This community based initiative seeks to increase communities’ adaptive capacity through the development of resilient farming practices and improved natural resource management in the face of climate change. Integrating the basic aspects on climate information, the project toolkit had two main objectives; firstly it increases community awareness about climate change risks to farmers and natural resource users, and secondly it aims to build momentum at community levels for innovative adaptation tools as applicable to their environments. These toolkits are applicable to the rural communities, peri‐urban and communities across Namibia.
Participatory rural appraisal methods were used to solicit inputs from the local people during the toolkits development process. Resource mapping, root analysis of climate impacts, and gender mainstreaming were key to this project. A total of 30 community consultations were held in 12 constituencies in all the regions. About 200 people per region were consulted. Their selection was based on their day‐to‐day engagement with community members – these included community activists, farmers, local NGOs as well as governmental civil servants and resource users.
The main outcomes of the project were the compilation of the climate change toolkits, as well as outreach materials such as a video for training of trainers events on climate change adaptation, posters, and radio talks in the different regions. The toolkits are in the process of being implemented, and there are positive reports from the regions where they have been distributed.
This paper is a synopsis of the experiences from Namibia's climate change adaptation toolkits and offers insights relevant to many other African countries, and how these can be improved to make climate change adaptation work especially in the rural areas.
David, A., Braby, J., Zeidler, J., Kandjinga, L. and Ndokosho, J. (2013), "Building adaptive capacity in rural Namibia: Community information toolkits on climate change", International Journal of Climate Change Strategies and Management, Vol. 5 No. 2, pp. 215-229. https://doi.org/10.1108/17568691311327604
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