It is the NTA’s vision to be ‘The National Port of Call for Technical and Vocational Skills in Namibia’. It is a vision under which our organisation appreciates that quality defines the purpose in our mission to regulate, fund and facilitate the sustainable delivery of quality VET services to the benefit of our stakeholders. Under this mission, quality is demonstrated by achieving the objectives as articulated in the NTA’s value-driven and rolling five-year Strategic Plan, which has as an overarching goal the leveraging and the strengthening of the VET sector, to better serve the current and emerging needs of skilled human resources in the country.

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 Strategic Plan of the Namibia Training Authority. The 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. The Strategic Plan defines key areas of focus for the organisation. Each focus area includes strategic objectives, which are supported by specific high-level action plans. Through annual business plans, these action plans are cascaded to the management for implementation against pre-agreed targets and timeframes.

The Strategic Plan has 105 active indicators at process, output and outcome level and is premised on six Performance Areas i.e.: a) Organisational Effectiveness; b) Funding; c) Regulation; d) Training and Related Service Provision; e) Administration of the VET Levy; and f) Stakeholder Engagement and Communication.

Change is the only constant and it is inevitable that our organisation will experience change year on year, over the course of implementing the Strategic Plan. Taking into consideration progress in attaining key objectives, the Strategic Plan is revised annually to ensure it remains relevant, valid, applicable and current. To guide the organisational behaviour of the NTA in the execution of its Strategic Plan, members of staff strive to uphold key core values in giving effect to the work of the organisation. In the below sequence, the first letters in each of the values spell the acronym, ‘RAISE’, which in turn translates into an organisatio-wide objective to RAISE THE BAR as far as the delivery of VET services is concerned.

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

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.
  • 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 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.

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