Sub-Activity. Construction and upgrading of 9 Community Skills and Development Centres (COSDECs), donation of 2 COSDEC mobile units, and training of Community Skills Development Foundation (COSDEF) Management Support Unit staff – MCA-N assisted in the construction of 4 new and upgrading of 5 COSDECs that already existed at the time as well as the construction of an Arts and Crafts Centre. In addition, COSDEC and Foundation leadership received support in strategic planning, budgeting, finance, community skills assessment and performance management, all of which were aimed at helping ensure that COSDECs and the training that they offer are more responsive to the needs of their communities and of the local and national economy.
Sub-Activity. Competitive grants for high-priority vocational training programmes – Until the NTF levy was operational, MCA-N financed training in high-demand skill areas. Like the rest of the Sub-Activities under the Expanding Vocational and Skills Training Activity, this action was aimed at expanding the 3 Through the relatively new, semi-autonomous structure of Continuous Professional Development (CPD), the Education Project helped facilitate the development and delivery of specific training programs for teachers, teacher educators, and educational managers (principals, advisory teachers, inspectors of education etc.). MCA-N had four or more CPD program activities scheduled including textbook management and utilization, HIV/AIDS teacher training, facilities maintenance, National Standardized Achievement Test deficiency training, and other training for managers in a decentralized environment. 4 The CoEs were incorporated into UNAM via a September 2009 Cabinet decision, effective 2010. availability of high-priority skills training and related opportunities and increasing the number of people benefiting from vocational training in terms of better employment prospects and increased income.
Sub-Activity. Procurement and distribution of English, Mathematics, and Science textbooks – As its name suggests, this Sub-Activity involved the purchase and supply of textbooks to schools around the country. The effort was aimed at reducing gaps in the provision of books, and increasing efficiency in textbook delivery by refining the curriculum and improving the procurement process, including the creation of the Supply Chain Management Unit (SCMU) to oversee the entire textbook process, establishing a per capita capitation allotment formula to determine yearly textbook need, ring-fencing the textbook budget, developing a textbook management information system as well as textbook usage and management processes and training.
Sub-Activity. Textbook management policy and training (with training included under CPD) – This Sub-Activity built the capacity of educators in how to manage and utilize learning support materials, specifically textbooks. This was aimed at helping to ensure the appropriate use of such materials for maximum learning potential.
Sub-Activity. Technical assistance and training to RSRC staff – This support provided guidance in developing the RSRCs into key components of a regionally administered and community focused library system. It helped implement a national Integrated Library Management System, which would digitize many aspects of library service.
Sub-Activity. Provision of road maintenance and game translocation equipment – As its name suggests, the support provided under this Sub-Activity included the provision of road maintenance and game translocation equipment, which enabled ENP staff to improve the tourist experience not only in the Park but also in conservancies receiving game species from the Park.
Sub-Activity. Development and marketing of local and regional tourism routes – As its name suggests, this Sub-Activity was an effort to develop local and regional tourism routes in Namibia. Its overall aim was to improve the country’s offerings to international and domestic travellers and thus enhance its appeal to potential tourists, thereby increasing rural communities’ prospects of improving their livelihoods through tourism enterprise.
Sub-Activity. Interactive website development – Like the other Sub-Activities under this Activity (see a. and b. above), this Sub-Activity was aimed at increasing the number of tourist arrivals to Namibia by raising the country’s profile (i.e., awareness of Namibia as a tourism destination) in target markets. The specific objective of the online marketing campaign was to assist the NTB and its staff to carry out a global online marketing plan for an initial period of two years to build awareness of the value and effectiveness of online marketing techniques. Concurrent capacity-building were aimed at helping enable NTB and industry to carry related efforts forward after the Programme ends.
Sub-Activity. Technical assistance and capacity building for conservancies – This Sub-Activity was aimed at strengthening the capacity of conservancies to protect their natural resources, attract investment, and achieve financial sustainability so that households in communal conservancies can improve their livelihoods. Based on individual conservancy needs and demands, the support provided a range of technical assistance services and grant funding to 31 target conservancies across the country. It was hoped that such assistance and funding would help mitigate existing barriers to tourism enterprise investment and contribute towards the financial sustainability of conservancies. In addition, the idea was that formerly disadvantaged Namibian communities in selected conservancies would be empowered by having their participation in potentially lucrative tourism enterprises facilitated through grant funding (see
Sub-Activity. Community-based rangeland and livestock management (CBRLM) – MCA-N support under this Sub-Activity aimed to improve communal farmers’ livestock quality and value by supporting training in community-based management of rangeland resources, herd management, and farm enterprise management skills, including specific outreach to women in small ruminant production and marketing, among participating communities. In addition, these communities were eligible to receive rangeland management infrastructure and other resources (e.g. water points, auction facilities, genetic material, etc.) to support their efforts.
