Ministry of Communications, Science and Technology ... Review of Current S&T HRD Policies and Strategies ..... 29 2.1.4 Comparator Countries ..... 29 ... RSTI Research Science and

Department of Research, Science

Consultancy on the Development of the Science and

MinistryScience


Consultancy on the Development of the Science and Technology Human Resource Strategy

Ministry of Communications, Science

Department of Research, Science and Technology


Final Report

of Communications, Science and Technology



Final Report

May 2009

of Communications, Technology



Final Report

May 2009

of Communications, Technology



Final Report

of Communications,



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

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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

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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

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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

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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

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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

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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

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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.

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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.

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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

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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

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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

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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

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• 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.

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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


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


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

30

exploited due to a lack of effective coordination and funding of S&T HRD funding. See

overleaf:

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,


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,


Fitters, Physical Scientists

Statisticians

Market

Oriented Skilled

Agricultural

Workers

38


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


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





augmented.

.1.5 Review of the Current Database












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





of the Current Database












Botswana South

Africa

% GDP spend on research and development

concern regarding the lack of funding for post graduate training in
















Mauritius



general, and the RST field in particular, resulting in, amongst others, an


In order to address this problem and to get value for the expenditures, the current funding













Malaysia New

Zealand



esulting in, amongst others, an

or the expenditures, the current funding







namely expenditure, facilities and




New

Zealand

Finland


esulting in, amongst others, an


under the Ministry of Education, MCST, BIDPA and others, need to be rationalised and










Finland Singapore


excessive


o be rationalised and



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,




This has been interpreted within the context of this project to mean the usefulness of the


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

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• 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.

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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.

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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.

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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

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• 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.

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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

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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.

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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.


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

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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.


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

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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).


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.

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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.


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;

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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)

62

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

64

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.

65

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.

66

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

67

Strategic

Goal


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


• 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.

68

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.

The ground work for this goal should be

implemented by 2012 and the evidence of this


• 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


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.

72

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:

74

• 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


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

75

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

76

• 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.

78

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

79

• 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





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

81

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 ___________________________________

88

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



c). Implementation of credible and enforceable localisation policies



d). Creation of a favourable investment climate for both locals and foreigners [Mark with X on

appropriate answer.]


e). Setting up a financing facility to enable S&T graduates to establish their own firms.



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



b). Provide citizens with attractive financing to set up tertiary institutions



90

c). Provide subsidised loans to trainees through the financial system



d). Promote life long learning





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



b). No properly designed internship schemes



c). No programmes for attachment to reputable S&T institutions abroad



d). Lack of funding for post graduate studies


91




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]

92

[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]

93

[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]

94

[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]

95

[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.



b). Giving priority to courses that are not required by employers (market)



c).Inefficient enforcement of contracts with trainees



97

d). High cost of external training





[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



b). Unrealistic academic requirements by employers



c). Unrealistic experience requirements by employers



d). Lack of information on global employment opportunities



98

e). Reluctance to work abroad



f). Acquisition of skills from institutions which are not internationally recognised/competitive





Thanks for your invaluable assistance.

99

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.

100

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.

101

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.

102

“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


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



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



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


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


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:


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


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


50 delegates 7500 5 37,500.00

grants nil -



launch

cost for advertising

each year 15 adverts 75000 5 375,000.00

Total 38,536,500.00

117

Project 3:


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




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


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





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


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



software/ technology/license costs nil


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:


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





fee 30000 0 -

workshop venues

workshop with subcontractors the process and

service levels. Also stakeholder workshops

around incentives

cost per one day


15 delegates 7500 5 37,500.00

grants nil -

Advertising and communication adverts for returnees and potential employers



Total 1,203,500.00

120

Project 6:


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




Cost per year for

license fee 30000 0 -

workshop venues

science parks stakeholder

workshops

cost per one day


50 delegates 7500 3 22,500.00

grants nil -


adverts aimed at parents and

students and science parks


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:


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



software/ technology/license costs covered in other projects


fee 30000 0 -

workshop venues covered in other projects

cost per one day


50 delegates 7500 0 -

grants covered in other projects -

Advertising and communication covered in other projects


each year 15 adverts 75000 0 -

Total 468,000.00

122

Project 8:


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





fee 30000 0 -

workshop venues stakeholder workshops

cost per one day


50 delegates 7500 3 22,500.00

grants nil -


launch of changes to

employers cost for advertising 75000 1 75,000.00

Total 829,500.00

123

Project 9:


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





fee 30000 0 -

workshop venues

variety of stakeholder

workshops

cost per one day


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



launch



Total 20,937,900.00

124

Project 10:


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




question pro license fees

which allows for the online

registration with skills registry


fee 30000 0 -

workshop venues

stakeholder and launch

workshops

cost per one day


50 delegates 7500 5 37,500.00

grants nil -



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