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Department of Research, Science
Consultancy on the Development of the Science and
MinistryScience
Department of Research, Science
Consultancy on the Development of the Science and Technology Human Resource Strategy
Ministry of Communications, Science
Department of Research, Science and Technology
Consultancy on the Development of the Science and Technology Human Resource Strategy
Final Report
of Communications, Science and Technology
Department of Research, Science and Technology
Consultancy on the Development of the Science and Technology Human Resource Strategy
Final Report
May 2009
of Communications, Technology
Department of Research, Science and Technology
Consultancy on the Development of the Science and Technology Human Resource Strategy
Final Report
May 2009
of Communications, Technology
Department of Research, Science and Technology
Consultancy on the Development of the Science and Technology Human Resource Strategy
Final Report
of Communications,
Department of Research, Science
Consultancy on the Development of the Science and Technology Human Resource Strategy
Consultancy on the Development of the Science and
ii
Table Of Contents
Contents
TABLE OF TABLES ........................................................................................ IV
ACRONYMS AND ABBREVIATIONS ............................................................. V
EXECUTIVE SUMMARY ............................................................................... VIII
1 INTRODUCTION AND BACKGROUND ....................................................1
1.1 Purpose and context of the project................................................................................................. 1
1.2 Report Outline ...................................................................................................................................... 2
1.3 The need for an S&T HRD strategy .................................................................................................. 2
1.4 Botswana in Transition ....................................................................................................................... 9
1.5 Transition Model................................................................................................................................ 13
1.6 Supporting National Policies, Strategies, Initiatives and Projects ............................................... 15 1.6.1 Vision 2016 .................................................................................................................................. 15 1.6.2 Draft National Development Plan 10 (NDP 10) ......................................................................... 16 1.6.3 Draft of MCST Draft NDP 10 Projects ....................................................................................... 17 1.6.4 BEAC Strategy ............................................................................................................................. 20 1.6.5 Science and Technology Policy ................................................................................................... 20 1.6.6 Tertiary Education Policy ............................................................................................................ 21 1.6.7 The Formulation Study on the development of the National Human Resource Development
Strategy (NHRDS) ................................................................................................................................ 22 1.6.8 BNRST Plan ................................................................................................................................. 22 1.6.9 Botswana International University of Science and Technology (BIUST) ................................. 23 1.6.10 Private Sector Development Strategy (PSDS) .......................................................................... 26 1.6.11 Intellectual Property Rights ....................................................................................................... 27
2 METHODOLOGY .................................................................................... 28
2.1 Tools and Methodologies................................................................................................................... 28 2.1.1 On-line Web Based Survey ......................................................................................................... 28 2.1.2 Paper-based Questionnaire and Structured Interviews ............................................................... 29 2.1.3 Review of Current S&T HRD Policies and Strategies ............................................................... 29 2.1.4 Comparator Countries .................................................................................................................. 29 2.1.5 SWOT and Problem Tree Analysis ............................................................................................. 29 2.1.6 Database Review .......................................................................................................................... 32 2.1.7 Workshop and Reference Group Meetings ................................................................................. 32
3 SUMMARY FINDINGS FROM THE SITUATIONAL AND NEEDS ANALYSES .................................................................................................... 33
iii
3.1 Findings from Situational Analysis ................................................................................................. 33 3.1.1 Policy and Institutional Framework ............................................................................................ 33 3.1.2 Online Survey .............................................................................................................................. 33 3.1.3 Stakeholder Interviews and Research .......................................................................................... 35 3.1.4 Funding ........................................................................................................................................ 40 3.1.5 Review of the Current Database .................................................................................................. 41
3.2 Findings from the Needs Analysis .................................................................................................... 42 3.2.1 S&T skills in short supply impact eight critical sectors of the economy ................................... 42 3.2.2 Funding strategies ........................................................................................................................ 42 3.2.3 RST Human Resource Development .......................................................................................... 43 3.2.4 Benchmarked strategies ............................................................................................................... 43 3.2.5 Recommended Solutions ............................................................................................................. 44
4. PROPOSED S&T HRD STRATEGY ......................................................... 46
4.1 Introduction ........................................................................................................................................ 46
4.2 Strategy to drive the S&T HRD vision ............................................................................................ 49 Table 6: Linkage between goals and strategic projects ........................................................................ 51 4.2.2 Relevance and Alignment of Goals ............................................................................................. 55
5. IMPLEMENTATION AND PROJECTED COSTS ...................................... 59
6. MONITORING AND EVALUATION ........................................................... 63
7. RECOMMENDATIONS AND CONCLUSION ........................................... 69
APPENDIX I: TERMS OF REFERENCE ....................................................... 72
APPENDIX 2: LIST OF CONSULTED DOCUMENTS .................................. 80
APPENDIX 3: MEMBERS OF THE REFERENCE GROUP .......................... 81
APPENDIX 4: LIST OF STAKEHOLDERS ................................................... 82
APPENDIX 5: ON-LINE SURVEY QUESTIONNAIRE .................................. 84
APPENDIX 6: STAKEHOLDER INTERVIEW QUESTIONNAIRE ................ 88
APPENDIX 7: EMPLOYMENT OPPORTUNITIES FOR S&T GRADUATES 99
APPENDIX 8: PRACTICAL IMPACT OF THE S&T STRATEGY ............... 101
APPENDIX 9: STRATEGIC PROJECTS OUTLINE .................................... 104
APPENDIX 10: COST BREAKDOWN PER STRATEGIC PROJECT ........ 114
APPENDIX 11: TERMS OF REFERENCE COMPLIANCE MATRIX .......... 125
iv
Table of Tables
Table
No:
Description: Page
No:
1 Summary of Benchmarked Countries 5
2 Key Flaws and Associated Risks of Traditional Manpower Plans 10
3 The Key Benefits & Strengths Associated with Human Resource
Development Planning
11
4 Complementaries between S&T HRD strategy and BIUST 25
5 Skills that are in Short Supply Categories by Sector 37
6 How Strategic Projects link to Goals 51
7 Relevance of Proposed S&T HRD Strategy to National Policies,
Strategies, Initiatives and Projects
56
8 Supporting Action Points contained in the BEAC Strategy 56
9 Phases and Timeframes for the Establishment of HRD Sectoral
Committees
59
10 Strategic Goals by Implementation Phase 61
11 Proposed Costs for Strategic Projects 62
12 Indicators of Strategic Goals 66
v
Acronyms and Abbreviations
AIDS Acquired Immune Deficiency Syndrome
A*STAR Agency for Science, Technology and Research
BEAC Botswana Economic Advisory Council
BEC Botswana Examinations Council
BEDIA Botswana Export Development and Investment Authority
BIDPA Botswana Institute for Development Policy Analysis
BIH Botswana Innovation Hub
BIUST Botswana International University of Science and Technology
BNRST Botswana National Research Science and Technology Plan
BOCCIM Botswana Confederation of Commerce, Industry and Manpower
BOTEC Botswana Technology Centre
BRC Business Research Centre
BRSTFA Botswana Research, Science and Technology Funding Agency
COI Centres of Innovation
COT Commercialisation of Technology
DPSM Directorate of Public Service Management
DRST The Department of Research Science and Technology
DST Department of Science & Technology
EDB Economic Development Board
EU European Union
FDI Foreign Direct Investment
FRST Foundation for Research, Science & Technology
FT Full Time
FTE Full Time Enrolment
GCI Global Competitiveness Index
GDP Gross Domestic Product
GICO Government Implementation and Coordination Office
HC Head Count
HDI Human Development Index
HIV Human Immunodeficiency Virus
HRC Health Research Council
HRD Human Resource Development
HRDSST Human Resource Development Strategy for Science and Technology
vi
HSRC Human Sciences Research Council
ICT Information & Communication Technology
IF Innovation Fund
ISF International Science Foundation
IFSC International Financial Services Centre
ITP Institutes of Technology and Polytechnics
ISM Institute of Supply Management
KEI Knowledge Economic Index
LFA Logical Framework Approach
LMO Labour Market Observatory
MCST Ministry of Communications, Science and Technology
MEMBOT MacroEconomic Model of Botswana
MFDP Ministry of Finance and Development Planning
MOE Ministry of Education
MRC Mauritius Research Council
MoRST Ministry of Research, Science and Technology
MSc Master of Science
MTI Ministry of Trade and Industry
NDP National Development Plan
NEC Not Elsewhere Classified
NEMIC National Employment, Manpower and Incomes Council
NIC National Innovation Capability
NRF National Research Fund
ODL Outside Distance Learning
OECD Organisation for Economic Co-operation and Development
PhD Doctor of Philosophy
PMO Project Management Office
PPP Public Private Partnership
PRI Public Research Institutions
PSDS Private Sector Development Strategy
PT Part Time
R&D Research and Development
RFID Radio Frequency Identification
RI Research Institutions
RIEC Research, Innovation and Enterprise Council
RIPCO Rural Industries Promotion Company
RISC Research Incentive Scheme for Companies
RSNZ Royal Society of New Zealand
RST Research Science and Technology
RSTI Research Science and Technology Institution
vii
SANAP South African National Antarctic Program
SARCI South African Research Chairs Initiative
Sitra The Finnish National Fund for Research and Development
S&T Science and Technology
STAF Science and Technology Agreements Fund
SWOT Strengths, Weaknesses, Opportunities and Threats
TE Tertiary Education
TEC Tertiary Education Council
Tekes National Technology Agency (Finland)
THRIP Technology for Human Resources for Industry
TLL Temasek Life Sciences Laboratories
ToR Terms of Reference
TRIPS Trade Related Aspects of Intellectual Property Rights
TWAS Third World Academy of Science
UB University of Botswana
US United States
VB Visual Basics
VTT Technical Research Centre of Finland
WUSC World University Service of Canada
viii
Executive Summary 1 This final report submission follows the approval of the inception, situational
assessment and needs analysis reports.
2 The key objective of the study was to design a human resource capability
development strategy that will focus on developing skills that will give new and
existing S&T professionals greater ability to be effective in roles that will aid the
economic diversification of Botswana.
3 The study used a variety of surveys including on-line web based, paper based, and
structured interviews. Desk reviews were conducted on S&T and HRD related
policies. Deloitte Global Research Centre conducted a comparator review of 6
countries policies and strategies including New Zealand, Finland, Malaysia,
Singapore, Mauritius and South Africa and these were used to inform the
development of this strategy. A SWOT and Problem Tree approach were used to help
identify solutions. Two stakeholder workshops and several reference group meetings
provided critical stakeholder input.
4. The on-line survey was publicised through the print media, internet advertising,
posters and direct contact with some of the major employers of RST professionals.
The result was a total of 820 responses from 29 countries. 85% of these respondents
are currently living in Botswana, and of the remaining 15% who live elsewhere, 97%
would consider returning to Botswana. Of the respondents, 29% are not currently
working in an RST field for various reasons; the main reason for this was reported to
be that individuals were unable to find employment in their respective fields of
specialisation. The excellent news is that 95 % would consider returning to the S&T
field. Also of great importance is that 85 % of respondents intended undertaking
further professional development.
5. The survey has provided current data that has allowed the consultants to design a
strategy that will help attract citizen S&T professionals back to Botswana and to keep
them in the S&T field. In addition this survey will allow key projects such as the
Innovation Hub, BIUST and new investors to have sector specific details on available
skills and enable direct contact with those professionals.
6. The data that has been gathered from the on line survey can be uploaded onto the
Department’s current database. However this is not seen as an ideal option in that
the data base is not configured in a way that will allow web access from S&T
professionals and other stakeholders to keep the information up to date. This is
ix
absolutely critical to measuring and monitoring progress against the future S&T HRD
strategy and helping MCST make informed decisions around funding HRD. It is
therefore important that consideration should be given to the development of a new
web based database.
7. Following stakeholder interviews and research the following S&T skills were deemed
in short supply locally: engineering (mining, water, civil, environmental, bio-
engineering, metallurgy, mineral processing); geology (hydrogeology, rock
mechanics); ICT (software development, hardware development); database
administrators, security specialists (ICT), forensic specialists (ICT), software
developers, project managers (ICT) and system analysts; biotechnology (molecular
biology, microbiology, medical biotechnology, biochemistry, organic chemistry,
molecular physical chemistry, genetics); medical specialists (Pharmacists; Dentists,
Surgeons, etc); professional engineers; animal science especially in livestock
breeding, dairy science, reproduction physiology and nutrition; food science and
technology; bio-informatics; and forensic scientists and pathologists.
8. In reviewing S&T skills that are in global short supply it was found that ICT -
Information and Communication Technology will be high on demand as the world
moves towards a technology driven state, the primary industries of construction,
mining and oil & gas will also see significant demand. Within ICT, software engineers
and networking engineers are forecast to be of greatest demand.
9. Several mid-level and leader-level roles are also projected to be needed to manage
and run the different initiatives – especially in the developing economies. Developed
economies of US and Europe indicate a demand for engineering skills while
developing economies indicate an additional demand for managerial skills.
Irrespective of the state of economy, the health sector is in need for skills across the
care continuum – from physicians to radiologists to nurses and nurse aides.
10. The analysis of various reports and the responses from interviews and questionnaires
has identified scarce S&T skills across eight sectors of the economy. The skills are
classified across a range of occupations between critical, medium, and low level skills
in short supply. The most critical skills in short supply are in the following
occupations; engineers, agronomists, medical doctors, and veterinarians. These
projected needs require further verification from stakeholders given the limitations of
some of the source data. This should be provided through the HRD sector
committees that will be established in 2009 as part of the implementation of the
National HRD plan.
x
11. A review of policies related to HRD has found that the right policy foundations have
been put in place to support S&T HRD. The TE Policy and the National Human
Resource Development Strategy (NHRDS), have laid the cornerstone for the
overarching strategy and structure which the S&T HRD strategy and plan will link to.
12. Six comparator countries were chosen to benchmark strategies. These were South
Africa, Mauritius, New Zealand, Malaysia, Finland and Singapore. Botswana is
currently ranked 83rd in competitiveness and is in transition between the factor stage
and the efficiency stage, as defined in the Global Competitiveness Report (2007 -
2008). Policies that propelled the transition from the efficiency driven stage to the
innovation driven stage include these key themes; well planned S&T policies,
objective based R&D funding systems, and dedicated central agencies to develop
research human capital, R&D and innovation.
13. A problem tree was utilised to identify the causes and effects of problems impacting
on HRD development within the S&T sector. This information was gathered from the
stakeholder interviews. Areas of concern with regard to RST human resource
development identified were:
i. Weak institutional coordination has caused a silo approach to science and
technology HRD;
ii. Better career development opportunities and remuneration in other fields has caused
S&T professionals to migrate to those fields;
iii. RST institutions do not base their research on industry needs resulting in limited
impact of research on economic development;
iv. Acquisition of inappropriate skills has caused graduate unemployment in some ICT
fields;
v. Limited funding for post graduate studies has resulted in dependence on expatriates
in key RST fields;
vi. A limited number of S&T Tertiary Institutions has resulted in a dependence on
expensive external training.
14. The overarching problem that was identified was that the potential for S&T to drive
economic diversification is not optimally exploited due to a lack of effective
coordination and funding for S&T HRD.
15. To address these problems a series of key recommendations were made:
i. The Vision, Mission and Values as stated in the strategy chapter (4) will be adopted
for the Science and Technology Human Development Strategy.
ii. That a programme office be established within MCST to coordinate the
implementation of the 10 strategic projects.
xi
iii. That a budget of BWP 100 million be provided to finance the implementation of the
strategic projects.
iv. That the level of expenditure on Research and Development should be increased to
at least 1% of GDP by the end of NDP 10.
v. That the Botswana Research, Science, and Technology Investment Agency
(BRSTIA) or its equivalent should be set up as a matter of urgency. In keeping with
cabinet’s recent approval (January, 2009) of a single agency approach to HR
development via the Human Resource Development Council, consideration should
be given for MCST to have a similar single agency. This agency would allow the
MCST to focus on strategy and policy whilst operational areas such as innovation,
research and funding would be dealt with via the agency. Consequently BRSTIA
could form part of this new agency.
vi. That funding for post-graduate training in S&T fields should be increased appreciably
hence forth to address the shortage of skills at managerial and policy level across
the economy. Such training must when combined with learnerships and bridging
schemes seek to address the significant levels of unemployed graduates.
vii. That an E-learning platform be established that will provide short term managerial,
leadership and entrepreneurial courses to S&T graduates from world class
institutions. The platform will also address S&T skills courses in such critical areas as
research, ethics and grant funding.
viii. That the skills registry developed on this project continues as an on-line system for
S&T graduates to be linked to HRD opportunities in the country.
ix. That effective institutional mechanisms (planned and prospective) should be put in
place to address the current silo approach to Science and Technology Human
Resources Development and allow for appropriate interfacing with the planned
National HR Development plan
x. That a sub-committe of BOCCIM be established to drive entrepreneurial
development in the S&T sector.
xi. That the progress of the implementation of the strategy be reviewed every 3 years.
xii. That 8 % of S&T graduates should proceed to post graduate S&T studies by the end
of NDP 10.
xiii. That the capacity of the patent office should be enhanced to enable it to effectively
undertake advocacy measures to create awareness about intellectual property rights
and the need to protect them,
16. The proposed vision for the S&T HRD strategy is that: By 2026 Botswana will have
transitioned into a stage two efficiency driven economy and be well positioned to
emerge as a stage three innovation (knowledge) based economy where the HRD
opportunities for Science and Technology graduates and professionals will be
xii
acknowledged as the best in the region as measured by professional levels attained
and excellent retention within the S&T field
17. The proposed mission of the S&T HRD strategy will be: Botswana’s national human
resources development mission for science and technology will enable each citizen
with aspirations in science and technology to realise their full potential so that they
can make meaningful contributions to their community, society and the world and aid
the economic diversification of Botswana.
18. The Vision and Mission will be supported by five key values: Access & Equity, Benefit
Realisation, Accountability, Quality and Relevance, and Partnerships.
19. Six strategic goals have been developed in order to implement the recommendations.
They are:
i. The roles and coordination of S&T HRD will be rationalised to allow for interfacing
with the National HRD Strategy and plan.
ii. Introduction of easily accessible and affordable leadership, supervisory and
entrepreneurial skills programmes for all S&T professionals and graduates.
iii. Implementation of an attraction, reverse migration and retention strategy for S&T
professionals including a cultural change process that repositions the attractiveness
of careers within the S&T sector. This will be coupled with a deliberate programme
for exporting S&T skills in a controlled process to fast track skills development
iv. Increase the number and quality of S&T post graduate students.
v. Implement bridging and learnership programmes to increase S&T graduate
employment and self employment
vi. The innovation based economy (stage 3) will be led in Botswana by a new
generation of S&T trained entrepreneurs whose aspirations and HRD gives them the
skills and resources needed to lead the change
20. Ten strategic projects have been identified which together will drive the different
goals. The strategic projects are:
i. Promote the development of a S&T professional forum
ii. Leadership, supervisory and entrepreneurial HRD development of S&T professionals
via a specialised E-learning platform.
iii. Use the skills registry for (i) immediate identification of S&T graduates for additional
post graduate studies and (ii) further development to help with the future
identification of HRD training requirements and supplying resources to major national
projects
iv. Establish as part of integration with the NHRDS, an S&T HRD Enabling committee
with a clear mandate as well as measurable deliverables. Conduct a feasibility study
xiii
for the formation of a single agency reporting into MCST and responsible for the
operational issues of research, funding and innovation (similar in concept to the
approved Human Resource Development Council) Develop and implement a reverse
migration plan that will help to attract Batswana professionals working abroad to
return
v. Develop an effective career awareness programme for S&T students at all levels
vi. Develop and implement an attraction and retention strategy for S&T professionals
vii. Undertake a policy review to make it more attractive for the private sector to invest in
R&D that will benefit the HRD of S&T professionals
viii. Develop, pilot and launch bridging and learnership schemes for graduate students
that are appropriate to the S&T sector. This will use a similar approach to the
successful IFSC graduate placement programme.
ix. Develop, pilot and launch an S&T HRD impact assessment process for all new S&T
firms investing in Botswana as per the recommendations of the National HRD
Strategy.
1 Introduction and Background
1.1 Purpose and context of the project
Scientific and technological activities play a vital role in the economic, social and
physical development of any country. Scientific and technological research needs
huge investments and calls for a reliable supply of S&T professionals made up of a
steady stream of high quality graduates mentored and developed by a cadre of
motivated and dedicated experienced professionals.
Botswana is in a state of transition from a resource based economy to a knowledge based
economy as part of a broader plan of economic diversification. Innovation, science and
technology can improve the use and value of natural resources and thus contribute to overall
socio economic development. Competitiveness requires improvement in the capacity of
personnel in terms of skills and the acquisition of new knowledge through continuous
research.
The BNRST has established that the problem of limited innovation in Botswana is a result of a
lack of access to technology, finance, and the absence of organizational capacity which could
improve output in some areas, as well as limited human resources and scientific
infrastructure.
The Science and Technology policy of 1998 aims to achieve sustainable social and economic
development through the coordinated and integrated application of science and technology
for the upliftment of the standard and quality of life of Batswana through, amongst others,
creating knowledge and awareness, improving and developing the scientific and technological
culture of Batswana; developing and raising the national productive capacity; and improving
competitiveness through the application of modern and evolving technologies.
The Government is committed to developing a strong S&T capability as reflected in the
Tertiary Education Policy (Towards a Knowledge Society), as well as the National Human
Resources Development Strategy (Realizing Our Potentials). The latter emphasizes the need
for a focused, integrated and long term approach towards skills development.
It is against this background that the Department of Research, Science and Technology
would like decided to develop a strategy that will address both the broad aspects of attracting
and retaining S&T professionals and the specific detail of how S&T HRD should be best
undertaken to meet specific needs within the country. The strategy will therefore be
2
particularly useful as a tool for linking S&T human resource requirements within the broader
context of national policies and initiatives.
1.2 Report Outline
As a final report this constitutes a summary of the inception, situational analysis and needs
analysis reports. It goes further and outlines key recommendations, the strategy and its
proposed implementation and required budget. Excluded from this report, but made available
to DRST is a hard and soft copy of the on-line survey which will provide a critical means to
identifying specific S&T skills shortages within the different sectors of the economy for HRD
opportunities. Included in this deliverable is an analysis by sector of specific individuals who
could be considered for HRD opportunities. It was not included in this report due to the
confidentiality of information provided. This deliverable will allow the department to effectively
identify suitable S&T professionals who are based overseas for possible return to Botswana
as part of the proposed reverse migration project.
1.3 The need for an S&T HRD strategy
The main objective of the consultancy according to the Terms of Reference is to “design a
human resource capability strategy for the development of skills and capacity of S&T
professionals within the country”.
The terms of reference (Appendix 1) have amply identified the objectives of this study, the
main objectives are to:
• Equip Batswana with strategic and scarce skills which can drive Botswana to
achieving the goals of Vision 2016, especially the goal of “a prosperous, productive
and innovative nation”
• Build a strong S&T knowledge resource necessary to improve Botswana’s economic
development and thus position the country to compete effectively in the global arena
• Improve the standard of living and the quality of life of Batswana
• Develop capacity to conduct cutting edge research and to improve innovation and
technology diffusion
• Provide adequate research leadership and strong research competencies, as well as
opportunities for professional development, and access to appropriate facilities and
knowledge sources
• Ensure that the development of human resources is undertaken in a strategic,
focused and directed manner
• Use the strategy as a tool for linking S&T human resource requirements with wider
S&T funding and policy issues
3
• Develop strategies to fast track human resource development and capability building
through provision of, amongst others, training opportunities for Batswana in the fields
related to research, science and technology
• Identify capacity development needs and strategies required to advance S&T
research leadership in all sectors in an efficient and effective manner
The need to develop an S&T Human Resource Strategy for Botswana is informed by the
widespread acceptance in the economic development literature that science and technology
are key components of modern economic development, and therefore that no modern state
can achieve or maintain prosperity without embracing science and technology. It is apparent
that S&T will be an enabler to all the different economic hubs planned for Botswana.
Developed countries as well as the “Asian Tigers” have managed to maintain high and
sustainable economic growth rates due to, amongst others, the fact that they spend
substantial resources on educational and scientific infrastructure, as well as on research and
development. In addition, their tertiary institutions assign highest priority to stimulate and
nurture scientific and technical talent. They further have high enrolments rates in science,
mathematics and computer sciences. Because of these, there is a close positive correlation
between growth in educational expenditures and economic growth.
The situation in developing countries on the other hand is characterised by inadequate
scientific infrastructure, low expenditures on research and development, low tertiary
enrolments in science, mathematics and computer sciences, a lack of appreciation of the
importance of science as an essential ingredient of economic and social development, and in
some cases a lack of national science and technology policies.
In addition to the above dichotomy between developed and developing countries in relation to
harnessing science and technology for development, experience from other countries
including the comparators for this study, shows that there are certain key policy measures
and factors that are critical for ensuring that science and technology plays a pivotal role in
socio-economic development.
These include: ensuring that adequate scientific infrastructure is in place; encouraging
consultations; linkages and networking among all key S&T players; putting in place measures
to motivate scientists so that they are retained in their countries; continued and increased
government support for S&T; ensuring that the private sector contributes to the funding of
research and development; ensuring that S&T policies are integrated into the socio-economic
development plans; establishment of stable and effective S&T institutions; ensuring that S&T
policies focus on a few critical issues that will have a multiplier effect on the economy; putting
in place measures to inculcate a science culture in the community, especially the youth;
4
recognition that a good educational system is an essential prerequisite to a country’s
technological progress; and accepting that funding scientific enterprises is a vital long term
investment.
Table 1 below highlights some of the findings from comparator countries done as part of the
situational analysis. These are from selected countries that are pertinent to the strategy in that
they reflect countries that are transitioning into or are already classified as stage three
innovation based economies.
Table 1: Summary of Benchmarked Countries
Country What Why How Relevance to Botswana
New Zealand Foundation for RST Was set up as a funding body
primarily aimed at research
directly applicable to industry.
Vote RST – The outcome based and
competitive funding gives weight to the
objectives of research and ensures that
it is focused towards the overall S&T as
well as national policy.
The proposed BRSTFA is expected
to deal with issues of competitive
funding as does the New Zealand
Foundation for RST.
Focus on
International
Networking
Leverage the international
talent pool, help technology
exchange and also in part to
meet the demand for S&T
professionals and researchers
being created in the country
International Networking Strategy,
science arrangements, other
government initiatives, and funding
mechanisms
International Networking in order to
leverage of the international talent
pool and to help technology
exchange, as well as to meet the
demand for S&T professionals in the
country, is currently taking place in a
limited fashion at RSTI’s, but it is not
coordinated at a national level.
Crown Research
Institutes
Set up central agencies that
promote R&D in the country.
They also ensure that the R&D
undertaken is in context with
the overall policy
Derives funding through purchaser-
provider model.
Object driven programs.
The agency collaborates with various
entities in the innovation system to
promote R&D.
BNRST Plan aims to ensure the
prioritisation of research in terms of
national needs as does the Crown
Research Institute.
6
Country What Why How Relevance to Botswana
Focus on developing
strength in areas of
biology, agriculture,
horticulture,
environmental
science etc
Build S&T capabilities in areas which
further strengthen the key industry i.e.
Agriculture. This ensured effective
utilisation and appropriate channelling of
scarce human capital resource
Developed a policy framework
and identified key focus areas
early on. Each organisation in
the innovation system including
the tertiary education network
was aligned to these focus
areas
With regard to building S&T capabilities in
areas which further strengthen key
industries, the BNRST Plan has identified
core areas of research but there is no
direct mechanism to influence Tertiary
Education Institutions to put in place the
appropriate courses. It is anticipated that
TEC will use their funding model to
influence educational courses in the
future.
Finland The National
Technology Agency
(Tekes)
Central funding agency to monitor R&D
development in priority areas and
ensure context and industry applicability
of research
Grants for applied research and
funding based on objective
Grants allocated to Programmes
planned in collaboration with
firms and research institutions
As mentioned above, the BRSTFA is
expected to address the issue of
competitive funding; however Finland
identifies a further opportunity of planning
programmes in collaboration with firms
and research institutions.
The Finnish National
Fund for Research
and Development
(Sitra)
Foster innovation-In order to develop the
innovation know how of individuals and
organisations.
Foster innovation-to fill the need
on the public side to have an
instrument by which to
experiment and start new
activities without the budgetary
delays and political
With regard to fostering innovation in
order to develop the innovation know how
of both individuals and organisations, in
Botswana, this would form part of the
mandate of the Botswana Innovation
Hub.
7
Country What Why How Relevance to Botswana
commitments of government to
carry them out immediately on a
broad front
Finland Committee of the
Future
To fill the need for longer-term
orientation and consensus building and
the development of sustainable
knowledge based economy-to anticipate
and prepare for future
Assesses the social impact of
technological development and
serving as the Parliamentary
body responsible for assessing
technological development and
its consequences for society
The Vision 2016 Council should play the
role of a ‘Committee of the Future’.
Singapore Five year National
S&T Plan
To provide a step by step and planned
approach to S&T and human capital
development
Each five year plan, starting
1991, had laid down goals to be
achieved in order to contribute
to the evolution of the S&T
sector
Many of the RSTI’s in Botswana currently
operate on a 6 year funding plan.
However, the sectoral plans, as proposed
in the NHRDS, should feed into the
National HRD Plan to achieve some
cohesion on a national level.
Agency for Science,
Technology and
Research (A*STAR)
To fill the need for an agency that plays
a central role in setting the thematic
priorities for public research, developing
the national base of postgraduate
research manpower, investing in major
physical research infrastructure, and
catalysing the commercialisation of IP
Four organisational units were
established to help advance the
development of Human,
Intellectual and Industrial Capital
Tow research councils, A*STAR
Graduate Academy and Exploit
Technologies Pte Ltd (to
An Agency for RST would be an
advantage to manage the intellectual
property and technology transfer within
Botswana, through the coordination of
existing institutions to accomplish the
same.
8
Country What Why How Relevance to Botswana
generated in public research
manage intellectual property and
technology transfer)
Singapore Science centres To promote a general interest, learning
and creativity in S&T and contribute to
the nations development of its human
resource
Primary Science Clubs to
stimulate interest in science
activities among students
Newsletters and Publications
Exhibitions, Omni Theatres etc
With regard to science centre, BOTEC
has established a Science Park to
stimulate the interest in science activities
among students, however, this should be
developed at a national level and its
effectiveness needs to be assessed and
monitored.
The above factors and the findings and conclusions of the situational and needs analysis
reports, as well as the main objectives of this consultancy which are outlined above have
been taken into account, to the extent possible and practicable, in the development of this
strategy.
1.4 Botswana in Transition
Recommended Policy Shift
Up until now, traditional manpower planning has been practised in Botswana. This started in
1981 following the establishment of the employment and manpower planning section in the
MFDP. That section produced manpower planning reports until 1985. Due to manpower
constraints, it became increasingly difficult to produce the plans on an annual basis. The last
annual plan was produced in 1987. This was followed by a long period in which no plans
were produced. During that period, MFDP produced manpower projections using the Macro-
Economic Model of Botswana (MEMBOT). A fresh attempt was made in 2004 to resurrect the
production of manpower plans. This has resulted in the draft Manpower Development
Planning Report of 2004. The report has not been finalised due to manpower constraints
and data problems.
The Formulation Study for the development of the NHRDS addressed the issue of traditional
manpower planning in some detail. It analysed its strengths and weaknesses and concluded
that the approach was outdated and as such it could not assist the country to deal effectively
with the modern challenges of manpower development. The key flaws and associated risks
of traditional manpower planning are summarised in Table 2 below.
Table 2: Key flaws and Associated Risks of Traditional Manpower Planning are:
• It is not strategy driven and fails to contextualise the broader policy environment;
• It ignores substitution possibilities and new ways of managing organising and delivering services and new approaches to work;
• It ignores the cost of educating and training one type of labour relative to another;
• It relies on manpower input classifications that are either out of date or not relevant;
• It fails to consider resource deployment and utilisation as well as ensuring an optimum mix of human and non-human resources (finance, equipment,
technology);
• It relies heavily on the formal employment sector;
• It emphasises occupation specific education and skills training while ignoring generic competencies;
• It focuses on a highly specialised division of labour and has a narrow understanding of jobs ;
• It is a top down command approach to “human capital”
• It reduces people to cost factor rather than a source of creative, innovative outcomes and benefit realisation;
• It has a time horizon that fails to respond to rapid change;
• It has resulted in cycles of under and over supply particularly in small states;
• It has been developed from a single isolated industry/organisational perspective rather than a collaborative integrated sector approach;
• It has resulted in either unemployment or competition for scarce skills
• It leads to mismatch between needs and supply;
• It leads to costly duplication amongst educational institutions; and
• It fails to respond effectively to national and global pressures
In view of the above mentioned flaws, the NHRDS recommended that Botswana should
embark on the production of a National Human Development Plan (NHRDP) which will be
preceded by detailed sector specific plans. These plans will be produced under the
supervision of sectoral committees.
Botswana is therefore in a transitional phase anchored on a policy shift from natural
resources based development to human resources based development as described in detail
in two major Tertiary Education Council reports namely the Formulation Study on the
development of the National Human Resources Development Strategy (NHRDS,2007) and
the Tertiary Education Policy(2008). Some of the strengths of HRD planning are indicated in
Table 3 below:
Table 3: Key benefits and strengths associated with HRD planning:
The Key Benefits and Strengths Associated with Human Resource Development Planning are: • It is strategy driven and properly contextualises the broader policy environment;
• It builds sustainable economic growth based on the nation’s human resource endowment.
• It links economic, social, technology, environmental issues –nationally and globally;
• It embraces the whole HRD life cycle;
• It links national economic and HRD strategies with global competitiveness and development.
• It recognises substitution possibilities and new ways of managing, organising and delivering services and new approaches to work;
• It recognises the cost of educating and training one type of labour relative to another
• It recognises resource deployment and utilisation as well as ensuring an optimum mix of human and non human resources (finance, equipment, technology);
• It not only considers occupation specific education and training programmes but also focuses on generic skills and competencies;
• It provides for a broad understanding of occupational clusters;
• It is flexible and adaptive and can respond easily to rapid change
• It recognises that people are a source of creativity and innovation;
• It ensures a strategic approach to issues of unemployment or competition for scare skills;
• It militates against costly duplication amongst educational institutions.
• It matches labour market and education programme profiles
• It focuses on raising national productivity, innovation.
• It focuses on issues of quality and relevance of human resource development
• Focuses on developing good quality jobs for a high skills society
Source: TEC, 2008
According to the NHRDS, those countries that concentrated their development strategy
around their natural resource endowments fared less well, than those who recognised the
need for an explicit strategic and sustained development of their human resource capacity.
This is due to a number of reasons some of which are:
i) Natural resource industries like mining are generally capital intensive, and as such, they do
not create a significant number of jobs, resulting in unemployment and poverty;
12
©2008 Deloitte & Touche. All rights reserved.
0% 10% 20% 30% 40% 50%
agriculture
water & electricity
mining
construction
manufacturing
transport, telecomms
trade
all services
contribution to increase in employment
contribution to increase in output
• Agriculture projects related to the cattle industry and high value added agriculture from Zambezi/ Pandamatenga project
• Tourism-related projects (upgrading of facilities and expansion of other markets)
• Transport Hub (traffic by road, air and cargo and other logistics linked to agriprojects
• Diamond beneficiation and other related processing activities ( free zone for polishing)
• Innovation Hub to develop the IT, communication and bio tech sectors (including current HIV /AIDS research)
• Banking & financial services focus on effective market regulation and incentives for outsiders
• Coal and gas – Mmamabula & Morupule power stations to have a large impact on coal mining and construction
Projected Employment Opportunities
Major diversification
projects that drive change
Major contributors to new employment opportunities and
increased output 2006-2021
The services sector (business, personal and social services such aseducation health and public administration) is expected to drive outputand employment changes followed by the trade sector. Sectorsinfluenced by the major diversification projects planned for Botswana isalso expected to experience higher employment growth rates
Source: Bank of Botswana, Annual Report 2007; IMF, World Economic Outlook Data, 2008
43
As the above figure shows, although mining provides a significant contribution to national
output, its contribution to employment is poor when compared to other services.
ii) A natural resource based development strategy does not create new competitive
advantages that can enable a country to compete effectively in the global village. In the case
of Botswana, the export profile that has been based on unprocessed natural resources has
not changed remarkably since the 1980s, and it is expected to remain as such for the
foreseeable future, which raises concerns about the long term growth prospects, and the
resultant implications for dealing with the major socio-economic challenges such as
unemployment, poverty and the war against HIV/AIDS;
iii) Contrary to the prevalent notion that abundance of resources is a “ curse” , the fact that
Botswana has prudently used its mineral revenues to make substantial investments in
physical, social and economic infrastructures, provides an effective platform to move from a
natural resources based development to a human resources based development; and
iv) Countries such as Singapore, Finland, and New Zealand that adopted human resources
based development strategies have realised a dramatic build up of their human resource
endowment which in turn dramatically improved living standards both in terms of economic
prosperity and personal well being. These countries placed a premium on the training of S&T
professionals and the results have been very positive as witnessed by high scores in
13
international indices such as the Human Development Index, Knowledge Economy Index, and
the Global Competitiveness Index.
1.5 Transition Model
The model used for evaluating and monitoring the implementation of the S&T HRD Strategy is
adopted from the African Competitiveness Report of 2007. In terms of that model, countries
are separated into three stages, based on the idea that as countries move along the
development path, wages tend to increase and in order to sustain this higher income,
productivity must improve.
The first development stage is the factor-driven (resources) stage; here countries compete
based on their factor endowments, primarily unskilled labour and natural resources.
Companies compete on the basis of their prices and sell basic products or commodities, with
their low productivity reflected in low wages. Competitiveness at this stage hinges mainly on a
stable macroeconomic framework, well functioning public and private institutions, appropriate
infrastructure and a healthy, literate workforce.
Transition Model: Elements of the 3 Stages
Source: Global Competitiveness Report (2007 – 2008), World Economic Forum
As wages rise with advancing development, countries move into the second development
stage, the efficiency-driven (knowledge) stage of development. They must begin to
develop more efficient production processes and increase product quality. At this point,
competitiveness becomes increasingly driven by higher education and training, efficient
markets and the ability to harness the benefits of existing technologies.
Basic Requirements
InstitutionsInfrastructureMacroeconomyHealth and Primary Education
Efficiency Enhancers
Higher Education and TrainingMarket EfficiencyTechnological Readiness
Innovation and Sophistication
Factors
Business SophisticationInnovation
Key forInnovation–
driven
economies
Key forEfficiency–
driven
economies
Key forFactor–driven
economies
Basic Requirements
InstitutionsInfrastructureMacroeconomyHealth and Primary Education
Efficiency Enhancers
Higher Education and TrainingMarket EfficiencyTechnological Readiness
Innovation and Sophistication
Factors
Business SophisticationInnovation
Key forInnovation–
driven
economies
Key forEfficiency–
driven
economies
Key forFactor–driven
economies
14
The third development stage is the innovation-driven stage. At this stage countries are able
to sustain higher wages and the associated standard of living only if their businesses are able
to compete with new and unique products. At this stage companies must compete through
innovation, producing new and different goods using the most sophisticated production
processes.
According to this model, Botswana is currently in transition between the factor driven stage
and the efficiency driven stage. In order for this transition to be successful and to be realised
within a reasonable timeframe, there is need to put in place effective policies and strategies,
and to re-energise existing ones. The S&T HRD Strategy is going to be part of this arsenal,
and its primary role will be to drive the transition, and to preferably enable the country to leap
frog to the next development stages.
In the Global Competitiveness Report (2007 – 2008) by the World Economic Forum,Botswana is ranked currently 83rd out of 128 countries covered and is currently in transitionbetween the factor and efficiency stage, as shown in the diagram below.
15
1.6 Supporting National Policies, Strategies,
Initiatives and Projects
For the S&T HRD Strategy to work it must fit into an enabling policy framework that will allow
the appropriate funding and support required. In addition, the S&T HRD Strategy should
compliment other national policies, strategies, initiatives and projects if it is to get the support
required for its success. Some of these are discussed briefly below and they include Vision
2016, the BEAC Strategy, the S&T Policy; Tertiary Education Policy; NHRDS; the Botswana
Innovation Hub; and the Botswana International University of Science and Technology.
1.6.1 Vision 2016
Botswana’s Long Term Vision “Towards Prosperity For All” has seven pillars namely An
Educated and Informed Nation; A Prosperous, Productive and Innovative Nation; A
Compassionate , Just and Caring Nation; A Safe and Secure Nation; An Open, Democratic
and Accountable Nation; A Moral and Tolerant Nation; and A United and Proud Nation. In
terms of the S&T Strategy, the first two pillars are particularly relevant.
The Vision calls for decisive measures to be taken by the Government and the private sector
to strengthen the country’s S&T capabilities. This is informed by the realisation that strong
technological inputs are required to achieve, inter alia, quality education, an informed society,
productivity growth, export competitiveness and general industrialisation. The Vision also calls
for;
• Sufficient investment in the development of technology
• Strengthening of the existing centres for research and development to ensure that
their outputs are relevant to the country’s needs
• Establishment of a S&T Council that would actively promote innovation and invention
• Reorienting the education system towards S&T
• The effective adoption and adaptation of foreign technologies
• Government support for private firms that use local technologies to ensure that they
can compete with imported technologies
• Strengthening of the monitoring and evaluation capacities of the Botswana Bureau of
Standards to ensure that local technologies and manufactured products are
competitive and to monitor the standards of imported goods
• Expansion of local capacity for research and development through the Science and
Technology Council
• Direct government funding for research, or incentives provided for the private sector
to expand their research capacities
16
In terms of economic growth, the Vision set a target of 8% real growth from 1996 to 2016
which would result in GDP per capita trebling to US $8 500 in real terms. This in turn was
expected to lead to a reduction of the percentage of people suffering from income poverty
being reduced by half in the first ten years to at most 23%, and to an elimination of absolute
poverty by 2016.
However, according to the Macroeconomic Outline and Policy Framework for the Draft NDP
10 (April 2008), the eradication of absolute poverty in 2016 is not likely to be achieved based
on the recent economic growth figures. This poses a serious challenge since the eradication
of poverty is a prerequisite for the achievement of Prosperity for All.
The implementation of Vision 2016 is taking place simultaneously with that of the Millennium
Development Goals (MDGs). They are therefore complementary. As stated in the Botswana
Human Development Report 2005, the MDGs are statements of intent, with clear time bound
targets and process indicators for achieving rapid and measurable human development goals.
They also provide a universal framework for measuring progress in development. Both Vision
2016 and the MDGs perceive the dignity of the human being as the fundamental basis for
development.
The eight MDGs are to: eradicate extreme poverty and hunger; achieve universal primary
education; promote gender equality and empower women; reduce child mortality; improve
maternal health; combat HIV/AIDS, Malaria and other diseases; ensure environmental
sustainability; and develop a global partnership for development.
1.6.2 Draft National Development Plan 10 (NDP 10)
The NDP 10 covers the period 2009/2010 to 2015/2016, which is a period of seven years
compared to the previous plans which covered six years. The one year extension is meant to
ensure that the final year of the Plan coincides with the end of Vision 2016. The theme of the
draft Plan is “Accelerating Achievement of Vision 2016 Through NDP 10”. The realisation of
this theme will depend, amongst others, on continued and strengthened efforts to create an
enabling environment that would foster private sector growth, and allow the sector to play a
leading role in the achievement of Vision 2016 targets.
The diversification of the economy has been a major policy thrust in previous plans with a
view to reducing the country’s excessive dependence on mining, particularly diamonds. This
will continue during NDP 10 and beyond by placing increased emphasis on the role of the
private sector in driving the overall growth of the economy. It is now evident that economic
growth based on large increases in government expenditures will not be sustainable in the
17
future. This is due to the anticipated decline in the growth of diamond revenues. It is projected
that open cast diamond mining will be replaced by underground mining within the next ten to
fifteen years, and since the latter is more expensive, this would lead to a drastic reduction in
mineral revenues accruing to Government. It is also projected that the major ore bodies will
be exhausted by the end of NDP 12 (2029).
In view of the above, it is quite evident that the major burning platform is the projected
significant reduction in mineral revenues. It is for this reason that the Draft NDP 10 includes
measures such as further improvements in the investment climate in order to allow the private
sector to grow even further; continued investment in productive infrastructure with an
increased emphasis on providing for the needs of the private sector; increased Government
expenditures on research and innovation to enhance productivity; investment in education
and training that is relevant to the needs of the private sector; and provision of additional
support (especially improved internet access) for service exports.
This strategy will be implemented during NDP 10 (2009/2010 - 2015/2016) and beyond. The
implementation will be done based on the Integrated Development Planning (IDP) approach.
This methodology is discussed in detail in Chapter One of the Draft NDP 10 and is
summarised hereunder.
Previous NDPs focused on expenditure performance and physical activity completion to
monitor implementation of programmes, projects and policies. The Draft NDP 10 is unique in
that it will be results driven utilising the Integrated Development Planning approach under the
overall Integrated Results Based Management (IRBM) framework. The core of results based
management is its focus on desired outcomes.
1.6.3 Draft of MCST Draft NDP 10 Projects
The Ministry of Communications, Science and Technology (MCST) will implement a number
of projects which will support and compliment in various ways the implementation of the HRD
S&T Strategy. The relevant pillars for MCST are an Educated and Informed Nation and a
Prosperous, Productive and Innovative Nation. The KRAs are Competitive and Productive
Human Resources, Knowledge Society, Sustainable Environment and Sustainable Economic
Growth and Competitiveness. Some of the draft NDP 10 projects are summarised below.
1.6.3.1 Botswana Innovation Hub Project
The Botswana Innovation Hub will drive the innovation strategy and provide an enabling
environment where technology driven and knowledge intensive industry, researchers, higher
education and public sector work together to foster innovation and new business. Both local
and foreign companies meeting the qualifying criteria for the Innovation Hub will have the
opportunity to benefit from selected incentives aimed at promoting research, development
18
and production that contribute to knowledge creation, economic development and growth.
The Hub will promote innovation by establishing an incubator for start-up companies, by
facilitating networking between the universities and businesses located at the Hub, between
the businesses themselves, and with partners both locally and internationally.
1.6.3.2 Botswana Research Science and Technology Funding Board Project
This project will provide complementary funding to allow for the continuation of the current
system where sector ministries commission short-term research, science and technology
studies needed to make properly informed decisions, by periodically calling for proposals for
priority programmes of research and for funding them appropriately and in a competitive
manner. Research funds will be made available to individual researchers and research
institutions on a competitive bidding basis in accordance with established national research
priorities. The project will also finance human resource development, and will include a
research fund.
1.6.3.3 Atomic Energy Usage and Radiation Protection Project
During NDP 10, the Radiation Protection Inspectorate will play a pivotal role in the provision
of technical and advisory support services to all public and private sector organisations
implementing national projects funded through the IAEA’s Technical Cooperation Fund.
The specialised scientific and technical nature of atomic energy utilisation requires
specialised office and laboratory facilities for the Radiation Protection Inspectorate to carry
out its statutory responsibilities in an efficient and sustainable manner.
1.6.3.4 Implementation of Research, Science, Technology and Innovation Strategy
Project
The Ministry will implement the research science and technology strategy which is aimed at
harnessing knowledge to contribute towards economic diversification and poverty alleviation.
As part of the strategy, emphasis will be placed on human resource development that is
geared towards the training of scientists and technologists, as part of capacity building efforts
for technology and innovation.
1.6.3.5 Rural Industries Promotion Company (RIPCO) Project
During NDP10, RIPCO will need capacity building through infrastructure, equipment and
human capital development. Human capital development will be achieved through retooling of
the existing pool of human resource and accelerated training especially at senior degree
levels, to produce a critical mass of researchers, scientists, technologists and leaders who
can assume strategic and leadership roles in the various programmes, and translate
knowledge into tangible outcomes to grow the national economy.
1.6.3.6 Botswana Technology Centre (BOTEC) Project
19
BOTEC is currently insufficiently equipped, therefore unable to produce the desired
technology outputs for the benefit of society. Among the major developments proposed for
NDP 10 are construction of laboratories, offices and acquisition of state-of-the-art equipment
and development of human resources. Human resource development efforts will be
concentrated on producing highly trained personnel to enhance research leadership and turn
Botswana into a knowledge economy. There will also be need to restructure the organisation
into a new entity with a better and focused mandate.
1.6.3.7 National Food Technology Research Centre Project
Research and Development will continue to be the core function of the National Food
Technology Research Centre (NFTRC) during NDP10. It will carry out several projects
including food product development, use of nuclear technology in nutrition research, human
resource development, technology research and transfer.
1.6.3.8 Maitlamo Projects
The ICT strategy for Botswana will continue to lead Botswana towards its goal of being an
active participant in the global information society and a nation that effectively uses ICT as a
catalyst for continuous social, economic, cultural and political transformation. ICT has the
potential to create significant employment growth through private sector development in
Botswana and to provide an important diversification strategy from non-renewable resource
extraction to a knowledge based society. The Maitlamo projects will include Thuto Net, E-
Health, E-Government and E-legislation.
1.6.3.9 Communications Infrastructure Projects
Provision of the necessary communications infrastructure that will improve access and
efficiency of data transfers, and business transaction on-line thereby realising the dream of
making Botswana a regional ICT hub will be a priority in NDP10. This will involve the
completion of the international connectivity links to the proposed under-sea fibre-optic cables
on the East Coast and West Coast of Africa, which were started in NDP 9 as well as any
other new initiatives. These efforts will be complemented by upgrading of the national
backbone and access networks to offer broadband services to stimulate investment,
economic diversification and employment in this country.
1.6.3.10 Other Ministries Draft NDP 10 projects
Other Ministries will also carry out programmes and projects that will complement and
supplement the implementation of the S&T HRD Strategy. For example, the Ministry of
Education and Skills Development, whose KRA is Competitive and Productive Human
Resources, will continue with the implementation of the Revised National Policy on Education,
the Tertiary Education Policy and the National Human Resources Development Strategy.
20
1.6.4 BEAC Strategy
The BEAC was established as an advisory body to assist Government to realise the
objectives of accelerating economic growth and diversification, and thus reduce undue
dependence on the mining sector.
It was set up against a background of concerns about negative dynamics in the field of
economic performance and low expectations about future overall socio-economic
developments. These had created uncertainty and declining confidence among foreign
investors, the business community, professionals and the population in general.
Some of the concerns which are relevant for this consultancy are:
• The economy continues to be excessively dependent on mining, especially diamonds
• Past high growth rates, which were Government generated and not investment
driven, have not translated into a significant broadening of the economic base
• Foreign Direct Investment (FDI) has declined significantly in recent years
• Unemployment has increased to unacceptable levels, and is exacerbated by a
mismatch between skills development and market requirements
• Past high growth rates have not significantly impacted upon poverty and income
inequalities
In order to address the overall concerns, BEAC was charged with, inter alia, with the
responsibility of preparing a strategy for economic diversification and growth and an action
plan defining what must be undertaken to implement the Strategy.
Both the strategy and action plan have been finalised and implementation has commenced
under the supervision of the Government Implementation and Coordination Office (GICO).
1.6.5 Science and Technology Policy
The Science and Technology Policy were approved in July 1998. As per the policy, S&T is
critical to productivity growth, national competitiveness and the diversification of the economy.
The policy thus commits Botswana to developing S&T capacity through, amongst others,
increased spending on scientific research.
According to information gathered by the Deloitte research centre, developed countries spend
2-3% of Gross Domestic Product (GDP) on S&T related research. Examples are Korea 2.9%,
The BEAC Action Plan includes several “Action Points” which, if properly
implemented, are aligned to and will complement the strategic goals
developed for the S&T HRD Strategy. These linkages are shown in section
4 where there are depicted in table 8.
The relevance of the proposed S&T HRD Strategy to the above projects is articulated in section 4 and is depicted there in table 7.
21
Germany 2.5 % and Denmark 2.5%. Our comparator’s expenditures are: Mauritius (0.35%),
South Africa (0.81%), Malaysia (0.69%), New Zealand (1.16%), Finland (3.46%), and
Singapore (2.25%).
Botswana’s research expenditure is estimated at 0.43% as per the BNRST Plan. The plan
has recommended a target of 1% of GDP which this consultancy also recommends to be the
minimum going forward.
The policy assigns priorities to each of several critical sectors, including agriculture,
commerce and industry, education and human resource development, energy, environment,
health, meteorology, mining, population planning and human settlement, tourism, transport
and communication, water and wildlife. It also gives priority to strengthening
telecommunications infrastructure and the use of ICT. The S&T HRD strategy builds on the
HRD recommendations in the report especially in the area of emphasis on post graduate
studies and leadership development but takes it further in the areas of entrepreneurial
development.
1.6.6 Tertiary Education Policy
The Tertiary Education Policy (2007) whose theme is “ Towards a Knowledge Society’
outlines how tertiary education will respond to rapidly changing social and economic trends
and policy challenges which include the following:
• Engaging all tertiary education institutions in the reforms that are necessary to ensure
Botswana’s future prosperity
• Ensuring that all who qualify and possess the requisite aptitude and ambition to
access tertiary education can do so
• Assisting students to surpass a high threshold of achievement with regard to personal
values, educational abilities, work skills, and lifelong learning competencies obtained
through their studies
• Expanding tertiary education as a response to student driven demand, while seeking
to respond to the current dilemma of diminishing labour market opportunities for
graduates.
• Finding alternative sources of funding to sustain and increase the development and
growth of the tertiary education sector, in a climate of intense competition for
declining government funds for education.
The policy was approved by Parliament in April, 2008. This approval sets the stage for the
development of the necessary human resources to drive an efficiency and innovation driven
socio-economic development strategy. The S&T HRD strategy is aligned to the TE Policy and
promotes those initiatives that will move Botswana towards knowledge based economy.
22
1.6.7 The Formulation Study on the development of the National Human
Resource Development Strategy (NHRDS)
This study was produced in 2007 for the Tertiary Education Council. In January 2009, the
subsequent white paper on the Strategy resulted in its approval by Government for immediate
implementation. The study observed that Botswana’ s long term future needs to be ensured
by a competitive, sustained and vibrant economy which in turn is linked to better jobs for the
majority of the population, resulting in overall advancement of society and better lives for the
individual members of society. For this to happen, it is essential that Batswana have the
opportunity to develop their full potential.
The purpose of the proposed National Human Resource Development Strategy is to provide
the means and opportunities for people to better determine what they can do with their lives to
improve their personal well being and what they can do for others and for future generations.
It is about building a society that prioritizes human resource development, but more
fundamentally places people at the centre of national development strategies.
The process of national HR development will see the emergence of the Human Resource
Development Council through the merger of TEC and BOTA. The National HRD plan will
emerge from the work conducted by sector specific HRD committees with representatives of
Government, Tertiary Institutions and the private sector. The S&T strategy has been closely
aligned with this envisaged structure.
1.6.8 BNRST Plan
The development of the Botswana National Research, Science and Technology Plan
(BNRSTP) was informed by the recognition that S&T has an important influence on
competitiveness, productivity and economic growth. S&T is also recognised as the largest
contributor to economic progress and human development. In this regard, S&T has
contributed, inter alia, towards reduced mortality rates, improved life expectancy, combating
HIV/AIDS and other diseases, environmental sustainability and poverty reduction. The
BNRSTP has identified priority research areas for the country namely health; the service
industry; eco and cultural tourism; the software industry; manufacturing; mining; water;
energy; agriculture; media; education and human resource development; housing and
construction; and transport and logistics.
It is well recognised that the achievement of concrete results in the identified research areas
requires a steady stream and availability of appropriately qualified human resources. Hence
the urgent need for an effective S&T Human Resources Strategy.
23
1.6.9 Botswana International University of Science and Technology
(BIUST)
The BIUST was established by the Botswana International University of Science and
Technology Act of 2005, following the acceptance of the recommendations of a Task Force,
which was appointed in October 2003, and submitted its report in May 2004 on the
establishment of the second university.
The objects of the University are:
• to provide higher education and training;
• to undertake, promote and facilitate research and scholarly investigations;
• to advance and disseminate knowledge and skills through teaching, learning and
practical skills training;
• to contribute to national and international scientific and technological development;
• to support and contribute to the realisations of national economic and social
development;
• to contribute to the cultural and social life of the community; and
• to advance the intellectual and human resource capacity of the international
community.
The prime goals of establishing the BIUST are two fold. The first goal is to be a catalyst in
transforming Botswana from a resource–based to knowledge–based economy. The second is
to increase the capacity of university places in science and technology. The inclusion of
“International” in the title of the University means that it will adopt a global presence and
perspective.
BIUST is envisaged to be a focused and purposeful place of advancing discovery and
learning in science and technology within a Botswana setting and with an international
perspective. It is intended to be a university of academic enterprise, innovation and
entrepreneurship, which attract academic staff who are known to be leaders in “cutting edge”
technology research.
BIUST is modelled as a” new generation university”. In such a university, there is a declared
strategic direction, to which all members of the community are expected to be committed. As
a result, mechanisms are put in place to ensure that strong links are built and maintained with
their external environment. As a new generation university, BIUST intends to establish a
unique position in tertiary education in Southern Africa.
24
The new university will not only expand the number of university places, but it will also
increase the choice of options for students. As a new player in the market, BIUST plans to
offer programmes that are relevant to the future needs of the country as it evolves from a
resource based to knowledge based economy.
In order to avoid the current problem whereby institutions produce graduates who are not
required by the market, the programmes will be designed jointly by practitioners and
academic staff. In addition, the development of entrepreneurial skills will be embedded in
curriculum design in order to enable graduates to be able to create their own employment or
to secure employment with established organisations. As regards potential students, the entry
requirements will be designed to attract strong students with a sound science background.
BIUST is one of the largest Government projects which is estimated to cost approximately
P8.0 billion, as against the initial estimate of P5.1 billion. The project will have significant
medium and long term impacts in terms of addressing the current shortage of science and
technology skills in the country. This ably demonstrates the Government’s commitment
towards the development of human resources.
It is expected that the first enrolment of students will take place in 2011, and that the overall
enrolment will be 5900 as compared to the original estimate of 10 000. The project will have
significant medium and long term impacts in terms of addressing the current shortage of
science and technology skills in the country. There will be a strong focus on post graduate
studies which within seven years will account for 8 percent of students cohorts enrolled. This
marks a significant shift that is appropriate to the emergence of a knowledge economy.
Whilst the policies, strategies, initiatives and projects that are mentioned in this section will
contribute towards the implementation of the S&T HRD strategy, the BIUST is definitely going
to have a significant and appreciable contribution. The supportive and complementary roles of
BIUST that are summarised in Table 4 below give an indication of the expected contribution,
and therefore are not exhaustive.
25
Table 4 Complementarities between S&T HRD Strategy and BIUST
S&T HRD Strategy’s Vision and Goals
BIUST Supportive and Complementary Roles
Vision: by 2026 Botswana will have
transitioned into a stage two efficiency driven
economy and will be well positioned to
emerge as a stage three
innovation(knowledge) based economy
where the HRD opportunities for Science and
Technology graduates and professionals will
be acknowledged as the best in the region as
measured by professional levels attained and
excellent retention within the S&T field
The first main goal of BIUST is to transform
Botswana from a resource based to a
knowledge based economy. In this respect, it
plans to offer programmes that are relevant
to the future needs of the country as it
evolves from a resource based to a
knowledge based economy.
Goal Two: Introduction of easily accessible
and affordable leadership, supervisory, and
entrepreneurial skills programmes for all S&T
professionals and graduates
The BIUST graduates will add to the pool of
S&T professionals who will benefit from the
leadership, supervisory and entrepreneurial
courses on the E-learning platform
Goal Three: Implementation of an attraction,
reverse migration and retention strategy for
S& T professionals including a cultural
change process that positions the
attractiveness of careers within the S&T
sector. This will be coupled with a deliberate
programme for exporting S&T skills in a
controlled process to fast track skills
development.
The internationally competitive graduates of
BIUST will facilitate the export of surplus S&T
skills.
Some of the Batswana expatriates could be
lured back to work at BIUST given its mission
of promoting and facilitating research and
scholarly investigations, and its expected
world class infrastructure.
Goal Four Increase the number and quality
of S&T post graduate students.
The second main goal of BIUST is to
increase the capacity of university places in
the science and technology field. It will also
increase the choice of options for students.
BIUST is intended to be a university of
academic enterprise, innovation and
entrepreneurship which will buttress the
quality of the graduates.
Goal Five: Implement bridging and learner BIUST graduate students will occupy various
26
ship programmes to increase S&T graduate
employment and self employment.
positions at that university, Innovation and
Education Hubs, and in other sectors of the
economy, thus reducing graduate
unemployment.
BIUST programmes will be jointly designed
by practitioners and academic staff to ensure
that the graduates meet the requirements of
the market.
Goal Six: The innovation based economy
( stage three) will be led in Botswana by a
new generation of S&T trained entrepreneurs
whose aspirations and HRD gives them the
skills and resources needed to lead the
change.
The development of entrepreneurial skills will
be embedded in the BIUST curriculum
designs.
1.6.10 Private Sector Development Strategy (PSDS)
The PSDS was prepared under the auspices of the Botswana Confederation of Commerce,
Industry and Manpower (BOCCIM) and the Ministry of Trade and Industry. It was produced in
September 2008 and it covers the period 2009 to 2013. According to the document, the
strategy is designed to provide a systematic and coherent framework to promote the
development and growth of the private sector to play its role as the engine for economic
growth and development. The Vision, Mission and Strategic Objectives of the PSDS are as
stated below.
Vision
A competitive and vibrant private sector driving a prosperous Botswana.
Mission
To spearhead diversification, growth and development of the economy through increased
investment and productivity for the prosperity of the people of Botswana.
Strategic Objectives
i) Promote and support the participation and visibility of the private sector in
international markets.
ii) Promote effective participation of the private sector in the domestic market.
iii) Support the growth and graduation of small and medium enterprises.
27
iv) Promote foreign direct investment, beneficiation, joint ventures and development
of economic zones.
v) Improve productivity in the private sector.
vi) Promote and support improvement of the business climate.
vii) Promote gender mainstreaming, youth mainstreaming, HIV and AIDS prevention
and environment protection.
The implementation of the PSDS will become part of the various initiatives that are expected
to facilitate the transition from the factor driven (resources) stage to the efficiency driven
(knowledge) stage. As has been outlined under the transition model sub section, the latter
stage of development is driven by higher education and training, efficient markets and the
ability to harness the benefits of existing technologies. The PSDS will support these
measures as its strategies encompass investment in human resources development;
improving availability and access to market intelligence; improving the quality of products and
services of Botswana private sector firms; and promoting entrepreneurship in general.
1.6.11 Intellectual Property Rights
Botswana has IPR legislation that is in accord with World Trade Organisation (WTO)
Agreement on Trade Related Aspects of Intellectual Property Rights (TRIPS). The legislation
comprises the Copyright Act of 2000, the Patent and Trademark Act, and the Industrial
Property Act of 1997. The IPR legislation provides internationally recognized standards of
protection for both foreign and domestic holders of patents, industrial designs and trade
marks, and fully complies with the TRIPS agreement.
Despite the legal infrastructure, the documentation and registration of intellectual property by
Batswana artisans, artists, and inventors is hardly taking place. Very few national patents
have been registered. One explanation is that changes permitting registration of patents in
Botswana have only recently been made. The other is the lack of capacity in the patent office
to undertake advocacy necessary to create awareness about IPR. This awareness issue
should reflect within the proposed S&T HRD Strategy as it could provide more impetus for the
return of S&T professionals to Botswana.
BIUST will play an important part in furthering S&T HR development and their active
participation in the strategic projects enumerated in this report will prove to be mutually
beneficial as several of the projects are aligned with the role BIUST will play.
28
2 Methodology
2.1 Tools and Methodologies
The tools and methodologies that were used to facilitate the information gathering process
included the following:
• On-line web based survey
• Paper based survey
• Structured interviews
• Review of current S&T policies and strategies
• Review of literature on comparator countries
• SWOT and Problem Tree Analysis
• Review of current database; and
• Workshop and Reference Group Meetings
The tools were selected to meet the specific requirements of the project. An on- line survey
was chosen as the only appropriate way to contact the thousands of S&T professionals who
have migrated to other countries from Botswana. The same survey also provided invaluable
information on locally based S&T professionals. The on-line survey was complemented by
structured interviews with key stakeholders to gain insight into issues that a literature review
would not necessarily identify. The SWOT approach was used to identify strengths to build
on, opportunities to exploit as well as to look at ways to mitigate against threats and
weaknesses identified. The problem tree was used as a tool for identifying the underlying
causes of issues negatively impacting on S&T HR development and their impact. This in turn
helped to identify appropriate strategies to deal with the problems identified.
2.1.1 On-line Web Based Survey
An on-line web based survey approach was used combined with a marketing campaign
designed to elicit a significant response from targeted individuals both within and outside
Botswana. The web based data gathering tool allowed for sophisticated data analysis
including integrated cross tabulation of data, segmentation and grouping analysis, time based
grouping analysis, and total unduplicated reach and frequency analysis for multiple choice
responses.
The survey was designed to help in the identification of individuals whose background,
experience and potential value add to S&T in Botswana would be suitable for funding. The
survey was advertised locally and also on Botswana internet based newspapers that are
favoured by the diaspora. A marketing message was designed that links participation in the
29
survey to potential funding of individuals and/ or institutions. In addition, RST institutions and
the major employers were contacted to identify S&T professionals who were then mailed the
survey. The on-line survey Raw Data and the analysis will be helpful in linking potential S&T
HRD resources to national projects, identifying HRD needs within different sectors and the
selection of candidates for post graduate grants. This information has been given to MCST.
2.1.2 Paper-based Questionnaire and Structured Interviews
The survey was conducted with the aid of a questionnaire and sample interviews to confirm
the existing information contained in the Department of Research, Science and Technology’s
database, as well as to elicit additional information to assist in the development of the HR
development strategy. The list of those interviewed is in Appendix 4.
2.1.3 Review of Current S&T HRD Policies and Strategies
The review of the current S&T HRD policies and strategies within Botswana resulted in the
identification of the strengths and weaknesses which informed the development of the
strategy. These policies and strategies included: Tertiary Education Policy; NHRDS;
Manpower Planning; Parallel Progression; Scarce Skills Initiative; Loan/Grant Scheme; the
Botswana Innovation Hub; and the Botswana International University of Science and
Technology.
2.1.4 Comparator Countries
Six countries namely New Zealand, Finland, Malaysia, Singapore, Mauritius and South Africa
were selected as comparator countries and their relevant policies and strategies were
reviewed to inform the development of this strategy. South Africa and Mauritius were
selected because they are middle income countries just like Botswana, and they are also
regional competitors for foreign direct investment. The other four countries were selected
because they have been successful in transforming their countries based on the development
of their human resources as opposed to natural resources.
2.1.5 SWOT and Problem Tree Analysis
Detailed SWOT and problem tree analysis were carried out which were later validated at a
stakeholder workshop, and were subsequently used in deriving goals and recommendations.
In the problem tree the effects are documented at the top and the underlying causes and
contributing factors are listed below the effects. The draft problem tree as prepared by the
consultants was discussed and amended by stakeholders in the workshop held on 11 July
2008; resulting in the Problem Tree on the page overleaf. It shows that the overarching
problem is that the potential for S&T to drive socio-economic development is not optimally
Problem Tree – The overarching problem is that the potential for S & T to drive socio-economic development is not optimally exploited due to a lack of effective
coordination and funding of S & T HRD.
Causes
Effects Silo approach to
S&T HRD nationally
Weak Institutional Coordination
S&T Professionals migrate to other
disciplines
Better career development opportunities & remuneration in other fields
Uncompetitive Government remuneration packages
Unattractive conditions of
service
RST Institutions do not base their research on
industry needs
Limited impact of research on economic
development
Limited incentives for the Private Sector to fund
R&D
RSTI funding is not competitively
determined
Research is uncoordinated
Graduate unemployment in some ICT fields
Acquisition of inappropriate skills
Reluctance to work abroad
Unrealistic academic
requirements by employers
Scattered manpower
demand due to poor planning
High minimum employment
requirements such as experience
Non existent internship
schemes instead voluntary
Tertiary Institutions training is not guided by local industry
specific demands High dependency on abroad training
Dependence on Expatriates in Key
RST Fields
Not enough people trained
Limited funding for post graduate
studies
Limited research funding
Limited international attachments
Relatively inexperienced
workforce in S&T fields
Inadequate on the job training
Few S&T Tertiary insitutions
Funds not utilized effectively
No career plans
There is no national
coordination to ensure that this
funding addresses the socio-
economic situation
There is no guidance or
support to assist individuals to apply for this
fundingBeing reactive and
not proactive
Pressing priorities
Lack of visionary leadership
Perception that science is a
difficult subject
Perception that science is not a well paying profession
Preference for imported products as opposed to local products
Inadequate resources for R&D, HR Lab equipment
Lack of IPR and copyright policy
Limited HR capcity to utilize
international funding
Insufficient capacity to account for international funding
Lack of a comprehensive S&T strategy
Poor appreciation of S&T HR in
national develpment
Lack of understanding
S&T
Fragmented coordinating institutions
Lack of involvement of the private sector
No incentives for participation in S&T HRD for the private sector
Lack of professional
growth opportunities
Lack of representation of all disciplines in all
training firms
Lack of job satisfaction
Rigid working environment
S&T not given rightful place of prestige status
Low entry positions
especially in govt.
Lack of career education
2.1.6 Database Review
The existing data from the database was analysed, in order to determine which additional
fields would be required to cover HRD needs. The review of the current database looked at
how the new inventory resulting from the online survey, could feasibly be added to the
existing database and allow for comparison. In addition, the feasibility for upgrading the
database into a web portal that will allow continuous updating of records has been assessed
and it is recommended that a new web based database be considered.
2.1.7 Workshop and Reference Group Meetings
A total of three workshops and five reference group meetings were held during the
consultancy.
33
3 Summary Findings from the
Situational and Needs Analyses
The situational analysis phase of the project established some important
findings that helped to guide the needs analysis and strategy development
phases.
3.1 Findings from Situational Analysis
3.1.1 Policy and Institutional Framework
The dissolution of the National Commission on Science and Technology which was
established in 2002 to deal with policy issues left a void at the policy level. This was
problematic given that the comparator countries made significant progress in the S&T field
assisted by the existence of institutions which deal with policy issues. For example South
Africa has amongst others, the Council for Scientific and Industrial Research and the Human
Sciences Research Council. Mauritius has the Mauritius Research Council, Finland has the
Science and Technology Policy Council, and Malaysia has the National Council for Scientific
Research and Development. This policy void has now been addressed and the right
institutional foundations have been put in place.
The Tertiary Education Policy and National Human Resource Development Strategy
(NHRDS) for example, have laid the cornerstone for the overarching strategy and structure
which the S&T HRD strategy and plan must be aligned to. The NHRDS will see the setting up
of a Human Resources Development Council (HRDC) and sectoral committees.
3.1.2 Online Survey
An online skills registry survey was publicised through the print media, internet advertising,
posters and direct contact with some of the major employers of RST professionals. The result
was a total of 820 responses from a wide range of countries as depicted over leaf.
34
Country Percentage of Respondents
Afghanistan 0.5%
Albania 2.1%
Algeria 2.7%
Australia 6.9%
Austria 0.5%
Belgium 0.5%
Bosnia and Herzegovina 0.5%
Brazil 1.1%
Canada 22.3%
China 1.1%
Finland 0.5%
Germany 0.5%
Hungary 0.5%
India 0.5%
Ireland 2.1%
Jamaica 0.5%
Japan 1.1%
Kenya 0.5%
Lesotho 0.5%
Malaysia 0.5%
Netherlands 3.7%
New Zealand 1.1%
Poland 0.5%
South Africa 16.0%
Sweden 1.1%
Tanzania 1.1%
Trinidad and Tobago 1.1%
United Kingdom 16.0%
United States 10.6%
Zimbabwe 1.1%
Other 1.6%
3.1.2.1 Key findings from the on line skills registry survey
85% of these respondents are currently living in Botswana, and of the remaining 15% who
live elsewhere, 97% would consider returning to Botswana. This is significant as it represents
a pool of talent that some policy makers thought were unlikely to want to return in any
significant numbers to Botswana. A challenge for strategy is to put in place measures that will
help encourage the return of these critical skills.
Of the respondents, those not currently working in an RST field stated that the main reason
for working abroad was that individuals were unable to find employment in their respective
fields of specialisation. It is encouraging to note that 95 % would consider returning to the
S&T field. 85 % of respondents intended undertaking further professional development.
35
3.1.2.2 Educational Attainments
The majority of respondents have completed their Undergraduate Degrees, 13% have
completed their Honours, 22% of respondents have a Masters Degree and 8% have a
Doctorate. This points to the need for increased funding for training at a Masters and PHD
levels so that opportunities for employment can be enhanced for potential employment on the
big RST opportunities that BIUST and the Innovation Hub will present.
3.1.2.3 Level of Experience
19% of all respondents indicated that they did not have any experience, 9% indicated 1 year’s
experience and 12% only had 2 years experience. 6% of the respondents had 3 years
experience and 6% had indicated 4 years experience.
A significant challenge for the strategy was to look at innovative ways of using incentives and
funding mechanisms that could result in this untapped pool of resources working towards a
higher level of attainment whilst at the same time engaging in practical learnership
experiences.
3.1.3 Stakeholder Interviews and Research
Access to accurate, reliable and up to date data proved a daunting problem. This problem has
haunted previous consultancies. The situation is severe when it comes to data regarding
demand for various skills. Whilst various institutions knew the skills that were in short supply,
they could not readily provide data on this nor make meaningful projections of future needs.
(Note: this is only of concern when using traditional manpower planning which the
Government has decided to do away with as stated in the section on “Botswana in
Transition”. The move towards the planned sectoral HRD committees should address this
issue in future.)
3.1.3.1 Skills that are in Short Supply Locally
Respondents identified shortages in the areas such as engineering (mining, water, civil,
environmental, bio-engineering, metallurgy, mineral processing);geology (hydrogeology, rock
mechanics);ICT (software development, hardware development); database administrators,
security specialists (ICT), forensic specialists (ICT), software developers, project managers
(ICT) and system analysts; biotechnology (molecular biology, microbiology, medical
biotechnology, biochemistry, organic chemistry, molecular physical chemistry, genetics);
medical specialists (Pharmacists; Dentists, Surgeons, etc); professional engineers; animal
science especially in livestock breeding, dairy science, reproduction physiology and nutrition;
food science and technology; bio-informatics; and forensic scientists and pathologists.
On the basis of the above as well as information from the National Manpower Development
Planning Report and the Report of the Consultancy on Scarce Skills, the skills shortages were
36
categorised as indicated in the table overleaf. It should be noted that both reports used the
traditional manpower planning approach which the government has decided to phase out
because of its limitations which are spelt out in Section 1.4, Table 2. They should therefore be
used with caution on the understanding that the skills gaps are of a short and medium term
nature which are not necessarily strategic. It is expected that once the Sectoral Committees
are established, they would put in place measures to come up with strategic data.
Table 5 overleaf provides a breakdown of skills that are in short supply by sector.
37
Table 5: Skills that are in Short Supply Categories by Sector
National Occupations / Skills that are in Short Supply Categories by Sector
Sector Specific Occupations in Short Supply by Perceived Level
Critical Medium Low
Mining
Engineers - Mining, Civil,
Chemical, Electrical,
Geologists & Geophysics,
Metallurgists,
Cartographers & Surveyors
Technicians - Mining &
Metallurgical, Chemical
Engineering, Mechanical
Engineering, Physical &
Engineering,
Physical Scientists,
Machinery Mechanics &
Fitters, Chemists
Statisticians
Accountants,
(excluding
Chartered
Accounts who
are medium/
high scarcity)
Energy
Engineers - Electrical,
Mechanical, Civil, Electrical
Engineering Technicians
Economists, Chemists,
Machinery Mechanics &
Fitters
Statisticians
Accountants,
(excluding CA’s
who are
medium/ high
scarcity)
Agriculture
Agronomists, Biologists,
Botanists, Zoologists,
Economists
Ecologists
Foresters
Agro foresters
Chemists, Chemical
Engineers, Chemical
Engineering Technicians,
Veterinary Technicians,
Machinery Mechanics &
Fitters, Physical Scientists
Statisticians
Market
Oriented Skilled
Agricultural
Workers
38
Sector Specific Occupations in Short Supply by Perceived Level
Critical Medium Low
Health
Medical Doctors,
Veterinarians, Pharmacists
, Dentists, Hospital
Administration and
Management
Nurses & Midwives,
Chemists, Health
Diagnostics & Treatment
Professionals, Modern
Health Associate
Professionals, Life Science
Biologists, Veterinary
Technicians
Statisticians
Life Health
Associate
Professionals,
Technicians,
Psychologists,
Statisticians,
Accountants
ICT
Computer Systems
Designers, Analysts,
Programmers, Electronics
& Telecommunications
Engineers
Media professionals
ICT Lawyers
Leadership professionals
Technicians
Computer Associate
Professionals
Statisticians
Financial
Services
Accountants,
Mathematicians &
Statisticians, Economists
Technicians
Computer Associate
Professionals
39
Sector Specific Occupations in Short Supply by Perceived Level
Critical Medium Low
Education
Secondary Education
Teaching Professionals,
College, University &
Higher Education Teaching
professionals
Statisticians
Vocational Education
Teaching Professionals,
Physical Science
Technicians, Economists,
Physical Scientists,
Geologists & Geophysics
Psychologists
Other -
Transport,
Town
Planning
Aircraft Pilots, Civil
Engineering Technicians,
Quantity Surveyors,
Architects, Town & Traffic
Planners, Cartographers &
Surveyors
Air Traffic Controllers,
Artisans - Construction
Carpenters & Joiners,
Panel Beaters, Welders &
Flame Cutters, Plumbers &
Pipe Fitters
Statisticians
3.1.3.2 Measures to attract Batswana expatriates back to Botswana
Respondents were requested to identify measures which could entice Batswana S&T
professionals who are currently working outside the country to come back (reverse migration).
The suggested measures were:
• Substantial improvements of conditions of service in Government and the Private
Sector
• Creation of a favourable investment climate for both locals and foreigners
• Implementation of a robust citizen empowerment policy
• Setting up a financing facility to enable S&T graduates to establish their own firms
• Implementation of credible and enforceable localisation policies
The improvement of the conditions of service was ranked highest (77%) followed by the creation of a favourable investment climate (73%). Implementation of a robust citizen empowerment policy and setting up a financing facility to enable S&T graduates to establish their own firms both ranked third with (46%). Implementation of credible and enforceable localisation policies was ranked last with (42%). 3.1.3.3 Measures to accelerate the local development of specialised ICT
Respondents were requested to rank measures aimed at accelerating the local development
of specialised ICT skills.
40
The suggested measures to be put in place were:
• Attract reputable Tertiary Institutions to Botswana
• Provide citizens with attractive financing to set up tertiary institutions
• Provide subsidised loans to trainee through the financial system
• Promote life long learning
The promotion of life long learning was ranked highest (69%), followed by the attraction of
reputable tertiary institutions (58%). Provision of subsidised loans to trainees through the
financial system was ranked third (38%) and the provision of citizens with attractive financing
to set up tertiary institutions was ranked lowest (27%).
3.1.3.4 Skills that are in short supply globally
Overall, ICT - Information and Communication Technology will be high on demand as the
world moves towards a technology driven state, the primary industries of construction, mining
and oil & gas will also see significant demand. Within ICT, software engineers and networking
engineers are forecast to be of most demand.
Several mid-level and leader-level roles are also projected to be needed to manage and run
the different initiatives – especially in the developing economies. Developed economies of US
and Europe indicate a demand for engineering skills while developing economies indicate
similar demand with the additional demand for managerial skills. Irrespective of the state of
economy, the health sector is in need for skills across the care continuum – from physicians
to radiologists to nurses and nurse aides.
3.1.4 Funding
The recommendation by the New Zealand Consortium to set up the Botswana Research,
Science and Technology Investment Agency (BRSTIA) responsible for the funding of
research and development is still being considered by the Government. It is noteworthy that a
project for the operationalisation of the agency is included in NDP 10. Botswana spends
0.43% of Gross Domestic Product on research and development according to the BNRST
Plan. South Africa spends 0.81%, Mauritius 0.35%, Malaysia 0.69%, New Zealand 1.16%,
Finland 3.46% and Singapore spends 2.25%. In order to be able to compete favourably with
our comparators, the level of expenditure should be substantially increased. The expenditure
figures are shown in the bar chart below.
There was a general
general, and the RST field in particular, r
dependence on expatriates in managerial positions.
In order to address this problem and to get value f
under the Ministry of Education, MCST, BIDPA and others, need t
augmented.
3.1.5 Review
As stated in the terms of reference, a key objective of this project is to “Design Human
Resource capability development strategy that will focus on developing skills that will give
new and existing S&T professionals greater ability to be effective in stra
management roles.”
As a result of this requirement, the existing database from the Department of
Science and Technology has been reviewed within the context of the HRD requirements in
the RST field, and not including the other aspects
equipment. The terms of reference state “Assess the usefulness of the current database and
recommend how it can be improved and updated.”
This has been interpreted within the context of this project to mean the usefulne
database with respect to HRD. It is recognised that the current database was established to
0.00%
0.50%
1.00%
1.50%
2.00%
2.50%
3.00%
3.50%
Graph: depicts
There was a general
general, and the RST field in particular, r
dependence on expatriates in managerial positions.
In order to address this problem and to get value f
under the Ministry of Education, MCST, BIDPA and others, need t
augmented.
.1.5 Review of the Current Database
As stated in the terms of reference, a key objective of this project is to “Design Human
Resource capability development strategy that will focus on developing skills that will give
new and existing S&T professionals greater ability to be effective in stra
management roles.”
As a result of this requirement, the existing database from the Department of
Science and Technology has been reviewed within the context of the HRD requirements in
the RST field, and not including the other aspects
equipment. The terms of reference state “Assess the usefulness of the current database and
recommend how it can be improved and updated.”
This has been interpreted within the context of this project to mean the usefulne
database with respect to HRD. It is recognised that the current database was established to
0.00%
0.50%
1.00%
1.50%
2.00%
2.50%
3.00%
3.50%
Botswana
depicts % GDP spend on research and development
There was a general concern regarding the lack of funding for post graduate training in
general, and the RST field in particular, r
dependence on expatriates in managerial positions.
In order to address this problem and to get value f
under the Ministry of Education, MCST, BIDPA and others, need t
of the Current Database
As stated in the terms of reference, a key objective of this project is to “Design Human
Resource capability development strategy that will focus on developing skills that will give
new and existing S&T professionals greater ability to be effective in stra
management roles.”
As a result of this requirement, the existing database from the Department of
Science and Technology has been reviewed within the context of the HRD requirements in
the RST field, and not including the other aspects
equipment. The terms of reference state “Assess the usefulness of the current database and
recommend how it can be improved and updated.”
This has been interpreted within the context of this project to mean the usefulne
database with respect to HRD. It is recognised that the current database was established to
Botswana South
Africa
% GDP spend on research and development
concern regarding the lack of funding for post graduate training in
general, and the RST field in particular, r
dependence on expatriates in managerial positions.
In order to address this problem and to get value f
under the Ministry of Education, MCST, BIDPA and others, need t
of the Current Database
As stated in the terms of reference, a key objective of this project is to “Design Human
Resource capability development strategy that will focus on developing skills that will give
new and existing S&T professionals greater ability to be effective in stra
As a result of this requirement, the existing database from the Department of
Science and Technology has been reviewed within the context of the HRD requirements in
the RST field, and not including the other aspects
equipment. The terms of reference state “Assess the usefulness of the current database and
recommend how it can be improved and updated.”
This has been interpreted within the context of this project to mean the usefulne
database with respect to HRD. It is recognised that the current database was established to
Mauritius
% GDP spend on research and development
concern regarding the lack of funding for post graduate training in
general, and the RST field in particular, resulting in, amongst others, an
dependence on expatriates in managerial positions.
In order to address this problem and to get value for the expenditures, the current funding
under the Ministry of Education, MCST, BIDPA and others, need t
of the Current Database
As stated in the terms of reference, a key objective of this project is to “Design Human
Resource capability development strategy that will focus on developing skills that will give
new and existing S&T professionals greater ability to be effective in stra
As a result of this requirement, the existing database from the Department of
Science and Technology has been reviewed within the context of the HRD requirements in
the RST field, and not including the other aspects
equipment. The terms of reference state “Assess the usefulness of the current database and
recommend how it can be improved and updated.”
This has been interpreted within the context of this project to mean the usefulne
database with respect to HRD. It is recognised that the current database was established to
Malaysia New
Zealand
% GDP spend on research and development
concern regarding the lack of funding for post graduate training in
esulting in, amongst others, an
or the expenditures, the current funding
under the Ministry of Education, MCST, BIDPA and others, need t
As stated in the terms of reference, a key objective of this project is to “Design Human
Resource capability development strategy that will focus on developing skills that will give
new and existing S&T professionals greater ability to be effective in stra
As a result of this requirement, the existing database from the Department of
Science and Technology has been reviewed within the context of the HRD requirements in
namely expenditure, facilities and
equipment. The terms of reference state “Assess the usefulness of the current database and
This has been interpreted within the context of this project to mean the usefulne
database with respect to HRD. It is recognised that the current database was established to
New
Zealand
Finland
concern regarding the lack of funding for post graduate training in
esulting in, amongst others, an
or the expenditures, the current funding
under the Ministry of Education, MCST, BIDPA and others, need to be rationalised and
As stated in the terms of reference, a key objective of this project is to “Design Human
Resource capability development strategy that will focus on developing skills that will give
new and existing S&T professionals greater ability to be effective in stra
As a result of this requirement, the existing database from the Department of
Science and Technology has been reviewed within the context of the HRD requirements in
namely expenditure, facilities and
equipment. The terms of reference state “Assess the usefulness of the current database and
This has been interpreted within the context of this project to mean the usefulne
database with respect to HRD. It is recognised that the current database was established to
Finland Singapore
concern regarding the lack of funding for post graduate training in
excessive
or the expenditures, the current funding
o be rationalised and
As stated in the terms of reference, a key objective of this project is to “Design Human
Resource capability development strategy that will focus on developing skills that will give
new and existing S&T professionals greater ability to be effective in strategic S&T
As a result of this requirement, the existing database from the Department of Research,
Science and Technology has been reviewed within the context of the HRD requirements in
namely expenditure, facilities and
equipment. The terms of reference state “Assess the usefulness of the current database and
This has been interpreted within the context of this project to mean the usefulness of the
database with respect to HRD. It is recognised that the current database was established to
Singapore
42
provide reporting capabilities in line with the generation of indicators on a wide range of RSTI
activities.
The systems and information provided by the Ministry of Communications, Science and
Technology (MCST) have been reviewed and reported on in the Situational Analysis Report.
General comments were made about the system’s performance on the current database is in
respect of how, going forward, the data gathered in this project can be best captured and
maintained to enhance the usefulness of the database in tracking progress against the S&T
HRD strategy.
The current data base is not configured in a way that will allow web access from S&T
professionals and other stakeholders to keep the information up to date. This is absolutely
critical to measuring and monitoring progress against the future S&T HRD strategy and
helping MCST make informed decisions around funding HRD. It is therefore recommended
that a new web based database be considered. The raw data from the on-line survey can be
incorporated into this existing data base in order to address the more short-term
development needs. The raw data contains the names and contact details of S&T
professionals with their areas of specialisation, as well as their areas of desired development.
3.2 Findings from the Needs Analysis
The needs analysis provided important indicators for the development of the strategy. The
findings of the various sections were as follows.
3.2.1 S&T skills in short supply impact eight critical sectors of the
economy
The analyses of various reports and the responses from interviews and questionnaires have
been recorded on a National Occupations Skills in Short supply category.
This shows the levels of skills in short supply in eight sectors of the economy, with the
scarcity classified across a range of occupations between critical, medium, and low level skills
in short supply as reflected in table 5 on page 37 of this report.
3.2.2 Funding strategies
The analysis of current funding arrangements showed several opportunities for improving
funding arrangements:
• A dedicated research fund namely, Botswana Research, Science and Technology
Funding Agency (BRSTFA) is to be established with clear purpose and guidelines
• Funding should be programme based and not project based
• There should be a structured cross border funding strategy
43
• Public Private Partnerships can broaden the funding resource base and
• A stronger relationship with international funding organisations should be established
A need for the development of RST in Botswana is to have partnerships or the exchange of
people, ideas and support structures. It is essential that partnerships and linkages between
the various sectors within Botswana and within the region are established. The strategic
elements of these interactions include:
• Exchange Programs
• Tertiary Education Institutions and Industry Links
• Tertiary Education Institutions and National/International Facilities Links; and
• Mechanisms and Source of Support
In addition, the analysis also showed that there are three organisations which are most
prominent in the supply of international funding namely, European Union, International
Science Foundation and Third World Academy of Science.
3.2.3 RST Human Resource Development
Areas of concern with regard to RST human resource development that were identified are:
• Weak institutional coordination has caused a silo approach to science and technology
HRD
• Better career development opportunities and remuneration in other fields has caused
S&T professionals to migrate to other fields
• RST institutions do not base their research on industry needs resulting in limited
impact of research on economic development
• Acquisition of inappropriate skills has caused graduate unemployment in some ICT
fields
• Limited funding for post graduate studies has resulted in dependence on expatriates
in key RST fields and
• Few S&T Tertiary Institutions has caused dependence on expensive external training
3.2.4 Benchmarked strategies
Botswana is currently ranked 83rd in competitiveness and is in transition between the factor
stage and the efficiency stage, as defined in the Global Competitiveness Report (2007-2008).
Policies that propelled countries in the transition from the efficiency driven stage to the
innovation driven stage include these key themes; well planned S&T policies, objective based
R&D funding systems, and dedicated central agencies to develop research human capital,
R&D and innovation. Table one in section 1 covers the specific strategies by country.
44
S&T HRD in Botswana is poised to benefit from the planning, policy, and strategic initiatives
that are already underway in the form of Vision 2016, TE Policy, BNRSTP, NHRDS, BRSTFA,
BIH, and BIUST.
The 2008/9 Budget Speech and the Business Economic Advisory Council (BEAC) Action Plan
have highlighted programme and project implementation as the most significant barriers to
economic development in Botswana. To address these challenges, Government has formed
the Government Implementation Coordination Office (GICO) in the office of the President to
lead, drive and coordinate the implementation of the BEAC Strategy and Action Plan. This
presents a significant opportunity for S&T HRD development provided clear linkages can be
made with the action plan.
3.2.5 Recommended Solutions
Arising out of the challenges and needs identified and described in the problem tree, a series
of recommended solutions have been made.
These are designed to contribute to moving Botswana towards a Stage two efficiency based
economy where S&T professionals will play a critical role in the diversification of the
economy. Currently Botswana is transitioning between a stage one and two economy. The
move from a stage one economy to two is characterised by the move from reliance on sound
macro economic policies and infrastructure to one that is strategy and results orientated and
is underpinned by a knowledge economy.
Several key strategies have already being formulated including the National HRD Strategy
and BEAC strategy – what is still lacking are the S&T human resource components needed to
drive a knowledge economy. These required human resource components are:
1. Rationalise the roles and coordination of S&T HRD. The National HRD Strategy has
laid out the key roles required to drive HR development in the country. S&T HRD will
have to integrate with this proposed structure. The planned Human Resource
Development Council (an amalgamation of TEC and BOTA) will be the responsible
authority. MCST will have a role to play in the formation of an S&T sectoral enabling
committee that will help coordinate and monitor S&T HRD.
2. Leadership, supervisory and entrepreneurial skills programmes must be made
available. Access to these should be through a variety of delivery channels but
should be supported with the introduction of an E learning platform
3. There is a need for an effective and well coordinated attraction and retention strategy
for S&T professionals. The significant investment in developing S&T professionals is
being wasted by placing little emphasis on retaining these professionals. This
investment will increase with BIUST’s PPP process estimated to cost between 9 and
16 billion Pula, it is now even more important that this huge investment is not lost.
45
4. Increase the number and quality of S&T post graduate students. The high value add
occupations in S&T require post graduate qualifications. To attract foreign direct
investment in the innovation hub that availability and quality of post graduate S&T
professionals will be critical.
5. Implement bridging and learnership programmes to increase S&T graduate
employment and self employment
6. Facilitate the emergence of new S&T businesses developed and run by a new
generation of S&T entrepreneurs. A bold approach is required to prepare the country
for an innovation based economy where talented students are attracted not only to
the S&T profession but to the opportunities that exist to get the training and resources
needed to establish new S&T companies within the innovation hub concept.
These proposed solutions have helped to inform the strategic goals and
recommendations required to drive the change required.
46
4. Proposed S&T HRD Strategy
4.1 Introduction
A strategic vision, goals, indicators and related strategic projects have been
identified to address the challenges and implement to the recommendations.
The National S&T HRD strategy has six major goals. These goals will be
achieved through the implementation of 10 strategic projects at a cost of P
100 million. The implementation of the S&T HRD Strategy will be done in
phases over a 10 year period commencing in 2009. The origins of this strategy lie in Vision 2016 which requires a radical change across many aspects of the social, entrepreneurial, economic, political, and cultural lives of Batswana to ensure prosperity for all. This thinking was reflected in National Development Plan 9 (2003-2009) which recognised the significance of human capital as a fundamental component to achieving economic development and saw the need for a national human resource development strategy as a way of addressing this issue. The conclusion of NDP 9 saw the approval by government of the National Human Resource Development Strategy (NHRDS) for immediate implementation. The outcomes of this strategy must seek to contribute to moving Botswana:
• From a factor based economy to an efficiency based economy
• From natural resources to human resource development
• From traditional manpower planning to a sector specific approach as proposed in the
NHRDS
• From producing S&T graduates to an enabling environment that results in productive
S&T professionals contributing nationally and internationally for the benefit of
Botswana
Whilst S&T can at this stage be viewed as a sector that enables other areas of the economy to expand and be productive, this strategy from a HRD perspective should seek to position S&T as a driving sector within the economy. The Government of Botswana’s commitment in this regard is significant as witnessed by the P 9 billion investment in the Botswana International University of Science and Technology (BIUST) and P 1 billion capital expenses for the Innovation Hub project. The challenge remains in converting this capital expenditure into the development of appropriately skilled S&T professionals whose skills go beyond S&T and which enable them to:
• Compete successfully for professional employment locally or abroad
• Become S&T professional leaders within TE and research institutions
• Remain within the fast changing S&T field thereby providing a return on the
investment by Government in their education
• Set up as pioneering entrepreneurs, new S&T organisations within the various
economic hubs that are being established.
47
These outcomes to this strategy are reflected in the vision statement, which is to ensure that:
‘By 2026 Botswana will have transitioned into a stage two efficiency driven economy and be well positioned to emerge as a stage three innovation (knowledge) based economy where the HRD opportunities for Science and Technology graduates and professionals will be acknowledged as the best in the region as measured by professional levels attained and excellent retention within the S&T field’ The vision provides direction by providing a persuasive and necessary picture of the future. The vision and accompanying strategy will unite Batswana from various sectors, organisations and endeavours in a common effort to change the future role of S&T within the nation through maximising individual and collective potential. The vision captures the reality that the full impact of the changes made in HRD today reaches beyond Vision 2016 and will be a legacy left for the future generations of this nation. The time frame of 2026 is aligned to the National HRD Strategy vision which recognised that HRD requires a longer time frame than other development activities and consequently set a time frame a full ten years beyond the national Vision 2016. This strategy will be achieved by providing an enabling environment that every opportunity for attracting, developing and retaining S&T national talent starting from childhood and continuing with life long development will be identified and acted upon. This is reflected in the mission statement of the strategy:
Botswana’s national human resources development mission for science and technology will enable each citizen with aspirations in science and technology to realise their full potential so that they can make meaningful contributions to their community society and the world and aid the economic diversification of Botswana. The acceptance and implementation of the S&T HRD strategy is based on the following value proposition:
• Without a significant increase in the quality, and quantity of S&T professionals that
are relevant to the future needs of Botswana, the huge capital investments the
Innovation and other related Hubs will not achieve full benefit realisation
• Without making the S&T field an attractive career proposition the huge capital
investment in projects such as BIUST and the University of Botswana’ s medical
school will fail to attract the quality of students required
• Without addressing the retention and development needs of S&T professionals the
nation will continue to see the loss of these skills to other fields
• Without the required S&T skills in place Botswana will not achieve achieve economic
diversification by transitioning from resource and factor based economy to an
efficiency and ultimately innovation based economy.
The following assumptions will underpin the successful implementation of the strategy;
• The establishment of the Human Resource Development Council and Sectoral
Committees
• The establishment of the S&T Enabling Sectoral Committee
48
• The effective and coordinated implementation of the policies, projects and initiatives
which are outlined in the section entitled “Supporting National Policies, Strategies,
Initiatives and Projects”
• Continued allocation of substantial resources by the Government to the education
and training sector
• Increasing financial allocations for schools and universities in the fields of business,
economics, accounting, mining, engineering, IT and medicine
• Strong coordination between the Ministry of Communications, Science and
Technology and the Ministry of Education and Skills Development together with its
new envisaged agency the Human Resource Development Council; and
• Commitment by all stakeholders to the implementation of the strategy
4.1.1 Vision
By 2026 Botswana will have transitioned into a stage two efficiency driven economy and be
well positioned to emerge as a stage three innovation (knowledge) based economy where the
HRD opportunities for Science and Technology graduates and professionals will be
acknowledged as the best in the region as measured by professional levels attained and
excellent retention within the S&T field
4.1.2 Mission
Botswana’s national human resources development mission for science and technology will
enable each citizen with aspirations in science and technology to realise their full potential so
that they can make meaningful contributions to their community, society and the world and aid
the economic diversification of Botswana.
4.1.3 Values
In order to fulfil this vision and mission for S&T human resource development strategy the
following values will underpin each strategic goal.
Access and Equity
Botswana’s future pioneers in the S&T field might today reside in some of the remotest areas
of the country. Access to S&T education and HRD must be done equitably and deliberately so
that the true S&T potential within the country can be identified, nurtured and productively
deployed to increase the nation’s wealth and future prosperity.
Benefit realisation
If retention issues are not addressed for S&T professionals, then the full benefit realisation of
the investment made in these scarce professionals will not be made. Benefit realisation must
be evident in the linkages between strategic activities and the ultimate employability and
productivity of the resources.
49
Accountability
S&T HRD cuts across different ministries and departments. MCST must advocate and
promote the need for accountability of all other stakeholders if the strategy is to be achieved.
Quality and Relevance
S&T HRD must have sustainable quality standards and appropriate relevance for HRD
professionals to be employed, recognised and rewarded.
Partnerships
S&T HRD can only be achieved through mutually beneficial partnerships with key
stakeholders within and outside Botswana.
4.2 Strategy to drive the S&T HRD vision
Six strategic goals have been developed in order to implement the recommendations. They
are;
1. The roles and coordination of S&T HRD will be rationalised to allow for the
appropriate interfacing with the National HRD Strategy and plan.
2. Introduction of easily accessible and affordable leadership, supervisory and
entrepreneurial skills programmes for all S&T professionals and graduates.
3. Implementation of an attraction, reverse migration and retention strategy for S&T
professionals including a cultural change process that repositions that attractiveness
of careers within the S&T sector. This will be coupled with a deliberate programme for
exporting S&T skills in a controlled process to fast track skills development
4. Increase the number and quality of S&T post graduate students.
5. Implement bridging and learnership programmes to increase S&T graduate
employment and self employment.
6. The innovation based economy (stage 3) will be led in Botswana by a new generation
of S&T trained entrepreneurs whose aspirations and HRD gives them the skills and
resources needed to lead the change.
Ten strategic projects have been identified which together will drive the different goals.
The strategic projects are:
1. Promote the development of a S&T professional forum
2. Leadership, supervisory and entrepreneurial HRD development of S&T professionals
via a specialised E-learning platform.
3. Use the skills registry for (i) immediate identification of S&T graduates for additional
post graduate studies and (ii) further development to help with the future
identification of HRD training requirements and supplying resources to major national
projects
50
4. Establish as part of integration with the NHRDS, a S&T HRD Enabling committee
with a clear mandate as well as measurable deliverables. Conduct a feasibility study
for the formation of a single agency reporting into MCST and responsible for the
operational issues of research, funding and innovation (similar in concept to the
approved Human Resource Development Council) Develop and implement a reverse
migration plan that will help to attract Batswana professionals working abroad to
return whilst simultaneously exporting surplus unemployed S&T skills elsewhere for
their long term development and eventual return to Botswana or economic
contribution via remittances.
5. Develop an effective career awareness programme for S&T students at all levels.
6. Develop and implement an attraction and retention strategy for S&T professionals.
7. Undertake a policy review to make it more attractive for the private sector to invest in
R&D that will benefit the HRD of S&T professionals.
8. Develop, pilot and launch bridging and learnership schemes for graduate student that
are appropriate to the S&T sector. This will use a similar approach to the successful
IFSC graduate placement programme.
9. Develop, pilot and launch an S&T HRD impact assessment process for all new S&T
firms investing in Botswana as per the recommendations of the National HRD
Strategy.
The strategic projects are outlined in Appendix 9 and their estimated P 100 million costs are
outlined in Appendix 10.
Table 6 over leaf shows how the projects link to the six goals.
51
Table 6: Linkage between goals and strategic projects
* The numbers are as per the numerical order of the strategic projects on the previous page.
Goal Description Supporting Strategic
Projects *
1 The roles and coordination of S&T HRD will be rationalised to
allow for the appropriate interfacing with the National HRD
Strategy and plan.
4,10
2 Introduction of easily accessible and affordable leadership,
supervisory and entrepreneurial skills programmes for all S&T
professionals and graduates.
1,2,3,6,7,9
3 Implementation of an attraction, reverse migration and retention
strategy for S&T professionals including a cultural change
process that repositions that attractiveness of careers within the
S&T sector. This will be coupled with a deliberate programme for
exporting S&T skills in a controlled process to fast track skills
development.
1,5,7,10
4 Increase the number and quality of S&T post graduate students. 6,7,8
5 Implement bridging and learnership programmes to increase S&T
graduate employment and self employment.
1,2,3,6,7,8,9,10
6 The innovation based economy (stage 3) will be led in Botswana
by a new generation of S&T trained entrepreneurs whose
aspirations and HRD gives them the skills and resources needed
to lead the change.
1,2,4,5,6,7,8
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4.2.1 Rational and Strategic Indicators for the Goals
Strategic Goal One
The roles and coordination of S&T HRD will be rationalised to allow for appropriate interfacing
with the National HRD Strategy and plan
Rationale
Within NDP10 funding for HRD will be done via the structures that will be established in terms
of the National HRD Strategy. It is imperative that S&T HRD should be integrated within this
planned structure in order to benefit from the funding this will afford. Funding of S&T
graduates will however continue via MCST for two to three more years until the funding
structure of the new Human Resource Development Council are in place.
Strategic Indicators
The rationalisation of roles and coordination should be implemented by 2012 and be
evidenced by:
• The establishment of the S&T HRD enabling sectoral committee
• The training of committee members
• The appointment of committee members to sit on other sectoral committees to
represent the interests of S&T
• The formulation of an S&T HRD plan based on inputs from other sectoral committees
which in turn integrates with the national HRD plan
Strategic Goal Two
Introduction of easily accessible and affordable leadership, supervisory and entrepreneurial
skills programmes for all S&T professionals and graduates.
Rationale
To address the unemployment and underemployment of S&T professionals it is essential to
provide them with competencies beyond S&T that will enable them to move into leadership
positions and for some, the opportunity to establish new S&T businesses. This will benefit the
Innovation Hub project and link with the outcomes of Maitlamo and assist the strategies of the
research institutions.
Strategic Indicators
The strategy should be implemented by 2012 and the evidence of its effectiveness will be
measured by:
• The number of S&T professionals a) registered for b) and who complete leadership,
supervisory and entrepreneurial skills courses on the E- learning platform
• The increased number of localised leadership positions in S&T institutions
• The number of new S&T based businesses that are established in Botswana
53
Strategic Goal Three
Implementation of an attraction, reverse migration and retention strategy for S&T
professionals including a cultural change process that repositions the attractiveness of
careers within the S&T sector. This will be coupled with a deliberate programme for exporting
S&T skills in a controlled process to fast track skills development.
Rationale
To achieve an innovation based economy (stage three); a sufficient base of quality, motivated
S&T must exist. It is pointless investing significant funds in the supply side of S&T
professionals when significant leakages of current and future S&T professionals from the
system exist. Fundamental issues regarding the attraction and retention of S&T professionals
must be addressed.
Surplus S&T skills will be encouraged to gain experience abroad where skills development
can be fast tracked. As the Botswana need for S&T skills increases these same individuals
will be targeted for a reverse migration process that will link the skills to specific opportunities
in Botswana.
This goal addresses the needs of all major national projects that need S&T professional
resources as it is imperative that they are able to attract and retain key S&T staff.
Strategic Indicators
The strategy should be implemented by 2012 and the evidence of its effectiveness will be
measured by:
• The number of S&T professionals remaining within the S&T professions
• The introduction of an S&T reverse migration intervention
• The number of Batswana S&T professionals returning to Botswana
• The number of Batswana S&T professional returning through reverse migration after
appropriate S&T work abroad
Strategic Goal Four
Increase the number and quality of S&T post graduate students.
Rationale
In order to attract significant investment into the Innovation Hub and other S&T related
projects, there is a need for more post graduates students. More post graduate student will
also be required for employment opportunities that will arise in such projects such as BIUST
and the Educational Hub that will focus on research and post graduate studies. Post graduate
students are also more likely to find employment within the region than at a graduate level.
BOTEC for example has found that staff who have not obtained a post graduate qualification,
do not have the right training for the rigorous research required. Post graduate students are
54
also more likely to find employment within the region or overseas than at a graduate level.
The HRD life cycle process places a premium on the employability of human resources.
It is recommended that this goal should target 8% of S&T graduates proceeding to post-
graduate studies .This is in line with projected capacity at BIUST. This reflects an increase
from the current overall 5% of students that currently proceed to post graduate level. The
assumption is made that with the estimated P 9 billion investment in BIUST, government will
look to reduce the number of S&T students that study abroad. Consequently it is unlikely that
it will be sustainable to set a higher enrolment figure by relying on supplementing local
capacity with regional or overseas placements. In NDP 11 this percentage should be revised
upwards dependent on sustainability. Canada, by way of comparison, in 2006 has after
significant investment in the prior six years, achieved a rate of 15 % of full time and part time
students enrolled in graduate studies (information provided on request by the Association of
Universities and Colleges of Canada, 2008).
Strategic Indicators
The goal will be implemented within NDP 10 and the evidence of its effectiveness will be
measured by:
• 8 % of S&T graduates will proceed to post graduate S&T studies by the end of NDP
10.
Strategic Goal Five
Implement bridging and learnership programmes to increase S& T graduate employment.
Rationale
The national investment in graduate and post graduate studies is lost when graduates fail to
find employment. According to information provided by the TEC, the 2003 household survey
showed that 15 % of graduate students are unemployed. The skills divide that exists between
what employers expect graduates to be able to do and what TE institutions currently provide
can be bridged through attractive learnership programmes. Learnerships can be regarded as
another form of internship (as being undertaken by the Ministry of Labour and Home Affairs)
however they have a more structured approach based around specific outcomes.
Learnerships will focus on unemployed S&T graduates with the aim of giving practical
experience that assist in making the graduates more likely to obtain employment or engage in
self employment. The programme will also extend beyond Government to include the private
sector. Bridging programmes will target underemployment by identifying recently employed
S&T graduates whose lack of certain skills limits their ability to perform at a higher level within
their organisation and achieve a faster career progression. The programme target specific
skills areas which are addressed through a structured programme of work based and course
based interventions.
All the major projects in the country using S&T resources will benefit from the improved
quality of S&T resources that have participated in the learnership or bridging schemes.
55
Strategic Indicators
The implementation should commence by 2010 and the evidence of its effectiveness will be
measured by:
• The number of learnerships increasing each year by 20% until by the end of NDP 10,
60% of unemployed S&T graduates have access to a learnership programme
• The number of organisations offering learnership and bridging programmes
Strategic Goal Six
The innovation based economy (stage 3) will be led in Botswana by a new generation of S&T
trained entrepreneurs whose aspirations and HRD gives them the skills and resources
needed to lead the change.
Rationale
To achieve an innovation based economy (stage three) there needs to be a new generation of
S&T professionals who have the skills and aspirations to develop new S&T organisations.
The innovation, medical and educational hubs will all create new opportunities for potential
S&T entrepreneurs but the challenge is to develop a new generation of S&T professionals
that will look beyond academic positions within TE institutions.
Strategic Indicators
The ground work for this goal should be implemented by 2012 and the evidence of this will be
measured by:
• The number of S&T graduates who enrol on the E–learning platform entrepreneurial
courses
• The number of S&T graduates who complete the E–learning platform entrepreneurial
courses
• The increase in funding provided by CEDA and other venture funds for new S&T
projects requested by S&T professionals
4.2.2 Relevance and Alignment of Goals
In section one it was shown that the S&T HRD Strategy will be implemented within and
supported by a propitious policy environment. The right policy foundations have been put in
place including the TE Policy, the National HRD Strategy and the BEAC report which contains
‘action points’. These action points which have been identified for implementation by various
ministries, parastatals and the private sector in order to drive economic diversification and
growth. Their implementation is expected to complement the outcomes of the S&T HRD
Strategy’s strategic goals. The relevance of the proposed S&T HRD Strategy to supporting
national policies, strategies, initiatives and projects is depicted in Table 7 overleaf and more
specifically to the BEAC report in Table 8.
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Table 7: Relevance of the S&T HRD Strategy to supporting National Policies, Strategies,
Initiatives and Projects
Projects
Goal 1
Goal 2
Goal 3
Goal 4
Goal 5
Goal 6
BIH X X X X X
Funding board X X X X
Atomic Energy X X X
RST and
Innovation
X X X X X X
RIPCO X X X X X
BOTEC X X X X X
NFTRC X X X X X
MAITLAMO X X X X X X
Communication
Infrastructure
X X
Other X X X X X
Table 8: Supporting Action Points contained in the BEAC strategy
Strategic Goal 1 The roles and coordination of S&T HRD will be rationalised to allow for the appropriate interfacing with the National HRD Strategy and plan.
Supporting Action Points
• Create within the Office of the President a strong Implementation Coordination Unit (ICU) with sufficient authority to achieve effective policy and project implementation
• The ICU should coordinate all major Government projects with other initiatives and projects as well as leading with the required resources
• Provide structures and policies to systematically improve the business and technical capabilities of Batswana to compete in a globalised world
Strategic Goal 2 Introduction of easily accessible and affordable leadership, supervisory and entrepreneurial skills programmes for all S&T professionals and graduates.
Supporting Action Points
• Involving business organisations, the industry and mining houses in both curricular design and local competitions;
• Encouraging local institutions to form partnerships and linkages with international institutions of repute to allow for the transfer of knowledge, skills and technologies;
57
Strategic Goal 3 Implementation of an attraction, reverse migration and retention strategy for S&T professionals including a cultural change process that repositions that attractiveness of careers within the S&T sector. This will be coupled with a deliberate programme for exporting S&T skills in a controlled process to fast track skills development
Supporting Action Points • Seeking to only produce internationally competitive people by, inter alia, setting high
pass standards; • Reversing the exodus of health professionals by actively seeking Public Private
Partnerships with private international hospital operators;
Strategic Goal 4 Increase the number and quality of S&T post graduate students Supporting Action Points
• Establishing a partnership with an international university, a post graduate school or faculty (including a school of mining) at the planned Innovation Hub;
• Positioning Botswana as a regional mining knowledge and research centre, by attracting world class faculty to the above;
• Using all means available to improve quality of education and training to enable Botswana to compete with the world’ best, putting international competitiveness first;
• Seeking to only produce internationally competitive people by, inter alia, setting high pass standards;
Strategic Goal 5 Implement bridging and learnership programmes to increase S&T graduate employment and self employment. Supporting Action Points
• Making concerted efforts, in the short term, through post school training to rapidly build a pool of qualified artisans to meet the large demands arising from the huge coal, power, copper and nickel projects;
• Exploiting and supporting the development of Botswana’s significant potential for diversification within the mining sector;
• Involving business organisations, the industry and mining houses in both curricular design and local competitions;
• Developing free zones as an attractive platform to attract foreign direct investment
and to accommodate marginally viable investments(e.g. IT start ups, diamond cutting, and greenfield cargo and logistics operations), without subsidies or costly incentives; and
• Continuing to periodically review key policies that affect the investment climate to ensure that Botswana is able to compete effectively in the global economy.
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Strategic Goal 6 The innovation based economy (stage 3) will be led in Botswana by a new generation of S&T trained entrepreneurs whose aspirations and HRD gives them the skills and resources needed to lead the change. Supporting Action Points
• Creating an achievement culture in society, accepting meritocracy and pursuing excellence as a major objective;
• Emphasizing the use of advanced technologies (where necessary supported by temporary foreign skills);
• Creating infrastructure, institutional frameworks and legal prerequisites to facilitate the use of information technology throughout the Government and the private sector;
• Creating widely publicised and incentivised business, engineering, and mathematics competitions within Botswana, and continuing to participate in international competitions;
• Increasing financial allocations for schools and universities in the fields of business, economics, accounting, mining, IT, medicine, and reducing funding for humanities and administrative studies;
• Incentivising companies through the Diamond Rating System to provide effective in house high level international standards of training;
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5. Implementation and Projected
Costs
The National S&T HRD strategy has six major goals. These goals will be
achieved through the implementation of 10 strategic projects at a cost of P 100
million. The implementation of the S&T HRD Strategy will be done in phases.
Given the 10 year time frame for the S&T HRD Strategy it will conclude two years into NDP
11.The strategic goals and objectives will cover this period over three phases. These phases
have been developed to allow for the appropriate interfacing of the S&T HRD strategy with
the National HRD strategy and plan. The phases also link to the envisaged change in role for
S&T from an enabler of the economy to a driving force within the economy.
Phase one below recognises that some ground work activity is required in preparation for the
sectoral HRD committees to be established.
Table 9: Phases and Time Frames for the Establishment of HR Sectoral Committees
Phase Description Time Frame Time period
One Preparation and Consolidation April 2009 to March 2012 Short term
Two S&T HRD as a national HRD
enabler
April 2012 to March 2016 Medium term
Three S&T HRD as a national HRD
driver
April 2016 to November 2018 Long term
It is proposed that S&T will form an ‘enabling HRD committee’ as envisaged below.
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Sectoral and National HRD Plan Linkage Source: TEC, 2008
S&T will not be the only enabling sector. TEC has identified health, education and training,
ICT and Research and Innovation as well.
In phase two S&T HRD will be represented on all sectoral HRD committees and by NDP 11
the investments made in the Innovation Hub, BIUST and related projects should have created
sufficient new investment in the S&T sector for S&T to form a driving committee around the
S&T cluster of industries and institutions. This approach is consistent with the move from a
resource driven economy to an innovation based economy which has different HRD
requirements. It should be noted that the S&T National Policy is up for review. It is possible
that the review may result in S&T forming its own sectoral committee earlier than
recommended here in order to support new policy objectives.
Six strategic goals have been developed that will be undertaken within the implementation
phases. Table 10 below shows the goals and implementation phases.
Sectoral and National HRD Plan Linkage
National Human Resource Development Plan
Mining & Resources
Tourism
Financial and Business Services
Transport and Communications
I
M
P
A
C
T
Manufacturing & Commercial Agriculture
Enabling Sectors
Driving Sectors
•Health
•Education & Training
•ICT
•Research & Innovation
•Science & Technology
Table 10: Strategic Goals by Implementation Phase
Goal Description Implementation
1 The roles and coordination of S&T HRD will be rationalised to allow for appropriate interfacing with
the National HRD Strategy and plan.
Phase one
Short term
2 Introduction of easily accessible and affordable leadership, supervisory and entrepreneurial skills
programmes for all S&T professionals and graduates.
Phase one
Short term
3 Implementation of an attraction, reverse migration and retention strategy for S&T professionals
including a cultural change process that repositions that attractiveness of careers within the S&T
sector. This will be coupled with a deliberate programme for exporting S&T skills in a controlled
process to fast track skills development.
Phase two
Medium term
The details of all the strategic projects are provided in Appendix 9 and their costs in Appendix 10.
4 Increase the number and quality of S&T post graduate students. Phase one and two
Short and medium term
5 Implement bridging and learnership programmes to increase S&T graduate employment and self
employment.
Phase Two
Medium term
6 The innovation based economy (stage 3) will be led in Botswana by a new generation of S&T
trained entrepreneurs whose aspirations and HRD gives them the skills and resources needed to
lead the change.
Phase two and three
(Medium and long term)
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The proposed costs for the strategic projects, as covered in this report, over the ten year period 2009 to 2019 are indicated below:
Table 11: Proposed Costs for the Strategic Projects
The cost breakdown per project is provided in Appendix 10.
The estimated costs for setting up the project management office to coordinate the 10 projects is not indicated in table above. The estimated cost for the project management office is P 6 million covering a two year period of set up then a hand holding phase. The costs and description are found in the monitoring and evaluation section. The total cost is therefore projected at P 100 m
Project number 1 2 3 4 5 6 7 8 9 10 Total
Project Description
S&T
Professional
Forum E Learning
Grants and
Skills Registry
Single agency &
HRD S&T
sector
committee
Reverse
migration
Career
Awareness
Attraction
and
Retention Policy review Learnerships HRD Impact
consulting time 592,800.00 624,000.00 - 4,264,000.00 416,000.00 4,680,000.00 468,000.00 572,000.00 1,830,400.00 1,768,000.00 15,215,200.00
travel - - - 480,000.00 - 320,000.00 - 160,000.00 320,000.00 - 1,280,000.00
software/ technology/license costs - 37,500,000.00 50,400.00 - - - - - - - 37,550,400.00
workshop venues 31,200.00 37,500.00 - 30,000.00 37,500.00 22,500.00 - 22,500.00 37,500.00 37,500.00 256,200.00
grants - - 7,500,000.00 - - - - - 18,000,000.00 - 25,500,000.00
advertising and communication 60,000.00 375,000.00 750,000.00 50,000.00 750,000.00 1,000,000.00 - 75,000.00 750,000.00 750,000.00 4,560,000.00
science parks - - - - - 9,720,000.00 - - - - 9,720,000.00
Total 684,000.00 38,536,500.00 8,300,400.00 4,824,000.00 1,203,500.00 15,742,500.00 468,000.00 829,500.00 20,937,900.00 2,555,500.00 94,081,800.00
6. Monitoring and Evaluation
Assumptions underpinning successful implementation
The assumptions for the successful implementation of this strategy encompass:
• The establishment of the Human Resource Development Council and Sectoral
Committees
• The establishment of the S&T Enabling Sectoral Committee
• The effective and coordinated implementation of the policies, projects and initiatives
which are outlined in the section entitled” Supporting National Policies, Strategies,
Initiatives and Projects”
• Continued allocation of substantial resources by the Government to the education
and training sector
• Increasing financial allocations for schools and universities in the fields of business,
economics, accounting, mining, engineering, IT and medicine
• Strong coordination between the Ministry of Communications, Science and
Technology and the Ministry of Education and Skills Development; and
• Commitment by all stakeholders to the implementation of the strategy
The national S&T HRD strategy will be monitored through the following mechanisms:
S&T HRD Programme Management Office (PMO)
It is recommended that a PMO be established within MCST to coordinate the implementation
of the 10 strategic projects. Given the linkage between the projects it is important that the
programme office is staffed by personnel with project management experience or outsourced.
In order to facilitate the introduction, implementation and development of a uniform, dynamic,
cultural and people oriented project management discipline, the establishment of the PMO
needs to be pursued in order to ensure that the benefits of a professional project
management web is spun and strengthened within the organisation. A PMO will facilitate the
availability of project information from across the HRD projects portfolio to management and
other key stakeholders. This availability of project information allows for effective tracking,
monitoring and archiving of project information which will contribute to the building of
Professional Project Management (PPM) or Managing by Project (MBP) discipline within the
MCST.
A PMO must facilitate and provide tangible benefits for MCST and the project members who
are given the responsibilities to manage mission critical projects. A PMO will not only benefit
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the project managers, but also benefit the MCST executives and stakeholders who will need
to see the HRD’s projects in context.
The PMO must promote and support the conformity of business and project-related
methodology in the strong belief that consistency in all respects will breed progress in a
‘managing by project’ culture.
The PMO is an initiative to focus on required project deliverables to the benefit and alignment
of MCST’s HRD project goals and objectives.
A well structured PMO is based on tested methodologies such as the Project Management
Institute’s PMBOK, PRINCE 2 and MBP will typically have the following components:
• A clear best practice customised Project Management Methodology (processes,
procedures, templates etc) based on PMBOK or similar.
• An organisational structure that facilitates good practice application of project
management
• A technology enabler for the methodology for tracking, monitoring and archiving
projects information.
• Appropriate PM skills through training and coaching of PMO staff, project managers
and the rest of the HRD project community.
The PMO should report to the HRD committee within MCST which should also include key
stakeholders of the Ministry of Education and skills Development and the proposed National
HRD Council (currently the TEC and BOTA).
Apart from reporting on project progress, the programme office will provide feedback on
progress against the strategic indicators that are listed with each of the strategic goals. An
independent review should be considered after three years.
Costs associated with establishing a PMO office.
It is assumed that MCST will assign one or two staff members to this office. Their salaries and
benefits have not been catered for. The costing assumes a two hose approach where an
outside company is selected to firstly train the team in the managing by project approach and
then set up all ten projects into the system for managing the projects. This takes about 6
months. It is recommended the outside company is then retained for a further 18 months of
partial hand holding and quality assurance as experience shows that training and set up is
often not enough to ensure the follow through of the process. MCST should budget P2.5
million for the six months set up period and 3.5 million for the 18 month hand holding and
review period.
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Note: The terms of reference call for indicators to measure training effectiveness. These
indicators would be relevant if a manpower planning approach was utilised. This approach
has, with the agreement of the reference group being dropped. However, global indicators
such as Global Competitiveness Index, Knowledge Economy Index, Human Development
Index etc, must be regularly referred to by MCST.
The two strategic projects, namely skills registry and E–learning platform, have identified the
use of the internet with respect to the information dissemination and the interactivity of data.
The table below contains an overview of the strategic goals and relevant indicators per goal.
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Table 12: Indicators of Strategic Goals
Strategic
Goal
Description Strategic Indicators
1 The roles and coordination of S&T
HRD will be rationalised to allow for
the appropriate interfacing with the
National HRD Strategy and plan.
• the establishment of the S&T HRD
enabling sectoral committee.
• the training of committee members.
• the appointment of committee
members to sit on other sectoral
committees to represent the interests
of S&T.
• the formulation of an S&T HRD plan
based on inputs from other sectoral
committees which in turn integrates
with the national HRD plan.
2 Introduction of easily accessible
and affordable leadership,
supervisory and entrepreneurial
skills programmes for all S&T
professionals and graduates.
The strategy should be implemented by
2012 and the evidence of its effectiveness
will be measured by:
• The number of S&T professionals
a) registered for b) and who
complete leadership, supervisory
and entrepreneurial skills courses
on the E- learning platform
• The increased number of
localised leadership positions in
S&T institutions
• The number of new S&T based
businesses that are establish in
Botswana
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Strategic
Goal
Description Strategic Indicators
3 Implementation of an attraction,
reverse migration and retention
strategy for S&T professionals
including a cultural change
process that repositions the
attractiveness of careers within
the S&T sector. This will be
coupled with a deliberate
programme for exporting S&T
skills in a controlled process to
fast track skills development.
The strategy should be implemented by 2012
and the evidence of its effectiveness will be
measured by:
• The number of S&T professionals
remaining within the S&T professions
• The introduction of an S&T reverse
migration intervention
• The number of Batswana S&T
professionals returning to Botswana
• The number of Batswana S&T
professional returning through
reverse migration after appropriate
S&T work abroad
4 Increase the number and quality
of S&T post graduate students.
The goal will be implemented within NDP 10
and the evidence of its effectiveness will be
measured by:
• 8 % of S&T graduates will proceed to
post graduate S&T studies by the
end of NDP 10.
5 Implement bridging and
learnership programmes to
increase S&T graduate
employment and self
employment.
The implementation should commence by
2010 by and the evidence of its effectiveness
will be measured by:
• the number of learnerships
increasing each year by 20% until by
the end of NDP 10, 60 % of
unemployed S&T graduates have
access to a learnership programme.
• the number of organisations offering
learnership and bridging
programmes.
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Strategic
Goal
Description Strategic Indicators
6 The innovation based economy
(stage 3) will be led in Botswana
by a new generation of S&T
trained entrepreneurs whose
aspirations and HRD gives them
the skills and resources needed
to lead the change.
The ground work for this goal should be
implemented by 2012 and the evidence of this
will be measured by:
• The number of S&T graduates who
enrol on the E –learning platform
entrepreneurial courses.
• The number of S&T graduates who
complete the E –learning platform
entrepreneurial courses.
• The increase in funding provided by
CEDA and other venture funds for
new S&T projects requested by S&T
professionals.
7. Recommendations and
Conclusion
Botswana stands at a cross roads in terms of economic diversification. The
events during the last few months of 2008 have shown the dangers of an over
reliance on one major export. The need for diversification and a move towards
a knowledge based economy has resulted in groundbreaking policies and
approaches in Tertiary Education, HR development and is also evidenced in the
BEAC report.
The change in the approach to formulating and implementing NDP 10 is further
acknowledgement of the need to speed up the pace of change. At the end of the day the
implementation of these policies, plans and initiatives will require the availability of skilled
resources many of whom will require an S&T background. It will need more than graduates
but rather a new approach designed to attracting and retaining S&T resources throughout the
life cycle so that full benefit realisation can be achieved for the investment made. The
approach must place emphasis on the need for S&T entrepreneurs who will help to create
economic diversification and opportunities for more S&T professionals. The vision, mission
strategic goals, projects and recommendations made in this study have used this holistic
approach to S&T HRD.
The following key recommendations are made in support of the need for transformation in
S&T HRD and the achievement of the strategy:
1. The Vision, Mission and Values as stated in the strategy chapter (4) will be adopted
for the Science and Technology Human Development Strategy.
2. That a programme office be established within MCST to coordinate the
implementation of the 10 strategic projects.
3. That a budget of BWP 100 million be provided to finance the implementation of the
strategic projects.
4. That the level of expenditure on Research and Development should be increased to
at least 1% of GDP by the end of NDP 10.
5. That the Botswana Research, Science, and Technology Investment Agency
(BRSTIA) or its equivalent should be set up as a matter of urgency. In keeping with
cabinet’s recent approval (January, 2009) of a single agency approach to HR
development via the Human Resource Development Council, consideration should be
given for MCST to have a similar single agency. This agency would allow the MCST
to focus on strategy and policy whilst operational areas such as innovation, research
70
and funding would be dealt with via the agency. Consequently BRSTIA could form
part of this new agency.
6. That funding for post-graduate training in S&T fields should be increased appreciably
hence forth to address the shortage of skills at managerial and policy level across the
economy. Such training must when combined with learnerships and bridging
schemes seek to address the significant levels of unemployed graduates.
7. That an E-learning platform be established that will provide short term managerial,
leadership and entrepreneurial courses to S&T graduates from world class
institutions. The platform will also address S&T skills courses in such critical areas as
research, ethics and grant funding.
8. That the skills registry developed on this project continues as an on-line system for
S&T graduates to be linked to HRD opportunities in the country.
9. That effective institutional mechanisms (planned and prospective) should be put in
place to address the current silo approach to Science and Technology Human
Resources Development and allow for appropriate interfacing with the planned
National HR Development plan
10. That a sub-committee of BOCCIM be established to drive entrepreneurial
development in the S&T sector.
11. That the progress of the implementation of the strategy be reviewed every 3 years.
12. That 8 % of S&T graduates should proceed to post graduate S&T studies by the end
of NDP 10.
13. That the capacity of the patent office should be enhanced to enable it to effectively
undertake advocacy measures to create awareness about intellectual property rights
and the need to protect them,
This study has sought to achieve the following key objectives:
i. Identify the skills required in relation to further training in order to assist the country
realise the contribution that the human resource pool makes to business outcomes by
enhancing the provision of a sound research, science and technology base
ii. Identify the gaps in S&T human resource development which when addressed will
make key impact on the socio-economic growth and improvement of lives of
Batswana
iii. Develop strategies to fast track human resource development and capability building
through provision of amongst others training opportunities for Batswana in the fields
related to research, science and technology in order to achieve world class
researchers
iv. Identify capacity development needs and strategies required to advance S&T
research leadership in all sectors in an efficient and effective manner
During the course of the study it was agreed with the reference group that those objectives
and terms of reference that were linked with traditional manpower planning would no longer
71
be pursued as the acceptance of the National HRD Strategy now required that tradtional
manpower approaches should no longer be used. Consequently this report has focused on
the broad strategies and interventions that will help produce, retain and develop the S&T
resources required for Botswana to transition to a stage two effiency economy and be well
positioned by 2026 for the country to move into a stage three innovation based economy.
At the same time this study helped to identify those S&T skills in perceived short supply in
eight sectors of the economy. This will assist in awarding grants for graduates wanting to
pursue studies in areas where there is a perceived short supply.
This study has seen key recommendations made that will address the underlying problems of
S&T HRD through appropriate interfacing with the soon to be established Human Resource
Development Council. S&T HRD as a result of these recommendations will be well positioned
to benefit from a HRD planning process that will more accurately identify HRD needs of
employers and assess the funding required to address those needs.
The recommendations will see a concerted effort to address the fragmentation of S&T HRD
through a feasibility study that will look at bring research, innovation and funding all under one
agency. Significant HRD benefit will accrue when research and funding is properly
coordinated and allocated.
This study has made significant strides in putting in place interventions that will both increase
the supply of potential S&T potential and equally as important strategies aimed at their
employment and retention within the S&T fields.
This study has shown that 97 % of surveyed S&T Botswana professionals living abroad are
willing to return to Botswana. It has identified a pool of trained S&T professionals who have
left the S&T sector and 95% of whom would consider a return to the science and technology
field. With the right incentives and focused approach this strategy could have immediate
benefits to the country in the return of these professionals to the country and/or profession
and a long term impact in terms of the full benefit realisation of the investment in S&T HRD as
the various sector hubs provide opportunities for these professionals to start or support new
economic endeavours.
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Appendix I: Terms of Reference
1.0 Main Purpose of the Consultancy
The purpose of this study is to develop a human resources strategy in the science and
technology (S&T) field in Botswana. The intention is to look at the development needs of
people working in the S&T area with a view to strengthening their capabilities in this area. The
strategy will compliment the on-going consultancy on the development of a national multi-
sectoral human resource strategy being executed by Tertiary Education Council. This S&T
strategy is therefore a timely and useful initiative.
2.0 Value Proposition Theme
• Equipping Batswana with strategic and scarce skills which can drive Botswana to
achieving the goals of Vision 2016, especially of “a prosperous, productive and
innovative nation”
• To have a strong S&T knowledge resource necessary to improve Botswana’s
economic development and thus position the country in the global arena
3.0 Background
Scientific and technological activities play a vital role in the economic, social and physical
development of any country. Scientific and technological research needs huge investments
and calls for a judicious utilisation of scarce resources such as finance, trained manpower,
raw materials etc. The growth of science and technology, its performance and impact on
society and the economy are good indicators to assess the effectiveness of planning and
policy formulation at national level. For this purpose, it is important to build and maintain S&T
knowledge which is necessary for the country’s economic development.
Human resource development, especially the production of a highly skilled and efficient
workforce, is essential for improving the standard of living and the quality of life. The ability of
a country to absorb and retain specialised knowledge and to exploit it to conduct research,
meet needs, and develop efficient products and processes will surely build a strong S&T
capacity. Various indicators have been developed to evaluate human resources capacity and
capability and when these are applied to Botswana they show that the country does not have
capacity to conduct cutting edge research that transforms into competitive socio-economic
benefits, and thus shows very little evidence of innovation and technology diffusion. Skills
development has fallen out of tandem with the national economic development, and labour
productivity remains low in many sectors. Although there is a seemingly healthy supply of
bachelor and masters graduates within the S&T system, Botswana’s S&T human resource
base is still small, about 2165 employees, and 2.7 researchers per 1000 workforce. A great
73
concern has also been raised at managerial level since external recruitment is usually
required, especially to fill senior positions within research institutions.
The Science and Technology Policy (1998) concurs that the success of Botswana's efforts in
sustainable economic development can be realised through the expansion of manufacturing
and services industries, and this depends on the quality and quantity of the available human
resources. To attain this, Vision 2016 affirms the need to develop technology forecasting
systems and training programmes for new and existing manpower in line with technology
trends. The Botswana National Research Science and Technology Plan (BNRST) of 2005
also identified gaps within the human resource development that include inadequate research
leadership and strong research competencies, opportunities for professional development,
and access to appropriate facilities and knowledge sources. Botswana will require an
integrated system for ITT for the Development of the Science and Technology Human
Resource Strategy – June 2007 anticipating and meeting requirements for human resource
development in the medium and long term. The development of human resource needs to be
undertaken in a strategic, focused and directed manner.
The Government of Botswana is committed to developing a strong S&T capability. The
Tertiary Education Council (TEC) also recognises the value of human resource as an asset
that Botswana requires to build its wealth and prosperity. TEC has therefore just recently
concluded the tertiary education policy and the national human resource development
strategy for integrated, focused and long-term approach towards skills advancement. There is
however, need for niche sectors to develop respective human resource capacity building
strategies such as in the S&T sector.
It is against this background that the Department of Research Science and Technology would
like to develop a strategy for identifying human resource needs in order to fast track human
resource development by providing training and capacity improvement opportunities for
Batswana in the fields related to research, science and technology. The aim is to equip
Batswana with strategic and scarce skills.
The strategy will provide a useful tool in shaping future development activities for S&T
professionals in the progressively competitive global environment. The strategy will
particularly be useful as a tool for linking S&T human resource requirements with wider S&T
funding and policy issues.
4.0 Objectives
The main objective of the study is to design a human resource capability strategy for the
development of skills and capacity of S&T professionals within the country. The specific
objectives are as follows:
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• Identify the skills required in relation to further training in order to assist the country
realise the contribution that the human resource pool makes to business outcomes by
enhancing the provision of a sound research, science and technology base
• Identify the gaps in S&T human resource development which when addressed will
make key impact on the socio-economic growth and improvement of lives of
Batswana
• Develop strategies to fast track human resource development and capability building
through provision of amongst others training opportunities for Batswana in the fields
related to research, science and technology in order to achieve world class
researchers
• Identify capacity development needs and strategies required to advance S&T
research leadership in all sectors in an efficient and effective manner
5.0 Scope of Work
Design Human Resource capability development strategy that will focus on developing skills
that will give new and existing S&T professionals greater ability to be effective in strategic
S&T management roles.
Particular attention will be paid to the following:
Situational Analysis
Analyse the current status of Botswana’s human resource pool in S&T using the existing
National Innovation Capability database as baseline information and carry out a further survey
to augment the existing information, to generate the following:
• The number of professionals who have been trained in the respective S&T fields.
• The number of professionals per Research Institutions.
• Assess the usefulness of the current database and recommend how it can be
improved and updated. ITT for the Development of the Science and Technology
Human Resource Strategy – June 2007
• Document the number of professionals working outside the country in the field of S&T
and the country they are working in.
Review and assess the S&T human resource development policies and strategies in the
country, indicating their strengths and weaknesses.
Establish current transition rate of science students from secondary and tertiary level and
recommend what needs to be done to secure longer term supply of S&T professionals.
Needs Analysis
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Based on the Botswana National Research Science and Technology (BNRST) Plan,
Botswana Innovation Hub (BIH) and other national policy documents, determine the human
resource needs required human resource projections to drive the S&T development of the
country.
Identify the issues which when addressed will make key impact on the delivery of human
resource strategy. Benchmark against international RST systems with particular reference to
small population and small economy countries. Key issues entail amongst others: training,
leadership skills, capability, efficiency, collaboration, development etc.
Analyse the strengths and weaknesses and hence opportunities and risks of different (public,
including private RST institutions) HRD funding strategies that include, but not limited to:
• Traditional manpower planning and funding in Botswana and other policies
• Funding training proposals from RST providers, i.e. a provider pull system
• Individual students with particular research aspirations in areas that do not have
special reference to the Botswana RST landscape, hence the individuals not having
prospective career opportunities within Botswana
Recommend the best strategy or composite strategy (strategy mix) for Botswana
benchmarked against international RST systems with particular reference to small population
and small economy countries.
Strategy Development
Identify the most appropriate components such as funding needs, market pull (demand
driven) of the science and technology HRD strategy to advise on how Botswana should plan
to migrate from its present S&T researcher complement to a complement that is likely to
continue to meet Botswana’s future needs by:
• Defining how the training of researchers can be done in terms of who the key funders
should be, and what systems should be put into place to ensure that key funders
collaborate and co-operate
• Identifying options of funding projected for the next ten years for opportunities for post
graduate training and competence development
• Identifying and defining the market pull and technology push that Botswana needs to
take into consideration currently and how to make provision for changes in the future
trends both nationally and globally
Develop a science and technology HRD strategy to address the problem of current limited
capacity benchmarked against international RST systems with particular reference to small
population and small economy countries, with special attention focused on the following:
• Professional training and development
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• General Institutional development
• National Manpower planning
Develop strategies for attraction of high calibre experts in the S&T sector to senior positions in
institutions; this entails retention of scientists and engineers, and strengthening of research
leadership. ITT for the Development of the Science and Technology Human Resource
Strategy – June 2007
Indicate the feasibility of how links between Botswana scientists and engineers living outside
the country can be strengthened.
Provide a phased implementation plan of the best option, clearly indicating the number of
S&T personnel to be trained, priority areas for training and associated funding costs for
implementation of the Human Resources Development Strategy.
Monitoring and Evaluation
The successful Bidder will draw a monitoring and evaluation plan. An essential intervention in
this regard is the availability of reliable, up-to-date data to enable the measurement of the
efficacy of the strategy or to identify new areas for intervention; and hence the consultants
should:
Establish indicators and quality-control mechanisms to measure training effectiveness of the
S&T human resource strategy.
Take into account the special design needs of the strategy for information dissemination
through the internet and for possible linkages to other national HRD databases.
The strategy should provide a way of interactively entering the data and updating the data as
well as interrogating it.
6.0 Methodologies
The Consultants will do desk top research on various human resource development policies
and strategies and evaluate them and recommend the best strategy for Botswana in the field
of S&T.
The consultant is expected to develop an inventory of S&T human resources in all
government, parastatals and private sector institutions. Various personnel will be interviewed
about their field and level of training, research activity, project participation, position held in
the organisation etc. These accounts will be recorded in a database. A review of the current
77
database structure will be done in order to accommodate the HRD component and project
human resource requirements.
7.0 Work-plan
The Consultancy to develop the human resource strategy (and thus the HRD Plan) will take a
period of five (5) months. The Consultants should show the work plan with all activities to be
undertaken, significant milestones, and review stages at these milestones to allow for input by
the Reference Group. The methodology used to achieve the outputs should also be clearly
outlined. In the case of the successful bidder, the proposed work plan and methodology will
be discussed, possibly modified and finalised with the client before the commencement of the
project.
8.0 Expertise Required
8.1 The assignment will require a multi-disciplinary technical team with minimum qualification
of a master’s degree and at least ten (10) years experience in high-level national policy,
strategy formulation and human resource development and management work related to
research, science and technology. The consultants must specify the qualifications and
experience of each specialist engaged in this assignment. For each specialist proposed,
curriculum vitae of no more than four pages setting out the relevant experience and
competencies must be provided. Each consultant must sign a letter showing that they will be
available to participate during the study period. ITT for the Development of the Science and
Technology Human Resource Strategy – June 2007
8.2 The consultant team, amongst its members, must possess as a minimum the following
key competencies:
8.2.1 Practical experience in the formulation and implementation of human
resource development policies and strategies in the area of research science
and technology.
8.2.2 Financial expertise with practical experience in making financial projections in
strategic planning and management in the area of human resource
development.
8.2.3 A good understanding of Botswana national policies and development goals.
8.2.4 In depth understanding of the current issues and future trends in human
resource development nationally, and taking into account current regional
and the global markets.
8.2.5 Knowledge and experience in the application of technology prioritisation
techniques used at macroeconomic level.
8.2.6 Demonstrate an ability to link the Science and Technology Policy with other
national development policies issues aimed at diversifying economic growth.
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8.2.7 Application of business and human resource skills to design an
implementable HRD Plan.
8.2.8 Expertise in evaluation and leading RTOs in achieving world class S&T
research.
8.2.9 A good understanding of working with databases and migration to web-based
platform.
8.2.10 Knowledge of development and implementation of the human resource
strategies.
8.2.11 Previous experience in undertaking consultancies on HRD for S&T.
9.0 Duration of the Project
The human resource strategy (Human Resources Development Plan) will be carried out
within a period of five (5) months.
10.0 Reporting to the Reference Group
A Reference Group shall be established to guide the study and ensure adherence to the
terms of reference. The Reference Group shall be constituted by a multi-disciplinary team that
shall make relevant input into the consultancy;
The Reference Group will include members from:
• Government institutions
• Non-governmental institutions
• Publics institutions
• Learning institutions
• Private sector as well as representatives of some key stakeholders will be formed to
monitor and guide the consultancy.
11.0 Budget Proposal
The budget proposal should be detailed and should include all fees; all expenses related to
travelling, accommodation, transport, taxes etc. There will be no reimbursable expenses. For
comparison purposes the overall single figure price shall be converted to Botswana Pula at
the time of evaluation based on the conversion rate on date of tender closing and shall remain
valid for 90 days after the tender closing date. ITT for the Development of the Science and
Technology Human Resource Strategy – June 2007
12.0 Deliverables
The Consultant shall deliver a Human Resources Development Plan that will focus on
developing skills that will give existing S&T professionals greater ability to be effective in
strategic and priority S&T areas. The plan shall in particular contain:
• The Current S&T human resources status
• Existing human resource development needs/gaps based on required RST output
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• Human resource development plan
• Costing of human resource development plan
• Funding strategies for the human resource development strategy
• Monitoring and evaluation tool
13.0 Reporting
The Consultant shall be expected to present five reports namely the Inception Report,
Situational Analysis Report, Needs Analysis Report, Strategy Development Report and the
Final Report to the Reference Group.
The timetable for the production of the draft and final reports under each of the headings, and
any specific details of content shall be agreed between the Consultant and DRST. The draft
reports shall be submitted and discussed by the Reference Group. The draft reports shall be
submitted in 10 hardcopies. The drafts shall be amended taking into account comments from
the Reference Group to produce the final reports. The final report shall be submitted in 30
original hardcopies and on an editable electronic format within three weeks after receiving
comments from the Reference Group.
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Appendix 2: List of Consulted
Documents
Document Ministry/Organisation
Long term Vision for Botswana – Vision 2016 Botswana Government
National Development Plan 7 Botswana Government
Mid Term Review of NDP 7 Botswana Government
National Development Plan 8 Botswana Government
Mid Term Review of NDP 8 Botswana Government
National Development Plan 9 Botswana Government
Mid Term Review of NDP 9 Botswana Government
Draft National Development Plan 10 Botswana Government
National RST Plan MCST
DRAFT 2004/05 Manpower Development Planning Report MFDP
BIH Business Plan MCST
South Africa’s Human Resource Development Strategy, 2004 Government of South Africa
Forecasting the Demand for Scarce Skills 2000 -2006 HRSC
Labour Force Survey (Statistics Canada) and HRSDC Ministry of Statistics and Labour
National Report of Mauritius – Development of Education (2004) Mauritius Research Council
Malaysia S & T Policy for the 21st century Government of Malaysia
Finland Knowledge Economy, Report by World Bank 2006 Ministry of Education
New Zealand Science and Technology System National Research Foundation
New Zealand Country Background Report OECD
Private Sector Development Strategy BOCCIM
Strategic Institutional Design Concept, Final Report BIUST
Report of the task force on the Establishment of the Second
University in Botswana, May 2004
Ministry of Education
Private Sector Development Strategy BOCCIM/MTI
Maitlamo, Botswana’s National ICT Policy, January 2005 MCST
Innovation Capabilities in Botswana, Final Report, March 2005 MCST
Tertiary Education Policy TEC
National HRD Strategy TEC
Botswana Human Dvelopment report 2005 UNDP
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Appendix 3: Members Of The
Reference Group
Names Ministry/Dept/Organisation
Dr Haniso Motlhabane Botswana International University of Science & Technology
Lesedi Gaolaolwe Directorate of Public Service Management
Lorato Barakanye Botswana Institute of Administration and Commerce
Prof. Isaac Mazonde Department of Research and Development (University of Botswana)
Dr S. Chimidza Department of Physics (University of Botswana)
Dr B. Moseki Department of Biological Science (University of Botswana)
Dr S. Masupe Faculty of Engineering and Technology (University of Botswana)
Dr Collie Monkge Secretariat, Vision 2016
Mr Richard Neil Tertiary Education Council
Josius C. Maluzo Botswana Training Authority
Mr Basaako Botswana Technology Centre
Dr Bernard Bulawayo National Food Technology Research Centre
Mr K. G. Tlhomelang Rural Industries Promotion Company (Botswana)
Dr Edson. T. Selaolo Department of Research Science & Technology
Ms Lesego Motoma Department of Research Science & Technology
Mr Samuel Bok Department of Research Science & Technology
82
Appendix 4: List Of Stakeholders
Key Stakeholders
Institution Name
MCST Mrs. L. Motoma
BCA Dr. R. Chabo
Dr. H. Motlhabane
MoE Ms. B. Menyasto
Mr. C. Molebatsi
MoH Dr. M. Mmalane
DPSM Mr. M. Oagile
BOCCIM Mr. T. Rapitsenyane
DAR Dr. Mohabile
BOTEC Dr. Mazhani
NAFTEC - Dr. Bulawayo
RIPCO Ms. K. Modisane
Botash Mr. Cochrain
UB Prof. F. Youngman
Prof. Mazonde
Prof. Haavil
Dr. T. Mokoena
83
Other Stakeholders
Institution Name
TEC Ms. M. Mokubung
BoBS Ms. M. Marobela
Institute of Engineers Mr. M. Mbayi
BEDIA Mr. L. Mogara
Botswana Police Mr. M. Office
Botswana Institute of Engineers Dr. R. Ontiretse
Debswana Mrs. T. Modungwa
DTC Botswana Mr. B. Mc Donald
Mr. F. Lesetedi
Mr. R. Malikongwa
Mr. M. Ntwaagae
Mr. I. Phuthego
MFDP Dr. Gaseitsiwe
UB Mr. O. Maruapula
DSPW Mr. Molebatsi
Additional Stakeholders – 11- 07- 2008 Workshop
Institution Name
Dept. of Mines G. Tshekiso
Veld Products – Incomplete
questionnaire
S. Madiego
BOCCIM – 2nd response R. Kedikilwe
KBL R. Seleke
Dept. of IT D. Letsomo
RIPCO – 2nd response K. Bakwena
BIAC Barakanye
DPSM – 1st questionnaire
completed
L.T. Gaolaolwe
Botswana Vaccine Institute D. Dumedisang
UB – Ref Group Member
B Moseki
Dept. of Water Affairs K. Keetile
National Vet. Lab T. Losho
UB – 2nd UB Questionnaire Dr. Shangodoyink
EECG Dr. Zhou
84
Appendix 5: On-Line Survey
Questionnaire
Title: (Mr/Ms/Prof/Dr)
Name:
Date of Birth: (YY/MM/DD)
Email Address:
Mobile Number:
Nationality
Gender
What is your current place of residence?
1. Botswana
2. Other
If you currently live outside of Botswana please specify where.
If you live outside of Botswana, would you consider returning?
1. Yes
2. No
85
For what reasons?
What is your highest Research, Science or Technology qualification?
1. Certificate
2. Diploma
3. Undergraduate Degree
4. Honours Degree
5. Masters Degree
6. Doctorate
7. Other _____________________
Please indicate the field in which you obtained your S&T Qualification (If other, please
specify)
Please provide the specific name of your highest RST qualification
In which year did you obtain this qualification?
At which institution did you obtain your highest qualification?
Did you complete a thesis?
1. Yes
2. No
What was the subject of the Thesis?
How many years of work experience in do you have in the Research, Science or Technology
field?
Are you currently working in a Research, Science or Technology field?
1. Yes
2. No
86
If yes, what is your current field of work?
If no, why did you leave the Research, Science & Technology field? (If other, please specify)
1. Couldn’t find employment
2. Lack of personal development opportunities
3. Better remuneration in other fields
4. Better career development opportunities in other fields
5. Other ___________________________________
Would you consider returning to the Research, Science and Technology field?
1. Yes
2. No
For what reasons?
What is your current job level? (If other, please specify)
1. Executive
2. Management
3. Supervisory
4. Employee
5. Other ___________________________________
Do you intend to continue your professional development by engaging in active Research?
1. Yes
2. No
If no, for what reasons? (If other, please specify)
1. Retirement
2. Different career path
3. Lack of time for professional development
4. Lack of funding for research
5. Other ___________________________________
If yes, in what area of research?
Where would you undertake this research (Name of Institution)?
Do you intend to continue your professional development in a Science or Technology field?
1. Yes
2. No
87
If no, for what reasons? (If other, please specify)
1. Retirement
2. Different career path
3. Lack of time for professional development
4. Lack of funding for professional development
5. Other ___________________________________
If yes, in which area of specialisation?
Where would you choose to specialise? (Name of Institution)
Would you require funding?
1. Yes
2. No
If yes, approximately how much funding would be required?
If yes, what would you require funding for (If other, please specify)?
1. Tuition
2. Research
3. Travel
4. Accommodation
5. All of the above
6. Other ___________________________________
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Appendix 6: Stakeholder Interview
Questionnaire
Core Questions
Question 1:
Which S&T disciplines are in short supply (strategic and scarce skills) at both graduate and post
graduate levels?
[Your answer here]
Question 2:
What should be done to ensure that the S&T products of tertiary institutions are employable, in
other words linking the supply side of S&T Human Resource Development (education and
training) with the demand side (work)?
[Your answer here]
Question 3:
In order to entice Batswana S&T professionals who are currently working outside the country to
come back (reverse migration) the following measures, amongst others, are necessary:
a). Substantial improvement of conditions of service in Government and the Private Sector
[Mark with X on appropriate answer.]
Totally disagree Disagree Agree Totally Agree
89
b). Implementation of a robust Citizen Empowerment Policy
[Mark with X on appropriate answer.]
Totally disagree Disagree Agree Totally Agree
c). Implementation of credible and enforceable localisation policies
[Mark with X on appropriate answer.]
Totally disagree Disagree Agree Totally Agree
d). Creation of a favourable investment climate for both locals and foreigners [Mark with X on
appropriate answer.]
Totally disagree Disagree Agree Totally Agree
e). Setting up a financing facility to enable S&T graduates to establish their own firms.
[Mark with X on appropriate answer.]
Totally disagree Disagree Agree Totally Agree
Please provide additional views, suggestions and comments that could enhance the
successful development of the S&T HR Strategy.
Question 4:
In order to accelerate the local development of specialised ICT skills, the following measures,
inter alia, should be put in place:
a). Attract reputable Tertiary Institutions to Botswana
[Mark with X on appropriate answer.]
Totally disagree Disagree Agree Totally Agree
b). Provide citizens with attractive financing to set up tertiary institutions
[Mark with X on appropriate answer.]
Totally disagree Disagree Agree Totally Agree
90
c). Provide subsidised loans to trainees through the financial system
[Mark with X on appropriate answer.]
Totally disagree Disagree Agree Totally Agree
d). Promote life long learning
[Mark with X on appropriate answer.]
Totally disagree Disagree Agree Totally Agree
Please provide additional views, suggestions and comments that could enhance the
successful development of the S&T HR Strategy.
Question 5:
The BNRST Plan states that 27% of graduates of tertiary institutions have science, mathematics
and engineering qualifications, yet there is a shortage at post graduate (managerial) levels. The
reasons for this include:
a). Lack of attractive opportunities in the S&T field
[Mark with X on appropriate answer.]
Totally disagree Disagree Agree Totally Agree
b). No properly designed internship schemes
[Mark with X on appropriate answer.]
Totally disagree Disagree Agree Totally Agree
c). No programmes for attachment to reputable S&T institutions abroad
[Mark with X on appropriate answer.]
Totally disagree Disagree Agree Totally Agree
d). Lack of funding for post graduate studies
[Mark with X on appropriate answer.]
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Totally disagree Disagree Agree Totally Agree
Please provide additional views, suggestions and comments that could enhance the
successful development of the S&T HR Strategy.
Specific Questions
[Respondents: Private Sector]
Question 6:
The bulk of R&D in Botswana is carried out by Government (79% according to HIB Business
Plan), how can the private sector be encouraged to undertake cutting edge research that could
be translated into marketable goods and services?
[Your answer here]
[Respondents: UB]
Question 7:
What is the number of S&T professionals in the various fields that have graduated over the last
five years, what is the planned output for the next five and ten years? What are the bases of the
projections? What is the proportion of your staff with S&T qualifications by respective fields and
how many are expatriates?
[Your answer here]
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[Respondents: MoE, DSPW]
Question 8:
What is the number of S&T professionals in the various fields as outlined in Appendix 2 of the
Botswana National Research, Science and Technology Plan that have been trained/are being
trained outside Botswana during 2006 and 2007? What are the projections for the next five and
ten years? What are the bases for the projections?
[Your answer here]
[Respondents: BIUST]
Question 9:
What is the planned output of S&T professionals over the next five and ten years? What are the
projections based on?
[Your answer here]
[Respondents: BOTEC, DAR, Government Dpts., Parastatals, Private Sector, RIPCO,]
Question10:
What is your compliment of professional staff? Out of this, how many are S&T professionals by
field? What is the ratio/number of expatriate staff by field? What are the projected ratios over the
next five and ten years?
[Your answer here]
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[Respondents: DPSM]
Question 11:
What is the Government compliment of professional staff? Out of this, how many are S&T
professionals by field? What is the ratio/number of expatriate staff by field?
[Your answer here]
[Respondents: DPSM]
Question 12:
The Government introduced a number of policies in the past that were aimed at attracting and
retaining S&T professionals such as parallel progression and scarce skills initiative. What is
your evaluation of the success of these policies, and what needs to be done to benefit from the
experience of their implementation? What other initiatives are in place or are being planned?
[Your answer here]
[Respondents: MoE, DSPW, Dept. of Foreign Affairs & International Cooperation]]
Question 13:
In which S&T disciplines do we have graduates that have decided to work abroad after
qualifications, or after serving for a few years in the country? What is their estimated number
and what are the concerned countries?
[Your answer here]
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[Respondents: TEC, MoE]
Question 14:
What are the current transition rates of science students from secondary and tertiary
institutions? It is an established fact that these transition rates are considered to be low by
international standards, what is being done to address this concern and what are the planned
transition rates?
[Your answer here]
[Respondents: MoE, DVET]
Question 15:
The Revised National Policy on Education (1994) recommended that more emphasis should be
given to science and technology (Recommendation 43), what progress has been achieved since
then, and what have been the main challenges?
[Your answer here]
[Respondents: MCST, MFDP, Private Sector (BOCCIM)]
Question 16:
The issue of competitive funding for RST Institutions through a Financing Agency has been
discussed and agreed a long time ago, what is delaying its implementation?
[Your answer here]
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[Respondents: MCST, MFDP, Private Sector (BOCCIM)]
Question 17:
What other funding mechanisms should be put in place to fast track human resource
development and capability building?
[Your answer here]
[Respondents: BIH Coordinator]
Question 18:
It is reported that the construction of the Botswana Innovation Hub (BIH) will commence in 2008
and be completed in 2010. Can you provide us with a detailed implementation plan as well as
the financing plan? Which anchor companies have you attracted?
[Your answer here]
[Respondents: BIH Coordinator]
Question 19:
The ability of the BIH to attract knowledge intensive industries depends to a large extent on the
availability of skilled S&T professionals. What strategies are you planning to deploy in order to
address this critical issue?
[Your answer here]
96
[Respondents: Project Manager]
Question 20:
Maitlamo (ICT Policy) is a major policy initiative with commendable objectives. We are informed
that you have started the implementation of the Thutonet, Connecting Communities and e-
Government projects. What informed your choice of these projects amongst the other planned
ones? What is the plan for implementing the other projects during NDP 10 and beyond? What
have been the main challenges and constraints so far?
[Your answer here]
[Respondents: MoE, DSPW]
Question 21:
The Grant/Loan scheme seems to have had a limited impact on increasing the pool of S&T
professionals. The main reasons for this include:
a). Poor administration.
[Mark with X on appropriate answer.]
Totally disagree Disagree Agree Totally Agree
b). Giving priority to courses that are not required by employers (market)
[Mark with X on appropriate answer.]
Totally disagree Disagree Agree Totally Agree
c).Inefficient enforcement of contracts with trainees
[Mark with X on appropriate answer.]
Totally disagree Disagree Agree Totally Agree
97
d). High cost of external training
[Mark with X on appropriate answer.]
Totally disagree Disagree Agree Totally Agree
Please provide additional views, suggestions and comments that could enhance the
successful development of the S&T HR Strategy.
[Respondents: MoE, DPSM, Graduates, Private Sector (BOCCIM)]
Question 22:
There are reportedly a lot of S&T professionals who are unemployed, yet there are shortages at
managerial levels resulting in the importation of skills. The main reasons for this include:
a). Inappropriate skills
[Mark with X on appropriate answer.]
Totally disagree Disagree Agree Totally Agree
b). Unrealistic academic requirements by employers
[Mark with X on appropriate answer.]
Totally disagree Disagree Agree Totally Agree
c). Unrealistic experience requirements by employers
[Mark with X on appropriate answer.]
Totally disagree Disagree Agree Totally Agree
d). Lack of information on global employment opportunities
[Mark with X on appropriate answer.]
Totally disagree Disagree Agree Totally Agree
98
e). Reluctance to work abroad
[Mark with X on appropriate answer.]
Totally disagree Disagree Agree Totally Agree
f). Acquisition of skills from institutions which are not internationally recognised/competitive
[Mark with X on appropriate answer.]
Totally disagree Disagree Agree Totally Agree
Please provide additional views, suggestions and comments that could enhance the
successful development of the S&T HR Strategy.
Thanks for your invaluable assistance.
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Appendix 7: Employment
Opportunities for S&T Graduates
The section on Manpower Planning has categorically stated that the Government has
accepted the recommendation of the NHRDS of phasing out manpower planning due to its
significant flaws and risks. As a result, this Strategy document does not include a section on
projected manpower demand and supply in the S&T sector. However, given that one of the
objectives of the Strategy is to “identify a package of measures that are required to secure
longer term supply of S&T professionals”, a logical question arises as to whether this would
not lead to unemployment of S&T graduates in certain fields, as is currently the case. This will
be partially addressed by one of the objectives of the Strategy which is to” ensure that skills
development takes into account the ever changing needs of the labour market”. In addition,
the HRDC through its Sectoral Committees will focus on determining the human resource
development needs and skills for their respective sectors and ensure that there are no serious
mismatches between demand and supply. Furthermore, there are a number of employment
avenues which make the consultants confident that the unemployment of S&T graduates will
not be a problem in the medium to long term. The following paragraphs give a bird’s eye view
of the aforementioned avenues which are open to S&T professionals during NDP 10 and
beyond.
The Government’s policy of economic diversification will continue during NDP 10 and beyond
by placing increased emphasis on the role of the private sector in driving the overall growth of
the economy. Diversification will continue to be aimed at reducing excessive dependence on
the mining sector, especially diamonds. It will also include minerals beneficiation and related
processing activities which will result in increased demand for S&T professionals.
The BEAC strategy has identified seven sectors that will drive diversification going forward.
These are Agriculture, Tourism, Transport, ICT, Trade, Banking and Financial Services, and
Mining. It has also identified specific projects within these sectors which could, if implemented
efficiently, significantly accelerate economic diversification, and lead to the creation of job
opportunities for various types of skills.
The development of entrepreneurial skills will be embedded in the curriculum design of BIUST
programmes in order to enable graduates to be able to create their own employment or to
secure employment with established organisations.
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The implementation of Maitlamo (ICT Policy) will require substantial financial and manpower
resources. Its implementation has started on a modest scale due mainly to a lack of
experienced and skilled manpower to manage the projects.
The BNRST Plan has, amongst others, identified priority research areas which have the
potential to make Botswana competitive, productive and to be able to enjoy sustainable real
economic growth. These research areas include health, manufacturing, mining, water,
energy, tourism, etc. The pursuit of meaningful and beneficial research in these areas is
constrained by lack of well trained and experienced researchers.
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Appendix 8: Practical Impact of the
S&T Strategy
There are many recommendations made in this report. There are also a variety of proposed
projects. Each of these will play a part in shaping the future of S&T HRD. What will the
practical impact of these many interventions be for the people of Botswana in the years that
lie ahead?
In strategic planning it is possible to use future scenarios to see how different interventions
could practically impact on intended beneficiaries. This appendix seeks to do this by
imagining Botswana in the year 2020 and writing a FICTIOUS article displayed in a fictious
newspaper at that time. All the names of people and senior officials and the company in
question etc are made up and are simply used to provide context and show how the proposed
projects could benefit the Innovation Hub.
All the major projects proposed in this report are mentioned in bold. It is possible for the
reader to see at a glance in this article how they will work together and the overall potential
impact for Botswana.
Launch of another Biotechnology Company in the Innovation Hub
The Botswana Business Gazette, 18th November, 2020,
Yet another biotechnology company has commenced business in the bustling Innovation Hub
in Gaborone. At the launch of Kalahari Biotech Skincare Company the Minister of Science,
Communication and Technology Mr Mosimanegape lauded the uniqueness of this new
project.
“It is with great pleasure that I am here today for the official launch of Kalahari Biotech
Skincare Company which has joined the ranks of seven other biotechnology companies now
operating out of the Innovation Hub. This particular launch is special in that it really marks the
fulfilment of several strategies that were put in place between 2006 and 2010”.
The minister went on to explain that in the planning for NDP 10 it became clear that diamond
revenues would decline sharply within 20 years and that urgent action was required to shift
the direction of the Botswana economy away from a resource based economy to a knowledge
economy. He said that NDP 10 and the BEAC report laid the foundation for new economic
hubs amongst them the innovation hub, to which Kalahari Biotech Skincare Company is
linked.
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“It is difficult to imagine now what a challenge this posed to the country in 2009. We were
setting up all these hubs yet we really lacked a depth of professional science & technology
and business people to make them all become a reality”. He went on to say that at that time
science and technology was not seen as a career of choice for aspiring Batswana. It was
seen as a dead end in terms of career progression and certainly not a way to make a good
living.
“Yet here we are today opening the first biotechnology company in Botswana, owned by
Batswana and run by Batswana all of whom have somehow benefited from the various
strategies and initiatives put in place after 2009 to benefit Human Resource Development in
this field.” He invited the new CEO Simon Phooko to explain.
“In 2008 I was working at the University of Arizona in the USA. I only had a graduate degree
but several years experience working within the laboratories at the University. I dreamed one
day of returning back to Botswana to work in the field of Biotechnology yet it looked very
unlikely”.
He went on to say that one day, whilst reading the Mmegi on line, he saw a request for all
Batswana S&T professionals to complete the S&T skills registry survey.
“I got quite excited when I completed it in that it was clear that the Government was asking
me if I would return to Botswana and what I needed to further my professional development.
At the same time I was somewhat sceptical if anything would actually happen. You can
imagine my surprise when in 2009 the Ministry of Communication Science and Technology
contacted me!”
The MCST offered Simon the opportunity to complete a Masters degree under a special post
graduate grant scheme. At the same time his registration on the skills registry gave him
free access to an E-learning platform set up by MCST for all registered S&T professional –
even to Batswana living abroad.
“I was able to do several Harvard Business School certificate courses on-line and this is what
inspired me to set up my own business. I made contact with the S&T Professional Forum.
They were fantastic in linking my request to the Innovation Hub and CEDA who provided the
start up funding for this new venture. It was all facilitated as part of the reverse migration
strategy.”
103
Mr Phooko introduced several members of his team. Many of the members of his team had
benefited from the learnership schemes that were introduced in 2011 that allowed
unemployed S&T graduates an opportunity to learn skills in the new biotechnology firms that
were starting up in the Innovation Hub. The learnership opportunities were identified through
the S&T HRD Impact Assessments conducted by the Human Resource Development
council and MCST.
Kalahari Biotech Skincare Company will focus on the development of anti-aging skin
products. The company plans to begin selling three new skin-care products in the first quarter
of 2021.
The company said it uses a stem-cell-like technology to foster a unique skin product for the
local and export market. "Everybody who lives here gets photo (sun) damage," said Simon
Phooko, "There is a real need for these types of products because of the desert climate and
the intense sun."
Returning to the podium, Minister Mosimanegape encouraged the CEO to participate in the
S&T HRD sectoral committee to ensure that there is a continual alignment between the
skills required in S&T and what BIUST and other universities produce. He commented on the
altitudinal change he had witnessed since the launch of the S&T HRD Strategy in 2009. ‘’ My
teenagers’’ he confided, ‘only became interested in the S&T field when they went to S&T
Fun Parks, S&T Career Awareness Weeks. They even entered the S&T Student
Innovation competitions.’’
The Minister concluded the launch by encouraging his audience to embrace the process of
continual change. “We have survived the decline in diamond revenues by taking carefully
calculated risks in moving toward knowledge based economy. We see the fruit of this
investment today. Let us not stop investing the wealth of our natural resources in our most
valuable resource- the people of Botswana.”
Appendix 9: Strategic Projects Outline
The strategic projects are outlined in the tables below:
Strategic Project one Promote the development of a S&T professional forum
The project addresses the
following identified
problem tree causes i. Poor career prospects and remuneration ii. Weak institutional coordination
Who
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Tasks
Identifying all current bodies and associations that might have S&T professionals as
members MCST
Invite selected participants to a workshop to assess the viability and need for the forum MCST
Test the findings and assumptions of the workshop in an on-line survey MCST
Assuming a positive outcome, provide seed funding for the launch of the forum and web site MCST
Assist with the development of the mandate of the forum MCST
Identify potential corporate sponsers of the forum for long term sustainabiliy MCST
Launch of the forum MCST
Expected outcomesHave a single forum that can represent the interests and needs of S&T professionals across diverse sectors of the economy
Make a meaningful contribution to the S&T enabling sector HRD plan
Play a role in the export of S&T skills and S&T reverse migration planProvide a means for identiying organisations that will provide S&T learnership and
bridging programmesProvide feedback and recommendation for on going improvement to the E-learning
platform
Time period
Strategic Project Two
Leadership, Supervisory and entrepreneurial HRD development of S&T professionals via a specialised E-learning
platform
The project address the following identified
problem tree causes
i. Poor career prospects and remuneration ii. Acquisition of inappropriate skills iii. Limited funding for post graduate
studies
Who2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Major tasks Agree budget and scope for E learning project mcst
Develop tender for E learning platform and course offerings mcst Complete tender process and award bid mcst
On-line skills registry ready for use in identifying and controlling access to E learning platform mcst
E-learning platform developed, tested in small pilot project mcst Develop communication strategy for launch mcst
Launch and continuation of E-learning platform mcst
Review of E-learning platform and refining of course offerings mcst
Expected outcomes Project completed within timeframe and budget
500 registered users by year 2, 1000 by year 3, 2000 by year 5Of registered users an average of 5 days training will be
completed MCST to track and publish training figures annually
Links with BEAC
Need to improve the quality of education to enable Botswana
to compete globally
Time period
106
Strategic project 3
Use the skills registry for (i) immediate identification of S&T graduates for additional post graduate studies and (ii) for further development to help with the future
indentification of HRD training requirement and supplying resources to major national
projects
The project address the following
identified problem tree causes i. Poor career prospects and remuneration. ii. Acquisition of inappropriate skills
Who 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Tasks Consultants hand over current skills registry with questionnaire template Deloitte
Advertise availability of skills registry for to employers and to project hub
coordinators mcst
Provide grant funding for post grad students within budget constraints as identified in on line survey and in terms of sector needs mcst
MCST contracts with Question pro for hosting of survey mcst
questions loaded onto question pro mcst
tests conducted to ensure system working mcst
publish adverts (including on-line) several times a year to create awareness mcstlink on line registration with access to E learning platform mcst
negotiate survey link to new e government web portal mcst
maintain skills registry and make results available to stakeholders mcst
*** by 2011 funding of grants may move to HRDC
Expected outcomes Up to date register of S&T professionals
Increase current skills registry from 900 to 3000 over five years
Useful tool for linking S&T professional to HRD training and also for national projectsUseful tool for reverse migration strategy for S&T professionals
Identification of potential S&T graduates for post graduate studies
Links with BEAC Need to improve the quality of education to enable Botswana to compete globallyNeed to build a pool of qualified resources to meet the demands arising from major
new projects in the country
Time period
Strategic Project 4
Establish as part of integration with the NHRDS, a S&T HRD Enabling committee with a clear mandate
as well as measurable deliverables. Conduct a feasibility study for the formation of a single agency reporting into MCST and responsible for the operational issues of research, funding and innovation
(similar in concept to the approved Human Resource Development Council)
The project addresses the
following identified problem tree causes
i. Poor career prospects and remuneration. ii. Acquisition of inappropriate skills iii. Weak institutional coordination
Who S&T HRD Enabling Committee 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Tasks Hold a joint workshop with TEC to agree TOR and profiles for membership TEC
Work with the TEC to draw up a communications strategy TECAssist TEC in identifying potential members of the committee MCST
Invite potential candidates to an orientation workshop aimed at securing a three year commitment MCSTMCST to nominate and TEC to approve final membership of the committee MCST
TEC to finalise annual plan for committee including meeting and training schedule TECTEC to conduct three day training programme for the committee TEC Committee to meet quarterly to consolidate information gained from other sector committees MCST
Expected outcomes The best possible team identified, trained and committed to the enabling sector committee or S&T HRD
An informed S&T community and stakeholders who will understand the role of the committee
Who Feasibility Study into the formation of a single agency for research, funding and innovation. 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Tasks Obtain budget approval MCST
Develop TOR MCST
Advertise and shortlist consultants MCST
Assess and award contract MCST
Conduct feasibility study MCST
Use study report to draft cabinet white paper assuming recommendation is positive MCST
Seek presidential directive to appoint an advisory council pending legislative changes MCSTLaunch of advisory council pending legislation of finalisation of the agency MCST
Links with BEAC Need to improve the quality of education to enable Botswana to compete globallyProvide structures and policies to systematicaly improve the business and technical capabilities of
Batswana to compete in a globalised world.
Time period
Time period
Strategic Project 5
Develop and implement a reverse migration plan that will help to attract Batswana professionals working abroad
to return whilst similtaneously exporting surplus unemployed S&T skills elsewhere for their long term development
and eventual return to Botswana or economic contribution via remittances
The project address the following
identified problem tree causes Poor career prospects and remuneration
Who2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Task Create employment opportunities for returnees with current skills registry database
Contact all persons who indicated an interest in returning to Botswana for permission to advertise their skills MCST
Subcontract the actual placement of returnees with employees on the skills registry to a reputable employment
agency MCST
Advertise to potential employers the availability of the skills MCST
Potential S&T returnees as investors
Meet with other stakeholders to develop an approach that will appeal to returning S&T professionals: MCST
Stakeholders to include: Bedia, CEDA,BDC,BIH, BURS,TEI, RSTI's MCST
Develop a list of areas for potential investment MCST
Negotiate a range of tax and other incentives for potential returnees MCST
Identify from skills registry database potential returnees as potential entrepreneurs or skills MCSTEstablish contact with potential returnees and direct them to appropriate stakeholder MCST
Export of surplus S&T skills
Expected outcomes
Using the facility provided by the on-line skills registry advertise for all S&T professional currently unemployed or
underemployed to register MCST
Identify and shortlist reputable international placement agencies and set up agreements to provide up to date
information on potential candidates for overseas placements MCST
Approach countries that currently benefit from signficant Tertiary Education student placements from Botswana
(such as Canada for S&T) and request assistance in placement of surplus skills where opportunities exist MCST
Expected outcomes Return of Motswana S&T professionals to fill S&T opportunities
New businesses created by returning S&T professionals
Export of unemployed or underemployed S&T professionals
Links with BEAC Need to build a pool of qualified resources to meet the demands arising from major new projects in the country
Time period
Strategic project 6 Develop an effective career awareness programme for S&T students at all levels
The project address the following
identified problem tree causes Poor career prospects and remuneration
WhoCareer awareness 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Tasks
Advocate for more science fun parks in other centres to promote awareness of S&T at primary and
secondary level MCST
Develop and initiate a communications strategy aimed at convincing parents that S&T is an excellent
choice for children to study MCSTFund a national best young scientist competition with a prize of bursary MCST
Fund S&T career awareness weeks for senior secondary high schools with emphasis on career options MCST
Via sectoral committees promote concept of industry tours by schools promoting S&T opportunities MCST
Enhanced remuneration via career pathing MCST
Advocate via sectoral committees career pathing within industries and sectors MCST
Review of government career pathing for S&T professions and implement recommendations MCST
Expected outcomes Increased awareness of careers within S&TIncreased retention of S&T professional staff within the S&T sector
Time period
110
Strategic project 7 Develop and implement an attraction and retention strategy for S&T professionals
The project address the following
identified problem tree causes Poor career prospects and remuneration
WhoAttraction 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Tasks Career awareness project implemented MCST
Additional funding for post graduated studies implemented MCSTLearnership and bridging programmes implemented MCST
E-learning platform for S&T professional launched MCST
Entrepreneurial development for S&T professional launched MCST
Retention MCSTScarce skills allowance for Government S&T professionals reviewed MCST
Review of government career pathing for S&T professions and implemented MCST
Expected outcomes Increased attractiveness of careers within S&T
Increased students for post graduate studiesIncreased retention of S&T professional staff within Government and parastatals
Competitve pay for S&T professionals as private sector will pay above competitive salaries for Gov S&T professionals
Links with BEAC Need to build a pool of qualified resources to meet the demands arising from major new projects in the country
Time period
111
Strategic Project 8
Undertake a policy review to make it more attractive for the private sector to invest in R&D that
benefit the HRD of S&T professionals
The project address the following identified problem tree causes Poor career prospects and remuneration;Research not based on industry needs:
Who 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Task
Develop mandate for committee with representatives from BURS,IFSC, Bedia,BIH and new research
funding agency aimed at introducing substantial tax breaks around S&T researchSecure senior official to sit on the committee
Committee to meet and make recommendationsAdvocate for the required legislative changes to be made
Communicate any changed made to both local S&T community and via Bedia for potential investors
Expected outcomes Increased research funding
Increased opportunities for HR development as a result of the increased funding
Links with BEAC
Incourage local institutions to form partnerships and linkages with international institutions of repute
for the transfer of knowledge, skills and technologies
Time period
112
Strategic project 9
Develop, pilot and launch bridging and learnership schemes for graduate students that are appropriate to
the S&T sector
The project address the following
identified problem tree causes i. Better career development opportunities in other fields ii. Acquisition of inappropriate skills
WhoBridging Schemes: Institutional based aimed at bridging skills new students need for improved
success in achieving acadeic excellence at S&T 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Tasks Identify a potential institution to run a pilot scheme MCST
Negotiate service level agreement, costs and scope for the programme MCST
Co -advertise with the institution the availablity of the programme MCST
Monitor admissions to program and results of the programme MCST
Based on the pilot success consider expansion to other S&T institutions MCSTLearnership Schemes: Employer based, aimed at practical skills needed by new graduates to fast
track their development
Set up a project team with BURS and BOTA to get blanket tax break scheme for S&T learnership scheme MCST
Communicate with employers via BOCCIM and sectoral committees on the availablity of schemes MCST
Contract out placement of students signed up on the skills registry with a reputable employment agency MCST
Monitor process and results and conduct follow up internvews with employers. Adjust blanket scheme
based on feedback MCST
Expected outcomes Increased students studying S&T and achieving better results
Increased employment of S&T graduates who gain skills relevant to employers
Links with BEAC
Need to build a pool of qualified resources to meet the demands arising from major new projects in the
country
Involve business organisations, industry and mining houses in cirriculem design
Focus on producing only globally competitive people
Time period
Strategic project 10
Develop, pilot and launch a S&T HRD impact assessment process for all new S&T firms investing in
Botswana as per the recommendations of the National HRD Strategy
The project address the following
identified problem tree causes
i. weak institutional coordination ii Better career development opportunities iii. Acquisistion of
inappropriate skills
Who
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Tasks TEC/ HRDC to secure legislative changes for required compliance for HRD Impact assessments TEC Offer to pioneer the approach with TEC / HRDC MCST
Work with TEC/ HRDC on developing an impact assessment framework and process MCST
Pilot the approach with a selected new S&T investor using combined HRDC/ MCST team TEC Refine the approach based on a review of the process TEC
Implement for all new S&T firms MCST
Use results to inform TEI's of S&T resources required and link learnership schemes to specific needs within the organisation MCST
Review effectiveness of the process MCST
Expected outcomes Development of skills required by new employers
Improve localisation of S&T preofessional skills
Provide opportunities for more learnerships reducing graduate unemployment
Links with BEAC
Need to build a pool of qualified resources to meet the demands arising from major new projects in the
country
Time period
114
Appendix 10: Cost Breakdown per Strategic Project Summary Cost for all Strategic Projects:
The estimated costs for setting up the project management office to coordinate the 10 projects is not indicated in table above. The estimated cost for the project management office is P 6 million covering a two year period of set up then a hand holding phase. The costs and description are found in the monitoring and evaluation section. The total cost is therefore projected at P100m
Project number 1 2 3 4 5 6 7 8 9 10 Total
Project Description
S&T
Professional
Forum E Learning
Grants and
Skills Registry
Single agency & HRD S&T
sector
committee
Reverse
migration
Career
Awareness
Attraction
and
Retention Policy review Learnerships HRD Impactconsulting time 592,800.00 624,000.00 - 4,264,000.00 416,000.00 4,680,000.00 468,000.00 572,000.00 1,830,400.00 1,768,000.00 15,215,200.00
travel - - - 480,000.00 - 320,000.00 - 160,000.00 320,000.00 - 1,280,000.00
software/ technology/license costs - 37,500,000.00 50,400.00 - - - - - - - 37,550,400.00 workshop venues 31,200.00 37,500.00 - 30,000.00 37,500.00 22,500.00 - 22,500.00 37,500.00 37,500.00 256,200.00
grants - - 7,500,000.00 - - - - - 18,000,000.00 - 25,500,000.00
advertising and communication 60,000.00 375,000.00 750,000.00 50,000.00 750,000.00 1,000,000.00 - 75,000.00 750,000.00 750,000.00 4,560,000.00 science parks - - - - - 9,720,000.00 - - - - 9,720,000.00
Total 684,000.00 38,536,500.00 8,300,400.00 4,824,000.00 1,203,500.00 15,742,500.00 468,000.00 829,500.00 20,937,900.00 2,555,500.00 94,081,800.00
115
Project 1:
Category Narration Unit cost description Unit rate
Number of
units Total
consulting time
develop mandate, conduct
workshop, develop
communications strategy consulting rate per day 10400 35 364,000.00
travel
field trips to compare with
other countries
per delegate for a two
week overseas trip 80000 3 240,000.00
software/ technology/license costs Nil -
workshop venues three workshops plus launch
cost per one day
workshop with meals for
50 delegates 7500 4 30,000.00
grants nil -
Advertising and communication
adverts for workshops and
launch cost per advert 5000 10 50,000.00
Total 684,000.00
116
Project 2:
Category Narration Unit cost description Unit rate
Number of
units Total
consulting time
selection of an appropriate e-
learning platform and content
and processes that will
control registration and
tracking of the system consulting rate per day 10400 60 624,000.00
travel nil
per delegate for a two
week overseas trip 80000 0 -
software/ technology/license costs
typical license fees per user
of P6000 assumes 500 users
year 1 750 year 2 and 2000
for year 3,4 and 5 (6250) Cost per user 6000 6250 37,500,000.00
workshop venues stakeholder workshops
cost per one day
workshop with meals for
50 delegates 7500 5 37,500.00
grants nil -
Advertising and communication
adverts for workshops and
launch
cost for advertising
each year 15 adverts 75000 5 375,000.00
Total 38,536,500.00
117
Project 3:
Category Narration Unit cost description Unit rate
Number of
units Total
consulting time
Take current skills registrry
and convert it to an online skills registry updates
received through questionpro consulting rate per day 10400 0 -
travel nil
per delegate for a two
week overseas trip 80000 0 -
software/ technology/license costs
question pro license fees
which allows for the online
registration with skills registry
Cost per year for license
fee 4200 12 50,400.00
workshop venues nil
cost per one day
workshop with meals for 50 delegates 7500 0 -
grants
provide grant funding for post
grad studies for 10 students
per year over next three
years until funding moves to HRDC
average cost for a
doctoral degree student outside the country 250000 30 7,500,000.00
Advertising and communicationadverts for workshops and launch
cost for advertising
each year 15 adverts.
10 per year over 3 years 75000 10 750,000.00
Total 8,300,400.00
118
Project 4:
Establish as part of integration with the NHRDS, a S&T HRD Enabling committee with a clear mandate
as well as measurable deliverables. Conduct a feasibility study for the formation of a single agency
reporting into MCST and responsible for the operational issues of research, funding and innovation
(similar in concept to the approved Human Resource Development Council) Category Narration Unit cost description Unit rate
Number of
units Total
S&T Enabling Committee
i. Poor career prospects and remuneration. ii. Acquisition of inappropriate skills iii. Weak institutional coordination consulting time
Develop training modules and
conduct training for members of
the sectoral committee. Ensure
alignment of hrd plans required
to national hrd plans and systems alignment consulting rate per day 10400 150 1,560,000.00
travel
review how sectoral
committees work in Canada
per delegate for a two
week overseas trip 80000 3 240,000.00
software/ technology/license costs
Cost per year for license
fee 30000 0 -
workshop venues nil
cost per one day
workshop with meals for 50 delegates 7500 0 -
Hold a joint workshop with TEC to agree TOR and profiles for membership grants nil -
Work with the TEC to draw up a communications strategy Advertising and communication
adverts for workshops and
launch
cost for advertising 5
adverts 25000 1 25,000.00
Assist TEC in identifying potential members of the committeeInvite potential candidates to an orientation workshop aimed at securing a three year commitment
MCST to nominate and TEC to approve final membership of the committee Total 1,825,000.00
TEC to finalise annual plan for committee including meeting and training schedule
Feasibility Study for the single
agency for MCST
TEC to conduct three day training programme for the committee consulting time
Study reviewing the feasibility of incorporating activities of all
RTO's , innovation hub,
BRSTIA into one agency
reporting into MCST. Would
need to review mandates, legal,
operational, skills, and structures. consulting rate per day 10400 260 2,704,000.00
Committee to meet quarterly to consolidate information gained from other sector committees travel
benchmark trip for countries
using a similar approach
per delegate for a two
week overseas trip 80000 3 240,000.00
software/ technology/license costs nil
Cost per year for license
fee 30000 0 -
The best possible team identified, trained and committed to the enabling sector committee or S&T HRD workshop venues four workshops for project
cost per one day workshop with meals for
50 delegates 7500 4 30,000.00
An informed S&T community and stakeholders who will understand the role of the committee grants nil -
Advertising and communication adverts for study
cost for advertising 5
adverts 25000 1 25,000.00
Total 2,999,000.00
119
Project 5:
Category Narration Unit cost description Unit rate
Number of
units Total
consulting time
Depending on MCST resources this could be
done in house. This estimate assumes there
needs some support to set the process up and
negotiate service level agreements with sub
contractors consulting rate per day 10400 40 416,000.00
travel nil
per delegate for a two
week overseas trip 80000 0 -
software/ technology/license costs
Cost per year for license
fee 30000 0 -
workshop venues
workshop with subcontractors the process and
service levels. Also stakeholder workshops
around incentives
cost per one day
workshop with meals for
15 delegates 7500 5 37,500.00
grants nil -
Advertising and communication adverts for returnees and potential employers
cost for advertising
each year 15 adverts 75000 10 750,000.00
Total 1,203,500.00
120
Project 6:
Category Narration Unit cost description Unit rate
Number of
units Total
consulting time
Review of government
career pathing for S&T,
communication strategy ,
develop career awareness
material and train trainers,
design of science fun park consulting rate per day 10400 450 4,680,000.00
travel
benchmarking visits to see
latest trends
per delegate for a two
week overseas trip 80000 4 320,000.00
software/ technology/license costs nil
Cost per year for
license fee 30000 0 -
workshop venues
science parks stakeholder
workshops
cost per one day
workshop with meals for
50 delegates 7500 3 22,500.00
grants nil -
Advertising and communication
adverts aimed at parents and
students and science parks
cost for advertising
each year 15 adverts 100000 10 1,000,000.00
Development of three additional science
fun parks
Development and initial set
up costs including one year
rental of space. Does not
include salary costs
Cost per science fun
park 3240000 3 9,720,000.00
Total 15,742,500.00
121
Project 7:
Category Narration Unit cost description Unit rate
Number of
units Total
consulting time
most costed in other projects
except scarce skills review consulting rate per day 10400 45 468,000.00
travel covered in other projects
per delegate for a two
week overseas trip 80000 0 -
software/ technology/license costs covered in other projects
Cost per year for license
fee 30000 0 -
workshop venues covered in other projects
cost per one day
workshop with meals for
50 delegates 7500 0 -
grants covered in other projects -
Advertising and communication covered in other projects
cost for advertising
each year 15 adverts 75000 0 -
Total 468,000.00
122
Project 8:
Category Narration Unit cost description Unit rate
Number of
units Total
consulting time
assist with workshops and
developing recommendation
and review against current
legislation consulting rate per day 10400 55 572,000.00
travel
review effectiveness of other
countries tax breaks with
counterpart ministries
per delegate for a two
week overseas trip 80000 2 160,000.00
software/ technology/license costs nil
Cost per year for license
fee 30000 0 -
workshop venues stakeholder workshops
cost per one day
workshop with meals for
50 delegates 7500 3 22,500.00
grants nil -
Advertising and communication
launch of changes to
employers cost for advertising 75000 1 75,000.00
Total 829,500.00
123
Project 9:
Category Narration Unit cost description Unit rate
Number of
units Total
consulting time
To assist with service level
agreements, design of
bridging programme with
institutions and processes to
support it consulting rate per day 10400 176 1,830,400.00
travel
Review learnership/ bridging
schemes in 3 benchmark
countries
per delegate for a two
week overseas trip 80000 4 320,000.00
software/ technology/license costs nil
Cost per year for license
fee 30000 0 -
workshop venues
variety of stakeholder
workshops
cost per one day
workshop with meals for
50 delegates 7500 5 37,500.00
grants for bridging scheme
assumes 300 students per
year for a trial period of 5
years
cost for 300 students for
3 month programme 3600000 5 18,000,000.00
Advertising and communication
adverts for workshops and
launch
cost for advertising
each year 15 adverts 75000 10 750,000.00
Total 20,937,900.00
124
Project 10:
Category Narration Unit cost description Unit rate
Number of
units Total
consulting time
formulation study for
developing the impact
assessment framework,
supporting processes,
legislative requirements and
staffing and funding
requirements consulting rate per day 10400 170 1,768,000.00
travel nil
per delegate for a two
week overseas trip 80000 0 -
software/ technology/license costs
question pro license fees
which allows for the online
registration with skills registry
Cost per year for license
fee 30000 0 -
workshop venues
stakeholder and launch
workshops
cost per one day
workshop with meals for
50 delegates 7500 5 37,500.00
grants nil -
Advertising and communication
adverts for workshops and
launch cost for advertising 10 75000 10 750,000.00
Total 2,555,500.00
125
Appendix 11: Terms of Reference
Compliance Matrix Strategy Report Compliance Matrix to the Terms of Reference
Terms of Reference Compliance
Strategy Development
Identify the most appropriate components such as funding
needs, market pull (demand driven) of the science
and technology HRD strategy to advise on how
Botswana should plan to migrate from its present
S&T researcher complement to a complement that is
likely to continue to meet Botswana’s future needs by:
• Defining how the training of researchers can be done in
terms of who the key funders should be, and what
systems should be put into place to ensure that key
funders collaborate and co-operate.
• Identifying options of funding projected for the next ten
years for opportunities for post graduate training and
competence development.
• Identifying and defining the market pull and technology
push that Botswana needs to take into consideration
currently and how to make provision for changes in the
future trends both nationally and globally
The HRD pool was expanded
beyond that of researchers to a
broad range of S&T professionals
needed within eight key sectors.
Funding was addressed via
strategic projects covering tax
breaks, and grants
Develop a science and technology HRD strategy to
address the problem of current limited capacity
benchmarked against international RST systems
with particular reference to small population and
small economy countries, with special attention
focused on the following:
• Professional training and development.
• General Institutional development.
• National Manpower planning
Many of the recommendations and
strategic projects draw from other
countries. Sectoral committees and
reverse migration(Mauritius),
, E-learning platforms (Australia)
and grant systems (various
countries) – Section 4.
Develop strategies for attraction of high calibre experts in
the S&T sector to senior positions in institutions;
this entails retention of scientists and engineers,
and strengthening of research.
Covered in Goals and Strategic
Projects – Section 4
126
Indicate the feasibility of how links between Botswana
scientists and engineers living outside the country
can be strengthened.
The skills registry has gone way
beyond this requirement. We
already have detailed knowledge
on these professionals and their
HRD needs AND how they can link
into the eight key sectors now.
Provide a phased implementation plan of the best option,
clearly indicating the number of S&T personnel to
be trained, priority areas for training and associated
funding costs for implementation of the Human
Resources Development Strategy.
A phased implementation plan is
provided but does not follow a
traditional manpower planning
format as agreed with the reference
group – Section 5
MONITORING AND EVALUATION
The Consultants will draw a monitoring and evaluation plan.
An essential intervention in this regard is the availability of
reliable, up-to-date data to enable the measurement of the
efficacy of the strategy or to identify new areas for
intervention; and hence the consultants should:
• Establish indicators and quality-control mechanisms
to measure training effectiveness of the S&T
human resource strategy.
• Take into account the special design needs of the
strategy for information dissemination through the
internet and for possible linkages to other national
HRD databases.
• The strategy should provide a way of interactively
entering the data and updating the data as well as
interrogating it.
This was done within the
constraints of future integration with
the National HRD Strategy. The
skills registry project will continue
as a MCST specific system until
possible integration with a national
HRD or TE system – Section 6