank transfers and other internet-based payment revenues. We put up a platform working with the telecom companies that provide the service and were therefore able to reach the majority of our clients. We also have an SMS platform where we send billings to our clients and also receive feedback in our client care center and call centers. We eliminated cash collections, obviously. We improved assessment, billing, and financial accountability. This is after we set up the system. We reduced the 151 bank accounts to eight accounts. So I, as the accounting officer, had less of a headache because I just had eight accounts to take care of. And we increased citizens' engagements. We increased vigilance in the recovery of our rears as well as our field collections. And we also encouraged voluntary compliance. So we began to see people taking interest in paying taxes at all. But also as we used this revenue to improve infrastructure, improve the hospitals, improve the schools, improve the lighting of the city, we began to see a growing confidence in the population, in the citizens, that yes, their money was being applied and therefore they were more willing to pay taxes. We also did a revaluation of our property in the city, which hadn't been done for, I think, just under six years. The properties had not been valued. So we did a revaluation using a computer-aided mass valuation system. And we have been able to capture all the properties in the city and put them on our GIS system. We have geo-referenced the properties. We have named the streets. For those of you who come from other parts of the world, you may not think that naming streets is a great thing. In Kampala, it's fantastic. Everybody's celebrating that their street has a name, their house has a number. Because in the past, if you wanted to find somebody's house, they'll tell you, if you go down this road, you'll find a mango tree. Go to the left, you'll find a small herd of goats. Go to the right, you'll find a garbage pile. That's before we came. There's no garbage piles now. And then it's right there next to the house with a yellow roof. So the next time you go looking for them, when the mango tree has been cut and the goats have been eaten and the roof has been colored differently, you will not find them. So that system has now made it possible for people to get better services in terms of emergency services. Police can find you where you are. Your relatives can find you. Delivery and courier systems can find you and even your creditors can find you much more easily because those days you just cut the mango tree and they will not be able to find you. So we have linked the city address model to all the properties and it is very easy to know which property is there today and which one we haven't built and which one has just come up. And we are able to be more efficient in collection of this revenue. And it has grown our revenue from properties to I think close to 200 million now, I'm sorry, 200% and we've just done two divisions. We have five. So we see this really, really making a significant contribution to the revenues of the city starting next financial year. We were accorded a credit ranking A in the long term and A1 in the short term by the World Bank. We wanted to start issuing city bonds but we had a delay because of the legislation that we operate which has limits, borrowing limits, which we needed the parliament to lift. We successfully implemented public financial management reforms. We are now probably one of the top five most compliant entities in the country in terms of financial management and accountability. The revenue of the city has grown to just under 100, 198% just under 200 in the period because of the reforms that we've put in place. Yes, that's where we are. Now, the last bar which is the current year, we have had some challenges and therefore the revenue has not grown as it is. We are now a good brand. We are able to attract financing from entities, from development partners, from the public sector, from organizations within and outside Uganda. And I think one of the most remarkable is that we're getting financing from the private sector. Private sector trusting us enough to give us their money to do service delivery, hospitals, schools and so on in the city which is remarkable for a city like Kampala. The challenges are we didn't have adequate laws for revenue enhancement. We are trying to revise that working with the political side and parliament. The other major challenge is political interference in the revenue collection initiatives. The politicians want popular policies. Tax collection cannot be popular, but it is necessary. So we've had a lot of problems there. We say one thing, the politician says something else and then in the end the nice looking bar graph gets messed up. We have also seen delays in implementing some of the initiatives, some have to go through the legislature, some have to go everywhere and they've been lost or delayed. And we've also had some cases of taxpayer non-compliance. These are other initiatives. I think these presentations will be uploaded and we are seeing the revenue of Kampala growing. And therefore in conclusion I want to see, to say that as cities and urban centers because of the growing needs of our people, we need to move away from looking at government as the source of funding because as Astrid said that money is not going to come. If it's going to come it's going to be very slow and very inadequate. We've got to find innovative ways of raising revenue for the people to do the service delivery that our people need and be able to develop the smart cities that we talk about all the time in conferences like this and be able to implement them to make our cities more efficient, more sustainable and more beneficial to the people we serve. Thank you so much for giving me your time.