STRATEGIC PLAN2018-2023
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CONTENTS
Foreword ii - iii Acronyms iv - v Executive Summary vi - xi1.0 The Methodology 12.0 Situation Analysis: Key Findings 32.1 Macro-economic environment 62.1 Internal Environment Scan 82.2 The External Environment Scan 92.3 Stakeholders’ Analysis 112.4 Key Challenges 143.0 Mission, Vision and Core Values 174.0 The Strategic Plan 184.1 Strategic Thrusts 184.1.1 The dynamics of the Four Strategic Thrusts of Business Botswana 194.2 Justification 194.3 Strategic Objectives 245.0 The Implementation Programme 345.1 The Expected Outcomes 345.1.1 Specific Expectations 345.1.2 General Expectations 366.0 Monitoring & Evaluation Framework 377.0 The Resource Mobilization Plan 388.0 Annexes 1 Logframe Matrix for Business Botswana 39-84 M & E Implementation Plan
CONTENTS
Foreword ii - iii Acronyms iv - v Executive Summary vi - xi1.0 The Methodology 12.0 Situation Analysis: Key Findings 32.1 Macro-economic environment 62.1 Internal Environment Scan 82.2 The External Environment Scan 92.3 Stakeholders’ Analysis 112.4 Key Challenges 143.0 Mission, Vision and Core Values 174.0 The Strategic Plan 184.1 Strategic Thrusts 184.1.1 The dynamics of the Four Strategic Thrusts of Business Botswana 194.2 Justification 194.3 Strategic Objectives 245.0 The Implementation Programme 345.1 The Expected Outcomes 345.1.1 Specific Expectations 345.1.2 General Expectations 366.0 Monitoring & Evaluation Framework 377.0 The Resource Mobilization Plan 388.0 Annexes 1 Logframe Matrix for Business Botswana 39-84 M & E Implementation Plan
ForewordI am delighted to introduce the organisation’s aspirations for the next five (5) years and beyond. Our last Strategic Plan ended in December 2016 and this is called for a new strategy to guide Business Botswana’s direction going forward. Business Botswana (BB) has developed a five (5) year Strategic Plan based on exten-sive consultative workshops to identify gaps and further identify solutions to ensure that BB is an inclusive institution for all organisations in consultation with Govern-ment.
It is worth emphasising that, these consultative workshops resulted in a clear direction and vision for BB as an organisation. Activities over the next 5 (five) years have been identified to guide us in making best decisions for internal and external stakeholders. The overall objective of Business Botswana has always been and remains to be to enhance the competitiveness of the private sector to continue tapping new markets and promoting sustainable development. Importantly for the Botswana business market to be outward focused as the local market is very small. Business Botswana Strategy will be guided by four (4) Strategic Thrust, twenty- four (24) Objectives and 134 Actions.
Although the priority areas and goal statements will remain constant, the measurable objectives and tactics used to reach those objectives will change over time. The strate-gic plan will periodically be evaluated and refocused as the economic environment and Business Botswana continue to evolve. Equally critical is the fact that internal resources and ability to implement remains a concern. To effectively serve our members, it is imperative that we continue to collab-orate and build on our alliances with local, national, regional and international networks; create a thriving private sector and most importantly make our services more accessible in all districts, and last but more importantly, be relevant and serve purpose to our members. Business Botswana ought to be the organisation that companies strive to belong.It is without a doubt that the strategy has outlined many crucial objectives we have set for ourselves for the next five (5) years; objectives that focus on what we believe will push private sector to achieve the goals of this nation; objectives that talk to employ-
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will push private sector to achieve the goals of this nation; objectives that talk to employment creation and wealth creation.
The role of the United Nations Development Programme (UNDP) has been very instrumental in ensuring that this strategy review and the development of the strategic direction for Business Botswana as they assisted with technical and financial support. We thank you and appreciate your assistance.
The growth of Business Botswana, and its ability to play a significant role in the growth of the economy of Botswana is significant, and as an organisation we are optimistic of the success in achieving our goals. We should all work together to achieve the goals set in the BB Strategic plan, impor-tantly achieving the goals of VISION 2036.
Business Botswana is committed to make things happen!!
Gobusamang Keebine
Business Botswana, President
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Acronyms
BB Business Botswana ACBF African Capacity Building Foundation ADR Alternative Dispute ResolutionAfCFTA African Continental Free Trade AreaAfDB African Development BankAGOA African Growth and Opportunity Act BITC Botswana Investment and Trade CentreBM Business MauritiusBNZ Business New Zealand BOCCIM Botswana Confederation of Commerce and Industry and ManpowerBQA Botswana Qualifications AuthorityCEO Chief Executive OfficerCFTA Tripartite and the Africa Continental Free Trade AreaCII Confederation of Indian Industry COMESA Common Market for Eastern & Southern AfricaCRM Customer Relationship ManagementCSI Confederation of Singapore Industry CSR Corporate Social Responsibility DANIDA Danish International Development Agency DFID Department for International Cooperation DI Confederation of Danish IndustryEAC East African CommunityEDD Economic Diversification DriveEPA Economic Partnership AgreementERCP Efficiency and Cleaner Production EU European UnionFDI Foreign direct investment GCI Global Competitiveness IndexGDP Gross domestic product GITF Gaborone International Trade FairGIZ Germany Cooperation ProgrammeGSP Generalised Scheme of Preferences HACCP Hazard analysis and critical control pointHLCC High Level Consultative Committee
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GSP Generalised Scheme of Preferences HACCP Hazard analysis and critical control pointHR Human ResourceICT Information and Communication Technology IUMP Industrial Upgrading & Modernisation ProgrammeJICA Japan International Cooperation AgencyKPI key Performance IndicatorsLLCC Local Level Consultative CommitteeM&E Monitoring & Evaluation MNCs/TNCs Multinationals Companies/Transnational CompaniesMoU Memorandum of Understanding MSME Micro,Small and Medium Enterprises NBC National Business Conference NDP National Development PlanNGO Non-governmental organizationsOECD Organisation for Economic Co-operation and DevelopmentOEM Original Equipment ManufacturingRISDP Regional Indicative Strategic Development PlanSACU South African Customs UnionSADC Southern African Development CommunitySATIH Southern African Trade and Investment HubSDG Sustainable Development GoalSEZ Special Economic ZonesSIDA Swedish International Development CooperationSLCC Sector Level Consultative CommitteeSME Small and Medium EnterpriseSOE State Owned EnterprisesSPSF SADC Private Sector ForumTFA Technical & Financial AssistanceTFTA Tripartite Free Trade AreaToR Terms of ReferenceTSI Trade Support InstitutionUN United NationsUNCTAD United Nations Conference on Trade and Development UNDP United Nations Development ProgramUNIDO United Nations Industrial Development OrganizationUSAID United States Agency for International Development
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Executive Summary(a) Background
Business Botswana (BB), registered in 2015, It is the successor organisation to the Botswana Confederation of Commerce and Industry and Manpower (BOCCIM). Business Botswana is an independent not-for-profit organization funded, owned and managed by the private sector of Botswana. BB acts as the “Voice of the private sector” and leads the way for private sector development in Botswana. It represents all the employers’ associations and the business associations and its membership includes regional chambers of commerce, sector associations, business groupings, direct corporates and enterprises, and professional bodies from all over Botswana. The governance and organizational structures of Business Botswana comprise a Board of Governance, which is the supreme authority of the organisation and a management team, which is responsible for the day to day operations. Under the NDP-11 and on the installation of the new President of the Republic of Botswana, Business Botswana is called upon to play a catalytic role in the economic develop-ment and social transformation agenda of Botswana.
(b) Context
Botswana has, since its independence in 1966, been one of Africa’s fastest growing economies on the strength of its diamond industry, political stability, prudent economic management and good governance. The country is recovering steadily, albeit slowly from the world financial crisis and the fall in diamond prices. The pre-eminence of the mining sector is declining and there is an urgent need to diver-sify the economy. This re-orientation has placed the private sector in the centre stage of economic development as the engine of development and growth. The local private sector has now to rise to the challenge to effectively create more jobs, gener-ate export earnings, accelerate transfer technology and innovation, and promote business linkages and entrepreneurship development. The Botswana’s development perspectives have been mapped out in the National Development Plan 11 and by Prof. Michael Porter. However, there is still room to add a few more layers to the economy to make development more comprehensive, inclusive and sustainable, specifically through the development of export-oriented manufacturing and value-added services sectors.
(c) Methodology
The approach adopted in the preparation of this strategy comprises extensive litera-ture review, comprehensive consultations, focus group meetings, face-to face struc-tured interviews, high level consultative workshop, visits to regional councils, mystery shopping and a National Validation workshop. The assignment has been completed with the support of the UNDP office in Botswana, the Board of Gover-nance and the Strategy Planning Committee of Business Botswana, the top manage-ment of Business Botswana, and key public and private sector stakeholders and clients of Business Botswana.
(d) Situational Analysis
The environment scan, both at the internal and external levels, reveals the main challenges, constraints and shortcomings impeding the smooth development and expansion of the private sector in Botswana, on the one hand, and the opportunities available to the them, on the other hand. The PESTLE analysis confirms the good health of Botswana as a country, which has strong political, social and economic fundamentals. However, the predominance of the public sector, the difficult business climate and the lack of competitiveness of the private sector are major impediments towards achieving the set national objectives of the National Development Plan 11.
The entrepreneurial landscape in Botswana is dominated largely by State Owned Enterprises (SOEs) and small and medium enterprises (SMEs). The private sector employed 47.7 % of total workforce and contributed only 9.7 % to total exports in 2017. The level of involvement of Botswana SMEs in export activities is relatively low. Diamond remains the main export item followed by electrical machinery and equipment and parts, beef and other manufactured products. Exports have dropped from US$ 7.3 billion in 2016 to US$ 4.9 billion in 2017, representing a 32% reduc-tion. Additionally, FDI flows into Botswana have been very erratic, falling from US$ 679 million in 2015 to US$129 million in 2016 and rising to US$ 401 million in 2017.
However, a fresh breeze of change is blowing over Botswana following the installa-tion of the new State President, who is showing strong commitment and disposition towards the private sector to take the leadership role in driving inclusive and sustain-able development and growth of Botswana.
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The service offering and service delivery have not evolved to meet the exigencies of the fast globalising world economy. The general expectation of stakeholders is for Business Botswana to graduate from a transactional (business-as-usual) to a trans-formational mode so as to improve its efficiency and effectiveness by diversifying and embedding more value for money services to meet and exceed the expectations of its stakeholders. The environment scan provides a methodical analysis of the constrains and challenges impeding Business Botswana to advance to the league of efficient and effective national apex private sector bodies, at par with other peer organisations, namely Business New Zealand (BNZ), Business Mauritius (BM), the Confederation of Danish Industry (DI), among others. The constraints and challenges were further examined at a High-Level Consultation Workshop to identify the critical gaps, which require urgent attention. (e) Critical Gaps
The deep-dive analysis categorized constraints and challenges facing Business Botswana into four themes, namely: (1) The legal, regulatory and administrative frameworks undermining the development and growth of the private sector in Botswana; (2) The programmatic (operational) challenges inhibiting private sector to achieve economic efficiency and international competitiveness; (3) The level of commitment of the private sector towards good gover-nance, ethical business practices and engagement with the community to promote sustainable and inclusive growth; and (4) The absence of institutional leadership from Business Botswana owing to internal structural and systemic problems.The above critical gaps have helped shape the new orientation of Business Botswa-na to achieve its ambitious and audacious Mission, Vision and Strategic Objectives.
(f) The Way Forward
The way forward lays out an integrated framework for the 5-year Strategic Plan, comprising the vision and mission statements, the strategic thrusts, the strategic objectives and the Implementation Programme, and management tools and platforms to measure, monitor and evaluate its performance. The strategy and Implementation Programme were presented to the stakeholders at a National Validation Workshop.
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Vision“To make Business Botswana the foremost business organization driving sustain-able and inclusive economic development and social transformation of Botswana”
Mission“To serve as the unified voice of business, striving to enhance business environ-
ment and build the vitality and competitiveness of the private sector in Botswana”
(g) The Strategic Thrusts
The strategic thrusts represent the four pillars and foundation stones of the strategic plan. These are:
1. Making business happen through policy advocacy and lobbying
The business environment was ranked 81 out of 190 countries, representing a drop of 9 ranks compared to 2016. On the other hand, Botswana improved its ranking in the Global Competitiveness Index (GCI) by 1, from 64th to 63rd during the same period. Business Botswana is called upon to play a leadership role in advocacy for improve-ment in legal, regulatory, administrative and institutional frameworks and to engage in active lobbying to bring sustainable economic reforms.
2. Building the vitality and competitiveness of the private sector
The private sector of Botswana is inward looking and competes for the small domestic market, with focus on public tenders. The economic operators are not export ready to compete and win at the regional and international levels. Botswana has so far been unsuccessful to take advantage of the preferential market access under SACU, SADC, EPA, AGOA and GSP. Business Botswana endeavours to build and strengthen the competitiveness of the local private sector through structured capacity building programmes in collaborative partnership with other agencies and institutions.
3. Engaging the private sector in promoting economic development
The commitment of the private sector to good governance, ethical business and its engagement in community services is low and erratic. To help the private sector play a more prominent role in promoting sustainable, balanced and inclusive growth, sector in economic development, ethical business and corporate social responsibilities.
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4. Making Business Botswana a more efficient and effective organisa-tion
Business Botswana is at crossroads, on its transition from the national employers’ and business association to becoming the “apex” body for all the businesses in Botswana. Business Botswana is built on the governance and organisational struc-tures of BOCCIM and is continuing to operate on a “business-as-usual” mode, providing the same services to its members, using outdated practices, processes and values that have been carried-forward onto the new organisation. Going forward, Business Botswana wishes to become an efficient, effective and relevant business organisation at par with the most performing apex bodies in the world. This calls for a complete overhaul of Business Botswana’s structures, systems, products and processes so as to provide value-added services to its members, stakeholders and clients
(h) Five-Year Strategic Plan and Implementation Programme
Business Botswana needs a new orientation to remain relevant and to contribute meaningfully to the economic development and social transformation of Botswana. This position is shared by the highest political authority, key national public and private sector institutions, and the main stakeholders and clients of Business Botswana. The Five-Year Strategic Plan (2018-2023) effectively promises to deliv-er on the set goals and objectives, which are aligned to NDP-11. The Business Botswana’s strategy presents an overarching framework for structural and systemic reforms of Business Botswana’s operations and governance structures, to transform Business Botswana into the premier national private sector organisation of Botswa-na. The integrated strategic and Implementation Programmes are built around the four Strategic Thrusts, which aim to answer the following questions: What Business Botswana can do on behalf of its members? What Business Botswana can do for its members? What Business Botswana can do with its members? How Business Botswana can become a more efficient and effective organi- sation?
Each strategic thrust aims to address an identified critical gap. The four strategic thrusts encompass 24 strategic objectives, which are Specific, Measurable,Achiev-able, Result-oriented, and Time based (SMART) and with clearly defined outcomes and milestones.and milestones.
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The 24 Strategic Objectives are further cascaded into 134 Strategic Actions, with each action aiming to accomplish a stated result within a given time frame.The integrated strategy also comprises: a.) A Measuring, Monitoring and Evaluation Framework in the style of a Logframe Matrix, with clearly spelt out key Performance Indicators (KPIs), and b.) A Resource Mobilization Plan, which is a management tool to guide the utilization of resources (human, financial and institutional) to achieving the expected outcomes.
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1.0 THE METHODOLOGYThe planning process for the development of the 5-year Strategic Plan and Imple-mentation Programme for Business Botswana was built on extensive research (literature review), broad benchmarking against performing apex private sector bodies worldwide, intensive brainstorming, comprehensive consultations with public and private sectors, structured interviews and focus group meetings, an interactive high-level workshop conducted in the style of competitive foresight exercise with key stakeholders, clients and beneficiaries, and a National Validation Workshop. This process required extensive travelling across Botswana to meet the Regional Councils and the economic operators in Gaborone, Lobatse, Kanye, Ghanzi, Selibe Phikwe, Palapye, Francistown, and Maun. The proposed strategy provides Business Botswana with home-grown solutions, co-created together with the stakeholders, and which offers specific answers to issues impeding private sector development in Botswana. The overarching objective is to design and devel-op sustainable solutions that will have positive and perennial impact on Business Botswana’s future role as the premier private sector organisation in Botswana.
The methodology combines bottom-up and top-down approaches in identifying the strategic, administrative and operational issues for co-creating home-grown sustainable solutions.The main objective of this all-inclusive analytical, learning and consultative approach was to ensure maximum participation of and buy-in by key stakeholders, clients and beneficiaries of Business Botswana.
Analytical to review and assess past experiences
Learning to capture best practices from elsewhere, and
Consultative to ensure home-grown solutions
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The main features of the methodology comprised the following actions:
• Literature Review• Benchmarking• Internal Consultations• Focus Group Meetings• Structured Interviews• High level Consultative Meetings• Visits to Regional Councils• Strategy Planning Workshop• Ears to the Ground (Mystery shopping)• Debriefing• Multi-tier Validation process The fundamental principle of the Strategy design follows the following logical framework:• It is co-created and owned by the stakeholders• It is inclusive and consultative in approach• It is capacity building oriented• It is aligned to National Development Plans and orientations• It is comprehensive in scope• It sets need-based and development-led priorities• It defines objectives and actions that are clear, specific and measurable• It is implementable
2.0 Situation Analysis: Key FindingsA comprehensive situational analysis was conducted during the diagnosis and consultation phases. Large amount of valuable quantitative and qualitative data, information and intelligence have been collected from Business Botswana and its stakeholders, clients and beneficiaries about the challenges facing and opportunities available to Business Botswana, in particular, and Botswana’s private sector, in general, in defining its role as the engine of growth. The findings are critical for the development of a viable Strategy for Business Botswana. The findings have been categorized and presented as follows: External Environment Scan Internal Environment Scan Stakeholders’ Analysis Key Challenges
2.1 The External Environment Scan
The external scan is premised on a PESTLE analysis and a review of the prevailing macro-economic conditions.
Botswana enjoys a stable political environment, with smooth transfer of power at the level of the Head of State. The Constitution provides for three arms: Legislature, Judiciary and Executive. The Govern-ment is committed to reinforcing democratic values and to drive sustainable, inclusive and balanced economic development and growth to improve the overall standard of living of the population. Govern-ment policies and development frameworks are drafted in programmes like the National Develop-ment Plan, e-Gov, Economic Diversification Drive (EDD), the National ICT Policy Master Plan, among others.The smooth installation of the new President of the Republic has infused a fresh momentum in the econ-omy through his pro-business disposition and renewed support to a private sector economic devel-opment model. This augurs well for business in Botswana.
Table 2: PESTLE AnalysisPolitical Factors
Political Stability
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Botswana is a democratic society with regular free and fair elections under a multi-party system. The President is the Head of the Executive arm and presides over the cabinet of Ministers (he is the head of state and head of government).
Government System
EconomicFactors
Globalization The economy is slowly but steadily turning around after the financial crisis and drop in diamond prices. Growth will be +5% for this year, a decent growth rate com-pared to other peer countries in Africa. Globalization presents both opportunities and threats for Botswana. As part of a global village, Botswana can benefit from the global economic opportunities. However, this also means it is equally vulnerable to the global dynamics like international business trends and competition
Regional and International Economic cooperation
Botswana is an active member of SACU and SADC, among others. Botswana also benefits from preferential market access to the EU under the EPA, to the USA under AGOA and to most of the developed markets under GSP. Botswana is also engaged in the EAC-COMESA-SADC Tripartite and the Africa Conti-nental Free Trade Area (CFTA)
National Botswana has relied heavily on its diamond industry for its economic development. Government policy is shifted from reliance on diamonds to economic diversification, with focus on value-added services like tourism, finan-cial services, ICT, and deepening agriculture and agro-processing activities. Opportunities also exist for light manufacturing and development of Special Economic Zones. The closing of the mine is causing major problems in the Selibe Phikwe region.
Social Factors
Population Demography
The population of Botswana is relatively small at 2,024 904 (2011 Population and Housing Census) but it has a high number of youths and women (over 30%) available for employment. Business suffers from a severe skills mismatch and a rigid labour market. The high preva-lence of HIV-AIDS is another major handicap. Botswa-na has the second highest HIV-AIDS infection in the world, with HIV prevalence in excess of 20% of the population in cities and towns.
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Culture Botswana has a rich culture which dates back to centu-ries. The arts and crafts, the language and lifestyle are all deeply entrenched in traditions and customs that have forged the Batswana. Gaborone and Francistown offer excellent cosmopolitan Live and Work environment.
Technologi-cal Factors
Commni-cation and interaction of people
Botswana has good internet and telephone connectivity both locally and internationally through undersea fibre optic.Social media is gaining strong foothold in Botswana.
Renewable Energy
Botswana is successfully tapping and managing renew-able energy sources, with regards to wind and solar farms and effective water resource management. Botswana may serve as a role model for other countries to emulate.
Envirometal Factors
Geogra-phy
Botswana is a landlocked country covering an area of 582,000 square kilometres, and shares borders with Zimbabwe, South Africa, Namibia and Zambia. The closure of mines is creating internal geo-political imbal-ances. Botswana is home to huge deposits of coals and other minerals
Climate & Soil
Drought is a recurrent phenomenon and most rivers are seasonal. As the rivers mostly have sources outside Botswana, the utilisation of their water is subject to ripar-ian states. About two thirds of the country is covered by soil which is infertile. There is possibility to develop new desert-based activities. The eastern part of Botswana is suitable for modern farming techniques for fruits and vegetables.
Legal Factors
Legislation and policy framework
Botswana has a dual legal system; that is the received law, Roman Dutch Law subsisting side by side with customary law. Extensive laws, regulations, codes and administrative frameworks govern doing business in Botswana. Judiciary is one of the three constitutional pillars of government together with Legislature and the Executive. Botswana is an active member of most international orga-nizations and agreements such as the United Nations, World Bank, International Monetary Fund, African Devel-opment Bank, World Trade Organisation, the Common-wealth, the African Union, Southern African Customs Union, Southern African Development Community, among others.
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2.1.1 Macro-Economic Environment
Botswana is one of Africa’s best performers in terms of continuous growth since independence, averaging over 5% growth annually. Unlike most of its peers, Botswana was more resilient to the shocks of the 2008 global financial crisis, achieving growth of 8.5% in 2010 after experiencing a negative growth of -7.6% in 2009. However, growth remains erratic, rising to 11.3% in 2013 and contracting to -1.7% in 2015, due to the drop in diamond prices. The economy has since turned around with GDP reaching 4.3% in 2016 and 4.5% in 2017. It is expected to end 2018 at 5%.
On the investment front, the situation is not too reassuring, with net inflow of FDI falling to US$ 129 million in 2016, compared to US$ 679 million in 2015. FDI regained its buoyancy in 2017 to reach US$ 401 million. Private sector investments continue to trail public investment. However, public investment is not creating enough jobs.The unemployment rate remains relatively high, more importantly women and youth unemployment, estimated at +30%. Jobs in the rural area continue to be scarce. Labour productivity is low and availability of skilled labour is difficult. Skills mismatch and labour market rigidities are major handicaps for competitive-ness and optimal resource mobilization. The closing down of mines in Selebi-Phik-we is depressing the regional economy further. The mining sector still accounts for over 85 % of total exports, with diamond accounting for over 70% of export revenue. The private sector’s contribution to overall exports was a meagre 9.1% last year. Most of the SMEs are not export ready and the products are not competitive in the regional and international markets. Moreover, Botswana is not taking full advantage of the preferential market access under its different trade agreements, most explicitly under SACU, SADC, EU-EPA, AGOA and GSPs.The informal sector remains large, which in turn affects the overall productivity and efficiency of labour and product markets. The propensity of growth of micro enterprises operating in the shadow economy is insignificant.The entrepreneurial landscape is heavily skewed in favour of Micro, Small and Medium Enterprises (MSME). The MSMEs sector is a major job creator in Botswana. The sector is dominated by subsistence entrepreneurs, who are inward looking, surviving principally on the domestic market, and lack the competitive-ness to play and win in the regional and international markets.The services sector holds good promise of development, mainly the tourism, finan-cial
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services and ICT sector. However, the level of value-added in these services is still low and can be further enhanced. Scope exists to develop a suite of new value-add-ed services in Botswana in the hospitality, property and real estate, health and well-ness, and education and skills development, and creative industry among others.The business climate, although better than other African countries, is still difficult. The World Bank Doing Business Report ranks Botswana at 81 out of 190 countries in 2017, representing a drop of 9 ranks from its performance in 2016.The legal, regulatory and administrative frameworks are not conducive and friendly to inves-tors, more particularly bureaucracy and red tape, corruption, inefficient and inade-quate infrastructure, weak institutional framework, insufficient investors’ protec-tion, and apprehension for foreign investors. The investment climate continues to suffer because of lack of policy coherence and institutional alignment. A host of public and private sector institutions presently provide a wide range of uncoordi-nated, disparate and ad-hoc services to the private sector in Botswana. This creates major overlaps and gaps in service delivery. Bloated ego of and turf fighting between these Trade Support Institutions (TSIs) are inhibiting institutional align-ment. The timing is opportune for Business Botswana to fill in the leadership space by assuming its rightful role as the driver of the private sector and asserting its man-date of the unified voice of business in Botswana. More importantly Business Botswana should strengthen its role in policy advocacy and extend its oversight on and participate more forcefully in key national issues like economic diplomacy, national budget, labour and industrial laws, fight against corruption, competition policy, promotion and national branding among others
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2.2 Internal Environment Scan Business Botswana has initiated its transition from BOCCIM to an Apex body model, since 2015. However, the governance structure, organization set-up, services offerings and delivery, processes, tools and techniques, and core values have remained unchanged, highlighting the organizational misfit to meet the exigencies of business in a fast globalizing world economy.Internal consultation with top management, in the style of a SWOT analysis and a visioning exercise revealed the structural, systemic and managerial weaknesses of the organization. The findings are presented in the SWOT analysis below.Table 3: SWOT analysis
INTERNAL FACTORSSTRENGTHS (+) WEAKNESSES (-)
• Respected policy advocacy role• Good physical infrastructure and location• Dedicated staff members• Goodwill, good relationship with Government• Only recognized employer organiza tion & Chamber of Commerce in the country• Valuable Resources: in terms of human & assets• Qualified professionals with strong experience, knowledge on the ground• National geographical coverage• Multi-sectoral membership• An established forum for working with government to improve the business environment• The champion for a thriving business environment (represents all sectors)• Recognized by government as the sole voice of business
• Governance issues• Weak financial situation• Limited human resource capabilities• Weak value proposition• Member attribution• Weak leadership (no strategic guidance)• Declining staff’s morale and motivation• Unclear process & procedures• A poor documentation of achieve ments• Clash of governance roles & responsibilities• Inability to present a simple and consistent message about why it exists• Low visibility-absence of a commu nication strategy• Inability to attract adequate financial support for its work• Absence of a proper M & E frame work• Low international footprint
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EXTERNAL FACTORSOPPORTUNITIES (+) THREATS (-)
• New opportunities under NDP-11• Potential funding from government• Collaborative partnerships• Improved government regulations• Growth of membership, multi-sect oral and multi-disciplinary • Change in Presidency: a VP friendly towards investors/expected relaxation of permits regime• Secretariat as SPSF, being recog- nized at regional level• Mandatory membership• Understanding and appreciation of Business Botswana’s role by the public• New organization and governance structures• Goodwill by sponsors (finances + technical)• Government’s willingness to consult the private sector on business regulations• New attributes and services e.g. attracting FDI and export promtion, promoting PPP• Improvement /enhancing of Botswana’s Ease of Doing Business index and other international indices
• Proliferation of associations and Chambers of Commerce and Indus- try• Loss of members• Financial worries• Loss of relevance • Collapse of the structure of dialogue with Government (HLCC, SLCC, & LLCC)• Exorbitant cost of accreditation with BQA for training courses.• Poor public perception of Business Botswana role in the business envi ronment• Loss of goodwill by government and members • Establishment of sectoral associ ations with similar objectives• Lack of common effort to demon- strate the membership benefits• Slow diversification (leads to slow economic growth)
The metamorphosis of Business Botswana, to graduate into the league of performing apex bodies, at par with efficient and effective organisations like Business New Zealand (BNZ), Business Mauritius (BM), Confederation of Danish Industry (DI), the Confederation of Indian Industry (CII), Confederation of Singapore Industry (CSI), among others, rests on four critical stages:
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Such a transformation will necessitate deep reforms at different levels and on different fronts, more precisely:
• The governance structure with regards the composition and size of the Council and their attributions;• The organisation structure with introduction of new capabilities and expansion of geographic coverage;• Diversification of services, including embedding revenue-generating services;• Speed and efficiency of service delivery;• Smarter partnership with public and private institutions and agencies.
Stage 1
Stage 2
Stage 4
Stage 3
Business as usual Think Outside the Box
Voice of Business Catalyst - Making it happen
Business singularityGood Governance,Business Ethics & Engagement with the community
Tackling MembershipChallenges Driving Economic Development
Figure 1: The 4 Stages of Business Botswana Metamorphosis
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2.3 Stakeholders’ AnalysisTo achieve its Vision and Mission, Business Botswana has to adopt a more engag-ing approach to build shared vision and understanding among all its stakeholders, clients and beneficiaries, more explicitly with the government at different levels, the public-sector agencies, private sector organisations, the economic operators, the civil society and academia, and its Council, management and staff. Business Botswana will, then, have to meet and exceed the needs and expectations of its external and internal stakeholders to effectively fulfil its mandate and win the com-mitment and buy-in of one and all. The table below provides a synopsis of the Stakeholders’ Expectation Matrix.
Table 4: Stakeholders’ Expectation Matrix
Category Business Botswana’s Expectations
Stakeholder StakeholderExpectations
Potential Strategies in
winning supportGoverme-nt
The President of the Republic,National strate-gy office
Ministry of Finance and EconomicDevelopment
Ministry of Investment, Trade and Industry
Ministry of Foreign Affairs& InternationalCooperation
Business Botswana to play a catalytic role in the economic transformation of Botswana as the engine of growth to promote sustained, inclusive, balanced and sustainable development
1. Strong and unfailing support from the Government and its public-sector agencies2. Receptive to propositions on improving the business climate of Botswana3. Timely implementation of policies and decisions 4. Some form of financial support
1. Structured and result-oriented meetings with the President at the HLCC to discuss systemic and structural problems2. Regular meet-ings with different line ministries to discuss policy reforms and solve administrative and implementation problems 3. Collaborative partnerships with public sector agencies
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Members Private sector 1.Business Botswana to play a more aggressive and proactive role in representing the members’ interests2. To provide value-adding support services 3. To promote the Brand Image of Business Botswa-na and its mem-bers
1.Active partici-pation and contributions2. Payment of dues on time3. Members to take leadership role in their respective industry and community4. To uphold high levels of good gover-nance, responsi-ble and ethical business practic-es
1. Regular feedbacks from the members2. Regular meetings to discuss impeding issues or potential threats3. Organise targeted capacity building of members4. Provide focused assis-tance and support programmes
Ministry of Agricul-ture,Develop-ment and Food Securtyminis-tries and public-sector agencies and parastatals
Ministry of Employ-ment,Productivi-ty and skills development
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Non-Mem-bers
Private sector Business Botswana to act as the Voice of all businesses in Botswana and to provide efficient advisory and support services to promote the cause of business in general
Non-members to become fee paying member of Business Botswana
1. Organise focused networking events target-ing non-mem-bers2. Provide dedicated service for non-members
Civil Society
Academia and NGOs
Better coordina-tion and coopera-tion on policy issues
Support and valuable contri-butions and proposals
Create a platform for structured consultations with civil society
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2.4 Key Challenges
Managing transition, be it economic or institutional, is a daunting task, as the biggest of all challenges is “changing mindset”. Officers in particular, and people in general, are used to their comfort zones and there is always resistance to change. The problems get compounded as the needs and requirements of economic opera-tors keep on evolving and must be met. Botswana is undergoing its economic transition and offers Business Botswana new dimensions and direction. To both these initiatives, several structural and systemic challenges have been identified during the diagnostic and consultation phases. The full list of challenges and issues impeding the smooth transition of Botswana and Business Botswana are given at Annex 4.The challenges and constraints facing the private sector occur at different levels, viz; Figure 2: Different levels of challenges
1. Challenges facing the entrepreneurs (Individuals)2. Challenges facing the companies (Firms)3. Challenges facing the sector/cluster (Industry)4. Challenges facing Botswana (Country)
The list of challenges identified are: Box 2: Key Challenges
Key Challenges
• Constraining legal, regulatory and institutional frameworks • Difficult business climate overloaded with heavy bureaucracy and red tape, and corruption • Absence of policy coherence and institutional alignment• Lack of clarity, equity and predictability of public administration• Lack of consultation of critical issues and problem areas• Absence of collaboration and cooperation among agencies (turf fighting & bloated ego)• Low ranking in international indices• Absence of evidenced-based research and policy papers• Poor competitiveness of products, firms, industry and country• Discordant industrial relation and poor work ethics• Low productivity, industrial research and innovation• Overdependence on the State and public service• Overreliance on the diamond industry and slow diversification• Non-compliance to international standards & norms • Small domestic markets• Lack of capacity building and empowerment of entrepreneurs• Inefficient and inadequate business support infrastructure • Lack of support to MSMEs, Women and Youth entrepreneurs• Low export readiness• Absence of aftercare services• Attitude and lack of accountability of civil service• Rigid labour market and skills mismatch• Deficiency in value-added support services to business• Lack of access to credit and finance• Market inefficiency for products, capital and labour• Attitude towards foreign investor and investment
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Following a high-level consultative workshop, which was conducted in the from of a strategic visioning exercise, the challenges were further distilled and priori-tized as: (i) those requiring immediate attention, and (ii) the medium-term priori-ties. The table below provides an overview of the challenges, which have been priori-tised by the stakeholders, confronting the private sector:Table 5: Short Term and Medium-Long term actions
Immediate and Short term Actions needed (Quick-wins)
Medium-Long term challenges
Address Bureaucracy and Red tape Improve Poor work ethics and aggres sive employment relations Clarity and predictability of legal and regulatory frameworks Promote Inclusive and sustainable growth Promote fair Competition Promote research, development and innovation, technology transfer Improve the processing of Work and residence permits Introduce investor aftercare programme Facilitate access to finance and credit Small domestic market – building export readiness Improve compliance to quality standards and norms Build policy coherence and institutional alignment Improve processes for Resistance and Work permits to foreign investors Promote Local Enterprise Development scheme (industries reserved for citizens) Make Licensing for business and not for premises Inward looking enterprises – Export-ori ented enterprises Strengthen entrepreneurship develop ment framework Build institutional capacity (BB) Improve revenue stream for BB
Enabling business climate/ higher Ease of Doing business rankingFight against CorruptionPromote sustainable, balanced and inclu-sive growthRobust diversification and cluster develop-ment programmesImprove accountability of the public sectorImprove Competitiveness & ProductivityReduce the dominance of the public sector in the economic life of BotswanaLower costs of doing businessStrong trade facilitationPromote regional integration to access its benefitsBuild efficient infrastructureOpen and friendly environment to FDIStrong pro-MSME policiesCapacity building of civil service and trade support institution to deliver quality servicesBuild harmonious work and industrial relationsAddress the rigid labour marketStrengthen private sector development programmesReduce dominance of the informal sectorAddress skills mismatch
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3.0 Mission, Vision and Core ValuesVISION:
“To make Business Botswana the foremost business organization driving sustain-able and inclusive economic development and social transformation of Botswa-
na”
MISSION:“To serve as the unified voice of business striving to enhance the business environment and build the vitality and competitiveness of private sector in
Botswana”
The Mission will be achieved through the following structured and focused engagements:
• Being at the forefront of business advocacy and lobbying• Providing leadership and stewardship for a pro-business environment• Empowering local businesses to achieve its full potential• Being the catalyst for change and innovation• Delivering high quality research-based papers and policies• Providing professional and value-added services• Leveraging a network of collaborative partnership • Promoting the benefits of good governance and ethical business behaviour • Promoting sustainable, balanced and inclusive growth• Organizing valuable conferences, workshops, seminars, trade fairs & exhibi-tions
CORE VALUES• Professionalism and integrity in the delivery of our high value-added services • Excellence and Result Oriented in our undertaking• Good Governance and Accountability in our commitment• Continuous learning and innovation as our guiding principle• Diversity and Inclusiveness in our scope• Collaborative and consultative in our approach
TAG LINE“Creating Prosperity for All Business”
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4.0 The Strategic Plan
The Five Year Strategic Plan (2018-2023) for Business Botswana defines the strategic orientation of the organization to complete its metamorphosis process and to emerge as the undisputed apex private sector body in Botswana by 2023.The purpose of this Strategic Plan is to harness and build the capabilities of Busi-ness Botswana and its members to make significant contribution to national devel-opment as the engine of growth promoting sustainable and inclusive development.The Business Botswana’s Strategic Plan comprise two components, namely:
1. The Strategic Thrusts2. The Strategic Objectives
4.1 Strategic ThrustsBased on the situational analysis, more particularly the prioritization of the issues and challenges facing the private sector, in general, and Business Botswana in particular, four (4) strategic thrusts have been identified for Business Botswana. These strategic thrusts represent the four pillars and corner stones of Business Botswana as the Enabler, the Builder, the Empowerer and the Doer.
Strategic Thrust 1
“Making business happen through policy advocacy and lobbying”Support services undertaken and delivered on behalf of members, stakeholders, clients and other beneficiaries of the private sector- THE ENABLER
Strategic Thrust 2
“Building the vitality and competitiveness of private sector”
Support services to members, stakeholders, clients and other beneficiaries of the private sector - THE BUILDER
Strategic Thrust 3
“Engaging the private sector in promoting economic develop-ment”Promoting sustainable and inclusive development through good governance, ethical business and corporate social responsibility - THE EMPOW-ERER
Strategic Thrust 4
“Making Business Botswana a more efficient and effective organisation”An apex body representing the interest of all economic and business operators in Botswana - THE DOER
Figure 3: The Strategic Thrusts
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The figure below provides a pictorial overview of the four strategic thrusts of Business Botswana:Figure 4: The 4 Strategic Thrusts of Business Botswana
ST1- Making business happen through policy advocacy and
lobbying
ST2- Building the Vitality and
Competitiveness of private sector
ST3- Engaging the private sector
in promoting economic devel-
opment
ST4- Making Business Botswana
a more effective and efficient organization Business
Botswana
4.1.1 The dynamics of the Four Strategic Thrusts of Business Botswana
The first three strategic thrusts (the Enabler, the Builder and the Empowerer) are mutually reinforcing, and they collectively go to strengthen the fourth strategic thrust, which deals with Business Botswana, the organization. This approach estab-lishes the centrality of Business Botswana as the indispensable player in making things happen for the private sector. The identified thrusts follow a logical explana-tion4.2 Justification
Strategic Thrust 1: Making business happen through policy advocacy and lobby-ing - The Enabler
The business environment for private sector development in Botswana is difficult. A careful analysis of the findings, more importantly the priority key challenges, and one can identify the
suite of support services that the private sector requires Business Botswana to deliver for them or on behalf of them. These relates to policy space and, which requires regular and easy access to policy makers and key higher civil servants who are responsible for implementing rules and regulations. This falls within the ambit of policy advocacy and lobbying for improvement of the business climate in a country for all economic operators. Such changes are usually done through amend-ments to existing laws and regulations, enactment of new laws and regulations, and
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through administrative notes from different line ministries. Interventions at this level requires that Business Botswana has the capability to effectively deliver, through strong research, policy formulation, forcefully making its case.
The issues listed below cannot be solved by individual economic operators as they are in the interest of a group, sector, and industry and/or for the public at large.
Box 3: General level Challenges facing the private sector
General Level Issues and Challenges:
• Eliminating bureaucracy and red tape• Improving the business environment• Eliminating corruption• Amending or enacting laws and regulations• Crafting industrial policy• Reducing the costs of doing business• Reducing the dominance of the public sector• Developing pro-MSME or pro-local enterprise policies• Taxes & incentive policies• Infrastructure development• Trade liberalization• Economic diplomacy and trade agreements• Capacity building of public service• Accountability of public service• Wages and employment rights policies• FDI policy with regards, entry, exit and expansion of invest-ment, including visa and work and resident permits• Economic diversification
The above issues/challenges are individually and collectively unfavourable to the smooth development of business in general, and the private sector, in particular. These can only be addressed through policy dialogue, lobbying, negotiations and some arm twisting. Business Botswana as the apex private sector body will de facto assume the leadership role of advocacy and lobbying. Business Botswana will be the Voice of the domestic private sector on the local, regional and interna-tional levels.
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Strategic Thrust 2: Building the Vitality and Competitiveness of private sector – The Builder
The private sector of Botswana is inward look-ing and competes for the small domestic market. Economic operators are not taking advantage of the preferential market access to available to them under SACU, SADC, EU-EPA, AGOA and GSP, due to lack of export readiness and compet-itiveness. There are several issues that are affec-
ting the business community, and which may be effectively addressed by the private sector, in the absence of an appropriate and timely response from the public sector. Business Botswana can play a catalytic role in this process to build the vital-ity and competitiveness of local private sector through smarter partnership and collaboration. More importantly, Business Botswana can play a catalytic role in creating conditions for the emergence of new industries and services and can encourage its members to take advantage of all these opportunities, such as waste management projects (recycling, composting, waste to energy, setting up of found-ries, export of metal scrap, glass blowing), agro and agri-processing, animal husbandry, desert economy, export-oriented manufacturing, fashion and design, jewellery, Basarwa handicrafts. The list is endless.Such actions will improve the visibility of the organization, gain the respect of the policy makers and the trust of the economic operators. Some of these issues are listed below:Box 4: Specific Challenges facing Botswana at the firm level
Specific Issues/Challenges
• Low entrepreneurship development• Lack of export readiness• Low productivity and competitiveness• Limited access to finance and credit• Skills mismatch• Compliance to international standards and norms• Low product development & quality improvement• Difficult industrial relations and poor work ethics• Lack of research and development, and innovation• Limited International sales and marketing• Inefficient and ineffective Institutional capacity• Out-dated production capacity and low technology adoption• Inadequate engagement in social capital development, good gover nance and healthy business practices• Absence of Alternative Dispute Resolution (ADR), Mediation & Arbi tration
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The above issues are critical for sustained development and growth. However, the issues are within the realms of private domain and stronger Trade Support Institu-tions (TSIs) are effectively taking the leadership role in addressing these issues, either on its own or in smart partnership with other public or private sector institu-tions and organizations. These challenges open up opportunities for Business Botswana to venture into newer territories of capacity building and economic empowerment of the domestic business sector. If properly designed and executed these actions can become the generator of future revenue streams for Business Botswana. In fact, Business Botswana should start where its impact will be the greatest.
Strategic Thrust 3: Engaging the private sector in promoting economic development – The Empowerer
The commitment of the private sector to good governance, ethical business practices and its engagement in community services is low and ad-hoc. Business Botswana with its long track record in promoting business and its privi-leged relations with policy makers is better placed to take the leadership role in helping
the private sector to meaningfully engage in social capital development, good governance and healthy business practices. Business Botswana can add value to its members through advisory support on the trade and investment opportunities that exist on the domestic, regional and international markets. Business Botswana can effectively promote business linkages with local corpo-rates, regional and international multinationals for joint venture collaborations, sub-contracting, OEM manufacture, franchising, licensing and strategic partner-ships.Business Botswana can collaborate with line ministries and public-sector agencies to develop schemes for the emergence of innovative businesses to promote benefi-ciation and development of local value-chains. Business Botswana can create codes of conduct and good governance for its members to be socially responsible, envi-ronmentally sustainable, fight against corruption and promoting gender equality and youth entrepreneurship.
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Box 5: Engagement sphere of private sector in economic development growth
Private Sector engagement sphere
• Transparency Good governance • Ethical business practices• Promote accountability and integrity• Participation of business in community affairs through CSR• Promoting industrial peace and harmonious employer- employee relation• Promoting inclusive growth with focus on women and youth entrepreneurs• Promote geographically balanced development and growth• Promote meritocracy through performance appraisal and reward systems
Strategic Thrust 4: Making Business Botswana a more effective and efficient organization – The Doer
Business Botswana is at crossroads, on its transition to achieving apex body status for all private business in Botswana. However, its existing organization and governance struc-tures and its service offering and delivery have not kept pace with its intended develop-
ment objectives. The level of visibility and acceptance of Business Botswana as a private sector agency that delivers value-for money services to its members and stakeholders, is respected and is consulted on all issues dealing with business, trade and investments, is still low and must be addressed in all urgency. This calls for Business Botswana to improve its efficiency and effectiveness, at all levels and fronts, to graduate into the higher league of the most performing peer organiza-tions.
Above all, Business Botswana should have a national level exposure and accep-tance. For such a transition to happen Business Botswana must undergo profound re-engineering of its structure, systems, process and procedures, support services and above all, its service delivery model. The Governance structure should also be re-moulded to make decision making fast and implementation faster. The organiza-tion structure will need to be adjusted so as to cater for more exigent requirements of its members. The new Mission and Vision statements, and the revamped set of Core-Values should bond the organisation into “a united Team” of professionals having a shared common sense of direction and purpose, that of building and strengthening the private sector to become the catalyst for economic and social transformation of Botswana.
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4.3 Strategic Objectives
Strategic Objectives are clearly defined steps to achieving each strategic thrust. Strategic Objectives need to be SMART (Specific, Measurable, Achievable, Rele-vant, Time bound). More importantly, the scope of the strategic objectives need to be aligned to Business Botswana’s Vision and Mission to become a reference apex private sector body
Table 6: Strategic Thrust 1
ST1: Making business happen through policy advocacy & lobbying
Outlook for 2023
1.Botswana has a clear, transparent, equitable, predictable and rule base framework for doing business 2.Improved ranking in international indices and survey reports
Strategic Objectives RemarksSO1.1 To become the “voice of the
private sector” for effective policy advocacy and lobby-ing
Business Botswana should use the excellent multi-tier structures put in place for public private consulta-tion: the HLCC, SLCC and LLCC. However, instead of being a silent spectator, Business Botswana should propose evidence-base, well researched and coordinated solutions and act as the co-chair of these structures.
SO1.2 To enhance the clarity and predictability of business laws and regulations and the screening and authorization process
Botswana should have “a clear, transparent, equitable, predicable, rule based and easily accessible framework” for doing business in Botswana.
SO1.4 To build smart and sustainable collaborative partnership with key public and private sector stakeholders to ensure speedy implementation of policy
Business Botswana to take the lead in building a smart partnership with all public and private sector institu-tions and agencies involved in the issue of permits, licenses, clearanc-es and approvals. This high-level platform should meet regularly, preferably under the chairmanship of Business Botswana, to review problem areas, prior to tabling the issues at the LLCC, SLCC and HLCC.
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SO1.3 To co-create an enabling business environment that fosters integrated and constant development of the private sector in Botswana
Business Botswana should elevate its role in policy making from its present state of “party to” to co-cre-ator. This calls for in-depth consul-tation with it members, conducting industry base research, benchmark-ing and preparing policy and discussion papers for consideration at higher levels
ST2: Building the vitality and competitiveness of private sector Outlook for 2023
1.Increasing number of Botswana enterprises who are successfully competing in the regional and international markets
2.The contribution of non-diamond sector to GDP exceeds 50%
3. Business Botswana to have its own Centre of Excellence
4. Business Botswana to host an Arbitration CentreStrategic Objectives Remarks
SO2.1
SO2.2
2.1 To promote industrial upgrading and Modernisation of local industry, research & development, and innovation & technology transfer
The level of technology in the man-ufacturing sector is largely old, outdated and unproductive. Research and innovation are still to become mainstream consideration. Business Botswana should lead the modernisation and technology upgrade process of the private sector, through structured training, benchmarking, familiarisation tours and incentives.
To continuously build the capacity of local businesses to compete and win at the nation-al, regional and international levels
Local companies, more specifically the SMEs, are not competitive on the regional and international markets owing to their lack of export readiness. Business Botswa-na should get more engaged in building the capacity of its mem-bers to become export ready, through structured training and capacity building of the entrepre-neur, the enterprise and the indus-
ST: Strategic Thrust SO: Strategic Objectives
Table 7: Strategic Thrust 2
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ST: Strategic Thrust SO: Strategic Objectives
the enterprise and the industry, as well as product development to satis-fy the needs and requirements of the final target consumers, including meeting the required quality standards and norms.
SO2.3 To foster industrial peace and harmony by setting appropri-ate platforms for collabora-tions, dispute resolution, nego-tiations, mediation and arbitra-tion
Botswana suffers from poor work ethics and an aggressive industrial relation. This does not augur well for economic development. Busi-ness Botswana should become the mediator per excellence to promote industrial peace and harmony through well-thought-out conflict resolution approach, mediation and arbitration.
To accelerate economic diver-sification and cluster develop-ment
Economic diversification has been identified as a priority action in the NDP-11. Business Botswana should take the leadership role to mobilise its members to promoting economic diversification and cluster development. Business Botswana to work with relevant ministries to develop appropriate schemes and programmes.
SO2.4
SO2.5 To promote networking, business linkages and business matchmaking to stimulate joint ventures, sub-contracting, licensing, franchising, and mergers & acquisitions
Networking and match-making events for local economic operators are scarce and ad-hoc. Business Botswana to become the integrator and to build platforms for well-structured events and programmes to promote effective networking and business linkages.
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Table 8: Strategic Thrust 3
ST3. Engaging the private sector in promoting economic development Outlook for 2023
1.Botswana’s businesses voluntarily adopt codes of ethical business, good gover-nance, sustainable development, CSR, to promote sustainable and inclusive growth and are engaged in their community
2. A vibrant and robust formal sector
Strategic Objectives RemarksSO3.1
SO3.2
To create ecosystems for good governance, transparency and ethical business conduct by Business Botswana members
Good governance and ethical business should become an integral part of doing business in Botswana
To promote sustainable and inclusive growth and develop-ment
Sustainable and inclusive develop-ment is a national priority of Botswana. Business Botswana to participate fully in realising it by encouraging its members and the business community to adopt envi-ronment friendly practices in their business model. Business should also support women and youth entrepreneurs.
SO3.3 To engage more business in the community through struc-tured Corporate Social Responsibility (CSR)
The level of engagement of business in the community is very low. Business Botswana should assume the responsibility to encour-age more businesses to have their own CSR programmes to address community based social issues.
SO3.4 To promote geographically balanced development of Botswana
Development in Botswana is geographically uneven and unbal-anced, with focus on Gaborone, Palapye, and Francistown.
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SO3.5
SO3.6
To accelerate the transforma-tion of informal business onto the formal sector
The incidence of informal sector in business in Botswana is large, which contributes to resource misallocation and lower productiv-ity. Business Botswana should initiate actions at the national level to encourage the movement from the informal and informal sector. Business Botswana should work with the government to craft addi-tional incentives for such transfor-mation to happen.
To enhance support to local enterprise, with specific focus on Micro, Small and Medium enter-prises (MSMEs)
The entrepreneurship landscape in Botswana is dominated by MSMEs, most of whom are subsistence entrepreneurs. Business Botswana should roll out entrepreneurship development programme using its senior members as mentors and business counsellors. The develop-ment trajectory should aim at grow-ing more micro-level firms into the small entrepreneurs’ grade and more small into medium enterpris-es. And helping the medium to become big enterprises.
The closure of mines in the Sele-bi-Phikwe region is accentuating the problem further. Business Botswana should encourage its members to mobilise more businesses in those depressed regions. Business Botswana should also work closely with the govern-ment to craft additional incentives to promoted balanced development and attract quality FDI
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ST4: Making Business Botswana a more efficient and effective organization
Outlook for 2023
Business Botswana is a strong, multi-sectoral and multi- regional, model apex body for peer organizations to emulate
Strategic Objectives Remarks
SO4.1 To make Business Botswana a learning organization with effective processes and speed of intervention
The transition from BOCCIM to Business Botswana will be slow and painful. Management should initiate change management to graduate from transactional leadership to transformative leadership. This will entail a complete overhaul of the systems and practices of day-to-day operations by incorporating new techniques and technology into man-agement
ST: Strategic Thrust SO: Strategic Objectives
Table 9 : Strategic Thrust 4
SO4.2 To build a united, capable, enthusiastic and pro-business Team willing to do the extra lap
To rise to the challenges of a fast globalising world economy, Busi-ness Botswana should build its internal capabilities, through devel-oping shared common vision and sense of purpose. This will necessi-tate strong team-building, continu-ous capacity building, motivation and cross-department collabora-tion. Management to re-engineer its work ethics to espouse outcome based rather than output-based deliverables.
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SO4.2 To promote sustainable and inclusive growth and development
SO4.3 To improve resource efficiency and financial viability of Busi-ness Botswana
To build a multi-tier membership framework with a refined fee structure based on size of business (turnover) rather than number of employees and to develop innova-tive revenue generating services. The definition of MSMEs could be used as a yardstick to developing a new membership fee structure
SO4.4 To improve the quality and diversity of services to meet and exceed stakeholders’ expectations
To remain relevant to its members, Business Botswana should keep pace with the changes in the business environment and practic-es. It should improve its efficiency and effectiveness of service deliv-ery with regards to quality and speed of service. Business Botswa-na should also diversify its service delivery, including more value-added and revenue generat-ing services.
SO4.5 To improve the Brand image and visibility of Busi-ness Botswana
Business Botswana is relatively unknown to the business commu-nity outside the greater Gaborone area. There is thus an image deficit, compared to the recognition of BOCCIM. Business Botswana should work on improving its brand image and visibility, to become a household name for business in Botswana, through a well-conceived and implemented marketing and communication strategy.
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SO4.6 To develop and reinforce strategic partnerships at the local, regional and internation-al levels
Business Botswana on its own will not be able to achieve its vision and mission. Business Botswana should build strategic partnership, at different levels, with key public and private sector agencies and institutions. Such partnership shall build common understanding among the various players and shall enable finding quicker solutions to business problems
SO4.7 To strengthen membership through retention and recruit-ment initiative
Business Botswana’s membership remains concentrated around the greater Gaborone area and is skewed towards SMEs, which account for more than 60% of its actual membership. Business Botswana is also losing members over the years. Hence, there is an urgency to review Business Botswana membership policy with regard to: (i) its fee structure, (ii) geographic spread, (iii)business size, and (iv) member engagement
SO4.8 To re-engineer Business Botswana’s organisational and governance structures
The Board of Governance of Busi-ness Botswana is very large (31 members) and is built to mirror the government establishment. The organisation structure has remained unchanged from its predecessor organisation. Neither structure is appropriate to deliver on the expectations of the govern-ment and members. There is there-fore an urgency to revisit the governance and organisation struc-tures to make Business Botswana relevant.
SO4.9 To make Business Botswana a responsible, transparent and accountable organization “to walk the talk”
Business Botswana is a member owned and funded organisation, and as such it must demarcate itself from the civil service. It should set standards for its members to emu-late in matters of transparency, accountability, business ethics and efficiency. Such orientation will bring Business Botswana closer to other performing peer apex body private sector organisations..
ST: Strategic Thrust SO: Strategic Objectives
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5.0 The Implementation ProgrammeThe Implementation Programme for 2018-2020 sets out the priority activities that Business Botswana will perform, during the two-year period, to achieve its set Vision and Mission to become the uncontested Botswana’s foremost private sector body driving economic and social transformation of the country and its Mission to be the unified voice of business, striving to enhance the business environment, build the vitality and competitiveness of private sector in Botswana. The Imple-mentation Programme should be re-actualised annually to remain on the set course.
The Actions have been designed to meet the expected outcomes of each strategic objective, which in turn reinforces each strategic thrust. The implementation plan in annex 1 provides an overview of the recommended actions and activities that Business Botswana should/could undertake in the coming two years to achieve its objectives and deliverables. The onus is on Business Botswana to monitor and evaluate the performance of the actions against set results and to take timely correc-tive actions to correct any deviation and non-performance. As an agile organization Business Botswana should after 2020 establish annual Action Plans taking into consideration national, regional and international factors.
5.1 The Expected Outcomes
The expected outcomes through the implementation of this Strategic Plan and its supporting Implementation Programme are two folds:
1. Specific expectations, and 2. General expectations
5.1.1 Specific Expectations
Specific Expectations relates to explicit targets to be reached. The following table depicts the targets set for the year 2023:
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Table 14: Private Sector Contribution: Expected Outcomes
Private sector contribution 2023
Contribution to GDP Above 50%Contribution to employment creation 60% of total employment
Contribution to export earnings 15%
5.1.2 General Expectations
The general expectations of this plan are the overall results to be delivered. These include:
Table 15: Five Elements of the Strategy
Deliverables Description1 One Team 1. A strong and united Business Botswana working in
teams with integrity and professionalism
2 Two Volumes 1. A 5-Year Strategic Plan (2018-2023)2. A 2-Year Implementation Programme (2018-2020)
3
4
Three Tactics
Four Strategic Thrusts
Five Principles
1. Consultative2. Collaborative3. Comprehensive1. Making business happen through policy advocacy and lobbying2. Building the vitality and competitiveness of private sector3. Engaging the private sector in promoting economic development4. Making Business Botswana a more efficient and effective organization1. Strong Leadership2. Timely Implementation3. Close Monitoring & Evaluation4. Timely remedial actions to correct any deviation5. Accountability
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6.0 Monitoring & Evaluation FrameworkThe proposed monitoring and evaluation platform is built on the log frame matrix, which is an efficient management tool for project management as it contains a robust M & E platform.The Log frame forms an integral part of strategy and Implementation Programme and is in annex 1.
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7.0 The Resource Mobilization PlanThe Business Botswana budget structure includes: 1. Membership Fees2. Revenue Generating activities3. Technical Assistance and Donor support programmes 4. Other incomes 1. Membership FeesPresently Business Botswana has 2045 members, which result in annual member-ship fees varying between P1200 to P50,000 annually, based on the criteria of number of employees.
Revenue generating activities
These activities include Trade Fair, National Business Conference, Annual Gala Dinner, Paid trainings
2. Technical Assistance and Donor support programmes Sources of non-financial support include development and donor agencies such as UNDP, EU, AfDB, etc.
3. Other incomesOther non-regular income sources will include:• Interest rates• Sales of assets • Sponsorship• Revenue-sharing activities with the public sector, like managing ATA Carnet, VAT Refund system and others.
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da
ta
1.
Sta
keho
lder
s op
timis
e se
rvic
es
prov
ided
by
BB
2. M
embe
rs e
nga-
ge in
pro
mot
ing
incl
usiv
e an
d su
st-
aina
ble
deve
lop-
men
t3.
Con
tinue
d su
ppor
t of g
over
n-m
ent t
o B
B
Bus
ines
s Bot
swan
a is
a
stro
ng m
ulti-
sect
or-
al and
mul
ti- re
gion
al
mod
el a
pex
body
for
peer
org
aniz
atio
ns to
em
ulat
e
ST 1
To b
ecom
e th
e “V
oice
of
the
priv
ate
sect
or”
for
effe
ctiv
e po
licy
advo
ca-
cy a
nd lo
bbyi
ng
Gov
ernm
ent
unde
rtaki
ng
chan
ges i
n th
e bu
sine
ss e
nviro
-m
ent b
y ad
optin
g pr
opos
als f
rom
BB
2018
fig
ures
1. M
inis
try
of F
inan
ce2.
Min
istry
of
Inve
st-
men
t, Tr
ade
and
Indu
stry
Pro-
priv
ate
sect
or
open
gov
ernm
ent
1. B
otsw
ana
has a
cl
ear,
trans
pare
nt,
equi
tabl
e, p
redi
ctab
le
and
rule
bas
e fr
amew
ork
for d
oing
bu
sine
ss
2. I
mpr
oved
rank
ing
in in
tern
atio
nal
indi
ces a
nd su
rvey
re
ports
Stra
tegi
c T
hrus
ts
25
Bas
elin
eIn
terv
entio
n Lo
gic
O
bjec
tivel
y Ve
rifia
ble
indi
cato
rs o
f ac
hiev
emen
t
Targ
ets
Sour
ces &
Mea
ns
of V
erifi
catio
n Ex
pect
ed
Out
com
es
Ass
umpt
ions
ST 2
B
uild
ing
the
vita
lity
and
com
petiv
enes
s of
priv
ate
sect
or
Incr
ease
d nu
mbe
r of l
ocal
co
mpa
nies
en
gagi
ng in
to
expo
rts
7.10
%12
% o
f to
tal
expo
rts
"1. S
tatis
tics B
otsw
a-na 2.
Bot
swan
a R
even
ue
Aut
horit
y/C
usto
ms
3. M
inis
try o
f In
vest
men
t, Tr
ade
and
Indu
stry
"
"1. L
ocal
co
mpa
nies
are
op
en to
exp
and-
ing
into
exp
ort
busi
ness
2. C
ompa
nies
pa
rtici
pate
in th
e ca
paci
ty b
uild
ing
prog
ram
mes
on
deve
lopi
ng e
xpor
t
1.In
crea
sing
num
ber
of B
otsw
ana
ente
rpris
es w
ho a
re
succ
essf
ully
co
mpe
ting
in th
e re
gion
al a
nd
inte
rnat
iona
l m
arke
ts
2.Th
e co
ntrib
utio
n of
non
-dia
mon
d se
ctor
to G
DP
ST 3
En
gagi
ng th
e pr
ivat
e se
ctor
in
econ
omic
de
velo
pmen
t
Incr
ease
d nu
mbe
r of
BB
mem
bers
si
gnin
g up
to
code
s of c
ondu
ct
on g
ood
gove
r-na
nce,
eth
ical
bu
sine
ss a
nd C
SR
"1. B
B m
embe
rs
open
to a
dopt
ing
busi
ness
cod
es o
f co
nduc
t2.
BB
mem
bers
im
plem
ent t
he
code
s of c
ondu
ct"
2018
fig
ures
B
B d
ata
Bot
swan
a’s b
usin
ess
volu
ntar
ily a
dopt
co
des o
f eth
ical
bu
sine
ss, g
ood
gove
rnan
ce, s
usta
in-
able
dev
elop
men
t, C
SR, t
o pr
omot
e su
stai
nabl
e an
d in
clus
ive
grow
th a
nd
are
enga
ged
in th
eir
ST4
Mak
ing
Bus
ines
s B
otsw
ana
a m
ore
effic
ient
an
d ef
fect
ive
orga
nisa
tion
Bet
ter s
atis
fac-
tion
leve
ls fr
om
BB
stak
ehol
ders
2018
da
ta1.
Surv
ey Q
uest
ion-
naire
2.
Few
er c
ompl
aint
s on
serv
ices
and
de
liver
y of
BB
BB
per
sonn
el is
op
en to
cha
nge
One
BB
mot
ivat
ed
and
fully
col
labo
ra-
tive
Tea
m se
rvic
ing
BB
stak
ehol
ders
Bas
elin
eIn
terv
entio
n Lo
gic
O
bjec
tivel
y Ve
rifia
ble
indi
cato
rs o
f ach
ieve
men
tTa
rget
s So
urce
s & M
eans
of
Ver
ifica
tion
Expe
cted
Out
com
es
Ass
umpt
ions
SO1
-1
To b
ecom
e th
e “V
oice
of t
he
priv
ate
sect
or”
for e
ffect
ive
polic
y ad
voca
cy
and
lobb
ying
1. N
o of
mee
tings
at
tend
ed w
.r.t
LLC
,SLC
C, H
LCC
2. N
o of
pol
icy
pa
pers
subm
itted
to
Gov
ernm
ent
3. N
o of
mee
tings
at
tend
ed w
ith
gove
rnm
ent n
egot
iat-
ing
team
for d
iplo
mat
-ic
and
inte
rnat
iona
l co
oper
atio
n
4. O
nlin
e pl
atfo
rm fo
r m
embe
rs to
pos
t is
sues
5. N
o of
pre
-Bud
get
cons
ulta
tion
mee
tings
at
tend
ed
6. L
ocal
and
fore
ign
inve
stm
ents
trea
ted
equa
lly
7. N
o of
mee
tings
co
-cha
ired
with
pub
lic
sect
or.
2018
da
ta"1
. Rel
evan
t M
inis
tries
2.
Reg
iona
l &
Dis
trict
Com
mis
-si
ons
3. N
atio
nal B
udge
t Sp
eech
es
"1. P
ro-p
rivat
e se
ctor
app
roac
h of
Gov
ernm
ent
2. C
omm
itmen
t of
BB
mem
bers
3. B
B's
capa
city
to
del
iver
re
sear
ch b
ased
pa
pers
"
BB
bec
ome
an
inte
gral
par
t in
polic
y m
akin
g
Stra
tegi
c O
bjec
tives
Bas
elin
eIn
terv
entio
n Lo
gic
O
bjec
tivel
y Ve
rifia
ble
indi
cato
rs o
f ach
ieve
men
tTa
rget
s So
urce
s & M
eans
of
Ver
ifica
tion
Expe
cted
Out
com
es
Ass
umpt
ions
SO1-
2
To e
nhan
ce
the
clar
ity
and
pred
icta
bili-
ty o
f bu
sine
ss
law
s and
re
gula
tions
an
d th
e sc
reen
ing
and
auth
oriz
a-tio
n pr
oces
s
1. A
che
cklis
t of g
ood
prac
tices
dev
ised
and
di
ssem
inat
ed to
mem
bers
2. A
gui
delin
e fo
r ap
prov
al p
roce
ss w
hich
is
clea
r, tra
nspa
rent
, rul
e ba
sed
and
acce
ssib
le
easi
ly in
Bot
swan
a an
d ov
erse
as
3.
New
slet
ters
and
mai
ls
to d
esse
min
ate
info
rma-
tion
to m
embe
rs
4.
Lis
t of d
iscr
epan
cies
of
treat
men
t bet
wee
n st
ate
owne
d an
d pr
ivat
e ow
ned
ente
rpris
es th
at h
ave
been
re
mov
ed
5. N
ew c
riter
ia d
evel
oped
fo
r acc
ess t
o la
nd fo
r bu
sine
ss o
ppor
tuni
ties
6. S
eam
less
and
tim
ely
appr
oval
of v
isas
, wor
k an
d re
side
nce
perm
its fo
r ex
patri
ate
wor
kers
and
fa
mili
es.
2018
da
ta1.
Bot
swan
a's ra
nkin
g in
inte
rnat
iona
l in
dice
s2.
Fee
dbac
k fr
om
mem
bers
and
st
akeh
olde
rs
1. W
illin
gnes
s of
Gov
ernm
ent t
o im
prov
e bu
sine
ss
envi
ronm
ent
2. T
imel
y im
plem
enta
tion
of p
olic
y de
cisi
ons
Seam
less
bu
sine
ss
proc
esse
s are
pu
t in
plac
e
Stra
tegi
c O
bjec
tives
Bas
elin
eIn
terv
entio
n Lo
gic
O
bjec
tivel
y Ve
rifia
ble
indi
cato
rs o
f ach
ieve
men
tTa
rget
s So
urce
s & M
eans
of
Ver
ifica
tion
Expe
cted
Out
com
es
Ass
umpt
ions
SO1-
3To
co-
crea
te
an e
nabl
ing
busi
ness
en
viro
n-m
ent t
hat
fost
ers
inte
grat
ed
and
cons
tant
de
velo
p-m
ent o
f the
pr
ivat
e se
ctor
in
Bot
swan
a
1. B
usin
esse
s hav
e le
sser
le
gal a
nd re
gula
tory
hu
rdle
s2.
E-g
over
nanc
e in
itia-
tives
are
set i
n pl
ace
3. Im
pedi
men
ts a
nd
bottl
enec
ks re
duce
d us
ing
the
Ease
of D
oing
B
usin
ess f
ram
ewor
k4.
E-ju
dici
ary
syst
em a
nd
AD
R p
latfo
rm a
re se
t up
for c
omm
erci
al c
ases
5. R
anki
ng o
f Bot
swan
a im
prov
ed6.
No
of P
PP p
roje
cts
2018
da
ta1.
Fee
dbac
k fr
om
mem
bers
and
st
akeh
olde
rs2.
Inte
rnat
iona
l ra
nkin
g in
dice
s3.
Min
istry
of
Fina
nce
4. N
otes
of m
eetin
g of
pub
lic-p
rivat
e se
ctor
mee
tings
1. P
ro-p
rivat
e se
ctor
bus
ines
s cl
imat
e2.
Cap
acity
of B
B
to d
rive
priv
ate
sect
or d
evel
op-
men
t
Impr
oved
bu
sine
ss c
limat
e fo
r loc
al a
nd
fore
ign
inve
stor
s
Stra
tegi
c O
bjec
tives
Base
line
Inte
rven
tion
Logi
c O
bjec
tivel
y Ve
rifia
ble
indi
cato
rs o
f ach
ieve
men
tTa
rget
s So
urce
s & M
eans
of
Ver
ifica
tion
Expe
cted
Out
com
es
Ass
umpt
ions
SO1-
4
To b
uild
smar
t an
d su
stain
-ab
le co
llabo
-ra
tive
partn
ersh
ip
with
key
pu
blic
and
priv
ate s
ecto
r sta
keho
lder
s to
ensu
re
spee
dy
impl
emen
ta-
tion
of p
olic
y
1. L
ist o
f key
dep
art-
men
ts an
d ag
enci
es
prov
idin
g a f
ocal
poi
nt
2. N
o of
mee
tings
of t
he
mul
ti sta
keho
lder
foru
m
3. N
o of
pol
icy
issue
s cl
eare
d
2018
da
ta1.
Rel
evan
t dep
art-
men
ts an
d ag
enci
es
2. N
otes
of m
eetin
g of
stak
ehol
ders
foru
m3.
BB
data
1. W
illin
gnes
s of
publ
ic &
priv
ate
sect
or to
colla
bo-
rate
2. B
B's c
apac
ity
to m
anag
e suc
h co
llabo
rativ
e pl
atfo
rm
Stro
ng an
d su
stain
able
pa
rtner
ship
s es
tabl
ished
w
ith k
ey
stake
hold
ers
Stra
tegi
c Obj
ectiv
es
Base
line
Inter
vent
ion
Logi
c Ob
jectiv
ely V
erifi
able
indi
cato
rs of
achi
evem
ent
Targ
ets
Sour
ces &
Mea
ns
of V
erifi
catio
n Ex
pecte
d Ou
tcom
es
Assu
mpt
ions
SO2-
1 To
prom
ote
indu
strial
up
grad
ing &
m
oder
nisa
tion
of lo
cal
indu
stry,
rese
arch
&
deve
lopm
ent,
and i
nnov
ation
&
tech
nolo
gy
trans
fer
"1. R
egul
ar st
atus r
epor
ts on
th
e sup
ply c
apac
ity an
d po
tentia
l of B
B m
embe
rs2.
List
of B
B m
embe
rs lea
rnin
g new
tech
niqu
es an
d in
vesti
ng in
new
techn
olog
y an
d mac
hine
ry3.
List
of B
B m
embe
rs ha
ving
upgr
aded
syste
ms a
nd
proc
esse
s in t
erm
s of
indu
strial
upgr
ades
"
2018
data
"1. S
urve
y Rep
orts
2. Pr
ogra
mm
es of
ca
pacit
y bui
ldin
g3.
Prod
uctiv
ity
ratio
s"
"1. C
omm
itmen
t of
gove
rnm
ent t
o pro
mot
e tec
hnol
ogy t
rans
fer
and m
oder
nisa
tion o
f lo
cal b
usin
esse
s2.
Chan
ge in
min
dset
of bu
sines
s com
mun
ity
to im
prov
e com
peti-
tiven
ess
3. Ad
equa
te su
ppor
t ec
osys
tem "
Acce
lerate
d m
oder
nisa
-tio
n and
tec
hnol
ogy
trans
fer
Stra
tegi
c Obj
ectiv
es
Bas
elin
eIn
terv
entio
n Lo
gic
O
bjec
tivel
y Ve
rifia
ble
indi
cato
rs o
f ach
ieve
men
tTa
rget
s So
urce
s & M
eans
of
Ver
ifica
tion
Expe
cted
Out
com
es
Ass
umpt
ions
SO2
-4
To a
ccel
erat
e ec
onom
ic
dive
rsifi
ca-
tion
and
clus
ter
deve
lopm
ent
1. N
o of
ED
D m
eetin
gs
atte
nded
2.
No
of g
loba
l and
re
gion
al v
alue
cha
ins
deve
lope
d3.
No
of n
ew in
dust
rial
and
serv
ices
clu
ster
s de
velo
ped
4. N
umbe
r of S
peci
al
Econ
omic
Zon
es se
t5.
Lis
t of c
ontra
cts o
f co
-man
agem
ent o
f SEZ
's
2018
da
ta1.
Min
istry
of
Inve
stm
ent,
Trad
e an
d In
dust
ry2.
Nat
iona
l St
rate
gy O
ffice
1. C
omm
itmen
t of
gove
rnm
ent t
o dr
ive
EDD
and
clu
ster
de
velo
pmen
t2.
Will
ingn
ess o
f bu
sine
ss to
par
tici-
pate
in E
DD
and
cl
uste
r dev
elop
men
t3.
A c
ondu
cive
ec
o-sy
stem
is
crea
ted
for E
DD
an
d cl
uste
r dev
elop
-m
ent.
Econ
omic
di
vers
ifica
-tio
n an
d C
lust
er
deve
lopm
ent
Stra
tegi
c O
bjec
tives
SO2
-5
To a
ccel
erat
e ec
onom
ic
dive
rsifi
ca-
tion
and
clus
ter
deve
lopm
ent
1. B
to B
net
wor
king
pl
atfo
rm se
t up
2. N
o of
col
labo
ratio
ns3.
No
of sa
les e
vent
s or
gani
sed
4. N
o of
bus
ines
s mat
ch-
mak
ing
even
ts o
rgan
ised
5. N
o of
bus
ines
s br
eak-
fast
mee
tings
org
anis
ed in
se
lect
ed re
gion
s6.
Reg
iona
l Tra
de F
air i
n G
aber
one.
2018
da
ta1.
BB
ope
ratio
ns
team
.1.
Cor
pora
tes a
re
will
ing
to o
pen
busi
ness
to S
MEs
2. C
apab
ility
of
SMEs
to m
eet
requ
irem
ents
and
st
anda
rds.
Enha
nced
ne
twor
king
an
d bu
sine
ss
linka
ges
amon
g co
mpa
nies
Bas
elin
eIn
terv
entio
n Lo
gic
O
bjec
tivel
y Ve
rifia
ble
indi
cato
rs o
f ach
ieve
men
tTa
rget
s So
urce
s & M
eans
of
Ver
ifica
tion
Expe
cted
O
utco
mes
A
ssum
ptio
ns
SO3-
1
To c
reat
e ec
osys
-te
ms f
or g
ood
gove
rnan
ce,
trans
pare
ncy
and
ethi
cal b
usin
ess
cond
uct b
y B
B
mem
bers
1. N
o of
pro
gram
mes
de
sign
ed a
nd im
plem
ente
d on
eth
ics,
good
gov
er-
nanc
e an
d tra
nspa
rent
bu
sine
ss
2. N
o of
priv
ate
sect
or
oper
ator
s hav
ing
reco
urse
to
alte
rnat
ive
disp
ute
reso
lutio
n m
echa
nism
3. B
ette
r ran
king
in
Tran
spar
ency
Inte
rnat
iona
l an
d si
mila
r ind
ices
4. N
o of
mem
bers
en
dors
ing
BB
stan
dard
s.
2018
da
ta1.
BB
Ope
ratio
ns
team
2. In
tern
atio
nal
indi
ces.
1. B
B O
pera
tions
te
am2.
Inte
rnat
iona
l in
dice
s.
Goo
d go
vern
ance
, et
hica
l bu
sine
ss a
nd
CSR
bec
ome
inte
gral
par
t of
bus
ines
s
Stra
tegi
c O
bjec
tives
Bas
elin
eIn
terv
entio
n Lo
gic
O
bjec
tivel
y Ve
rifia
ble
indi
cato
rs o
f ach
ieve
men
tTa
rget
s So
urce
s & M
eans
of
Ver
ifica
tion
Expe
cted
Out
com
es
Ass
umpt
ions
SO3-
2
To p
rom
ote
sust
aina
ble
and
incl
usiv
e gr
owth
and
de
velo
pmen
t
1. N
o of
men
tors
hip
prog
ram
mes
del
iver
ed
2. A
ttend
ance
to
prog
ram
mes
by
yout
hs
and
wom
en e
ntre
pren
eurs
3. S
avin
gs o
n en
ergy
co
sts
4. N
o of
env
ironm
ent
prot
ectio
n pr
ogra
mm
es
laun
ched
5. N
o of
com
pani
es
emba
rkin
g on
was
te
man
agem
ent,
rene
wab
le,
carb
on e
mis
sion
and
al
tern
ativ
e en
ergy
pr
ojec
ts.
2018
da
ta1.
BB
Ope
ratio
ns
team
2. S
urve
y of
pa
rtici
patin
g co
mpa
nies
3. M
inis
try o
f In
vest
men
t, Tr
ade
& In
dust
ry4.
Min
istry
of
Envi
ronm
ent.
1. B
usin
ess i
s ope
n to
you
th a
nd g
ende
r ne
utra
lity
2. C
omm
itmen
t of
mem
bers
to
envi
ronm
ent
prot
ectio
n.
Mai
n-st
ream
ing
envi
ron-
men
tal
frie
ndly
an
d ge
nder
ne
utra
lity
in b
usin
ess
Stra
tegi
c O
bjec
tives
Bas
elin
eIn
terv
entio
n Lo
gic
O
bjec
tivel
y Ve
rifia
ble
indi
cato
rs o
f ach
ieve
men
tTa
rget
s So
urce
s & M
eans
of
Ver
ifica
tion
Expe
cted
O
utco
mes
A
ssum
ptio
ns
SO3-
3
To e
ngag
e m
ore
busi
ness
in th
e co
mm
unity
th
roug
h st
ruct
ured
C
orpo
rate
Soc
ial
Res
pons
ibili
ty
(CSR
)
1. A
nat
iona
l CSR
pr
ogra
mm
e in
trodu
ced
2. N
o of
mem
bers
im
plem
entin
g C
SR3.
No
of a
war
enes
s ca
mpa
igns
on
impo
rtanc
e of
CSR
to c
ompa
nies
4. N
o of
cap
acity
bu
ildin
g pr
ogra
mm
es5.
CSR
Fun
d se
t up.
2018
da
ta1.
BB
Ope
ratio
ns
team
1. B
B m
embe
rs
are
will
ing
to
adop
t CSR
pr
ogra
mm
es2.
A re
gula
tory
fr
amew
ork
for
CSR
is
deve
lope
d.
Incr
ease
d co
ntrib
utio
n to
th
e so
ciet
y ar
ound
en
terp
rises
Stra
tegi
c O
bjec
tives
Bas
elin
eIn
terv
entio
n Lo
gic
O
bjec
tivel
y Ve
rifia
ble
indi
cato
rs o
f ach
ieve
men
tTa
rget
s So
urce
s & M
eans
of
Ver
ifica
tion
Expe
cted
Out
com
es
Ass
umpt
ions
SO3-
4
To p
rom
ote
geog
raph
ical
ly
bala
nced
de
velo
pmen
t of
Bot
swan
a
1. L
ist o
f dep
ress
ed
regi
ons t
hat h
ave
a de
velo
pmen
t pr
ogra
mm
e2.
No
of jo
b fa
irs
cond
ucte
d 3.
No
of re
crui
tmen
ts
mad
e4.
No
of lo
cal e
ntre
pre-
neur
ship
pro
gram
mes
de
velo
ped
5. N
o of
regi
onal
leve
l in
vest
men
t wor
ksho
ps
cond
ucte
d.
2018
da
ta1.
Reg
iona
l &
Dis
trict
Com
mis
-si
ons
2. B
B O
pera
tions
te
am.
1. G
over
nmen
t's
com
mitm
ent t
o ba
lanc
ed d
evel
op-
men
t of r
egio
ns2.
Will
ingn
ess o
f bu
sine
ss to
mov
e in
to d
epre
ssed
are
as3.
Eco
syst
ems
crea
ted
to in
tegr
ate
depr
esse
d ar
eas i
nto
mai
nstre
am
deve
lopm
ent .
Bus
ines
ses
crea
ted
in
less
favo
ured
lo
catio
ns
Stra
tegi
c O
bjec
tives
Bas
elin
eIn
terv
entio
n Lo
gic
O
bjec
tivel
y Ve
rifia
ble
indi
cato
rs o
f ach
ieve
men
tTa
rget
s So
urce
s & M
eans
of
Ver
ifica
tion
Expe
cted
Out
com
es
Ass
umpt
ions
Stra
tegi
c O
bjec
tives
SO
3-5
To
acc
eler
ate
the
trans
form
a-tio
n of
info
rmal
bu
sine
ss o
nto
the
form
al
sect
or
1. N
o of
mee
tings
hel
d w
ith re
leva
nt g
over
nmen
t de
partm
ents
2. N
o of
aw
aren
ess
prog
ram
mes
, cam
paig
ns,
wor
ksho
ps, s
emin
ars,
conf
eren
ces
3. N
o of
mee
tings
with
lo
cal C
omm
unity
lead
ers
4. N
o of
info
rmal
bu
sine
sses
regi
ster
ed in
to
new
com
pani
es5.
No
of in
cent
ives
(fis
cal
& n
on-f
isca
l) to
enc
oura
ge
form
alis
atio
n of
bus
ines
s-es
.
2018
da
ta1.
Reg
istra
r of
Com
pani
es2.
Reg
iona
l &
Dis
trict
Com
mis
-si
ons
3. S
tatis
tics
Bot
swan
a4.
BB
Ope
ratio
ns
Team
.
1. W
illin
gnes
s of
info
rmal
bu
sine
sses
to
mov
e in
to th
e fo
rmal
sect
or2.
Affi
rmat
ive
actio
ns b
y G
over
nmen
t to
prom
ote
form
alis
atio
n of
bu
sine
sses
.
Mor
e bu
sine
sses
m
ovin
g fr
om
info
rmal
to
form
al se
ctor
Bas
elin
eIn
terv
entio
n Lo
gic
O
bjec
tivel
y Ve
rifia
ble
indi
cato
rs o
f ach
ieve
men
tTa
rget
s So
urce
s & M
eans
of
Ver
ifica
tion
Expe
cted
Out
com
es
Ass
umpt
ions
Stra
tegi
c O
bjec
tives
SO
3-6
To
enh
ance
su
ppor
t to
loca
l ent
er-
pris
e, w
ith
spec
ific
focu
s on
Mic
ro,
Smal
l and
M
ediu
m
ente
rpris
es
(MSM
Es)
1. N
o of
MSM
Es b
usin
ess
linka
ges c
reat
ed2.
No
of M
SMEs
win
ning
te
nder
s3.
No
of p
rogr
amm
es fo
r ca
paci
ty b
uild
ing
for
MSM
Es4.
Pla
tform
for d
isse
min
atio
n of
tend
er n
otic
es5.
SM
E D
evel
opm
ent U
nit a
t B
B a
ssis
ting
MSM
Es
6. A
Con
sulta
tive
Pape
r for
se
tting
up
of a
Nat
iona
l In
cuba
tor S
chem
e7.
Lis
t of i
ncen
tives
pre
pare
d fo
r MSM
Es8.
Por
tfolio
of B
asar
wa
craf
ts.
2018
da
ta1.
Reg
iona
l &
Dis
trict
Com
mis
-si
ons
2. B
B O
pera
tions
te
am3.
Min
istry
of
Tour
ism
4. M
inis
try o
f In
vest
men
t, Tr
ade
& In
dust
ry.
1. E
ngag
emen
t of
Gov
ernm
ent t
o de
velo
p B
asar
wa
craf
tsm
ansh
ip2.
Will
ingn
ess o
f th
e B
asar
wa
com
mun
ity to
in
tegr
ate
mai
n-st
ream
bus
ines
s3.
Ava
ilabi
lity
of
appr
opria
te sa
les
infr
astru
ctur
e fo
r ha
ndic
rafts
.
Dyn
amic
M
SME
sect
or
crea
ted
Bas
elin
eIn
terv
entio
n Lo
gic
O
bjec
tivel
y Ve
rifia
ble
indi
cato
rs o
f ach
ieve
men
tTa
rget
s So
urce
s & M
eans
of
Ver
ifica
tion
Expe
cted
O
utco
mes
A
ssum
ptio
ns
Stra
tegi
c O
bjec
tives
SO
4-1
To
mak
e B
usin
ess
Bot
swan
a a
lear
ning
org
aniz
a-tio
n w
ith e
ffect
ive
proc
esse
s and
sp
eed
of in
terv
en-
tion
1. A
n up
date
d or
gani
sa-
tion
stru
ctur
e2.
Rev
ampe
d IT
in
fras
truct
ure
2. O
pera
ting
Man
uals
3. P
roje
ct a
nd C
usto
mer
m
anag
emen
t sys
tem
s 4.
BB
is re
ady
for I
SO
certi
ficat
ion
5. M
anag
emen
t by
Obj
ectiv
es6.
No
of tr
aini
ng
prog
ram
mes
on
polic
y ad
voca
cy, i
nter
natio
nal
trade
, etc
.
2018
da
taB
B d
ata
1. T
he S
trate
gy
and
Impl
emen
-ta
tion
Plan
s are
ad
opte
d2.
The
BB
Tea
m
is w
illin
g an
d pr
epar
ed fo
r ch
ange
.
Enha
nced
de
liver
y of
B
B se
rvic
es
Bas
elin
eIn
terv
entio
n Lo
gic
O
bjec
tivel
y Ve
rifia
ble
indi
cato
rs o
f ach
ieve
men
tTa
rget
s So
urce
s & M
eans
of
Ver
ifica
tion
Expe
cted
O
utco
mes
A
ssum
ptio
ns
Stra
tegi
c O
bjec
tives
SO
4-2
To
bui
ld a
un
ited,
ca
pabl
e,
enth
usia
stic
an
d pr
o-bu
si-
ness
Tea
m
will
ing
to d
o th
e ex
tra la
p
1. S
tatu
s rep
ort
2. T
rain
ing
Nee
ds
Ana
lysi
s3.
Per
form
ance
M
anag
emen
t Sys
tem
4. N
o of
trai
ning
pr
ogra
mm
es re
ceiv
ed
by d
onor
age
ncie
s5.
No
of c
ross
-fun
c-tio
nal p
roje
cts
6. A
rew
ard
syst
em th
at
is b
ased
on
perf
or-
man
ce e
valu
atio
n.
2018
da
taB
B d
ata
1. T
he S
trate
gy
and
Impl
emen
ta-
tion
Plan
s are
ad
opte
d2.
The
Boa
rd o
f G
over
nanc
e an
d st
affs
are
will
ing
and
prep
ared
for
chan
ge.
Mot
ivat
ed
Team
with
a
com
mon
sh
ared
vis
ion
SO4
-3
To im
prov
e re
sour
ce
effic
ienc
y an
d fin
anci
al
viab
ility
of B
B
1. A
n in
tern
al a
udito
r se
ts u
p a
risk
man
age-
men
t and
gov
erna
nce
syst
em2.
Mem
bers
hip
syst
em
and
fees
are
upd
ated
3. T
he R
esou
rce
Mob
ilisa
tion
Rep
ort
deta
iling
fina
ncia
l and
no
n-fin
anci
al o
ptio
ns
of fu
ndin
g4.
A re
venu
e sh
arin
g m
odel
.
2018
da
taB
B d
ata
1. T
he S
trate
gy
and
Impl
emen
ta-
tion
Plan
s are
ad
opte
d2.
The
Boa
rd o
f G
over
nanc
e is
w
illin
g an
d pr
epar
ed fo
r ch
ange
.
Opt
imis
ed
use
of
reso
urce
s
Bas
elin
eIn
terv
entio
n Lo
gic
O
bjec
tivel
y Ve
rifia
ble
indi
cato
rs o
f ach
ieve
men
tTa
rget
s So
urce
s & M
eans
of
Ver
ifica
tion
Expe
cted
Out
com
es
Ass
umpt
ions
Stra
tegi
c O
bjec
tives
SO
4 -4
To im
prov
e th
e qu
ality
and
di
vers
ity o
f se
rvic
es to
mee
t an
d ex
ceed
st
akeh
olde
rs’
expe
ctat
ions
"1. C
usto
mer
Fee
dbac
k Su
rvey
2. A
fully
func
tiona
l co
mpl
aint
s man
age-
men
t pla
tform
3. N
umbe
r of c
ases
re
porte
d on
act
s of
corr
uptio
n, e
xtor
tion,
et
c 4.
An
esta
blis
hed
Arb
itrat
ion
Cen
tre5.
No
of a
rbitr
ator
s tra
ined
"
2018
da
taB
B d
ata
"1. T
he S
trate
gy
and
Impl
emen
ta-
tion
Plan
s are
ad
opte
d2.
The
Sta
ffs a
re
will
ing
to d
o th
e ex
tra m
ile"
Satis
fied
mem
bers
and
st
akeh
olde
rs
Bas
elin
eIn
terv
entio
n Lo
gic
O
bjec
tivel
y Ve
rifia
ble
indi
cato
rs o
f ach
ieve
men
tTa
rget
s So
urce
s & M
eans
of
Ver
ifica
tion
Expe
cted
Out
com
es
Ass
umpt
ions
Stra
tegi
c O
bjec
tives
SO4
-5
To im
prov
e th
e B
rand
im
age
and
visi
bilit
y of
B
usin
ess
Bot
swan
a
1. N
o of
indu
stry
ass
ocia
-tio
ns a
nd c
ham
bers
of
com
mer
ce c
reat
ed2.
Per
cept
ion
Surv
ey re
sults
3. N
ew lo
go o
f BB
4. M
oder
n co
mm
unic
atio
n m
ater
ials
, up-
date
d w
ebsi
te,
soci
al m
edia
ado
pted
5. N
o of
aw
ards
and
re
cogn
ition
s aw
arde
d6.
New
Reg
iona
l Offi
ce
open
ed in
Mau
n7.
Hea
dqua
rters
refu
rbis
hed.
2018
da
ta
BB
dat
a1.
The
Stra
tegy
an
d Im
plem
enta
-tio
n Pl
ans a
re
adop
ted
2. F
inan
cial
vi
abili
ty is
se
cure
d.
Incr
ease
d aw
aren
ess o
f B
B
SO4
-6
To d
evel
op
and
rein
forc
e st
rate
gic
partn
ersh
ips
at th
e lo
cal,
regi
onal
and
in
tern
atio
nal
leve
ls
1. N
o of
stra
tegi
c pa
rtner
-sh
ip a
gree
men
ts si
gned
2. N
o of
mem
bers
in
Frie
nds o
f BB
net
wor
k3.
BB
's po
sitio
ning
in
com
paris
on w
ith o
ther
pr
ivat
e se
ctor
org
anis
atio
ns.
2018
da
ta
BB
dat
a
1. T
he S
trate
gy
and
Impl
emen
ta-
tion
Plan
s are
ad
opte
d2.
Par
tner
s are
w
illin
g to
co
llabo
rate
.
Incr
ease
d po
rtfol
io o
f pa
rtner
s
Bas
elin
eIn
terv
entio
n Lo
gic
O
bjec
tivel
y Ve
rifia
ble
indi
cato
rs o
f ach
ieve
men
tTa
rget
s So
urce
s & M
eans
of
Ver
ifica
tion
Expe
cted
Out
com
es
Ass
umpt
ions
Stra
tegi
c O
bjec
tives
SO4
-7
To
stre
ngth
en
mem
ber-
ship
th
roug
h re
tent
ion
and
recr
uitm
ent
initi
ativ
e
1. N
o of
mem
bers
ad
herin
g to
the
vario
us
leve
ls o
f the
loya
lty
prog
ram
me
2. N
o of
mem
bers
in
each
sect
or fr
om e
ach
regi
on3.
No
of w
omen
and
yo
uth
mem
bers
4. N
o of
Reg
iona
l C
ounc
ils th
at a
re
oper
atio
nal
5. N
o of
bus
ines
s re
late
d in
fo a
nd a
lerts
se
nt to
bus
ines
s co
mm
unity
6.
No
of m
embe
rs
serv
iced
in th
e af
terc
are
prog
ram
me.
2018
da
taB
B d
ata
1. T
he S
trate
gy
and
Impl
emen
ta-
tion
Plan
s are
ad
opte
d2.
Bus
ines
ses a
re
keen
to b
ecom
e m
embe
r of B
B.
1. M
embe
r-sh
ip re
tent
ion
2. In
crea
sed
num
ber o
f m
embe
rs3.
Div
ersi
ty in
m
embe
rshi
p (r
egio
nal,
sect
oral
, age
an
d ge
nder
).
Bas
elin
eIn
terv
entio
n Lo
gic
O
bjec
tivel
y Ve
rifia
ble
indi
cato
rs o
f ach
ieve
men
tTa
rget
s So
urce
s & M
eans
of
Ver
ifica
tion
Expe
cted
O
utco
mes
A
ssum
ptio
ns
Stra
tegi
c O
bjec
tives
SO4
-8
To re
-eng
i-ne
er th
e or
gani
satio
n-al
and
go
vern
ance
st
ruct
ures
1. A
new
org
anis
atio
n st
ruct
ure
2. N
o of
mem
bers
and
Su
b-C
omm
ittee
s in
Gov
erna
nce
Cou
ncil
3. N
o of
Sub
-Com
mit-
tees
cha
ired
by c
apta
ins
of b
usin
ess .
2018
da
taB
B d
ata
1. T
he S
trate
gy
and
Impl
emen
ta-
tion
Plan
s are
ad
opte
d2.
Cap
tain
s of
busi
ness
will
ing
to se
rve
BB
's Su
b-C
omm
ittee
s.
Mod
ern
man
agem
ent
stru
ctur
es fo
r B
B
SO4
-9
To m
ake
BB
a
resp
onsi
ble,
tra
nspa
rent
an
d ac
coun
t-ab
le o
rgan
i-za
tion
“to
wal
k th
e ta
lk.
1. C
usto
mer
Cha
rter
and
Cor
e Va
lues
of B
B
visi
ble
2. N
o of
dis
cipl
inar
y ac
tions
3. N
o of
pro
ject
s im
plem
ente
d an
d ex
pect
ed o
utco
mes
re
alis
ed4.
Tim
e ta
ken
to re
view
an
d im
plem
ent
corr
ectiv
e m
easu
res.
2018
da
taB
B d
ata
1. T
he S
trate
gy
and
Impl
emen
ta-
tion
Plan
s are
ad
opte
d2.
The
M &
E
plat
form
is
robu
st3.
BB
has
ca
paci
ty fo
r pr
ojec
t man
age-
men
t.
A fl
agsh
ip
orga
nisa
tion
RES
PON
SIB
LE
DEP
ART
MEN
T
ST1
PA PAM
CD
PA PA PA PA PA Long
term
PAM
CD
1.1.
1.
1.1.
3
1.1.
4
1.1.
5
1.1.
7
1.1.
8
1.2.
1
1.2.
2
1.2.
3
To fi
ne tu
ne th
e ex
istin
g di
alog
ue fr
amew
ork
with
gov
ernm
ent a
nd a
utho
ritie
s (w.
r.t L
LCC
, SLC
C
and
HLC
C) T
o co
ordi
nate
the
busi
ness
com
mun
ity’s
con
sulta
tion
with
the
Hea
d of
Sta
te a
nd h
is
Min
iste
rs
To
est
ablis
h an
onl
ine
plat
form
for m
embe
rs to
pos
t pro
blem
s and
diff
icul
ties i
n ob
tain
ing
licen
ses,
perm
its, c
lear
ance
s and
app
rova
ls
To lo
bby
gove
rnm
ent f
or a
ffirm
ativ
e po
licy
mix
to e
ndow
Bot
swan
a w
ith c
ondu
cive
bus
ines
s en
viro
nmen
t ( T
o w
ork
with
stak
ehol
ders
)
To p
artic
ipat
e in
hig
h le
vel e
cono
mic
dip
lom
acy
and
inte
rnat
iona
l coo
pera
tion
(AG
OA
, SA
-EU
EP
A, W
TO, S
AD
C, E
AC
-CO
MES
A-S
AD
C T
ripar
tite,
Con
tinen
tal F
ree
Trad
e Are
a) a
s par
t of
gove
rnm
ent n
egot
iatin
g te
am w
ith p
ossi
ble
fund
ing
from
the
Stat
e
To
pro
vide
tim
ely
polic
y in
puts
on
issu
es o
f nat
iona
l im
porta
nce
(tar
get i
s com
mun
icat
ion)
To e
ngag
e w
ith th
e M
inis
try o
f Fin
ance
on
pre-
Bud
get c
onsu
ltatio
ns
To d
evis
e a
chec
klis
t of g
ood
prac
tices
to e
nhan
ce th
e ap
prov
al p
roce
sses
at l
ocal
aut
horit
ies,
inst
itutio
nal a
nd m
inis
try le
vels
( N
o of
lice
nces
, per
mits
, app
rova
ls &
cle
aran
ces)
To
co-
crea
te g
uide
lines
for t
he a
ppro
val p
roce
ss w
hich
shou
ld b
e cl
ear,
trans
pare
nt, e
quita
ble,
ea
sily
acc
essi
ble
and
rule
- bas
ed (p
roce
ss, t
ime
and
cost
)
To d
isse
min
ate
the
regu
latio
ns a
nd a
dmin
istra
tive
note
s am
ong
mem
bers
and
the
priv
ate
sect
or in
ge
nera
l
AC
TIV
I-TY
No:
AC
TIV
ITIE
S
ST1
PA PAM
CD
PA PA PA PA PA PA PA
1.2.
4
1.2.
5
1.2.
6
1.2.
7
1.3.
1
1.3.
2
1.3.
3
1.3.
4
1.3.
5
To w
ork
clos
ely
with
the
gove
rnm
ent t
o en
sure
that
priv
ate
sect
or e
nter
pris
es a
re o
ffere
d eq
ual
treat
men
t to
Sta
te O
wn
Ente
rpris
es a
s per
nat
iona
l law
s (no
exe
mpt
ion,
no
equa
l tha
n eq
uals
and
no
favo
urab
le tr
eatm
ent)
To c
lear
ly d
efin
e an
d di
ssem
inat
e th
e lis
t of p
riorit
y se
ctor
s res
erve
d fo
r loc
al e
nter
pris
es.
To w
ork
with
gov
ernm
ent t
o es
tabl
ish
clea
r and
pre
dict
able
pol
icie
s and
crit
eria
for a
cces
s to
land
fo
r bus
ines
s pur
pose
s
To w
ork
with
gov
ernm
ent t
o im
prov
e th
e pr
oces
sing
and
app
rova
l for
issu
e an
d re
new
al o
f vis
as,
wor
k an
d re
side
nt p
erm
its fo
r for
eign
inve
stor
s, in
vest
or fa
mily
and
for e
xpat
riate
wor
kers
To c
ondu
ct re
gula
tory
impa
ct a
sses
smen
t of e
xist
ing
and/
or n
ew re
gula
tions
and
pol
icie
s whi
ch
will
hav
e si
gnifi
cant
impa
ct o
n bu
sine
ss
To p
ropo
se e
vide
nce
base
d am
endm
ents
and
ena
ctm
ents
and
pol
icy
chan
ges t
o re
mov
e im
pedi
-m
ents
and
bot
tlene
cks t
hat a
re a
sphy
xiat
ing
the
busi
ness
from
hap
peni
ng (
to u
se th
e w
orld
ban
k ea
se o
f doi
ng b
usin
ess f
ram
ewor
k)
To lo
bby
for E
-Gov
erna
nce
impl
emen
tatio
n in
itiat
ive
for s
ubm
issi
on, p
roce
ssin
g an
d ap
prov
al o
f lic
ense
s, pe
rmits
, app
rova
ls a
nd c
lear
ance
s, si
mila
r to
E-fil
ing
of ta
xes a
nd S
ingl
e w
indo
w
initi
ativ
e fo
r cus
tom
s cle
aran
ces
To id
entif
y in
fras
truct
ure
prio
ritie
s for
trad
e an
d in
vest
men
t and
mai
nstre
amin
g th
em in
nat
iona
l de
velo
pmen
t age
nda
To p
ropo
se th
e se
tting
up
of a
n E-
Judi
ciar
y fo
r fas
ter h
earin
g an
d cl
osur
e of
bus
ines
s cas
es
RES
PON
SIB
LE
DEP
ART
MEN
TA
CTI
VI-
TY N
o:A
CTI
VIT
IES
ST1
PA PA PA BD
S
BD
S
Long
term
Mem
bers
hip
Mem
bers
hip
1.3.
6
1.3.
7
1.4.
1
1.4.
2
1.4.
3
1.4.
4
1.4.
5
2.1.
1
To h
elp
impr
ove
the
publ
ic-p
rivat
e-pa
rtner
ship
fram
ewor
k an
d ad
voca
te fo
r the
setti
ng o
f a
capa
cita
ted
PPP
unit
at th
e M
inis
try o
f Fin
ance
and
at k
ey m
inis
tries
To c
olla
bora
te w
ith p
ublic
sect
or a
genc
ies t
o im
prov
e th
e ra
nkin
g of
Bot
swan
a in
inte
rnat
iona
l in
dice
s and
surv
eys
To id
entif
y st
akeh
olde
rs w
ho p
lay
a re
leva
nt ro
le in
pol
icy
mak
ing,
pub
lic a
dmin
istra
tion
and
proj
ect i
mpl
emen
tatio
n
To
dev
elop
mea
ning
ful p
artn
ersh
ips w
ith k
ey a
genc
ies,
depa
rtmen
ts a
nd a
genc
ies,
in th
e st
yle
of
Mem
oran
dum
of U
nder
stan
ding
(MoU
) for
info
rmat
ion
exch
ange
and
col
labo
ratio
n
To e
stab
lish
Foca
l Poi
nts (
with
Alte
rnat
es) i
n ea
ch id
entif
ied
inst
itutio
n
To e
stab
lish
a m
ulti
stak
ehol
der f
orum
whe
re k
ey st
akeh
olde
rs c
an e
ngag
e in
syst
emat
ic o
n bu
sine
ss re
late
d di
scus
sion
s and
pro
pose
solu
tion
to a
ny p
robl
em a
reas
BB
to p
rovi
de S
ecre
taria
t ser
vice
s to
mem
bers
and
to e
nsur
e ap
prop
riate
follo
w u
p ac
tions
on
deliv
erab
les
To c
ondu
ct a
surv
ey o
n th
e su
pply
side
cap
abili
ties o
f BB
mem
bers
(man
ager
ial c
ompe
tenc
ies,
age
of m
achi
ne &
equ
ipm
ent,
prod
uctiv
ity a
nd c
apac
ity u
tiliz
atio
n, w
asta
ge, t
echn
olog
y an
d st
ate
of in
nova
tion)
RES
PON
SIB
LE
DEP
ART
MEN
TA
CTI
VI-
TY N
o:A
CTI
VIT
IES
ST2
Mem
bers
hip
BD
S
BD
S
BD
S
BD
S
BD
S
BD
S
BD
S
BD
S
2.1.
1
2.1.
2
2.1.
3
2.1.
4
2.1.
5
2.1.
6
2.1.
7
2.2.
1
2.2.
2
RES
PON
SIB
LE
DEP
ART
MEN
TA
CTI
VI-
TY N
o:A
CTI
VIT
IES
To c
ondu
ct a
surv
ey o
n th
e su
pply
side
cap
abili
ties o
f BB
mem
bers
(man
ager
ial c
ompe
tenc
ies,
age
of m
achi
ne &
equ
ipm
ent,
prod
uctiv
ity a
nd c
apac
ity u
tiliz
atio
n, w
asta
ge, t
echn
olog
y an
d st
ate
of
inno
vatio
n)
To b
uild
cap
acity
of e
ntre
pren
eurs
to m
oder
nise
, exp
and
and
dive
rsify
bus
ines
ses
To v
isit
inte
rnat
iona
l fa
irs, m
achi
nery
exh
ibiti
ons t
o m
eet w
ith n
ew te
chno
logy
par
tner
s and
te
chno
logy
pro
vide
rs.
To o
rgan
ise
a Te
chno
logy
Tra
de F
air i
n B
otsw
ana
in c
olla
bora
tion
with
mai
n te
chno
logy
and
m
achi
nery
man
ufac
turin
g co
untri
es (I
ndia
, Chi
na, T
aiw
an, S
outh
Kor
ea, E
U. U
SA, J
apan
, etc
)
To o
rgan
ise
Stud
y To
urs a
nd F
amili
aris
atio
n Pr
ogra
mm
es in
sele
cted
cou
ntrie
s (M
alay
sia,
Indi
a,
Taiw
an a
nd C
hina
)
BB
to c
olla
bora
te w
ith U
NID
O In
dust
rial U
pgra
ding
and
Mod
erni
zatio
n Pr
ogra
mm
e an
d to
ex
plor
e th
e po
ssib
ility
to h
ost t
he U
NID
O- U
IMP
proj
ect a
t BB
To c
oord
inat
e Tr
ain
the
Trai
ner p
rogr
amm
es in
col
labo
ratio
n w
ith U
NID
O-U
MIP
for s
uppo
rt in
stitu
tions
, loc
al e
xper
ts a
nd p
rofe
ssio
nals
on
indu
stria
l upg
radi
ng a
nd m
oder
nisa
tion.
To c
oord
inat
e ca
paci
ty b
uild
ing
prog
ram
mes
for e
ntre
pren
eurs
(HR
, Acc
ess t
o Fi
nanc
e, M
arke
t-in
g, P
rodu
ctio
n, A
dmin
istra
tion,
Mer
chan
disi
ng, e
tc)
To o
rgan
ise
cont
inuo
us c
apac
ity b
uild
ing
of e
nter
pris
es (S
yste
ms &
Pro
cess
es, C
ompl
ianc
es,
Cer
tific
atio
ns –
Glo
bal G
ap, H
AC
CP,
WR
AP,
Fai
r Tra
de, B
IO, e
tc)
ST2
BD
S ©
BD
S
BD
S
EO PA PA BD
S
PA PA
2.2.
4
2.2.
6
2.2.
7
2.2.
8
2.3.
1
2.3.
2
2.3.
3
2.3.
4
2.3.
5
To b
uild
the
expo
rt re
adin
ess o
f exi
stin
g an
d po
tent
ial e
xpor
ters
(co
llabo
ratio
n w
ith st
akeh
olde
rs)
To
est
ablis
h a
Dat
a B
ase
of n
atio
nal a
nd re
gion
al R
egis
tere
d Tr
aine
rs
To c
olla
bora
te w
ith lo
cal U
nive
rsiti
es, T
rain
ing
Cen
tres a
nd le
adin
g pr
actit
ione
rs to
dev
elop
and
de
liver
app
ropr
iate
trai
ning
and
skill
s dev
elop
men
t pro
gram
mes
To b
e pr
o ac
tive
and
ensu
re o
rgan
siat
ions
that
are
set u
p to
sell
Bot
swan
a pr
oduc
ts p
erfo
rm th
eir
man
date
To c
olla
bora
te w
ith IL
O t
o es
tabl
ish
a pl
atfo
rm fo
r har
mon
ious
em
ploy
er-e
mpl
oyee
rela
tions
hip
(dec
ent w
ork
coun
try p
rogr
amm
e, ri
ght t
o or
gani
se in
to tr
ade
unio
n, c
olle
ctiv
e ba
rgai
ning
, rem
uner
a-tio
n or
ders
, wor
kers
par
ticip
atio
n in
man
agem
ent,
tripa
rtite
neg
otia
ting
plat
form
, sou
nd H
R p
olic
ies,
disp
ute
settl
emen
t, am
ong
othe
rs)
To id
entif
y po
licy
gaps
and
shor
tcom
ings
in th
e ex
istin
g la
bour
law
s or i
n ne
w e
nact
men
ts a
nd m
ake
appr
opria
te re
pres
enta
tions
with
the
auth
oriti
es
To d
evel
op a
Nat
iona
l Ski
lls D
evel
opm
ent S
uppo
rt Pr
ogra
mm
e, w
ith B
B M
embe
rs, f
or in
tern
ship
and
tra
inin
g of
une
mpl
oyed
with
focu
s on
yout
h em
ploy
men
t
To p
repa
re a
Con
sulta
tive
Pape
r on
Skill
s Mis
mat
ch a
nd re
view
of t
he e
duca
tion
syst
em w
ith fo
cus o
n D
ual-E
duca
tion
Syst
em
To e
ncou
rage
BB
mem
bers
to h
onou
r all
agre
emen
ts re
ache
d w
ith th
e tra
de u
nion
or e
mpl
oyee
s’ re
pres
enta
tives
RES
PON
SIB
LE
DEP
ART
MEN
TA
CTI
VI-
TY N
o:A
CTI
VIT
IES
ST2
BD
S
PA PA PA EO EO EO EO EO Cro
ss
cutti
ng (
all
depa
rt-m
ents
)
2.3.
6
2.3.
7
2.3.
8
2.3.
9
2.4.
1
2.4.
2
2.4.
3
2.4.
4
2.4.
5
2.5.
1
To p
rovi
de e
ffect
ive
mec
hani
sm fo
r Alte
rnat
ive
Dis
pute
Res
olut
ion
(AD
R)-
Med
iatio
n an
d A
rbitr
a-tio
n
To d
evel
op a
n Em
ploy
men
t Cha
rter f
or B
B m
embe
rs d
efin
ing
Com
plia
nce
to O
ccup
atio
nal H
ealth
an
d Sa
fety
, non
child
forc
ed la
bour
and
pro
mot
ing
equa
l opp
ortu
nity
and
rem
uner
atio
n
To d
evel
op a
gui
delin
e fo
r Mig
rant
wor
kers
To a
lign
com
plia
nce
of la
bour
law
to th
e SA
DC
Priv
ate
Sect
or F
orum
gui
delin
es
To c
olla
bora
te w
ith th
e go
vern
men
t and
par
asta
tal b
odie
s to
prom
ote
Econ
omic
Div
ersi
ficat
ion
Driv
e (E
DD
) of B
otsw
ana
(Bot
swan
a Ex
celle
nce
Stra
tegy
& N
atio
nal E
cono
mic
Div
ersi
ficat
ion
Cou
ncil)
To p
rom
ote
bene
ficia
tion
of lo
cal r
esou
rces
To h
elp
deve
lop
high
val
ue a
dded
regi
onal
and
glo
bal v
alue
cha
ins
To
influ
ence
new
indu
stria
l and
serv
ices
clu
ster
s to
driv
e su
stai
nabl
e an
d in
clus
ive
econ
omic
gr
owth
(des
ert e
cono
my,
Sm
art C
ities
, Hos
pita
lity
Indu
stry
, cre
ativ
e in
dust
ry..)
©
To p
artn
er w
ith th
e go
vern
men
t to
set u
p an
d co
-man
age
Spec
ial E
cono
mic
Zon
es (S
EZs)
To
rein
forc
e th
e ex
istin
g ne
twor
king
and
bus
ines
s pla
tform
s (N
atio
nal B
usin
ess C
onfe
renc
e,
Ann
ual G
ala
Din
ner,
Bus
ines
s Bot
swan
a N
atio
nal T
rade
Fai
r)
To o
rgan
ise
stru
ctur
ed p
rom
otio
n an
d sa
les e
vent
s in
targ
eted
mar
kets
in c
olla
bora
tion
with
BIT
C
To o
rgan
ise
busi
ness
mat
chm
akin
g ev
ents
to p
rom
ote
sub-
cont
ract
ing
and
busi
ness
link
ages
RES
PON
SIB
LE
DEP
ART
MEN
TA
CTI
VI-
TY N
o:A
CTI
VIT
IES
ST2
BD
S
BD
S
BD
S
2.5.
3
2.5.
4
2.5.
5
To o
rgan
ise
stru
ctur
ed p
rom
otio
n an
d sa
les e
vent
s in
targ
eted
mar
kets
in c
olla
bora
tion
with
BIT
C
To
org
anis
e bu
sine
ss m
atch
mak
ing
even
ts to
pro
mot
e su
b-co
ntra
ctin
g an
d bu
sine
ss
linka
ges
To
org
anis
e re
gula
r stru
ctur
ed se
ctor
al B
usin
ess B
reak
fast
mee
tings
with
stak
ehol
ders
( in
di
ffere
nt re
gion
s of B
otsw
ana)
RES
PON
SIB
LE
DEP
ART
MEN
TA
CTI
VI-
TY N
o:A
CTI
VIT
IES
ST3
PA PA PA EO EO EO EO PAM
CD
EO
BD
S
BD
S
3.5.
1
3.5.
2
3.5.
3
3.5.
4
3.5.
5
3.6.
1
3.6.
2
3.6.
3
3.6.
4
3.6.
5
3.6.
6
To c
olla
bora
te c
lose
ly w
ith th
e R
egis
trar o
f Com
pani
es a
nd o
ther
age
ncie
s hel
ping
the
MSM
Es
sect
or to
mak
e th
e re
gist
ratio
n pr
oces
s of a
com
pany
eas
y, c
heap
er a
nd h
assl
e fr
ee
To
con
duct
nat
ion-
wid
e ca
mpa
igns
, wor
ksho
ps, s
emin
ars a
nd c
onfe
renc
es to
enc
oura
ge b
usin
ess-
es to
gra
duat
e fr
om th
e in
form
al to
the
form
al se
ctor
To e
ngag
e lo
cal c
omm
unity
lead
ers t
o pr
omot
e th
e be
nefit
s of o
pera
ting
in th
e fo
rmal
sect
or
To
wor
k cl
osel
y w
ith b
anks
and
non
-ban
king
fina
ncia
l ins
titut
ions
for p
refe
rent
ial t
reat
men
ts to
bu
sine
sses
ope
ratin
g in
the
form
al se
ctor
To w
ork
with
Min
istry
of F
inan
ce a
nd E
cono
mic
Dev
elop
men
t (G
over
nmen
t) fo
r add
ition
al
ince
ntiv
es p
acka
ge fo
r com
pani
es tr
ansi
tioni
ng fr
om th
e in
form
al to
the
form
al se
ctor
To p
rom
ote
busi
ness
link
ages
bet
wee
n lo
cal c
orpo
rate
s and
MN
Cs/
TNC
s with
dom
estic
MSM
Es
(sub
-con
tract
ing,
sour
cing
, mar
ketin
g)
To m
ake
mor
e sp
ace
for M
SMEs
in n
atio
nal p
rocu
rem
ent a
nd te
nder
s
To e
stab
lish
an o
nlin
e pl
atfo
rm fo
r nat
iona
l and
regi
onal
tend
ers f
or B
B m
embe
rs
To p
ropo
se sp
ecia
l inc
entiv
es a
nd fi
nanc
ial p
acka
ges f
or th
e M
SME
sect
or
To
stre
ngth
en M
SME
capa
citie
s to
pene
trate
the
dom
estic
and
regi
onal
mar
kets
To s
treng
then
the
MSM
E U
nit a
t BB
to b
ette
r ser
vice
gro
wth
-orie
nted
ent
erpr
ises
RES
PON
SIB
LE
DEP
ART
MEN
TA
CTI
VI-
TY N
o:A
CTI
VIT
IES
ST4
EO Fina
nce
and
Adm
inis
tra-
tion
EO PA
BD
S
Fina
nce
and
Adm
inis
tra-
tion
Fina
nce
and
Adm
inis
tra-
tion
EO EO EO
4.1.
1
4.1.
2
4.1.
4
4.1.
5
4.2.
1
4.2.
2
4.2.
3
4.2.
4
4.2.
5
4.2.
6
To a
sses
s and
revi
ew th
e or
gani
zatio
nal s
truct
ure
and
infr
astru
ctur
e (I
T sy
stem
s, of
fice
layo
ut a
nd
déco
r) in
line
with
the
Stra
tegi
c Pl
an 2
018-
2023
with
a v
iew
to im
prov
ing
on e
ffici
ency
and
tim
eli-
ness
of a
ctio
ns
To e
stab
lish
syst
ems a
nd p
roce
dure
s, w
ith a
ppro
pria
te P
roce
dure
Man
uals
, for
key
adm
inis
trativ
e an
d op
erat
iona
l act
ions
(CR
M, P
roje
ct M
anag
emen
t, M
&E.
.)
To
est
ablis
h cl
ear d
eliv
erab
les a
nd p
erfo
rman
ce m
atrix
for e
ach
Dep
artm
ent,
team
and
staf
f mem
ber
To b
uild
the
capa
city
of B
B to
effe
ctiv
ely
advi
se g
over
nmen
t on
polic
y ch
ange
s, re
form
s age
nda,
am
endm
ents
and
ena
ctm
ents
to im
prov
e th
e bu
sine
ss e
nviro
nmen
t of B
otsw
ana
To c
ondu
ct su
rvey
s to
iden
tify
prob
lem
s are
as/is
sues
, Tra
inin
g N
eeds
Ana
lysi
s and
gat
her n
ew p
roje
ct
idea
s fro
m B
B st
aff m
embe
rs
To c
ontin
uous
ly b
uild
and
upg
rade
the
skill
s and
kno
wle
dge
of B
B p
erso
nnel
(foc
usse
d tra
inin
g) to
al
low
staf
f mem
bers
to g
row
in st
atur
e an
d pr
omin
ence
To
recr
uit t
he ri
ght t
ype
of ta
lent
at B
B to
ens
ure
that
BB
has
the
reso
urce
s to
deliv
er se
rvic
es to
mee
t th
e ex
pect
atio
ns o
f the
stak
ehol
ders
To c
anva
ss g
over
nmen
t to
shar
e tra
inin
g pr
ogra
mm
es fr
om d
onor
age
ncie
s and
fore
ign
gove
rnm
ents
w
ith th
e pr
ivat
e se
ctor
on
a 50
:50
basi
s
To b
uild
stro
ng sy
nerg
ies a
nd e
ngag
emen
t thr
ough
team
bui
ldin
g an
d cr
oss-
func
tiona
l ini
tiativ
es
To in
trodu
ce a
Per
form
ance
Eva
luat
ion
and
Rew
ard
Syst
em fo
r BB
per
sonn
el b
ased
on
clea
r pla
n, se
t go
als a
nd o
bjec
tives
, key
del
iver
able
s and
rew
ard
syst
em
AC
TIV
I-TY
No:
AC
TIV
ITIE
SR
ESPO
NSI
BLE
D
EPA
RTM
ENT
ST4
4.
3.1
4.3.
2
4.3.
3
4.3.
4
4.4.
1
4.4.
2
4.4.
3
4.4.
4
4.5.
1
4.5.
4
Fina
nce
and
Adm
inis
tra-
tion
Mem
bers
hip
EO EO PAM
CD
PAM
CD
PAM
CD
PAM
CD
Mem
bers
hip
PAM
CD
To O
utso
urce
an
inte
rnal
aud
itor t
o es
tabl
ish
syst
emic
con
trols
to im
prov
e ef
fect
iven
ess o
f ris
k m
anag
emen
t and
gov
erna
nce
proc
esse
s
To re
view
BB
Mem
bers
hip
stru
ctur
e w
ith re
gard
s to
mem
bers
hip
of A
ssoc
iatio
ns a
nd in
divi
dual
co
mpa
nies
and
the
subs
crip
tion
fees
(few
er c
ateg
orie
s/ba
nds)
To d
evel
op a
Res
ourc
e M
obili
satio
n St
rate
gy to
iden
tify
addi
tiona
l ave
nues
for F
inan
cial
and
Tec
hni-
cal A
ssis
tanc
e pr
ogra
mm
es fr
om d
evel
opm
ent a
nd d
onor
age
ncie
s and
spon
sors
Dev
elop
reve
nue
shar
ing
serv
ices
with
Gov
ernm
ent (
VAT
Ref
und
coun
ter,
Car
net A
TA. D
own
Tow
n D
uty
Free
Sho
ps)
To c
ondu
ct re
gula
r on-
line
self-
asse
ssm
ent/
satis
fact
ion
surv
ey
To c
ondu
ct a
nnua
l nee
d an
alys
is o
f mem
bers
to ta
ilor m
ake
suita
ble
capa
city
bui
ldin
g an
d su
ppor
t se
rvic
es
To e
stab
lish
a co
mpl
aint
Man
agem
ent P
latfo
rm to
cap
ture
and
resp
ond
to M
embe
rs’ p
robl
ems m
ore
To d
evis
e an
d im
plem
ent a
regu
lar F
eedb
ack
syst
em
To fa
cilit
ate
and
nurtu
re th
e es
tabl
ishm
ent o
f Ind
ustry
Ass
ocia
tions
& C
ham
bers
of C
omm
erce
To
des
ign,
dev
elop
and
laun
ch a
new
com
mun
icat
ion
and
mar
ketin
g st
rate
gy, w
ith re
vam
ped
prom
o-tio
n to
ols a
nd m
ater
ials
(upg
rade
web
site
to a
Bus
ines
s Por
tal,
new
gen
erat
ion
of b
roch
ures
, Mon
thly
N
ewsl
ette
r, A
nnua
l Rep
ort,
enha
nced
soci
al m
edia
tool
s, ch
at fa
cilit
y (d
urin
g of
fice
hour
s), a
dver
tis-
ing,
test
imon
ials
, gift
s and
mom
ento
s
RES
PON
SIB
LE
DEP
ART
MEN
TA
CTI
VI-
TY N
o:A
CTI
VIT
IES
ST4
PA PA
MC
D
EO EO EO Mem
bers
hip
Mem
bers
hip
Mem
bers
hip
PAM
CD
Mem
bers
hip
4.5.
5
4.5.
7
4.6.
1
4.6.
2
4.6.
3
4.7.
1
4.7.
2
4.7.
3
4.7.
4
4.7.
5
Laun
ch n
ew n
atio
nal l
evel
Rec
ogni
tions
and
Aw
ards
with
hig
h pr
ofile
Aw
ard
Cer
emon
ies a
t the
NB
C
Impr
ove
the
look
and
feel
of B
B o
ffice
& se
rvic
e de
liver
y m
odes
To d
evel
op a
net
wor
k of
stra
tegi
c pa
rtner
ship
s with
pee
r org
anis
atio
ns, a
cade
mia
, thi
nk-ta
nks,
med
ia,
Bot
swan
a D
iasp
ora
and
mul
tilat
eral
age
ncie
s at t
he n
atio
nal,
regi
onal
and
inte
rnat
iona
l lev
els f
or
exch
ange
of i
nfor
mat
ion
and
expe
rienc
e, a
nd b
ench
mar
king
To c
reat
e a
netw
ork
of F
riend
s of B
B in
sele
cted
cou
ntrie
s
To
seek
tech
nica
l ass
ista
nce
from
ITC
Gen
eva
for i
ndep
ende
nt B
ench
mar
king
of B
B a
s a p
rivat
e se
ctor
trad
e su
ppor
t ins
titut
ion.
To e
stab
lish
a m
ulti-
tier M
embe
rshi
p lo
yalty
pro
gram
me
to p
rovi
de e
ffect
ive
afte
rcar
e se
rvic
es to
ex
istin
g m
embe
rs
To la
unch
a M
embe
rshi
p R
ecru
itmen
t Pla
n to
ens
ure
mul
ti-se
ctor
al, m
ulti-
disc
iplin
ary
and
regi
onal
ly
dive
rsifi
ed a
ctiv
e m
embe
rs
To re
-dyn
amiz
e th
e R
egio
nal C
ounc
ils w
ith a
new
sens
e of
pur
pose
, with
regu
lar m
eetin
gs w
ith H
ead
offic
e an
d a
dedi
cate
d lin
e of
com
mun
icat
ion
with
the
Exec
utiv
e C
omm
ittee
To
cre
ate
a pl
atfo
rm fo
r dis
sem
inat
ion
of b
usin
ess r
elat
ed in
form
atio
n an
d al
erts
to m
embe
rs (T
ende
r N
otic
es (l
ocal
, reg
iona
l and
inte
rnat
iona
l), R
egio
nal a
nd In
tern
atio
nal T
rade
Fai
rs a
nd E
xhib
ition
s, po
licy
chan
ges a
t nat
iona
l, re
gion
al a
nd in
tern
atio
nal l
evel
s) th
at m
ay im
pact
bus
ines
s
To
dev
elop
and
impl
emen
t stru
ctur
ed M
embe
rshi
p A
fterc
are
Prog
ram
mes
RES
PON
SIB
LE
DEP
ART
MEN
TA
CTI
VI-
TY N
o:A
CTI
VIT
IES
ST4
4.
8.1
4.8.
2
4.8.
3
4.9.
1
4.9.
2
4.9.
3
4.9.
4
EO EO
EO
EO EO
EO EO
To re
wor
k th
e or
gani
satio
n str
uctu
re o
f BB
to re
alig
n re
sour
ce m
obili
satio
n to
mee
t the
exi
genc
ies
of th
e ne
w st
rate
gy
To re
view
the
struc
ture
of B
B’s G
over
nanc
e Co
unci
l (fe
wer
mem
bers
and
add
ition
al su
b-co
mm
it-te
es)
To
solic
it th
e se
rvic
es o
f cap
tain
s of b
usin
ess t
o Ch
air s
peci
fic S
ub-C
omm
ittee
s with
cle
ar T
erm
s of
Ref
eren
ce
To d
evel
op a
Cus
tom
er C
harte
r and
a se
t of C
ore
Valu
es fo
r BB
To D
evel
op th
e Co
des o
f Goo
d G
over
nanc
e an
d Et
hica
l Bus
ines
s
To
esta
blish
a ro
bust
M&
E pl
atfo
rm fo
r sys
tem
atic
al re
view
of p
roje
ct m
anag
emen
t
To
take
tim
ely
mea
sure
s to
corre
ct a
ny d
epar
ture
from
set c
ours
e an
d to
adj
ust t
o ch
angi
ng
envi
ronm
ent
RES
PON
SIB
LE
DEP
ART
MEN
TA
CTI
VI-
TY N
o:A
CTI
VIT
IES
HEAD OFFICEBusiness Botswana
P. O . BOX 432Gaborone
Phone: (+267) 395 3459Fax: (+267) 3973142
Email: [email protected]
REGIONAL OFFICEBusiness Botswana
Haskins BuildingPrivate Bag 432
FrancistownPhone: (+267) 241 4622
Fax: (+267) 241 4494Email: [email protected]
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