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H R
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2 0
1 9
/2 0
M IL
ES TO
N E Partnership between
HRDC and International Organisation for Migra- tion (IOM) and
Ministry of Investment Trade &
Industry (MITI)
on the implementation and operational
isation of the Student Affairs Services (SAS) Norms and
Standards
2
3 Student Leadership
Training Successfully Held.
Providers (TEP)
(TVET) Pitso
Policy
7
8
(LMIS) Statement of User Requirements (SOUR)
9 Production of 2019 Tertiary Education Statistics Report
10
Education Institutions (TEI’s) and relevant
stakeholders in Technology Transfer
Resource Development Skills (BHRDS) Fair and
Career Clinics Conducted
14
Institutional Planning
15
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Contents 1.0 INTRODUCTION 05 1.1 About the Human Resource
Development Council (HRDC) 06 1.2 Mission, Vision and Values 08 1.3
Corporate Profile 10 1.4 Functional Structure 11 2.0 GOVERNANCE 13
2.1 Chairperson’s Statement 14 2.2 Corporate Governance Report 16
2.2.1 Internal Audit Report 17 2.3 HRDC Board 18 2.4 HRDC Board
Members 20 2.5 Board Committees 26 2.6 Chief Executive Officer’s
Report 32 2.7 Executive Management Team 35 3.0 OPERATIONAL
PERFORMANCE REPORTS 37 3.1 Organisational Performance 38 3.2
Determining Demand for Human Resource Development Report 39 3.3
Membership of all 12 Sector Committees 42 3.4 Coordinating Supply
of Human Resource Development Report 45 3.5 Funding Workplace
Training and Skills Development Report 53 3.6 Data Management,
Research and Innovation Report 55 3.7 Stakeholder Engagement Report
60 3.8 Corporate Social Responsibility (CSR) Report 62
4.0 ENABLING ENVIRONMENT REPORT 65 4.1 Information, Communication
and
Technology (ICT) Report 66 4.2 Quality Management Systems (QMS)
Report 67 4.3 Human Resource (HR) Report 68 4.4 Corporate Budget
and Expenditures Report 70 4.5 List of Figures, Charts and Tables
71 4.6 Abbreviations 72
5.0 ANNUAL FINANCIAL STATEMENTS 76 For the year ended 31 March 2020
Statement of responsibility by board members 77 Report of the
independent auditors 78 Statement of comprehensive income 82
Statement of financial position 83 Statement of changes in funds 84
Statement of cash flows 85 Accounting policies 86 Notes to the
financial statements 99 Detailed Expenditure statement Annexure I
109
Development of plans for the Transfer of
Unemployed Graduate Database (UGD).
Published.
17
Development Fund (HRDF)
Memorandum of Understanding (MoU) signing with Ministry of Local
Government
and Rural Development (MLGRD).
Pic Force and Cabinet
Mmankgodi.
Successfully held.
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Council (HRDC)
1.3 Corporate Profile
1.4 Functional structure
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HUMAN RESOURCE DEVELOPMENT COUNCIL OF BOTSWANA DRIVING BOTSWANA’S
HUMAN CAPITAL AGENDA
The Human Resource Development Council (HRDC) is responsible for
providing policy advice on all matters of national human resource
development; coordination and promotion of the implementation of
the National Human Resource Development Strategy; development of
the National Sector Human Resource Development (HRD) Plans and
advising on Tertiary Education Financing and Workplace
Learning.
Chairperson of the HRDC Board Mrs Moggie Mbaakanyi
Chief Executive Officer (CEO) Dr Raphael Dingalo
1.1 ABOUT THE HUMAN RESOURCE DEVELOPMENT COUNCIL (HRDC)
Registered Office Plot 60113, Block 7, Ext 48, Sekoma Road Gaborone
West, Botswana
Private Bag BR108, Gaborone, Botswana
+267 393 0741
+267 393 0740
@BotswanaHRDC
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MISSION
To advise, plan, fund and coordinate the development of Botswana’s
human resource to achieve a knowledge based economy by engaging and
integrating stakeholders.
VALUES
Botho We personify and promote the common good of society and
recognise humanness as an essential element of human
development.
Excellence We commit to doing our best individually and
collectively to drive success on a daily basis.
Team Work We will work together cohesively, towards a common
goal.
Transparency We are open and honest in all our dealings
Accountability We act responsibly and commit to being answerable
for our decisions and actions
1.2 MISSION, VISION AND VALUES
’
’
To make Botswana’s human resource globally competitive by
2036.
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VALUES
Botho We personify and promote the common good of society and
recognise humanness as an essential element of human
development.
Excellence We commit to doing our best individually and
collectively to drive success on a daily basis.
Team Work We will work together cohesively, towards a common
goal.
Transparency We are open and honest in all our dealings
Accountability We act responsibly and commit to being answerable
for our decisions and actions
20 19
H R
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1.3 CORPORATE PROFILE
The Human Resource Development Council (HRDC) was established under
the HRDC Act CAP.54:07 which became effective on the 8th
November, 2013. Acting as Government’s advisor on human resource
development, HRDC provides a platform for the Public, Private
Sector and Civil Society to act in concert to drive the National
Human Resource Development Strategy (NHRDS). Specifically, HRDC
coordinates efforts by all parties to guide Botswana’s education
and skills development mechanism.
Additionally, HRDC assesses its impact on national priorities,
identifies barriers to effective delivery of the NHRDS and mutually
agrees on targeted solutions that should be implemented in the
short, medium and long term in alignment with the strategic intent
(as pronounced in the NHRDS). The implementation of the above
targeted solutions is driven by a set of clear initiatives that are
coordinated, promoted and overseen by the HRDC in partnership with
relevant stakeholders.
The establishment of HRDC, therefore, represents a clear
acknowledgement by Government on the need to drive effective Human
Resource Development (HRD) through a process that engages and
accommodates the input and broad participation of the public and
private sector, civil society, labour, youth, Education and
Training Providers (ETPs) and other key stakeholders.
HRDC HEAD OFFICE
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1.4 HRDC’S FUNCTIONAL STRUCTURE
OFFICE OF THE CHIEF EXECUTIVE OFFICER
(CEO)
Information Communication & Technology
Corporate Services
Strategy Office
Executive Secretary
CORPORATE GOVERNANCE
2.7 Executive Management Team
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It is my pleasure to present to you the 2019/20 HRDC Annual
Report.
In line with Human Resource Development Council’s (HRDC) mandate,
Human Capital Development remains our key priority in transforming
Botswana to a knowledge based economy. The development of the
National Human Resource Development Plan (NHRDP) is now complete
and awaiting final approval from the Cabinet. It is worth
mentioning that extensive stakeholder consultations on the
development of the National HRD Plan were conducted with
representatives of the Public and Private Sector. The
implementation of the NHRDP will require a series of high level and
structural reforms including an integrated reform project across
the entire education sector with a key focus on relevance, access
and quality.
2.1 CHAIRPERSON’S STATEMENT CORPORATE GOVERNANCE
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In an effort to improve the performance of the education sector,
HRDC initiated the Education and Industry partnership to encourage
collaborations between the Private Sector, Education Providers,
Industry and other stakeholders. HRDC partnered with the Ministry
of Investment Trade and Industry (MITI) as well as the
International Organisation for Migration (IOM) to conduct a skills
assessment of the Selebi Phikwe Diversification Unit (SPEDU) Region
following the closure of the Bamangwato Concessions Limited (BCL)
Mine.
To address inadequate quality labour market information as well as
data management for effective planning and policy advice, the
Government approved P10 million towards development of the Botswana
Labour Market Information System (LMIS). The objective of the
Labour Market Information Systems (LMIS) is to provide regular and
accurate data and information on employment which will serve as a
basis for the development, monitoring and evaluation of Employment
Creation Policies and Programmes as well as supporting the
formulation and implementation of targeted labour market
interventions.
Finally, in philanthropic spirit of caring for the welfare of those
underprivileged within the society, HRDC saw it fit to identify a
needy family and thereafter construct a house for the said family,
which has since been handed over. The funds for the construction of
house were raised through a Corporate Social Responsibility (CSR)
Fundraising Dinner that was held during the 2018/19 Financial year.
The construction of this house symbolised collaboration, as both
private and public stakeholders contributed towards this
fundraising initiative. This house was constructed in collaboration
with Mogoditshane - Thamaga Sub-District Council who offered
project management services.
Lastly, I wish to appreciate the support from our parent Ministry
of Tertiary Education, Research, Science and Technology, my fellow
Board Members, Management and Staff of HRDC for
their dedication and focus in providing advisory services that
ensuring our people are equipped with the right skills to advance
the economy.
........................................................................
Mrs Moggie Mbaakanyi
2.1 CHAIRPERSON’S STATEMENT (cont...) CORPORATE GOVERNANCE
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Compliance With Corporate Governance
The HRDC is committed to fulfilling its mandate in line with
corporate governance standards and practices, with regards to
accountability, transparency, professionalism and ethical values.
Furthermore, HRDC is alive to the highest standards of service
delivery and integrity in all its activities and or undertakings.
As an essential part of this commitment, members of the Board
support high standards of corporate governance.
The Board oversees adherence to International Financial Reporting
Standards (IFRS) in the preparation of its financial statements,
which require that the information reported in the financial
statements should be transparent, relevant, complete and reliable.
HRDC understands that adhering to sound principles of corporate
governance is critical to earning and maintaining the trust from
key stakeholders and meeting service delivery standards.
HRDC understands that adhering to sound principles of corporate
governance is critical to earning and maintaining the trust from
key stakeholders and meeting service delivery standards.
2.2 CORPORATE GOVERNANCE REPORT
CORPORATE GOVERNANCE
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Compliance With Corporate Governance
The Board has established an independent Internal Audit function
which provides assurance and consulting activities to the Board and
Management as to the adequacy, effectiveness and efficiency of
governance, risk management and internal control. This is done so
as to support the Council’s strategy, Vision, Mission and aspired
value set.
To maintain its independence, the Unit reports functionally to the
Board Finance and Audit Committee of the Board and administratively
to the Chief Executive Officer. The purpose, responsibility and
authority of the Unit are captured in an Audit Charter which has
been approved by the Finance and Audit Committee. The Head of
Internal Audit has unrestricted access to the Chairperson of the
Board and the Finance and Audit Committee.
CORPORATE GOVERNANCE 2.2.1 INTERNAL AUDIT UNIT
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The HRDC Board consists of thirteen (13) members, appointed by the
Minister of Tertiary Education, Research, Science and Technology.
Appointment of members is based on experience and expertise in the
areas relevant to the mandate of the Council.
The primary role of the Board is to administer and manage the Funds
established under the HRDC Act. The other functions of the Board as
fully defined in the Organisation’s Delegation of Authority Policy,
include formulating the strategy and policies of the organisation
and making decisions thereon.
There are five (5) Committees of the Board which are established to
perform the functions of the Board on a delegated authority.
These are, • the Finance and Audit Committee, • the Procurement
Committee, • the Funding Committee, • the Human Resource Committee
and • the Human Resource Development Planning
Committee.
The Board meets on a quarterly basis to make decisions on
implementation of the Annual Corporate Plan.
During the reporting period, two (2) new Board Members were
appointed on the 1st July 2019, namely, Ms Goitseone N.
Mosalakatane and Mr Nixon M. Marumoloa. There were also two (2)
resignations from the Board during the 2019/2020 Financial Year.
The two (2) resignations were in respect of Dr Grace Kgakge -
Tabengwa who resigned on the 2nd
August 2019 and Mr Kavis Kario who resigned on the 30th August
2019.
2.3 HRDC BOARD
CORPORATE GOVERNANCE
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The primary role of the Board is to administer and manage the Funds
established under
the HRDC Act. The other functions of the Board as fully
defined in the Organisation’s Delegation of Authority
Policy, include formulating the strategy and policies of
the organisation and making decisions thereon.
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Ms Mbaakanyi is the Chairperson of the Human Resource Development
Council of Botswana. Ms Mbaakanyi possesses a Bachelor of Arts
Degree and Concurrent Certificate in Education from the University
of Botswana, Lesotho and Swaziland. She graduated from the
University of Leeds (UK) with a Postgraduate Diploma in Educational
Performance and a Master of Arts (MA) in Educational
Administration.
She joined the public service in 1976 at the level of a Principal
of the Molepolole College of Education (MCE) and joined the private
sector in 1994 after retirement. Ms Mbaakanyi spent 16 years in
politics as a Councillor, Member of Parliament (MP) and finally as
Assistant Minister of Education which she served until 1st April
2008.
Mr. Sekonopo is the Vice Chairperson of the Human Resource
Development Council (HRDC) Board. He is a Professional Architect,
Project Manager, Property Development Expert, Built Environment
Expert and Entrepreneur with years spanning almost 21 years.
Mr Sekonopo is currently ArcSwana Architect’s Chairman and Managing
Director of K-Hill Property Development. He is a Professional
Architect registered with the Architects Registration Council
(Botswana), South African Council of Architectural Profession
(SACAP), a member of the Architectural Association of Botswana
(AAB), Chartered Member of Royal Institute of British Architects
(RIBA) and a member of South African Institute of Architects
(SAIA).
He holds a Bachelor of Architecture from Howard University in
Washington DC (USA) attained in May 1999 as well as Master of Civil
Engineering obtained in December 2000 from the Catholic University
of America, Washington DC (USA).
Ms Moggie F. M. Mbaakanyi Chairperson
Mr Moatswi Sekonopo Vice Chairperson
CORPORATE GOVERNANCE 2.4 HRDC BOARD MEMBERS
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Ms Kebosweditse Ntebela Member
Ms Ruth Mphathi Member
Ms Ntebela possesses Degrees in Health, Education and Commerce. She
holds a Master of Business Administration (MBA). She has 11 years
of experience in Education and 25 years in the Medical Aid Industry
at both Operational and Executive Management Level.
She was previously an Operations Manager with Metropolitan Botswana
from 2004 – 2014, Strategic Business Manager from 2000 – 2004 with
Botswana Medical Aid Society (BOMAID), Fund Manager from 1990 –
2000 with BOMAID and Botswana Government from 1980 – 1990 with the
National Health Institute. Cumulatively, she possesses 38 years’
work experience in both the private sector and public service. She
retired in 2014.
Ms. Mphathi graduated with a Master’s Degree in Professional
Accounting from the University of Washington, USA. Furthermore, she
holds a Bachelor of Commerce Degree from the University of
Botswana. She has a career spanning 27 years within the public
accounting and manufacturing sectors as well as the water industry
(Water Utilities) where she played various roles in general
management and strategic planning, culminating in the position of
Corporate Secretary, a senior management role which was responsible
for both Board administration and coordination of various corporate
support services.
She has worked for Botswana Postal Services as Corporate Services
Director and as Head of Strategy and Governance. A significant part
of her career was spent on Board operations and as a Director on
several Boards including the National Development Bank (NDB) and
the Botswana Savings Bank (BSB). Being an advocate for effective
corporate governance, Ms. Mphathi has vast experience and expertise
in the field of accounting, strategic planning, Board
administration, corporate governance, human resource management and
procurement.
CORPORATE GOVERNANCE 2.4 HRDC BOARD MEMBERS (cont...)
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Ms Chilisa has about 18 years’ work experience across sectors of
the economy including aviation, hospitality and accounting. She has
a Master of Science (MSc), Degree in International Marketing and an
Executive Master of Business Administration in Aerospace Management
from the University of Montreal.
Ms Chilisa also holds a Master of Business Administration (MBA) in
Aerospace Management from the Toulouse School of Business in
France. Her previous work experience includes; Deputy Permanent
Secretary, Ministry of Basic Education (MoBE); Secretary of Reforms
at the then Ministry of Education and Skills Development; Secretary
General at Botswana National Commission UNESCO and Country Manager
and Director (Botswana) with the Association of Chartered Certified
Accountants (ACCA).
Mr Ndobano holds a Master of Arts (MA) in Economics from Columbia
University, (New York, USA). He is the Secretary for Macroeconomic
Policy at the Ministry of Finance and Economic Development, with 28
years’ work experience. He is a Board Member in Diamond Trading
Company Botswana (DTCB), Botswana Privatisation Asset Holdings
(BPAH-Chairman), and Botswana Institute for Development Policy
Analysis (BIDPA). He previously served in the Boards of Botswana
Building Society (BBS) and the then Tertiary Education Council
(T.E.C.)
Ms Helen C. Chilisa Member
Mr Kelapile Ndobano Member
CORPORATE GOVERNANCE 2.4 HRDC BOARD MEMBERS (cont...)
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Ms Godisang has a Law Degree from the University of Botswana (UB)
and she is currently a legal partner at Kelobang Godisang
Attorneys.
Ms Godisang was admitted to practice as an attorney in the courts
of Botswana since 2006. She has experience in transactional law,
corporate lending, banking, financial services, labour disputes,
competition and debt collection.
She possesses 11 years’ work experience in both private practice
and corporate bodies among them Collins Newman & Co., Barclays
Bank and Stanbic Bank.
Ms. Bagopi graduated with a Bachelor of Arts in Social Sciences
(Accounting and Public Administration) from the University of
Botswana and a Higher National Diploma (Graphic Arts and Technical
Management) from Watford, United Kingdom (UK).
She is currently the Deputy Permanent Secretary (Corporate
Services) at the Ministry of Tertiary Education, Research, Science
and Technology where she is mainly responsible for strategic
planning and management, policy direction oversight on financial
management, human resource management and information,
communication technologies (ICT), project management and
coordination. She has more than 24 years’ work experience in the
Public Service.
Prior to joining the Ministry of Tertiary Education, Research,
Science and Technology (MoTE), Ms. Bagopi was the Deputy Permanent
Secretary at the Office of the President as well as at the Ministry
of Health. She was also the Strategy Management Specialist at the
National Strategy Office (NSO). Ms. Bagopi has extensive expertise
and experience in different areas of corporate governance including
performance and strategic
Ms Seilaneng Godisang Member
Ms Tebogo Bagopi Member
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CORPORATE GOVERNANCE 2.4 HRDC BOARD MEMBERS (cont...)
management, quality management systems, change agent and leadership
strategies, balance score card, systems thinking, monitoring and
evaluation, enterprise risk management. Mr Pule is holds a Masters
of Business Administration (MBA) from the University of
KwaZulu-Natal, South Africa. He is a seasoned leader who can guide
an organisation in visioning of a marketing strategy, development
of business cases and execution of an aggressive strategy.
He is much skilled in effective sales and marketing communications,
networking, team building, public relations, coaching and
mentoring. He is currently the General Manager (GM) at Metropolitan
Health Botswana. Mr Pule’s career spans for more than 28 years in
the corporate world.
Mr Marumoloa holds a Bachelor of Arts, (Economics &
Administration) from the University of Botswana, Insurance
Qualifications from the Insurance Institute of South Africa (IISA)
and other trainings from amongst others, Henley Business School,
Gordon Institute of Business Science (University of Pretoria), Wits
Business School.
Mr Marumoloa is the Chief Executive Officer (CEO) of the Botswana
Savings Bank (BSB), a Government owned banking entity with a BWP
1.5 billion loan book, depositors’ book of BWP 2.1 billion, about
190 employees and a banking network that operates through 124
Agencies around the country. BSB provides transactional banking
products and consumer lending products. The bank has a long history
of creating positive shareholder value and profitability.
He has nearly 22 years of financial business leadership and
experience. His previous positions include leadership roles at
Standard Chartered Bank, Barclays Bank, BancABC, First National
Bank (FNB) and Citizen Entrepreneurial Development Agency (CEDA),
in addition to having served as a Board Member in other trading
companies.
Mr Lesego H. Pule Member
Mr Nixon M. Marumoloa Member
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CORPORATE GOVERNANCE 2.4 HRDC BOARD MEMBERS (cont...)
Ms. Goitseone Naledi Mosalakatane possesses a Bachelor’s Degree in
Social Sciences and a Master of Science (Msc) Degree in Human
Resource Development from the University of Botswana (UB) and
Manchester University in the United Kingdom (UK)
respectively.
She is currently the Director of Public Service Management of the
Republic of Botswana. Prior to her current role, Ms Mosalakatane
worked for various organisations as Managing Director and Principal
Consultant for BothoPele Management Consultants (Pty) Ltd, Country
Director (Botswana) for the Institute of Development Management
(IDM); Organisation Development Manager, Head of Personnel and
Employee Relations and Human Resource Director respectively for the
Botswana Housing Corporation (BHC).
She also had a one (1) year stint working as Consultant for the
Southern African Development Community (SADC). She has previously
served in several corporate boards and national executive
committees including: Botswana Telecommunication Corporation (BTC),
Tertiary Education Council
Ms Goitseone N. Mosalakatane Member
(T.E.C) now Human Resource Development Council (HRDC), Public
Enterprise Evaluation and Privatisation Agency (PEEPA), Botswana
Productivity Association (BPA), Botswana Excellence Foundation
(BEM), National Development Bank (NDB); and Institute of Human
Resource Management (IHRM) and a number of technical committees at
national level. She is currently the Local Board Chairperson of the
Institute of Development Management Board of Governors and African
Association for Public Administration and Management (AAPAM) and
the Vice President for the Southern Africa Region.
Ms Mosalakatane is a seasoned management consultant with a passion
for capacitating individuals, organisations, and communities in
clarifying their purpose and vision, assisting them on how to
attain their objectives, and to continually optimise their
potential. With 23 years’ executive management experience, Ms
Mosalakatane has led and participated in organisational
transformation, and the formulation of policies, strategies,
legislation, systems and processes to improve efficiency and
effectiveness of the various institutions. Ms Mosalakatane has
successfully carried out consultancy projects for public and
private sector organisations, non-governmental and international
organisations in Botswana and other South African Development
Community (SADC) countries.
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The HRDC Board has five (5) Committees and they are as
follows:
Finance and Audit Committee Purpose of Committee: To monitor,
evaluate and make recommendations to the Board with respect to
operational policies and strategic matters on Finance and
Audit
Membership 1. Ms Ruth Mphathi – Chairperson
2. Mr Kelapile Ndobano – Vice Chairperson
3. Ms Helen Chilisa – Member
4. Mr Nixon Marumoloa – Member
5. Ms Kebosweditse Ntebela – Member
6. Dr Raphael Dingalo (Ex-Officio)
CORPORATE GOVERNANCE 2.5 BOARD COMMITTEES
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Procurement Committee Purpose of Committee: To monitor, evaluate
and make recommendations to the Board with respect to policies and
strategic matters relating to procurement, upkeep and disposal of
assets.
Membership
2. Ms Tebogo Bagopi – Vice Chairperson
3. Ms Helen Chilisa – Member
4. Mr Kelapile Ndobano – Member
5. Mr Lesego Pule – Member
6. Dr Raphael Dingalo (Ex-Officio)
Funding Committee Purpose of Committee: It provides oversight and
strategic guidance on the management of the three Funds namely; the
Human Resource Development Fund (HRDF), which is already
established, the Public Tertiary Education Institutions Fund
(PTEIF) and the Tertiary Education Student Support Fund (TESSF)
which are yet to be established. These Funds are meant to fund the
education and training sector.
Membership 1. Mr Moatswi Sekonopo - Chairperson
2. Ms Goitseone N. Mosalakatane – Vice Chairperson
3. Ms Seilaneng Godisang – Member
4. Mr Nixon Marumoloa – Member
5. Ms Ruth Mphathi – Member
6. Dr Raphael Dingalo (Ex-Officio)
Human Resource Development (HRD) Planning Committee Purpose of the
Committee: To provide direction on National HRD planning by
applying sector-focused approach to respond to the mismatch between
supply and demand needs.
Membership 1. Ms Helen Chilisa – Chairperson (ad hoc)
2. Ms Kebosweditse Ntebela – Member
3. Mr Moatswi Sekonopo - Member
4. Dr Raphael Dingalo (Ex-Officio)
CORPORATE GOVERNANCE 2.5 BOARD COMMITTEES (cont...)
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CORPORATE GOVERNANCE 2.5 BOARD COMMITTEES (cont...)
Human Resource Committee Purpose of the Committee: To monitor,
evaluate and make recommendations to the Board with respect to
policies and strategic matters related to the HRDC internal human
resource.
Membership 1. Ms Seilaneng Godisang – Chairperson
2. Mr Moatswi Sekonopo - Vice-Chairperson
3. Ms Tebogo Bagopi – Member
4. Ms Goitseone N. Mosalakatane – Member
5. Mr Lesego Pule – Member
6. Dr Raphael Dingalo (Ex-Officio)
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CORPORATE GOVERNANCE HRDC Board Meeting Attendance For 2019 - 2020
Financial Year
Board Secretary
The Board Secretary ensures that Human Resource Development Council
(HRDC) observes the highest standards of corporate governance and
compliance with the requirements of the HRDC Act and other relevant
laws.
HRDC Board Meetings for the Financial Year 2019/2020 The HRDC Board
convened eight (8) times; four (4) scheduled Quarterly Board
meetings and four (4) Special Board meetings.
Date Of Meeting Type Of Meeting 1. 14th May 2019 Special
2. 25th June 2019 Quarterly
3. 11th July 2019 Special
4. 24th September 2019 Quarterly
5. 3rd December 2019 Quarterly
6. 10th December 2019 Special
7. 3rd March 2020 Quarterly
8. 18th March 2020 Special
Total Number Of Meetings Convened Eight (8)
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CORPORATE GOVERNANCE 2.5 BOARD COMMITTEES (cont...)
Board Member Attendance for the 2019/2020 Financial Year
HRDC Board Members Total Number Of Meetings Attended
Percentage Meetings Attended
1. Ms. Moggie F. Mbaakanyi – Board Chairperson 8/8 100
percent
2. Mr. Moatswi Sekonopo – Vice Board Chairperson 7/8 88
percent
3. Ms. Tebogo Bagopi – Member 5/8 63 percent
4. Ms. Helen C. Chilisa – Member 4/8 50 percent
5. Ms. Seilaneng Godisang – Member 8/8 100 percent
6. Mr. Kavis Kario – Member 1/3 Resigned on 30th
August 2019
8. Ms. Goitseone N. Mosalakatane – Member 3/6 50 percent
9. Ms. Ruth Mphathi – Member 8/8 100 percent
10. Mr. Kelapile Ndobano – Member 2/8 25 Percent
11. Ms. Kebosweditse Ntebela – Member 8/8 100 Percent
12. Mr. Lesego H. Pule – Member 7/8 88 percent
13. Dr. Grace Kgakge - Tabengwa – Member 0/3 Resigned on 2nd
August 2019
Five (5) Committees of the Board met as follows;
• Finance and Audit Committee meet six (6) times. • Procurement
Committee meet five (5) times. • Funding Committee met five (5)
times. • Human Resource Committee meet six (6) times. • Human
Resource Development (HRD) Planning Committee meet four (4)
times
Finance and Audit Committee Meetings for the 2019/2020 Financial
Year
Date Of Meeting Type Of Meeting 1. 6th May 2019 Special
2. 27th May 2019 Quarterly
3. 5th June 2019 Special
4. 26th August 2019 Quarterly
5. 14th November 2019 Quarterly
6. 10th February 2020 Quarterly
Total Number Of Meetings Convened Six (6)
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Human Resource Development (HRD) Planning Committee Meetings for
the 2019/2020 Financial Year
DATE OF MEETING TYPE OF MEETING 1. 4th June 2019 Quarterly
2. 29th August 2019 Quarterly
3. 7th November 2019 Quarterly
4. 6th February 2020 Quarterly
Total Number Of Meetings Convened Four (4)
Human Resource Committee Meetings for the 2019/2020 Financial
Year
Date Of Meeting Type Of Meeting 1. 29th May 2019 Quarterly
2. 28th August 2019 Quarterly
3. 6th November 2019 Quarterly
4. 3rd December 2019 Special
5. 5th February 2020 Quarterly
6. 20th February 2020 Special
Total Number Of Meetings Convened Six (6)
Funding Committee Meetings for the 2019/2020 Financial Year
Date Of Meeting Type Of Meeting 1. 28th May 2019 Quarterly
2. 30th August 2019 Quarterly
3. 20th September 2019 Special
4. 5th November 2019 Quarterly
5. 4th February 2020 Quarterly
Total Number Of Meetings Convened Five (5)
Procurement Committee Meetings for the 2019/2020 Financial
Year
Date Of Meeting Type Of Meeting 1. 24th April 2019 Special
2. 4th June 2019 Quarterly
3. 27th August 2019 Quarterly
4. 5th November 2019 Quarterly
5. 4th February 2020 Quarterly
Total Number Of Meetings Convened Five (5)
CORPORATE GOVERNANCE 2.5 BOARD COMMITTEES (cont...)
32
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The financial year 2019/20 marked the fourth year in the
implementation of the HRDC five - year Strategic Plan
2016-2021.
This report therefore covers the implementation for the period
1st
April 2019 to 31st March 2020.
CORPORATE GOVERNANCE 2.6 CHIEF EXECUTIVE OFFICER’S REPORT
HUMAN RESOURCE DEVELOPMENT COUNCIL OF BOTSWANA DRIVING BOTSWANA’S
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33
The mandate of the HRDC evolves around moulding each citizen of
Botswana into a resource that will advance individual, societal,
national and global aspirations for improved livelihoods and
economic growth. As such the Vision of the Council is: ‘To make
Botswana’s human resource globally competitive by 2036’. This is in
line with the country’s aspirations towards a knowledge based
economy.
Availability of relevant skills and knowledge
As the coordinator in human resource development in Botswana, HRDC
had completed and validated the National Human Resource Development
Plan which awaited consideration by the Performance Improvement
Coordination (PIC) Force and the Cabinet for approval in the
planning year. Furthermore, five Sector Human Resource Development
Plans were aligned to the National Human Resource Development Plan.
To ensure enrolment and financing of students on relevant and
demand led skills, the HRDC produces on annual basis a list of
occupations in demand, which are then shared with the Department of
Tertiary Education Financing (DTEF).
Institutional planning is critical to ensure that training
undertaken by institutions is aligned to the sector and National
HRD Plans to meet the national and global skills needs. HRDC
provides capacity building to institutions to develop their plans.
It is therefore worth noting that at the end of the financial year,
95 percent (38 out of 40) of tertiary institutions
had developed their institutional plans in line with the HRDC
Institutional Framework. Knowledge and evidence based decision-
making is important and as such HRDC is establishing a Labour
Market Information System which will monitor labour market patterns
and trends which are ever changing owing to changes in demography,
technology, skills requirements, etc. In this regard, a Statement
of User Requirements (SOUR) and implementation Strategy has been
completed.
Sustainable Education and Training Funding The HRDC continues to
provide financial assistance to workplaces to train their workforce
for improved production and service delivery. This is done through
the Human Resource Development Fund which experienced an increase
in utilisation during the year. the HRDC is also developing an
Apprenticeship and Internship Policy that will see funding of
learners to make them work ready graduates. Policy advise in terms
of tertiary education financing continues to be provided.
Stakeholder Engagement
The Council has developed and is implementing a stakeholder
engagement plan which entails the following, amongst others:
hosting of the National Human Resource Development Conference
(NHRDC) on the 23rd - 24th May 2019. The theme of the Conference
was: ‘Competitive Human Resource - A leading driver for the Economy
in the 21st Century’. The NHRD Conference was successfully held
with a record full attendance for the 2 days. The speakership
included Government leaders, as well as national and
international
To make Botswana’s human resource
globally competitive by 2036’. This is in
line with the country’s aspirations
towards a knowledge based economy.
CORPORATE GOVERNANCE 2.6 CHIEF EXECUTIVE OFFICER’S REPORT
(cont...)
34
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presenters. The NHRD Conference received highly appreciated
sponsorship from Stanbic Bank Botswana (Platinum Sponsor),
Boitekanelo College, Fairgrounds Holdings, Med Rescue International
and the Weekend Post. The HRDC established collaboration with Local
Enterprise Authority to (LEA) that provide for partnership in
capacity building workshops on skills development through sharing
of expertise and funding. The organisation undertook appreciation
visits to Diamond Manufacturing Companies in Gaborone. A Memorandum
of Understanding (MoU) was entered into with the Ministry of Local
Government and Rural Development (MLGRD) on sharing of data and
information to facilitate planning, programming and policy
making.
Some challenges were experienced during the year especially at the
last quarter of the financial year occasioned by COVID -19
pandemic. Through the Botswana Human Resource Development Skills
Fairs and Career Clinics it was intended to reach out to 18 000
prospective tertiary education learners, but only 4 000 were
reached through the Maun and Francistown events. The major one
being the Gaborone Fair scheduled for March 2020 was suspended as a
precautionary measure due to the COVID -19 virus outbreak. The
Fairs are an important vehicle of information sharing within the
education and training sector. Learners being the primary target
receive first-hand information on skills required by industry,
accredited programmes and student –institution interaction.
Corporate Social Responsibility
HRDC continues to provide support to Malatswae Primary School
through the Adopt-a - School. A housing need was established for a
family in Mmankgodi and HRDC built a house which was handed over to
the beneficiaries. This house was built from the proceeds of the
Corporate Social Responsibility (CSR) Gala Dinner that was
organised by HRDC in October 2018 as well as contributions from
staff. Eleven women
from the Good Hope Sub - District arrived from training at the
Barefoot College of India where they learned amongst others on
Solar Electrification. The training was facilitated by the
HRDC.
I would like to thank the Board, Management and Staff of the HRDC
for the dedication and commitment on implementation of the 2019/10
Annual Plan. My sincere gratitude to the Ministry of Tertiary
Education Research Science and Technology (MoTE), Government,
partners, the private sector and the public at large for the
immense support we continue to receive in carrying out our mandate.
Further reading of this report provide more information, please
enjoy.
........................................................................
Raphael Dingalo (PhD) Chief Executive Officer HUMAN RESOURCE
DEVELOPMENT COUNCIL (HRDC)
CORPORATE GOVERNANCE 2.6 CHIEF EXECUTIVE OFFICER’S REPORT
(cont...)
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35
Dr Fernando Siamisang Director, Human Resource Development
Planning (Demand)
Ms Ramodimoosi Masingwaneng Board Secretary
Ms Faith Tuelo Manager, Marketing Comms &
Stakeholder Relations
Dr Ellah Matshediso Director, Human Resource Development
Planning (Supply)
Mr. Mothusi Masole Director, Funding
Mr. John Vassiliadis Director, Information Communication
Technology
3.2 Determining Demand for Human Resource Development
Report
Report
Report
3.7 Stakeholder Engagement Report
38
HUMAN RESOURCE DEVELOPMENT COUNCIL OF BOTSWANA DRIVING BOTSWANA’S
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The Financial Year under review highlights HRDC’s organisational
performance in the implementation of the 2019-20 Annual Corporate
Plan in pursuit of achieving our mission, “To make Botswana’s Human
Resource Globally Competitive by 2036”.
Strategic Annual Plan Performance 2019/20
HRDC’s Annual Plan 2019/20 did set out priorities and specific
deliverables geared towards achieving the Organisational Strategy.
The annual plan had 31 measures that were used for measuring
progress in the implementation of key activities planned for the
Financial Year under reporting.
The organisational performance for the year is therefore given by
the average performance on implementing initiatives as set out in
the annual corporate plan. An average target of 90 percent
performance of the measures was set at the beginning of the
financial year 2019/2020. Overall, the organisational performance
achievement for the 2019/2020 financial year was 84 percent which
is within the range of achieved targets as per the HRDC Performance
Rating Scale.
Figure Two: Performance Distribution of the 2019/20 Annual Plan
Measures
13%
13%
OPERATIONAL PERFORMANCE REPORT 3.1 ORGANISATIONAL PERFORMANCE
2019/20
HUMAN RESOURCE DEVELOPMENT COUNCIL OF BOTSWANA DRIVING BOTSWANA’S
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39
Development Of National Human Resource Development Plan
Human capital development still remains a key priority for the
country in its endeavour to transit to a knowledge - based economy
and knowledge - based society. HRDC has therefore, developed the
National Human Resource Development Plan (NHRDP) that will guide
the human capital development in the country. There were extensive
stakeholder consultations regarding the National HRD Plan with both
the private and public sector. Consultation has also been done with
high level Government structures that include the PIC Force and
Economic Committee of Cabinet. A Cab Memo has been submitted to the
Ministry of Tertiary Education, Research, Science and Technology
(MoTE) to facilitate submission of the National HRD Plan to Cabinet
for approval.
The National HRD Plan focuses on ensuring that Botswana produces a
globally competitive human resource that will drive implementation
of the National Development Plan (NDP) 11 and other future plans.
Botswana, just like other countries in the world is looking for
ways to raise the education levels as well as coordinating the
supply of skilled workforce so it matches the needs of the economy
and the society. The needs of the economy and society are currently
driven by the Fourth (4th) Industrial Revolution (4IR) which is
influenced by technology and socio- economic changes. The pace of
change over the last few years has largely been shaped by
technological disruption and innovation. This means that the 21st
Century workforce is the one-that quickly adapts to the changing
environment and can embrace change with the necessary set of future
skills. The desired outcome is a new and diversified economy based
on the export potential of a knowledge based - economy that is
driven by the private sector. Figure Three below outlines
prioritised strategic initiatives.
1. Increase graduate employability through re-tooling graduates to
targeted employment opportunities.
2. Increase export of labour through upskilling graduates on future
skills (4IR) that will make them globally competitive.
3. Train the current labour force to acquire competitive future
skills with reference to fourth industrial revolution to attract
foreign direct investment (job creation).
4. Develop Annual Workplace Learning Programmes which incorporate
work ethics and productivity.
5. Develop skills that will facilitate value chains linking the
Country’s priority sectors with emphasis on export diversification
and foreign direct investment for diversifying the economy.
6. Improve entrepreneurship skills for all citizens throughout the
life cycle
Annual Review Of The Current And Future Skills In Demand
The structure of the labour market in Botswana is continuously
changing due to the demands of the labour market as the country
transforms from a resource - based economy to a knowledge based
economy. HRDC therefore continuously monitors the shifts in the
demand of the labour market and on an annual basis produces Top
Occupations and Skills in Demand Report. The prioritised skills are
then used by the Education Training Providers (TEP) to align supply
of graduates with the current and future skills needed by the
labour market. The monitoring of the structure of the labour market
is conducted to minimise the mismatch between the supply of
graduates and the demands from the labour market.
However, in the past few years the number of graduates has
significantly increased while the rate of job creation is very low.
Although
Figure Three: NHRDP Strategic Initiatives
OPERATIONAL PERFORMANCE REPORT 3.2 DETERMINING DEMAND FOR HUMAN
RESOURCE
DEVELOPMENT ACHIEVEMENTS
40
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there are some sectors that are more saturated, there is currently
no guarantee for employment of these graduates. The situation is
worsened by the fact that when there are few vacancies, most
employers prefer people with work experience except in few
exceptional cases where employers recruit graduate trainees.
The production of the Annual Top Priority Occupations and Skills
Report seeks to ensure that the country does not saturate the
sectors that are having a number of graduates that are unemployed.
Figure Four (4) indicates that the Finance and Business,
Construction and Information, Communications and Technology (ICT)
Sectors are oversaturated with many unemployed graduates. HRDC has
advised on the need to develop new programmes that address the
future skills influenced by the Fourth (4th) Industrial Revolution
in order to support the growth and diversification of these
challenged sectors.
Figure Four. Total Unemployed Graduates by Sector in 2019 Source:
Statistics Botswana: Multi-Topic Household Survey Third and Fourth
Quarterly Reports, 2019.
Partnership Between The Human Resource Development Council (HRDC),
The International Organisation For Migration (IOM) And The Ministry
Of Investment Trade And Industry (MITI)
Education and Industry partnership programme is HRDC’s initiative
that seeks to encourage partnerships primarily between the private
sector, education, industry and other stakeholders. The objective
of this partnership is to enhance the performance of the education
sector. Partnerships of this nature, are expected to cut across the
Human Resource Development (HRD) value chain from foundational
learning to skills development.
15000
14000
13000
12000
11000
10000
9000
8000
7000
6000
5000
4000
3000
2000
1000
0
2019 Q3 Total 2019 Q4 Total
10 50
18 95
80 94
37 66
14 17
OPERATIONAL PERFORMANCE REPORT (cont...)
HUMAN RESOURCE DEVELOPMENT COUNCIL OF BOTSWANA DRIVING BOTSWANA’S
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41
Group Picture: Partnership Members from the Human Resource
Development Council (HRDC), Ministry of Investment, Trade and
Industry (MITI) and International Organisation for Migration
(IOM)
Partnerships should be long term in nature and are expected to
demonstrate agreements reached for mutual benefit in sharing
resources to achieve defined common objectives. In line with
promoting partnership with the industry, HRDC partnered with the
Ministry of Investment Trade and Industry (MITI) and the
International Organisation for Migration (IOM) to conduct a skills
assessment of the Selibe - Phikwe Diversification Unit (SPEDU)
Region following the closure of the Bamangwato Concessions Limited
(BCL) Mine.
The overall objective of the project was to assess relevant skills
gaps within the SPEDU region in order to provide guidance to the
Government and other key partners regarding potential for re-
tooling and re-training the existing workforce for current and
envisioned needs within the region. The envisaged outcome of this
initiative seeks to support the growth of potential businesses and
industry opportunities within the region thereby showcasing
availability of skills.
The study revealed that there is an oversupply of labour due to the
retrenchment and job losses of more than 5 000 employees following
the closure of BCL and Tati Mines. In contrast, the skills mismatch
currently plays an insignificant role with regards to employment
issues in the region. There is ample supply of qualified and
skilled workforce from the BCL Mine. The study therefore
recommended several strategic initiatives geared towards re-tooling
and up-skilling of the current SPEDU region workforce as a way of
aligning them to the current and future projects of the different
investors who have started revitalising the SPEDU region.
OPERATIONAL PERFORMANCE REPORT (cont...)
42
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3.3 Membership Of Sector Human Resource Development Committees
Agriculture Sector Committee 1. Mr Rapula Mothala Kegopilwe -
Chairperson
2. Mr David Headman – Deputy Chairperson
3. Mr Sipho Q. Madisa
4. Prof Khumoetsile Mmolawa
5. Dr Ezekiel Chimbombi
7. Mr Andina Dintwa
8. Mr Mogomotsi Moatswi
9. Prof Sam Ayanlaja
11. Mr Modise Mokgwathise
13. Dr Wame Boitumelo
14. Ms Tumelo Mphengula
Information And Communication Technology Sector 1. Mr Tshepo Tsheko
- Chairperson
2. Ms Lilly Sullivan – Deputy Chairperson
3. Ms Malebogo Khanda
4. Mr Taolo Tsimanyane
5. Mr Ephraim Kedisang
8. Mr Ishmael Lesolame
11. Mr Bhaskar Nalamalapu
12. Mr Isaiah Mosutlha
EDUCATION AND TRAINING SECTOR
2. Prof Wapula Raditloaneng – Deputy Chairperson
3. Mr Mothusi Ntau
4. Ms Siphiwe Moesi
5. Ms Gaotewe Mosinyi
6. Mr Tambona Jopi
OPERATIONAL PERFORMANCE REPORT (cont...)
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8. Ms Tsholofelo Dichaba
9. Prof Sourav Mukhopadhyay
10. Dr Busisiwe Ndlovu
11. Ms Tshwaragano Motlogelwa
12. Ms Keitumetse Matebele
13. Ms Segametsi Mosweunyane
14. Ms Boikhutso Majang
Research, Innvovation, Science And Technology Sector 1. Prof
Gabriel Anabwani - Chairperson
2. Prof Patrick Malope – Deputy Chairperson
3. Prof Samodimo Ngwako
4. Prof Goitseone Malumbela
6. Ms Gobopaone Chabaditsile
8. Prof Olekae Thakadu
9. Dr Lekopanye Tladi
10. Ms Thandie Lekone
11. Mr Bekezela Moyo
12. Dr Bogadi Nage-Sibande
13. Prof Amos Thapisa
14. Dr Doreen Ramogola-Masire
2. Mr Anil Kumar Chiralayam – Deputy Chairperson
3. Ms Mpho Lynn Mogasha
4. Mr Otlaadisa Naane
5. Mr Josiah Mafojane
6. Ms Tiny Ralefala
7. Ms Gomolemo Ratsie
9. Mr Oaitse Dube
10. Mr Mao Segage
11. Ms Bonolo Moatlhaping
12. Mr Nitin Sharma
13. Mr Tumelo Mokowe
14. Ms Naledi Madala
OPERATIONAL PERFORMANCE REPORT (cont...)
44
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15. Ms Nsiyiwa Pelaelo
2. Mr Onkarabile Khibanyane
3. Mr Stephen Makuke
4. Mr Thomoitsile Moichubedi
5. Ms Kaone Kgorotlhe
7. Mr Absolom Mukonyo
8. Cpt. Darry Ellitson
9. Mr Claude Kamangirira
CREATIVE INDUSTRIES SECTOR 1. Mr Thabiso Mashaba -
Chairperson
2. Ms Alina D. Masenya – Deputy Chairperson
3. Mr Tom Ketlogetswe
4. Mr Letsweletse Moshabi
5. Mr Dean Molebatsi
7. Dr Thulaganyo Mogobe
8. Ms Thatoyaone Radijeng
9. Mr Mpho Keatshabe
10. Ms Sheila Mahloane
11. Ms Onalenna Phambuka
12. Ms Neo Matome-Harun
13. Mr Losika Seboni
14. Mr Tsholofelo Ntshingane
15. Mr Losika Mosarwa
Manufacturing Sector 1. Mr Bonny Wadikonyana – Chairperson
2. Mr Kfir Teichman – Deputy Chairperson
3. Mr Juda O. Bosa
4. Ms Banusi Mbaakanyi
5. Mr Ernest Somolekae
6. Mr Ndulamo Chingapani
7. Mr Bart Heylen
8. Mr Bathusi Kgosietsile
9. Mr Nkululeko Ndlovu
10. Dr Robert Batane
11. Mr Fannie Gwizi
OPERATIONAL PERFORMANCE REPORT (cont...)
HUMAN RESOURCE DEVELOPMENT COUNCIL OF BOTSWANA DRIVING BOTSWANA’S
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45
Health Sector 1. Dr Bangwato Sikwa - Chairperson
2. Dr Onkemetse Mathala – Deputy Chairperson
3. Prof Mosepele Mosepele
4. Ms Neo Habangana
6. Mr Moagi Mbayi
7. Mr Tebogo Johannes
8. Dr Tiroyaone Mampane
9. Mr Kenosi Mogorosi
10. Mr Baipusi Gulubane
11. Mrs Dorcus Taukobong
13. Ms Martha Mbayi
14. Mr Modisa Motswaledi
3. Ms Pauline Jonas
4. Ms Goitsemang Tidimane
5. Mr Bome Matshaba
6. Mr Marutsaneng Duiker
7. Ms Atlarelang Solomon
8. Ms Seadimo Oefile
9. Mr Ketlhapeng Karabo
10. Mr Aubrey Chewe
3.4 Coordinating Supply Of Human Resource Development Report
Achievements
LEARNER SUPPORT
The Student Affairs Services (SAS) Norms and Standards are
institutional planning frameworks’ and supportive instruments that
guide institutions in developing learner support policies and
programmes geared towards improving overall student experience.
These policies and programmes are expected to enhance student
completion and throughput rates as a contribution to the creation
of a knowledge - based economy.
HRDC continues to capacitate Tertiary Education Providers (TEPs) to
implement institutional plans with an aim to create flawless
processes in learner support initiatives as TEPs operationalise
their SAS Norms and Standards. HRDC has since embarked in
monitoring and evaluation (M and E) of the implementation of the
Norms and Standards Framework and has so far visited 16 Public
Institutions i.e. three (3) Institute of Health Sciences (IHS),
eight (8) Technical Colleges and Colleges of Education (TCCE) and
five (5) private institutions. Institutions are therefore, expected
to have learner support component in their Institutional Plans as
guided by the SAS Norms and Standards.
OPERATIONAL PERFORMANCE REPORT (cont...)
46
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16
Figure Five: SAS Norms and Standards Monitoring and Evaluation by
type of institution.
Botswana Human Resource Development Skills (Bhrds) Fair &
Career Clinics The Botswana Human Resource Development Skills
(BHRDS) Fair and Career Clinics is a one- stop service that brings
together different stakeholders including but not limited to;
employers, Education and Training Providers (ETPs) as well as
learners under one roof with an overall aim of facilitating
informed career choices. This platform presents an incredible
opportunity for demand and supply of skills alignment thereby
enabling the industry to interface with students through sharing of
necessary industry relevant information. Initially the event was
confined to Gaborone but has since been extended to the Northern
and the North West regions to ensure that issues of access and
equity are covered.
For the year under review, HRDC hosted the 11th edition of BHRDS
project in Francistown (26th – 28th February 2020) and Maun (3rd –
5th March 2020). These two events in both places attracted 904 and
403 participants (prospective learners) respectively. It is worth
noting that, the majority of learners in Maun were in - school
youth, an indication that
it is crucial to introduce BHRDS Fair and Career Clinics at lower
levels of education contrary to the current model where schools
occasionally implement career guidance initiatives. However, the
Southern BHRDS Fair and Career Clinics that was scheduled to be
held in Gaborone from the 23rd - 27th March 2020 did not take place
due to the outbreak of the COVID - 19 pandemic. Consequently, HRDC
resolved to cancel the Southern BHRDS Fair and Career Clinics
event.
Training Of Career Guidance Teachers In a bid to enhance the
capacity of teachers in guiding learners to make the right career
choices, HRDC in collaboration with Ministry of Basic Education
(MoBE), continued to train career guidance teachers. These
trainings seek to empower teachers to facilitate their Regional
Career Guidance and Fairs for their respective schools and more
importantly, inform learners on the Top Priority Skills that are in
high demand. For this financial year, about 118 Career Guidance
Teachers across ten (10) regions were trained on Human Resource
Development (HRD) related information.
20
10
0
16
5
Private Instituitions
OPERATIONAL PERFORMANCE REPORT (cont...)
HUMAN RESOURCE DEVELOPMENT COUNCIL OF BOTSWANA DRIVING BOTSWANA’S
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47
Student Leadership Training in Session
The development of leadership skills during formative ages is
considered to be a positive means of increasing personal, academic,
and well-being outcomes for individuals. As such, HRDC has
continued to engage learners, particularly those in leadership
positions across education and training institutions, to acquaint
themselves with leadership skills. For the fourth time, HRDC
partnered with the University of Botswana (UB), Faculty of
Business, Department of Leadership and Management and trained a
total of
51 tertiary education student leadership participants. The training
amongst others covered; transformation leadership, the role of the
Student Representative Council (SRC) in Co-governance, the Fourth
(4th ) Industrial Revolution (4IR) thinking, emotional
intelligence, negotiation skills and conflict management. The
training also provided an opportunity for participants to build
rapport and get to work collectively on matters that affect the
majority of their constituents.
Figure Six: Attendance of the Student Leadership Training
Student Leadership Training
48
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Institutional Planning
Institutional Planning (IP) function is responsible for promoting
the establishment, coordination and approval of institutional plans
for Tertiary Education Institutions (TEIs). The main purpose of
institutional planning is to guide institutions to train according
to the identified needs of the economy guided by the National Human
Resource Development Plan, thereby producing work- ready graduates
as well as increasing access to relevant and quality tertiary
education.
There are 47 registered tertiary education institutions (Botswana
Human Resource Development Council [Learners Catalogue], 2020), who
are all currently capacitated by the HRDC in institutional
planning. Cumulatively, 42 institutions have developed and
submitted their institutional plans. Out of the 42 institutions, 26
are public and 16 are private. Figure Seven below shows all the
registered tertiary education institutions and representation of
public and private ones.
Figure Seven: Submission of Institutional Plans Submission by all
Institutions
Out of the 27 public institutions, 26 had submitted institutional
plans and 16 of the 20 private institutions submitted, as depicted
in Figure Eight (8) below.
Figure Eight: Institutional Plan Submissions by Type of
Institution
27
50
40
30
20
10
0
47
20
26
50
40
30
20
10
0
42
16
OPERATIONAL PERFORMANCE REPORT (cont...)
HUMAN RESOURCE DEVELOPMENT COUNCIL OF BOTSWANA DRIVING BOTSWANA’S
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49
The intention of HRDC was to expand capacity building to Brigades,
but due to COVID - 19, the capacity building exercise has been
temporarily suspended. Meanwhile, HRDC has resolved to intensify
the monitoring and evaluation (M&E) of Institutional Plans and
their implementation. It is worth mentioning that the M&E
exercise has so far been conducted on 14 TEIs. Out of the 14
institutions, seven (7) have proved to be compliant towards
implementation of their Institutional Plans. Of all the
institutions that were monitored, 13 were public or Government
aided and one (1) was private. During the M&E exercise, the
Institutional Planning Team observed that where there is autonomy
or semi-autonomy, compliance tended to be very high. As such, for
institutions that are effectively implementing their institutional
plans, they have since progressed well with regards to fostering
partnerships and collaborations.
Institutions-Industry Linkages Capacity Building In a quest to
strengthen quality and institutional relevance through
collaborations, HRDC participated at the Institutions – Industry
Capacity Building Collaborations Workshop conducted in 2019. Six
(6) institutions attended; five (5) of which were public or
Government aided and one (1) was a private institution. The main
speakers at the workshop were; The Deutsche Gesellschaft für
Internationale Zusammenarbeit GmbH (GIZ) and Business Botswana
(BB), who also served as industry representatives. Botho University
(BU) and Botswana Accountancy College (BAC) shared their
experiences since they were deemed to be ahead of other Tertiary
Education Providers in collaborations and networking
initiatives.
Technical And Vocational Education And Training (TVET) Pitso
Working together with the National Technical Vocational Education
Training (TVET) Advisory Committee (NTVETAC), HRDC hosted the TVET
Pitso 2019. The aim of the Pitso was to engage stakeholders,
dialogue with them while interrogating TVET priorities and
challenges with a view to
influence prioritisation of the sub-sector as a contributor in the
economy. The TVET Pitso was held under the theme; ‘Nurturing and
Managing TVET in a Global and Competitive Economy’. This theme was
further segregated into the following sub-themes; Recognition of
TVET, Funding of TVET, Learner Attachments, Quality and Relevance
of TVET to the labour market needs and Contribution of TVET in the
national economy.
The guest speaker was Professor Roy Howard du Pré, European Union
and Southern African Development Community (SADC) TVET Specialist.
Professor Howard du Pre shared invaluable insights and underscored
the importance of relevant and responsive TVET initiatives and
strategies for current and future skills needs. The TVET Pitso
culminated in an action plan.
Dr Theophilus Mooko – the then Permanent Secretary, Ministry of
Tertiary Education, Research, Science and Technology (MoTE) giving
the opening remarks at the TVET Pitso held at PICC in Palapye
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Professor Roy Howard du Pré: Guest speaker - European Union and
SADC TVET Specialist accompanied by Dr Ellah Matshediso – Director,
Human Resource Development Planning (Supply)
TVET Pitso Action Plan, Implementation Plan And Monitoring &
Evaluation
HRDC in collaboration with key partners developed the
Implementation Plan as well as M&E instruments to
facilitate
the implementation of the TVET Pitso recommendations as enshrined
in the action plan. Several stakeholder engagement activities were
instituted, these entail; the TVET Workshop that was held in March
2020 with a view to validate the TVET Implementation Plan as well
as the M&E tools
Figure Nine: Attendance for M & E and Implementation
Planning
6
5
4
3
2
1
0
M & E and Implementation
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The Human Resources Development Council has commissioned the
Commonwealth of Learning to develop Apprenticeship Training and
Student Internship Policy with Frameworks and Guidelines. The
guidelines comprise templates and tools to facilitate monitoring
and evaluation aimed towards supporting work-based learning. The
work is intended to address issues concerning the delivery of
work-based learning and support.
It is expected that once the Apprenticeship Training and Student
Internship Policy is developed and implemented, it will address the
following challenges; skills mismatch, disintegrated work-based
learning and lack
of implementation guidelines which leads to poor coordination. The
project has a number of deliverables covering the Policy, Framework
and Guidelines, Funding Model and Implementation Tools.
Capacity Building And Support On Development Of Work Skills
Training Plans (WSTP)
HRDC continued to promote workplace learning through capacitation
and support to encourage workplaces to uptake skills training and
development in order to re-tool and up-skill their workforce with
operation specific skills.
Figure 10: Number of workplaces visited in 2019/20
20
15
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Work Skills Training Plans (WSTP)
Work Skills Training Plans (WSTP) are training projections for each
training period, informed by an organisation’s skills audits and
training needs analysis. On an annual basis, the WSTPs are shared
with HRDC for approval at the beginning of the training period. In
the year under review, the submission of Work Skills Training Plans
by sector are illustrated in Figure 11 below:
Figure 11: WSTP Submissions
Manufacturing Health
6% 23%
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Human Resource Development Fund (HRDF)
HRDC continued to deliver towards its mandate of managing the Human
Resource Development Fund (HRDF) that was established to finance
workplace learning. For the year under review, the Training Levy
collection was P313 million compared to P303 million in the
previous year. Furthermore, the Fund realised a deficit of P98
million compared to a surplus of P170 million the previous year.
The deficit was as a result of a withdrawal of P225 million by the
Government as seed capital of the National Covid-19 Relief
Fund.
The achievement as per the strategic objectives is as
follows;
Optimising the HRD Fund Utilisation
The level of uptake as measured by the number of companies claiming
from the Fund relative to the total number of Levy payers stood at
24 percent against a year target of 22 percent. It is worth
mentioning that the rate of the HRDF utilisation has steadily
increased from 15 percent in 2017 to 24 percent in 2020.
The HRDC Fund utilisation rate as measured by the total value of
claims paid as a percentage of the total levy collected for the
same period stood at 53 percent. The percentages have increased in
relative to the level of uptake due to the current employers
incentivisation
that seeks to promote skills development in Botswana
Optimising HRD Fund Administration
The optimisation in the administration of the Fund is measured in
terms of the effectiveness of the processes in delivering timely
service to the clients. For the year ending 31st March 2020, the
HRDC Fund processed 99.7 percent of all the applications received
against a year target of 95 percent. The turnaround time in the
processing and payment of claims also improved from six (6) months
in 2016 to two to four (2-4) weeks as at the end of the year.
These positive changes came about due to the quality and
completeness of clients’ submissions which notably have improved
significantly following extensive stakeholder engagements and
training conducted to educate Levy Payers on the processes to be
followed prior to submission of training reimbursement to
HRDC.
Table One below present an analysis of the claims processed during
the year as compared to the financial year 2018/19. There is a
significant change in the number of claims processed as some Levy
Payers or workplaces stopped operating, others consolidated
subsidiary claims into one account. The COVID – 19 pandemic also
affected a number of Levy Payers resulting in cancellation of
training that was approved before the pandemic. Further, the HRD
Fund did not have long outstanding claims from previous
years.
Table One: Analysis of HRDF Claims Processed During the Financial
Year 2019/2020 (The title of the Table is always above the
table)
Financial Years
Total claims for the period to date 3114 3447
Approved and paid claims for period to date 2801 (3018)
Approved (pending accumulation of funds) (305) (381)
Balance as at 31st March 2020 8 48
Percent of processed claims 99.7 percent 99 percent
Figure 11: WSTP Submissions
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Levy payers continued to utilise the HRD Fund for training their
employees. For the year under review, 134 new companies submitted
reimbursement claims for the first time. During the 2019/20
Financial Year, more than 28 076 employees have benefited on
personal development skills and Apprenticeship Programmes. This was
a 21 percent decrease over the previous period. This is due to
2019/2020 trainings which have been extended to November 2020 due
to the COVID – 19 pandemic. A total of P189, 337,097.00 was
expended on workplace learning.
Challenges facing the HRD Fund 1. Low uptake by non-levy payers. 2.
Exorbitant pricing of programmes by training providers. 3.
Non-compliance with the accreditation regulations as stated by BQA.
4. Risk of fraud
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The Labour Market Information System (LMIS)
HRDC has been tasked with the establishment of the LMIS as well as
the management of the Education Database as articulated in the HRDC
Act No 17 of 2013. To that end, the Government of Botswana has
approved P10 million towards the development of the Botswana Labour
Market Information System (LMIS) by the Human Resource Development
Council (HRDC) for the financial year 2020/21. The development of
the LMIS seeks to address the lack of quality labour market
information and data used for effective planning and policy
advice.
The LMIS objectives are aligned to the country’s Vision 2036 and
His Excellency the President’s roadmap of attaining an inclusive
high income growth and knowledge - based economy among others. It
aims at supporting the production of globally competitive human
resource, promotion of productive and decent employment and
enterprise development; compliance with labour standards by
employers, investors and workers; social protection and social
dialogue. It also holds the promise of guiding learners towards
skills in demand, occupations and economic sectors; and informing
Tertiary and Vocational Education Institutions on the outcomes of
their graduates in the labour market.
Some of the policy reforms expected to take place based on the
outcome of the LMIS are the development and implementation of
pro-employment macroeconomic and sectoral policies; support of
leading sectors for employment creation; Small Medium and Micro
Enterprises (SMMEs) development and transition of the informal
economy to formality; strengthening and extension of social
protection; skills development and restructuring as well as
improved labour administration and labour standards.
During the year under review, HRDC
completed the development of the LMIS Statement of User
Requirements (SOUR), which included specifications for the
functional and non-functional features for three sub-systems being;
(1) the LMIS Portal; (2) the LMIS Stakeholder Data Management /
Data Warehouse; and (3) the Tertiary Education Information System
(TEIS).
In line with the ongoing reforms in Government, the development of
the National Employment Services System (NESS) was transferred from
the Ministry of Employment, Labour Productivity and Skills
Development (MELSD) to HRDC. The NESS will be part of the LMIS as
such HRDC has initiated the process to incorporate the NESS
requirements into the LMIS SOUR report. The procurement of a
developer for the system will be completed by December 2020.
A stakeholder engagement plan has been drawn to forge functional
partnerships in the implementation of the LMIS. In a bid to
actualise the partnerships, HRDC entered into Memorandum of
Understanding (MOUs) with the Ministry of Employment, Labour
Productivity and Skills Development (MELSD) and the Ministry of
Local Government and Rural Development (MLGRD) during the period
under review.
A Memorandum of Understanding (MoU) between HRDC and the
International Labour Organisation (ILO) for the deployment of their
LMIS.stat to facilitate the storage and dissemination of indicators
as part of the initial modules of the Botswana LMIS was
drawn.
The MoU provides for technical support and capacity building by the
ILO on data modelling and IT related skills. HRDC endeavours to
sign with a number of other key stakeholders to ensure consistent
application of agreed data management standards for a successful
LMIS.
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OPERATIONAL PERFORMANCE REPORT (cont...)
Statistics: Annual Institutional Census – 2018/19 HRDC on annual
basis conducts the Tertiary Education Institutional census which
seeks to facilitate policy advice and decision making through the
production of tertiary education indicators.
The 2019 Tertiary Education Statistics Report contains statistics
and indicators for the 2018/19 academic years derived from a total
of 44 higher education Institutions. Key highlights of the
report indicates a growth in tertiary education enrolments from 53
450 students in 2018 to 53 930 in 2019, thereby making an annual
increase of 0.9 percent. It is worth noting that majority of the
student’s population (92.5 percent) and enrolled in undergraduates’
programmes and post graduates account for only 7.5 percent see
Table Three. Figure 13 below depicts an analysis of enrolment
trends for the past 10 years.
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Figure 13: Tertiary Education Enrolment Trends Source: Tertiary
Education Statistics Report 2019
Trends in Gender Parity Index for the period 2013 to 2019 in Table
Three below reveals that the parity is in favour of females. The
index explains how participation and opportunities for schooling
compare for females and males and has remained above 1.0
consecutively for the past seven years as per Figure 15
below;
Table Two: 2019 Enrolment Qualification Source: Tertiary Education
Statistics Report 2019
Level Female Male Total % Female
Certificate 2,110 954 3,064 68.9
Diploma 8,479 5,034 13,513 62.7
Bachelor’s Degree 19,248 14,032 33,280 57.8
Post Graduate Diploma 287 138 425 67.5
Master’s Degree 1,219 945 2,164 56.3
Master of Philosophy 51 51 102 50.0
Doctor of Philosophy 40 83 123 32.5
Professional Qualifications
Total 32,255 21,675 53,930 59.8
65000
60000
55000
50000
45000
40000
35000
30000
25000
20000
15000
10000
5000
0 2003/4 2004/5 2005/6 2007/8 2009/10 2010/11 2011/12 2012/13
2013/14 2015/16 2016/17 2018/19
37859
20011
19655
21738
22257
31129
42368
47889
46613
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Figure 15: Trends of GPI in Student Enrolment Source: Tertiary
Education Statistics Report 2019
Figure 15 below shows the Gross Tertiary Enrolment Ratio which is
at 18.5 percent. It has increased by 0.3 percentage points from
18.2 percent in 2017/18 to 18.5 percent in 2018/19. This increase
in GTER does not only signifies a positive effect towards the
country’s education attainment but also as a proxy for the level of
skills of the workforce in the country. Figure 15 below shows the
GTER trends over the past 10 years.
Figure 15: Trends of the Gross Tertiary Enrolment Ratio
A total of 11,631 graduates were recorded in 2018/19 compared to
13, 621 in 2017/18, thus recording a decrease of 1990. The 2018/19
graduation rate stood at 79.8 percent. HRDC in partnership with key
stakeholders, endeavours to undertake tracer studies with a view to
determine the employability rate of the graduates.
Research Capacity Building
The Council continues to upskill and capacitate Tertiary Education
Institutions (TEI’s) and relevant stakeholders on skills alongside
the research and innovation value chain. HRDC hosted a capacity
building initiative on Technology Transfer Development. In
September 2019. HRDC partnered with the African Regional
Intellectual Property Organisation (ARIPO) to conduct two (2) day
seminars in the Southern and Northern regions of the country. The
seminars focused on Intellectual Property Awareness for Academic
& Research Institutions. The seminars, were attended by over 80
representatives from both private and public tertiary institutions,
vocational and technical colleges, institutes of health sciences
and other relevant stakeholders.
1.6
1.4
1.2
1
0.8
0.6
0.4
0.2
Enrolment Year
G en
de r
Pa ri
ty In
de x
(%)
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The primary objective of the seminars was to introduce and
sensitise participants on the importance of intellectual property
as an asset in generation of income and as collateral in securing
financial aid. It covered the key concepts and principles of
copyright, trademarks and intellectual property in academic and
research institutions. The training was well embraced by the
participants who expressed their appreciation in being exposed to
IP issues that they wish to implement as they become better
capacitated.
As a follow-up to the aforementioned September 2019 workshops,
another partnership bore fruit with Southern African Research
Innovation Management Association (SARIMA) in the facilitation of a
be-spoke week long training programme from the 9th-13th March, 2020
in
Gaborone for the same stakeholders - by popular demand, on the
establishment of technology transfer functions at various
institutions in Botswana. The programme included a number of
interventions aimed at providing theoretical knowledge, practical
and experiential training on Intellectual Property (IP), Technology
Transfer (TT) and establishing Technology Transfer Offices (TTO).
The expectation post training was the establishment of Technology
Transfer Offices at the respective organisations and academic
institutions.
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HRDC engaging with stakeholders during the Opening Day
Stakeholder Engagement
Effective stakeholder engagement helps translate stakeholder needs
into organisational goals and creates the basis of effective
strategy development. Therefore, through the 2019/20 financial
year, the Human Resource Development Council (HRDC) continued to
interact with its stakeholders through workshops, conferences,
exhibitions, radio and television programmes, open days and walk -
ins.
Different HRDC Departments utilised these platforms to engage with
key stakeholders and the Marketing and Communications Unit played a
supportive role to ensure that these engagements are undertaken
prudently in an efficient and effective manner.
Business Breakfast Seminars And Open Days
In an effort to continuously enhance consultation with the local
businesses and community, HRDC held a Business Breakfast Seminar
and Open Day in Lobatse. The main objective of the event was to
create maximum awareness and educate stakeholders about the
mandate, functions and strategic
initiatives undertaken by HRDC. Furthermore, the seminar and open
day provided an up-to- the-minute overview of current developments
and critical issues in key management areas as well as an
opportunity for participants to plan the implementation of
practical ideas for their own businesses. The invited Stakeholders
included the Leadership of Lobatse and surrounding areas, Business
Community/ Levy Payers and Education and Training Providers. The
Open Day was an open invitation to residents of Lobatse and the
surrounding villages.
Use Of Social Media
The purpose of social media marketing is to build a brand and
increase a brand’s visibility, through building relationships and
communicating with potential stakeholders and customers. Digital
marketing platforms are one of the fastest growing platforms in the
world. As a result, HRDC took advantage of its social media
platforms to engage its stakeholders and customers. The Council
utilised its social media platforms especially Twitter and the
Facebook page which currently has 44 540 people following it.
Facebook is the biggest and arguably most powerful social network
in the world with about 1.55
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3.7 STAKEHOLDER RELATIONS AND MARKETING COMMUNICATIONS REPORT
ACHIEVEMENTS
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3.7 STAKEHOLDER RELATIONS AND MARKETING COMMUNICATIONS REPORT
ACHIEVEMENTS (cont..)
billion active monthly users. The outbreak of the COVD – 19
pandemic necessitated the acceleration of utilisation of these
platforms. Our Facebook page is Botswana Human Resource Development
Council.
Fairs And Exhibitions
The Human Resource Development Council (HRDC) participated in
national exhibitions and fairs by promoting its mandate and that
included showcasing its products and services as a way of
heightening publicity and sharing its footprints in the northern
and southern part of Botswana. The Human Resource Development
Council (HRDC) participated at Business Botswana Northern Trade
Fair (BBNTF) and the Global Expo.
HRDC Website
The importance of a website for marketing extends to every aspect
of HRDC’s Digital Marketing Strategy. As the backbone of our online
presence, every type of communication, piece of content, or
advertisement that we put online drives the customer or stakeholder
back to our website. As such, our website gives customers and
stakeholders a clear idea of what our brand is about and what type
of products or services we offer. Therefore, the Unit continued to
manage the HRDC website by frequently updating its content. The
website address is www.hrdc.org.bw
Publications In an effort to enhance its internal and external
communication, HRDC produced a number of publications which
included the HRDC Insight Newsletters. The newsletter carried up to
date information on HRDC initiatives and projects which are
beneficial to its stakeholders and customers. The other
publications included the 2018/19 Annual Report, reprint of the
National Human Resource Development Strategy (NHRDS) booklet and
the Botswana Human Resource Development Skills (BHRDS) Fair and
Career Clinics catalogue.
Media Relations
The Human Resource Development Council (HRDC) engaged the media
using different platforms such as press conferences and issuing of
media releases periodically. The main goal was for the media houses
to maximize positive coverage of HRDC, providing a clear voice in
public discussions and giving visibility about the mandate of the
Council. Additionally, media engagement increased HRDC’s brand
awareness, reputation and sought feedback on the customer’s
preference and choices.
Stakeholder Satisfaction (Customer Service)
As one of the key initiatives to improve service delivery, HRDC
undertook periodic customer satisfaction surveys which were mainly
conducted during HRDC events and activities including the use of
feedback forms that were availed at HRDC offices for walk-in
customers and stakeholders. The average satisfaction rate was 86
percent against a target of 90 percent.
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3.8 Corporate Social Responsibility Programme Report 2019/20
Established during the 2017/18 financial year, the Human Resource
Development Council (HRDC) Corporate Social Responsibility (CSR)
programme undertakes projects in the thematic areas of Education
and Training, Health, Environment and Sustainability, Sports,
Natural Disasters and Community involvement.
HRDC CSR Policy guidelines are motivated by the following; 1.
Mandate of HRDC 2. Vision 2036 and 3. National Governmental
Strategies e.g. Poverty Eradication Programmes 4. Sustainable
Development Goals (SDGs).
In line with its operational plan the CSR Committee engaged in the
following activities as per Executive Management approval.
OPERATIONAL PERFORMANCE REPORT (cont...)
Dr Raphael Dingalo handing over donations to Malatswae Primary
School
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63 Table Three: Corporate Social Responsibility Activities
Project Name Brief Description Of Project Value (BWP)
Mmankgodi Housing Project
Following the Corporate Social Responsibility (CSR) Fund Raising
Dinner that was held in October 2018, HRDC in partnership with the
Mogoditshane -Thamaga Sub-District Council constructed a house for
the benefit of a family in Mmankgodi.
One of the requirements for identification of the beneficiary was
that they had to have been allocated a plot by the sub-district
Council and were already benefitting from the social welfare
programmes of the Council.
The identified Family of three was the Setsiba Siblings.
The ground breaking ceremony for the house was done on the 14th
June 2019 in Mmankgodi. The Project was managed by the Mogoditshane
- Thamaga Sub-District Council and HRDC provided financing for the
project.
The house was officially handed to the Setsiba family on the 21st
February 2020 by the Minister of Defence, Justice and Security and
Member of Parliament for Gabane-Mmankgodi, Honourable Kagiso Mmusi
with local Officials and HR