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Strategy

STRATEGY

The direction and scope of our organisation over the medium to long-term

Configuring our resources within a challenging environment

To fulfil stakeholder expectations

To become a port of call for vocational skills.

The Vocational Education and Training Act, Act 1 of 2008, deems the delivery of priority vocational skills as critical to our country’s future competitiveness in a global economy.

As such, it anticipates the establishment of a strategic plan that brings together trainees, employers, industry, government and training organisations in the delivery of such skills as a tool to foster productivity, economic growth and social inclusion.





Context
Vision 2030 anticipates the transformation of the Namibian economy into an industrialised and knowledge-based economy. It moreover challenges the country to implement an efficient and effective Technical and Vocational Education and Training (TVET) system that is able to equip the youth with the necessary skills required by the labour market.

The NTA is tasked with the responsibility of arranging an efficient, effective and sustainable Vocational Education and Training (VET) system aligned with the current and future skills needs of the labour market. Therefore, the NTA seeks to ensure access, equity and quality in Vocational Education and Training within the country.

Skilled labour has been identified as a major obstacle to business development and growth for small, medium and large firms in Namibia.

Namibia currently faces a potential risk of being dominated in the global and regional economic environments as it currently faces a high unemployment rate. From this, an initial observation is made into the severity of the current Namibian economic state, but above that, the importance of the development and maintenance of an efficient VET regime to unlock a trained, skilled, efficient, and qualified workforce that lies therein.

The Fourth National Development Plan (NDP4) is the Namibian Government’s fourth five-year plan (2012/13-2016/17) to achieve its development objectives set forth in Vision 2030. NDP4 highlights that “Technical and Vocational Education and Training (TVET) needs strengthening and expansion to better serve the current and emerging needs of skilled human resources in the country”.

Accordingly, NDP 4 requires increasing the immediate and long-term supply of skilled labour to alleviate the country skills needs. This is to happen inter alia by:

- Almost doubling the number of enrolled trainees in TVET;
- Linking TVET to envisaged priority areas of tourism, logistics and manufacturing;
- Increasing the provision of TVET;
- Providing adequate equipment and infrastructure, upgrading educators’ qualifications; and
- Strengthening the management capacity and the quality of the TVET system.
Five-Year Rolling NTA Strategic Plan
A heightened commitment to improved training and related services delivery, organisational effectiveness, funding, regulation and the collection of the Vocational Education and Training Levy, underpin the 2013-17 Strategic Plan of the Namibia Training Authority.

The new five-year strategy plan framework is not about merely securing incremental improvements on what has already been achieved, but a focused attempt aimed at securing fundamental change in our current training and service delivery arrangements.

It involves decisive and bold actions to re-engineer an organisational framework that speaks to the needs of our stakeholders, that clearly and unequivocally defines what, why and how matters must be dealt with and that sets the direction and tone for performance and accountability towards raising the bar and realising the hope of a society empowered by skills.

Find below for download a copy of the latests version of the Namibia Training Authority's rolling five-year Strategic Plan, which is reviewed annually.

NTA Rolling Five-Year Strategic Plan - 2016.17 to 2020.21

Annual NTA Business Plan
The NTA’s rolling five-year Strategic Plan guides the activities and programmes of our organisation over a five-year period.

It motivates a strategic framework, adopted by the Board of Directors, in December 2012, and which has been subsequently presented to the management team to further strengthen it and also develop an annual business plan alongside the objectives of the strategic document.

Towards giving effect to this task, our management, through a consultative and participatory process involving all its divisions, the various Industry Skills Committees (ISCs) and Committees of the NTA Board, embarked upon:

- Feeding the framework with realistic and deliverable actions;
- Identifying and incorporating realistic timelines and key indicators of success; and
- Gradually realigning current activities and programmes to fit into the new strategic direction as per the five strategic pillars in the adopted strategic framework.

Similar and intensive consultations were followed in the development of the 2013/14 Business Plan to ensure that all activities being carried out in that financial year are effectively aligned to the strategic pillars and the activities of all donor partners and stakeholders.