Ministry of Communications, Science and Technology

Department of Research, Science

and Technology

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

Final Report

May 2009

Table Of Contents

Contents

TABLE OF TABLES ...... IV

ACRONYMS AND ABBREVIATIONS ...... V

EXECUTIVE SUMMARY ...... VIII

1 INTRODUCTION AND BACKGROUND ...... 1

1.1 Purpose and context of the project...... 1

1.2 Report Outline ...... 2

1.3 The need for an S&T HRD strategy ...... 2

1.4 in Transition ...... 9

1.5 Transition Model...... 13

1.6 Supporting National Policies, Strategies, Initiatives and Projects ...... 15 1.6.1 Vision 2016 ...... 15 1.6.2 Draft National Development Plan 10 (NDP 10) ...... 16 1.6.3 Draft of MCST Draft NDP 10 Projects ...... 17 1.6.4 BEAC Strategy ...... 20 1.6.5 Science and Technology Policy ...... 20 1.6.6 Tertiary Education Policy ...... 21 1.6.7 The Formulation Study on the development of the National Human Resource Development Strategy (NHRDS) ...... 22 1.6.8 BNRST Plan ...... 22 1.6.9 Botswana International University of Science and Technology (BIUST) ...... 23 1.6.10 Private Sector Development Strategy (PSDS) ...... 26 1.6.11 Intellectual Property Rights ...... 27

2 METHODOLOGY ...... 28

2.1 Tools and Methodologies...... 28 2.1.1 On-line Web Based Survey ...... 28 2.1.2 Paper-based Questionnaire and Structured Interviews ...... 29 2.1.3 Review of Current S&T HRD Policies and Strategies ...... 29 2.1.4 Comparator Countries ...... 29 2.1.5 SWOT and Problem Tree Analysis ...... 29 2.1.6 Database Review ...... 32 2.1.7 Workshop and Reference Group Meetings ...... 32

3 SUMMARY FINDINGS FROM THE SITUATIONAL AND NEEDS ANALYSES ...... 33

ii 3.1 Findings from Situational Analysis ...... 33 3.1.1 Policy and Institutional Framework ...... 33 3.1.2 Online Survey ...... 33 3.1.3 Stakeholder Interviews and Research ...... 35 3.1.4 Funding ...... 40 3.1.5 Review of the Current Database ...... 41

3.2 Findings from the Needs Analysis ...... 42 3.2.1 S&T skills in short supply impact eight critical sectors of the economy ...... 42 3.2.2 Funding strategies ...... 42 3.2.3 RST Human Resource Development ...... 43 3.2.4 Benchmarked strategies ...... 43 3.2.5 Recommended Solutions ...... 44

4. PROPOSED S&T HRD STRATEGY ...... 46

4.1 Introduction ...... 46

4.2 Strategy to drive the S&T HRD vision ...... 49 Table 6: Linkage between goals and strategic projects ...... 51 4.2.2 Relevance and Alignment of Goals ...... 55

5. IMPLEMENTATION AND PROJECTED COSTS ...... 59

6. MONITORING AND EVALUATION ...... 63

7. RECOMMENDATIONS AND CONCLUSION ...... 69

APPENDIX I: TERMS OF REFERENCE ...... 72

APPENDIX 2: LIST OF CONSULTED DOCUMENTS ...... 80

APPENDIX 3: MEMBERS OF THE REFERENCE GROUP ...... 81

APPENDIX 4: LIST OF STAKEHOLDERS ...... 82

APPENDIX 5: ON-LINE SURVEY QUESTIONNAIRE ...... 84

APPENDIX 6: STAKEHOLDER INTERVIEW QUESTIONNAIRE ...... 88

APPENDIX 7: EMPLOYMENT OPPORTUNITIES FOR S&T GRADUATES 99

APPENDIX 8: PRACTICAL IMPACT OF THE S&T STRATEGY ...... 101

APPENDIX 9: STRATEGIC PROJECTS OUTLINE ...... 104

APPENDIX 10: COST BREAKDOWN PER STRATEGIC PROJECT ...... 114

APPENDIX 11: TERMS OF REFERENCE COMPLIANCE MATRIX ...... 125

iii Table of Tables

Table Description: Page No: No: 1 Summary of Benchmarked Countries 5 2 Key Flaws and Associated Risks of Traditional Manpower Plans 10 3 The Key Benefits & Strengths Associated with Human Resource 11 Development Planning 4 Complementaries between S&T HRD strategy and BIUST 25 5 Skills that are in Short Supply Categories by Sector 37 6 How Strategic Projects link to Goals 51 7 Relevance of Proposed S&T HRD Strategy to National Policies, 56 Strategies, Initiatives and Projects 8 Supporting Action Points contained in the BEAC Strategy 56 9 Phases and Timeframes for the Establishment of HRD Sectoral 59 Committees 10 Strategic Goals by Implementation Phase 61 11 Proposed Costs for Strategic Projects 62 12 Indicators of Strategic Goals 66

iv Acronyms and Abbreviations

AIDS Acquired Immune Deficiency Syndrome A*STAR Agency for Science, Technology and Research BEAC Botswana Economic Advisory Council BEC Botswana Examinations Council BEDIA Botswana Export Development and Investment Authority BIDPA Botswana Institute for Development Policy Analysis BIH Botswana Innovation Hub BIUST Botswana International University of Science and Technology BNRST Botswana National Research Science and Technology Plan BOCCIM Botswana Confederation of Commerce, Industry and Manpower BOTEC Botswana Technology Centre BRC Business Research Centre BRSTFA Botswana Research, Science and Technology Funding Agency COI Centres of Innovation COT Commercialisation of Technology DPSM Directorate of Public Service Management DRST The Department of Research Science and Technology DST Department of Science & Technology EDB Board EU European Union FDI Foreign Direct Investment FRST Foundation for Research, Science & Technology FT Full Time FTE Full Time Enrolment GCI Global Competitiveness Index GDP Gross Domestic Product GICO Government Implementation and Coordination Office HC Head Count HDI Human Development Index HIV Human Immunodeficiency Virus HRC Health Research Council HRD Human Resource Development HRDSST Human Resource Development Strategy for Science and Technology

v HSRC Human Sciences Research Council ICT Information & Communication Technology IF Innovation Fund ISF International Science Foundation IFSC International Financial Services Centre ITP Institutes of Technology and Polytechnics ISM Institute of Supply Management KEI Knowledge Economic Index LFA Logical Framework Approach LMO Labour Market Observatory MCST Ministry of Communications, Science and Technology MEMBOT MacroEconomic Model of Botswana MFDP Ministry of Finance and Development Planning MOE Ministry of Education MRC Research Council MoRST Ministry of Research, Science and Technology MSc Master of Science MTI Ministry of Trade and Industry NDP National Development Plan NEC Not Elsewhere Classified NEMIC National Employment, Manpower and Incomes Council NIC National Innovation Capability NRF National Research Fund ODL Outside Distance Learning OECD Organisation for Economic Co-operation and Development PhD Doctor of Philosophy PMO Project Management Office PPP Public Private Partnership PRI Public Research Institutions PSDS Private Sector Development Strategy PT Part Time R&D Research and Development RFID Radio Frequency Identification RI Research Institutions RIEC Research, Innovation and Enterprise Council RIPCO Rural Industries Promotion Company RISC Research Incentive Scheme for Companies RSNZ Royal Society of RST Research Science and Technology RSTI Research Science and Technology Institution

vi

SANAP South African National Antarctic Program SARCI South African Research Chairs Initiative Sitra The Finnish National Fund for Research and Development S&T Science and Technology STAF Science and Technology Agreements Fund SWOT Strengths, Weaknesses, Opportunities and Threats TE Tertiary Education TEC Tertiary Education Council Tekes National Technology Agency () THRIP Technology for Human Resources for Industry TLL Temasek Life Sciences Laboratories ToR Terms of Reference TRIPS Trade Related Aspects of Intellectual Property Rights TWAS Third World Academy of Science UB University of Botswana US VB Visual Basics VTT Technical Research Centre of Finland WUSC World University Service of

vii Executive Summary

1 This final report submission follows the approval of the inception, situational assessment and needs analysis reports.

2 The key objective of the study was to design a human resource capability development strategy that will focus on developing skills that will give new and existing S&T professionals greater ability to be effective in roles that will aid the economic diversification of Botswana.

3 The study used a variety of surveys including on-line web based, paper based, and structured interviews. Desk reviews were conducted on S&T and HRD related policies. Deloitte Global Research Centre conducted a comparator review of 6 countries policies and strategies including New Zealand, Finland, , , Mauritius and and these were used to inform the development of this strategy. A SWOT and Problem Tree approach were used to help identify solutions. Two stakeholder workshops and several reference group meetings provided critical stakeholder input.

4. The on-line survey was publicised through the print media, internet advertising, posters and direct contact with some of the major employers of RST professionals. The result was a total of 820 responses from 29 countries. 85% of these respondents are currently living in Botswana, and of the remaining 15% who live elsewhere, 97% would consider returning to Botswana. Of the respondents, 29% are not currently working in an RST field for various reasons; the main reason for this was reported to be that individuals were unable to find employment in their respective fields of specialisation. The excellent news is that 95 % would consider returning to the S&T field. Also of great importance is that 85 % of respondents intended undertaking further professional development.

5. The survey has provided current data that has allowed the consultants to design a strategy that will help attract citizen S&T professionals back to Botswana and to keep them in the S&T field. In addition this survey will allow key projects such as the Innovation Hub, BIUST and new investors to have sector specific details on available skills and enable direct contact with those professionals.

6. The data that has been gathered from the on line survey can be uploaded onto the Department’s current database. However this is not seen as an ideal option in that the data base is not configured in a way that will allow web access from S&T professionals and other stakeholders to keep the information up to date. This is

viii absolutely critical to measuring and monitoring progress against the future S&T HRD strategy and helping MCST make informed decisions around funding HRD. It is therefore important that consideration should be given to the development of a new web based database.

7. Following stakeholder interviews and research the following S&T skills were deemed in short supply locally: engineering (mining, water, civil, environmental, bio- engineering, metallurgy, mineral processing); geology (hydrogeology, rock mechanics); ICT (software development, hardware development); database administrators, security specialists (ICT), forensic specialists (ICT), software developers, project managers (ICT) and system analysts; biotechnology (molecular biology, microbiology, medical biotechnology, biochemistry, organic chemistry, molecular physical chemistry, genetics); medical specialists (Pharmacists; Dentists, Surgeons, etc); professional engineers; animal science especially in livestock breeding, dairy science, reproduction physiology and nutrition; food science and technology; bio-informatics; and forensic scientists and pathologists.

8. In reviewing S&T skills that are in global short supply it was found that ICT - Information and Communication Technology will be high on demand as the world moves towards a technology driven state, the primary industries of construction, mining and oil & gas will also see significant demand. Within ICT, software engineers and networking engineers are forecast to be of greatest demand.

9. Several mid-level and leader-level roles are also projected to be needed to manage and run the different initiatives – especially in the developing economies. Developed economies of US and Europe indicate a demand for engineering skills while developing economies indicate an additional demand for managerial skills. Irrespective of the state of economy, the health sector is in need for skills across the care continuum – from physicians to radiologists to nurses and nurse aides.

10. The analysis of various reports and the responses from interviews and questionnaires has identified scarce S&T skills across eight sectors of the economy. The skills are classified across a range of occupations between critical, medium, and low level skills in short supply. The most critical skills in short supply are in the following occupations; engineers, agronomists, medical doctors, and veterinarians. These projected needs require further verification from stakeholders given the limitations of some of the source data. This should be provided through the HRD sector committees that will be established in 2009 as part of the implementation of the National HRD plan.

ix 11. A review of policies related to HRD has found that the right policy foundations have been put in place to support S&T HRD. The TE Policy and the National Human Resource Development Strategy (NHRDS), have laid the cornerstone for the overarching strategy and structure which the S&T HRD strategy and plan will link to.

12. Six comparator countries were chosen to benchmark strategies. These were South Africa, Mauritius, New Zealand, Malaysia, Finland and Singapore. Botswana is currently ranked 83 rd in competitiveness and is in transition between the factor stage and the efficiency stage, as defined in the Global Competitiveness Report (2007 - 2008). Policies that propelled the transition from the efficiency driven stage to the innovation driven stage include these key themes; well planned S&T policies, objective based R&D funding systems, and dedicated central agencies to develop research human capital, R&D and innovation.

13. A problem tree was utilised to identify the causes and effects of problems impacting on HRD development within the S&T sector. This information was gathered from the stakeholder interviews. Areas of concern with regard to RST human resource development identified were:

i. Weak institutional coordination has caused a silo approach to science and technology HRD; ii. Better career development opportunities and remuneration in other fields has caused S&T professionals to migrate to those fields; iii. RST institutions do not base their research on industry needs resulting in limited impact of research on economic development; iv. Acquisition of inappropriate skills has caused graduate unemployment in some ICT fields; v. Limited funding for post graduate studies has resulted in dependence on expatriates in key RST fields; vi. A limited number of S&T Tertiary Institutions has resulted in a dependence on expensive external training.

14. The overarching problem that was identified was that the potential for S&T to drive economic diversification is not optimally exploited due to a lack of effective coordination and funding for S&T HRD.

15. To address these problems a series of key recommendations were made:

i. The Vision, Mission and Values as stated in the strategy chapter (4) will be adopted for the Science and Technology Human Development Strategy. ii. That a programme office be established within MCST to coordinate the implementation of the 10 strategic projects.

x iii. That a budget of BWP 100 million be provided to finance the implementation of the strategic projects. iv. That the level of expenditure on Research and Development should be increased to at least 1% of GDP by the end of NDP 10. v. That the Botswana Research, Science, and Technology Investment Agency (BRSTIA) or its equivalent should be set up as a matter of urgency. In keeping with cabinet’s recent approval (January, 2009) of a single agency approach to HR development via the Human Resource Development Council, consideration should be given for MCST to have a similar single agency. This agency would allow the MCST to focus on strategy and policy whilst operational areas such as innovation, research and funding would be dealt with via the agency. Consequently BRSTIA could form part of this new agency. vi. That funding for post-graduate training in S&T fields should be increased appreciably hence forth to address the shortage of skills at managerial and policy level across the economy. Such training must when combined with learnerships and bridging schemes seek to address the significant levels of unemployed graduates. vii. That an E-learning platform be established that will provide short term managerial, leadership and entrepreneurial courses to S&T graduates from world class institutions. The platform will also address S&T skills courses in such critical areas as research, ethics and grant funding. viii. That the skills registry developed on this project continues as an on-line system for S&T graduates to be linked to HRD opportunities in the country. ix. That effective institutional mechanisms (planned and prospective) should be put in place to address the current silo approach to Science and Technology Human Resources Development and allow for appropriate interfacing with the planned National HR Development plan x. That a sub-committe of BOCCIM be established to drive entrepreneurial development in the S&T sector. xi. That the progress of the implementation of the strategy be reviewed every 3 years. xii. That 8 % of S&T graduates should proceed to post graduate S&T studies by the end of NDP 10. xiii. That the capacity of the patent office should be enhanced to enable it to effectively undertake advocacy measures to create awareness about intellectual property rights and the need to protect them,

16. The proposed vision for the S&T HRD strategy is that: By 2026 Botswana will have transitioned into a stage two efficiency driven economy and be well positioned to emerge as a stage three innovation (knowledge) based economy where the HRD opportunities for Science and Technology graduates and professionals will be

xi acknowledged as the best in the region as measured by professional levels attained and excellent retention within the S&T field

17. The proposed mission of the S&T HRD strategy will be : Botswana’s national human resources development mission for science and technology will enable each citizen with aspirations in science and technology to realise their full potential so that they can make meaningful contributions to their community, society and the world and aid the economic diversification of Botswana.

18. The Vision and Mission will be supported by five key values: Access & Equity, Benefit Realisation, Accountability, Quality and Relevance, and Partnerships .

19. Six strategic goals have been developed in order to implement the recommendations. They are: i. The roles and coordination of S&T HRD will be rationalised to allow for interfacing with the National HRD Strategy and plan. ii. Introduction of easily accessible and affordable leadership, supervisory and entrepreneurial skills programmes for all S&T professionals and graduates. iii. Implementation of an attraction, reverse migration and retention strategy for S&T professionals including a cultural change process that repositions the attractiveness of careers within the S&T sector. This will be coupled with a deliberate programme for exporting S&T skills in a controlled process to fast track skills development

iv. Increase the number and quality of S&T post graduate students. v. Implement bridging and learnership programmes to increase S&T graduate employment and self employment vi. The innovation based economy (stage 3) will be led in Botswana by a new generation of S&T trained entrepreneurs whose aspirations and HRD gives them the skills and resources needed to lead the change 20. Ten strategic projects have been identified which together will drive the different goals. The strategic projects are: i. Promote the development of a S&T professional forum ii. Leadership, supervisory and entrepreneurial HRD development of S&T professionals via a specialised E-learning platform. iii. Use the skills registry for (i) immediate identification of S&T graduates for additional post graduate studies and (ii) further development to help with the future identification of HRD training requirements and supplying resources to major national projects iv. Establish as part of integration with the NHRDS, an S&T HRD Enabling committee with a clear mandate as well as measurable deliverables. Conduct a feasibility study

xii for the formation of a single agency reporting into MCST and responsible for the operational issues of research, funding and innovation (similar in concept to the approved Human Resource Development Council) Develop and implement a reverse migration plan that will help to attract Batswana professionals working abroad to return v. Develop an effective career awareness programme for S&T students at all levels vi. Develop and implement an attraction and retention strategy for S&T professionals vii. Undertake a policy review to make it more attractive for the private sector to invest in R&D that will benefit the HRD of S&T professionals viii. Develop, pilot and launch bridging and learnership schemes for graduate students that are appropriate to the S&T sector. This will use a similar approach to the successful IFSC graduate placement programme. ix. Develop, pilot and launch an S&T HRD impact assessment process for all new S&T firms investing in Botswana as per the recommendations of the National HRD Strategy.

xiii 1 Introduction and Background 1.1 Purpose and context of the project

Scientific and technological activities play a vital role in the economic, social and physical development of any country. Scientific and technological research needs huge investments and calls for a reliable supply of S&T professionals made up of a steady stream of high quality graduates mentored and developed by a cadre of motivated and dedicated experienced professionals.

Botswana is in a state of transition from a resource based economy to a knowledge based economy as part of a broader plan of economic diversification. Innovation, science and technology can improve the use and value of natural resources and thus contribute to overall socio economic development. Competitiveness requires improvement in the capacity of personnel in terms of skills and the acquisition of new knowledge through continuous research.

The BNRST has established that the problem of limited innovation in Botswana is a result of a lack of access to technology, finance, and the absence of organizational capacity which could improve output in some areas, as well as limited human resources and scientific infrastructure.

The Science and Technology policy of 1998 aims to achieve sustainable social and economic development through the coordinated and integrated application of science and technology for the upliftment of the standard and quality of life of Batswana through, amongst others, creating knowledge and awareness, improving and developing the scientific and technological culture of Batswana; developing and raising the national productive capacity; and improving competitiveness through the application of modern and evolving technologies.

The Government is committed to developing a strong S&T capability as reflected in the Tertiary Education Policy (Towards a Knowledge Society), as well as the National Human Resources Development Strategy (Realizing Our Potentials). The latter emphasizes the need for a focused, integrated and long term approach towards skills development.

It is against this background that the Department of Research, Science and Technology would like decided to develop a strategy that will address both the broad aspects of attracting and retaining S&T professionals and the specific detail of how S&T HRD should be best undertaken to meet specific needs within the country. The strategy will therefore be

particularly useful as a tool for linking S&T human resource requirements within the broader context of national policies and initiatives.

1.2 Report Outline

As a final report this constitutes a summary of the inception, situational analysis and needs analysis reports. It goes further and outlines key recommendations, the strategy and its proposed implementation and required budget. Excluded from this report, but made available to DRST is a hard and soft copy of the on-line survey which will provide a critical means to identifying specific S&T skills shortages within the different sectors of the economy for HRD opportunities. Included in this deliverable is an analysis by sector of specific individuals who could be considered for HRD opportunities. It was not included in this report due to the confidentiality of information provided. This deliverable will allow the department to effectively identify suitable S&T professionals who are based overseas for possible return to Botswana as part of the proposed reverse migration project.

1.3 The need for an S&T HRD strategy

The main objective of the consultancy according to the Terms of Reference is to “ design a human resource capability strategy for the development of skills and capacity of S&T professionals within the country”.

The terms of reference (Appendix 1) have amply identified the objectives of this study, the main objectives are to:

• Equip Batswana with strategic and scarce skills which can drive Botswana to achieving the goals of Vision 2016, especially the goal of “a prosperous, productive and innovative nation”

• Build a strong S&T knowledge resource necessary to improve Botswana’s economic development and thus position the country to compete effectively in the global arena

• Improve the standard of living and the quality of life of Batswana

• Develop capacity to conduct cutting edge research and to improve innovation and technology diffusion

• Provide adequate research leadership and strong research competencies, as well as opportunities for professional development, and access to appropriate facilities and knowledge sources

• Ensure that the development of human resources is undertaken in a strategic, focused and directed manner

• Use the strategy as a tool for linking S&T human resource requirements with wider S&T funding and policy issues

2 • Develop strategies to fast track human resource development and capability building through provision of, amongst others, training opportunities for Batswana in the fields related to research, science and technology

• Identify capacity development needs and strategies required to advance S&T research leadership in all sectors in an efficient and effective manner

The need to develop an S&T Human Resource Strategy for Botswana is informed by the widespread acceptance in the economic development literature that science and technology are key components of modern economic development, and therefore that no modern state can achieve or maintain prosperity without embracing science and technology. It is apparent that S&T will be an enabler to all the different economic hubs planned for Botswana.

Developed countries as well as the “Asian Tigers” have managed to maintain high and sustainable economic growth rates due to, amongst others, the fact that they spend substantial resources on educational and scientific infrastructure, as well as on research and development. In addition, their tertiary institutions assign highest priority to stimulate and nurture scientific and technical talent. They further have high enrolments rates in science, mathematics and computer sciences. Because of these, there is a close positive correlation between growth in educational expenditures and economic growth.

The situation in developing countries on the other hand is characterised by inadequate scientific infrastructure, low expenditures on research and development, low tertiary enrolments in science, mathematics and computer sciences, a lack of appreciation of the importance of science as an essential ingredient of economic and social development, and in some cases a lack of national science and technology policies.

In addition to the above dichotomy between developed and developing countries in relation to harnessing science and technology for development, experience from other countries including the comparators for this study, shows that there are certain key policy measures and factors that are critical for ensuring that science and technology plays a pivotal role in socio-economic development.

These include: ensuring that adequate scientific infrastructure is in place; encouraging consultations; linkages and networking among all key S&T players; putting in place measures to motivate scientists so that they are retained in their countries; continued and increased government support for S&T; ensuring that the private sector contributes to the funding of research and development; ensuring that S&T policies are integrated into the socio-economic development plans; establishment of stable and effective S&T institutions; ensuring that S&T policies focus on a few critical issues that will have a multiplier effect on the economy; putting in place measures to inculcate a science culture in the community, especially the youth;

3 recognition that a good educational system is an essential prerequisite to a country’s technological progress; and accepting that funding scientific enterprises is a vital long term investment.

Table 1 below highlights some of the findings from comparator countries done as part of the situational analysis. These are from selected countries that are pertinent to the strategy in that they reflect countries that are transitioning into or are already classified as stage three innovation based economies.

4 Table 1: Summary of Benchmarked Countries

Country What Why How Relevance to Botswana New Zealand Foundation for RST Was set up as a funding body Vote RST – The outcome based and The proposed BRSTFA is expected primarily aimed at research competitive funding gives weight to the to deal with issues of competitive directly applicable to industry. objectives of research and ensures that funding as does the New Zealand it is focused towards the overall S&T as Foundation for RST. well as national policy.

Focus on Leverage the international International Networking Strategy, International Networking in order to International talent pool, help technology science arrangements, other leverage of the international talent Networking exchange and also in part to government initiatives, and funding pool and to help technology meet the demand for S&T mechanisms exchange, as well as to meet the professionals and researchers demand for S&T professionals in the being created in the country country, is currently taking place in a limited fashion at RSTI’s, but it is not coordinated at a national level. Crown Research Set up central agencies that Derives funding through purchaser- BNRST Plan aims to ensure the Institutes promote R&D in the country. provider model. prioritisation of research in terms of They also ensure that the R&D Object driven programs. national needs as does the Crown undertaken is in context with The agency collaborates with various Research Institute. the overall policy entities in the innovation system to promote R&D.

Country What Why How Relevance to Botswana Focus on developing Build S&T capabilities in areas which Developed a policy framework With regard to building S&T capabilities in strength in areas of further strengthen the key industry i.e. and identified key focus areas areas which further strengthen key biology, agriculture, Agriculture. This ensured effective early on. Each organisation in industries, the BNRST Plan has identified horticulture, utilisation and appropriate channelling of the innovation system including core areas of research but there is no environmental scarce human capital resource the tertiary education network direct mechanism to influence Tertiary science etc was aligned to these focus Education Institutions to put in place the areas appropriate courses. It is anticipated that TEC will use their funding model to influence educational courses in the future. Finland The National Central funding agency to monitor R&D Grants for applied research and As mentioned above, the BRSTFA is Technology Agency development in priority areas and funding based on objective expected to address the issue of (Tekes) ensure context and industry applicability Grants allocated to Programmes competitive funding; however Finland of research planned in collaboration with identifies a further opportunity of planning firms and research institutions programmes in collaboration with firms and research institutions. The Finnish National Foster innovation-In order to develop the Foster innovation-to fill the need With regard to fostering innovation in Fund for Research innovation know how of individuals and on the public side to have an order to develop the innovation know how and Development organisations. instrument by which to of both individuals and organisations, in (Sitra) experiment and start new Botswana, this would form part of the activities without the budgetary mandate of the Botswana Innovation delays and political Hub.

6 Country What Why How Relevance to Botswana commitments of government to carry them out immediately on a broad front Finland Committee of the To fill the need for longer-term Assesses the social impact of The Vision 2016 Council should play the Future orientation and consensus building and technological development and role of a ‘Committee of the Future’. the development of sustainable serving as the Parliamentary knowledge based economy-to anticipate body responsible for assessing and prepare for future technological development and its consequences for society Singapore Five year National To provide a step by step and planned Each five year plan, starting Many of the RSTI’s in Botswana currently S&T Plan approach to S&T and human capital 1991, had laid down goals to be operate on a 6 year funding plan. development achieved in order to contribute However, the sectoral plans, as proposed to the evolution of the S&T in the NHRDS, should feed into the sector National HRD Plan to achieve some cohesion on a national level. Agency for Science, To fill the need for an agency that plays Four organisational units were An Agency for RST would be an Technology and a central role in setting the thematic established to help advance the advantage to manage the intellectual Research (A*STAR) priorities for public research, developing development of Human, property and technology transfer within the national base of postgraduate Intellectual and Industrial Capital Botswana, through the coordination of research manpower, investing in major Tow research councils, A*STAR existing institutions to accomplish the physical research infrastructure, and Graduate Academy and Exploit same. catalysing the commercialisation of IP Technologies Pte Ltd (to

7 Country What Why How Relevance to Botswana generated in public research manage intellectual property and technology transfer) Singapore Science centres To promote a general interest, learning Primary Science Clubs to With regard to science centre, BOTEC and creativity in S&T and contribute to stimulate interest in science has established a Science Park to the nations development of its human activities among students stimulate the interest in science activities resource Newsletters and Publications among students, however, this should be Exhibitions, Omni Theatres etc developed at a national level and its effectiveness needs to be assessed and monitored.

8 The above factors and the findings and conclusions of the situational and needs analysis reports, as well as the main objectives of this consultancy which are outlined above have been taken into account, to the extent possible and practicable, in the development of this strategy.

1.4 Botswana in Transition

Recommended Policy Shift Up until now, traditional manpower planning has been practised in Botswana. This started in 1981 following the establishment of the employment and manpower planning section in the MFDP. That section produced manpower planning reports until 1985. Due to manpower constraints, it became increasingly difficult to produce the plans on an annual basis. The last annual plan was produced in 1987. This was followed by a long period in which no plans were produced. During that period, MFDP produced manpower projections using the Macro- Economic Model of Botswana (MEMBOT). A fresh attempt was made in 2004 to resurrect the production of manpower plans. This has resulted in the draft Manpower Development Planning Report of 2004. The report has not been finalised due to manpower constraints and data problems.

The Formulation Study for the development of the NHRDS addressed the issue of traditional manpower planning in some detail. It analysed its strengths and weaknesses and concluded that the approach was outdated and as such it could not assist the country to deal effectively with the modern challenges of manpower development. The key flaws and associated risks of traditional manpower planning are summarised in Table 2 below.

Table 2: Key flaws and Associated Risks of Traditional Manpower Planning are:

• It is not strategy driven and fails to contextualise the broader policy environment;

• It ignores substitution possibilities and new ways of managing organising and delivering services and new approaches to work;

• It ignores the cost of educating and training one type of labour relative to another;

• It relies on manpower input classifications that are either out of date or not relevant;

• It fails to consider resource deployment and utilisation as well as ensuring an optimum mix of human and non-human resources (finance, equipment, technology);

• It relies heavily on the formal employment sector;

• It emphasises occupation specific education and skills training while ignoring generic competencies;

• It focuses on a highly specialised division of labour and has a narrow understanding of jobs ;

• It is a top down command approach to “human capital”

• It reduces people to cost factor rather than a source of creative, innovative outcomes and benefit realisation;

• It has a time horizon that fails to respond to rapid change;

• It has resulted in cycles of under and over supply particularly in small states;

• It has been developed from a single isolated industry/organisational perspective rather than a collaborative integrated sector approach;

• It has resulted in either unemployment or competition for scarce skills

• It leads to mismatch between needs and supply;

• It leads to costly duplication amongst educational institutions; and

• It fails to respond effectively to national and global pressures

In view of the above mentioned flaws, the NHRDS recommended that Botswana should embark on the production of a National Human Development Plan (NHRDP) which will be preceded by detailed sector specific plans. These plans will be produced under the supervision of sectoral committees.

Botswana is therefore in a transitional phase anchored on a policy shift from natural resources based development to human resources based development as described in detail in two major Tertiary Education Council reports namely the Formulation Study on the development of the National Human Resources Development Strategy (NHRDS,2007) and the Tertiary Education Policy(2008). Some of the strengths of HRD planning are indicated in Table 3 below:

Table 3: Key benefits and strengths associated with HRD planning: The Key Benefits and Strengths Associated with Human Resource Development Planning are:

• It is strategy driven and properly contextualises the broader policy environment; • It builds sustainable economic growth based on the nation’s human resource endowment. • It links economic, social, technology, environmental issues –nationally and globally; • It embraces the whole HRD life cycle; • It links national economic and HRD strategies with global competitiveness and development. • It recognises substitution possibilities and new ways of managing, organising and delivering services and new approaches to work; • It recognises the cost of educating and training one type of labour relative to another • It recognises resource deployment and utilisation as well as ensuring an optimum mix of human and non human resources (finance, equipment, technology); • It not only considers occupation specific education and training programmes but also focuses on generic skills and competencies; • It provides for a broad understanding of occupational clusters; • It is flexible and adaptive and can respond easily to rapid change • It recognises that people are a source of creativity and innovation; • It ensures a strategic approach to issues of unemployment or competition for scare skills; • It militates against costly duplication amongst educational institutions. • It matches labour market and education programme profiles • It focuses on raising national productivity, innovation. • It focuses on issues of quality and relevance of human resource development • Focuses on developing good quality jobs for a high skills society

Source: TEC, 2008 According to the NHRDS, those countries that concentrated their development strategy around their natural resource endowments fared less well, than those who recognised the need for an explicit strategic and sustained development of their human resource capacity. This is due to a number of reasons some of which are: i) Natural resource industries like mining are generally capital intensive, and as such, they do not create a significant number of jobs, resulting in unemployment and poverty;

Projected Employment Opportunities

Major contributors to new employment opportunities and Major diversification increased output 2006-2021 projects that drive change

• Agriculture projects related to the cattle industry and high value added agriculture from Zambezi/ all services Pandamatenga project trade • Tourism-related projects (upgrading transport, telecomms of facilities and expansion of other markets) contribution to increase in employment manufacturing • Transport Hub (traffic by road, air and contribution to increase in output construction cargo and other logistics linked to agri projects mining • Diamond beneficiation and other water & electricity related processing activities ( free zone for polishing) agriculture • Innovation Hub to develop the IT, communication and bio tech sectors 0% 10% 20% 30% 40% 50% (including current HIV /AIDS research) • Banking & financial services focus on effective market regulation and The services sector (business, personal and social services such as incentives for outsiders education health and public administration) is expected to drive output • Coal and gas – Mmamabula & and employment changes followed by the trade sector. Sectors Morupule power stations to have a influenced by the major diversification projects planned for Botswana is large impact on coal mining and also expected to experience higher employment growth rates construction

Source: Bank of Botswana, Annual Report 2007; IMF, World Economic Outlook Data, 2008

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©2008 Deloitte & Touche. All rights reserved.

As the above figure shows, although mining provides a significant contribution to national output, its contribution to employment is poor when compared to other services. ii) A natural resource based development strategy does not create new competitive advantages that can enable a country to compete effectively in the global village. In the case of Botswana, the export profile that has been based on unprocessed natural resources has not changed remarkably since the 1980s, and it is expected to remain as such for the foreseeable future, which raises concerns about the long term growth prospects, and the resultant implications for dealing with the major socio-economic challenges such as unemployment, poverty and the war against HIV/AIDS; iii) Contrary to the prevalent notion that abundance of resources is a “ curse” , the fact that Botswana has prudently used its mineral revenues to make substantial investments in physical, social and economic infrastructures, provides an effective platform to move from a natural resources based development to a human resources based development; and iv) Countries such as Singapore, Finland, and New Zealand that adopted human resources based development strategies have realised a dramatic build up of their human resource endowment which in turn dramatically improved living standards both in terms of economic prosperity and personal well being. These countries placed a premium on the training of S&T professionals and the results have been very positive as witnessed by high scores in

12 international indices such as the Human Development Index, Knowledge Economy Index, and the Global Competitiveness Index.

1.5 Transition Model

The model used for evaluating and monitoring the implementation of the S&T HRD Strategy is adopted from the African Competitiveness Report of 2007. In terms of that model, countries are separated into three stages, based on the idea that as countries move along the development path, wages tend to increase and in order to sustain this higher income, productivity must improve.

The first development stage is the factor-driven (resources) stage ; here countries compete based on their factor endowments, primarily unskilled labour and natural resources. Companies compete on the basis of their prices and sell basic products or commodities, with their low productivity reflected in low wages. Competitiveness at this stage hinges mainly on a stable macroeconomic framework, well functioning public and private institutions, appropriate infrastructure and a healthy, literate workforce.

Transition Model: Elements of the 3 Stages

Basic Requirements Institutions Key for Infrastructure Factor–driven Macroeconomy economies Health and Primary Education

Efficiency Enhancers Key for Higher Education and Training Efficiency– Market Efficiency driven Technological Readiness economies

Innovation and Sophistication Key for Factors Innovation– Business Sophistication driven Innovation economies

Source: Global Competitiveness Report (2007 – 2008), World Economic Forum

As wages rise with advancing development, countries move into the second development stage, the efficiency-driven (knowledge) stage of development. They must begin to develop more efficient production processes and increase product quality. At this point, competitiveness becomes increasingly driven by higher education and training, efficient markets and the ability to harness the benefits of existing technologies.

13

The third development stage is the innovation-driven stage . At this stage countries are able to sustain higher wages and the associated standard of living only if their businesses are able to compete with new and unique products. At this stage companies must compete through innovation, producing new and different goods using the most sophisticated production processes.

According to this model, Botswana is currently in transition between the factor driven stage and the efficiency driven stage. In order for this transition to be successful and to be realised within a reasonable timeframe, there is need to put in place effective policies and strategies, and to re-energise existing ones. The S&T HRD Strategy is going to be part of this arsenal, and its primary role will be to drive the transition, and to preferably enable the country to leap frog to the next development stages.

In the Global Competitiveness Report (2007 – 2008) by the World Economic Forum, Botswana is ranked currently 83rd out of 128 countries covered and is currently in transition between the factor and efficiency stage, as shown in the diagram below.

14 1.6 Supporting National Policies, Strategies, Initiatives and Projects

For the S&T HRD Strategy to work it must fit into an enabling policy framework that will allow the appropriate funding and support required. In addition, the S&T HRD Strategy should compliment other national policies, strategies, initiatives and projects if it is to get the support required for its success. Some of these are discussed briefly below and they include Vision 2016, the BEAC Strategy, the S&T Policy; Tertiary Education Policy; NHRDS; the Botswana Innovation Hub; and the Botswana International University of Science and Technology.

1.6.1 Vision 2016

Botswana’s Long Term Vision “Towards Prosperity For All” has seven pillars namely An Educated and Informed Nation; A Prosperous, Productive and Innovative Nation; A Compassionate , Just and Caring Nation; A Safe and Secure Nation; An Open, Democratic and Accountable Nation; A Moral and Tolerant Nation; and A United and Proud Nation. In terms of the S&T Strategy, the first two pillars are particularly relevant.

The Vision calls for decisive measures to be taken by the Government and the private sector to strengthen the country’s S&T capabilities. This is informed by the realisation that strong technological inputs are required to achieve, inter alia, quality education, an informed society, productivity growth, export competitiveness and general industrialisation. The Vision also calls for;

• Sufficient investment in the development of technology

• Strengthening of the existing centres for research and development to ensure that their outputs are relevant to the country’s needs

• Establishment of a S&T Council that would actively promote innovation and invention

• Reorienting the education system towards S&T

• The effective adoption and adaptation of foreign technologies

• Government support for private firms that use local technologies to ensure that they can compete with imported technologies

• Strengthening of the monitoring and evaluation capacities of the Botswana Bureau of Standards to ensure that local technologies and manufactured products are competitive and to monitor the standards of imported goods

• Expansion of local capacity for research and development through the Science and Technology Council

• Direct government funding for research, or incentives provided for the private sector to expand their research capacities

15

In terms of economic growth, the Vision set a target of 8% real growth from 1996 to 2016 which would result in GDP per capita trebling to US $8 500 in real terms. This in turn was expected to lead to a reduction of the percentage of people suffering from income poverty being reduced by half in the first ten years to at most 23%, and to an elimination of absolute poverty by 2016.

However, according to the Macroeconomic Outline and Policy Framework for the Draft NDP 10 (April 2008), the eradication of absolute poverty in 2016 is not likely to be achieved based on the recent economic growth figures. This poses a serious challenge since the eradication of poverty is a prerequisite for the achievement of Prosperity for All.

The implementation of Vision 2016 is taking place simultaneously with that of the Millennium Development Goals (MDGs). They are therefore complementary. As stated in the Botswana Human Development Report 2005, the MDGs are statements of intent, with clear time bound targets and process indicators for achieving rapid and measurable human development goals. They also provide a universal framework for measuring progress in development. Both Vision 2016 and the MDGs perceive the dignity of the human being as the fundamental basis for development.

The eight MDGs are to: eradicate extreme poverty and hunger; achieve universal primary education; promote gender equality and empower women; reduce child mortality; improve maternal health; combat HIV/AIDS, Malaria and other diseases; ensure environmental sustainability; and develop a global partnership for development.

1.6.2 Draft National Development Plan 10 (NDP 10)

The NDP 10 covers the period 2009/2010 to 2015/2016, which is a period of seven years compared to the previous plans which covered six years. The one year extension is meant to ensure that the final year of the Plan coincides with the end of Vision 2016. The theme of the draft Plan is “Accelerating Achievement of Vision 2016 Through NDP 10”. The realisation of this theme will depend, amongst others, on continued and strengthened efforts to create an enabling environment that would foster private sector growth, and allow the sector to play a leading role in the achievement of Vision 2016 targets.

The diversification of the economy has been a major policy thrust in previous plans with a view to reducing the country’s excessive dependence on mining, particularly diamonds. This will continue during NDP 10 and beyond by placing increased emphasis on the role of the private sector in driving the overall growth of the economy. It is now evident that economic growth based on large increases in government expenditures will not be sustainable in the

16 future. This is due to the anticipated decline in the growth of diamond revenues. It is projected that open cast diamond mining will be replaced by underground mining within the next ten to fifteen years, and since the latter is more expensive, this would lead to a drastic reduction in mineral revenues accruing to Government. It is also projected that the major ore bodies will be exhausted by the end of NDP 12 (2029).

In view of the above, it is quite evident that the major burning platform is the projected significant reduction in mineral revenues. It is for this reason that the Draft NDP 10 includes measures such as further improvements in the investment climate in order to allow the private sector to grow even further; continued investment in productive infrastructure with an increased emphasis on providing for the needs of the private sector; increased Government expenditures on research and innovation to enhance productivity; investment in education and training that is relevant to the needs of the private sector; and provision of additional support (especially improved internet access) for service exports.

This strategy will be implemented during NDP 10 (2009/2010 - 2015/2016) and beyond. The implementation will be done based on the Integrated Development Planning (IDP) approach. This methodology is discussed in detail in Chapter One of the Draft NDP 10 and is summarised hereunder.

Previous NDPs focused on expenditure performance and physical activity completion to monitor implementation of programmes, projects and policies. The Draft NDP 10 is unique in that it will be results driven utilising the Integrated Development Planning approach under the overall Integrated Results Based Management (IRBM) framework. The core of results based management is its focus on desired outcomes.

1.6.3 Draft of MCST Draft NDP 10 Projects

The Ministry of Communications, Science and Technology (MCST) will implement a number of projects which will support and compliment in various ways the implementation of the HRD S&T Strategy. The relevant pillars for MCST are an Educated and Informed Nation and a Prosperous, Productive and Innovative Nation. The KRAs are Competitive and Productive Human Resources, Knowledge Society, Sustainable Environment and Sustainable Economic Growth and Competitiveness. Some of the draft NDP 10 projects are summarised below.

1.6.3.1 Botswana Innovation Hub Project The Botswana Innovation Hub will drive the innovation strategy and provide an enabling environment where technology driven and knowledge intensive industry, researchers, higher education and public sector work together to foster innovation and new business. Both local and foreign companies meeting the qualifying criteria for the Innovation Hub will have the opportunity to benefit from selected incentives aimed at promoting research, development

17 and production that contribute to knowledge creation, economic development and growth. The Hub will promote innovation by establishing an incubator for start-up companies, by facilitating networking between the universities and businesses located at the Hub, between the businesses themselves, and with partners both locally and internationally.

1.6.3.2 Botswana Research Science and Technology Funding Board Project This project will provide complementary funding to allow for the continuation of the current system where sector ministries commission short-term research, science and technology studies needed to make properly informed decisions, by periodically calling for proposals for priority programmes of research and for funding them appropriately and in a competitive manner. Research funds will be made available to individual researchers and research institutions on a competitive bidding basis in accordance with established national research priorities. The project will also finance human resource development, and will include a research fund.

1.6.3.3 Atomic Energy Usage and Radiation Protection Project During NDP 10, the Radiation Protection Inspectorate will play a pivotal role in the provision of technical and advisory support services to all public and private sector organisations implementing national projects funded through the IAEA’s Technical Cooperation Fund. The specialised scientific and technical nature of atomic energy utilisation requires specialised office and laboratory facilities for the Radiation Protection Inspectorate to carry out its statutory responsibilities in an efficient and sustainable manner.

1.6.3.4 Implementation of Research, Science, Technology and Innovation Strategy Project The Ministry will implement the research science and technology strategy which is aimed at harnessing knowledge to contribute towards economic diversification and poverty alleviation. As part of the strategy, emphasis will be placed on human resource development that is geared towards the training of scientists and technologists, as part of capacity building efforts for technology and innovation.

1.6.3.5 Rural Industries Promotion Company (RIPCO) Project During NDP10, RIPCO will need capacity building through infrastructure, equipment and human capital development. Human capital development will be achieved through retooling of the existing pool of human resource and accelerated training especially at senior degree levels, to produce a critical mass of researchers, scientists, technologists and leaders who can assume strategic and leadership roles in the various programmes, and translate knowledge into tangible outcomes to grow the national economy.

1.6.3.6 Botswana Technology Centre (BOTEC) Project

18 BOTEC is currently insufficiently equipped, therefore unable to produce the desired technology outputs for the benefit of society. Among the major developments proposed for NDP 10 are construction of laboratories, offices and acquisition of state-of-the-art equipment and development of human resources. Human resource development efforts will be concentrated on producing highly trained personnel to enhance research leadership and turn Botswana into a knowledge economy. There will also be need to restructure the organisation into a new entity with a better and focused mandate.

1.6.3.7 National Food Technology Research Centre Project Research and Development will continue to be the core function of the National Food Technology Research Centre (NFTRC) during NDP10. It will carry out several projects including food product development, use of nuclear technology in nutrition research, human resource development, technology research and transfer.

1.6.3.8 Maitlamo Projects The ICT strategy for Botswana will continue to lead Botswana towards its goal of being an active participant in the global information society and a nation that effectively uses ICT as a catalyst for continuous social, economic, cultural and political transformation. ICT has the potential to create significant employment growth through private sector development in Botswana and to provide an important diversification strategy from non-renewable resource extraction to a knowledge based society. The Maitlamo projects will include Thuto Net, E- Health, E-Government and E-legislation.

1.6.3.9 Communications Infrastructure Projects Provision of the necessary communications infrastructure that will improve access and efficiency of data transfers, and business transaction on-line thereby realising the dream of making Botswana a regional ICT hub will be a priority in NDP10. This will involve the completion of the international connectivity links to the proposed under-sea fibre-optic cables on the East Coast and West Coast of Africa, which were started in NDP 9 as well as any other new initiatives. These efforts will be complemented by upgrading of the national backbone and access networks to offer broadband services to stimulate investment, economic diversification and employment in this country.

1.6.3.10 Other Ministries Draft NDP 10 projects Other Ministries will also carry out programmes and projects that will complement and supplement the implementation of the S&T HRD Strategy. For example, the Ministry of Education and Skills Development, whose KRA is Competitive and Productive Human Resources, will continue with the implementation of the Revised National Policy on Education, the Tertiary Education Policy and the National Human Resources Development Strategy.

19 The relevance of the proposed S&T HRD Strategy to the above projects is articulated in section 4 and is depicted there in table 7.

1.6.4 BEAC Strategy

The BEAC was established as an advisory body to assist Government to realise the objectives of accelerating economic growth and diversification, and thus reduce undue dependence on the mining sector.

It was set up against a background of concerns about negative dynamics in the field of economic performance and low expectations about future overall socio-economic developments. These had created uncertainty and declining confidence among foreign investors, the business community, professionals and the population in general. Some of the concerns which are relevant for this consultancy are:

• The economy continues to be excessively dependent on mining, especially diamonds

• Past high growth rates, which were Government generated and not investment driven, have not translated into a significant broadening of the economic base

• Foreign Direct Investment (FDI) has declined significantly in recent years

• Unemployment has increased to unacceptable levels, and is exacerbated by a mismatch between skills development and market requirements

• Past high growth rates have not significantly impacted upon poverty and income inequalities

In order to address the overall concerns, BEAC was charged with, inter alia, with the responsibility of preparing a strategy for economic diversification and growth and an action plan defining what must be undertaken to implement the Strategy.

Both the strategy and action plan have been finalised and implementation has commenced under the supervision of the Government Implementation and Coordination Office (GICO).

The BEAC Action Plan includes several “Action Points” which, if properly implemented, are aligned to and will complement the strategic goals developed for the S&T HRD Strategy. These linkages are shown in section 4 where there are depicted in table 8.

1.6.5 Science and Technology Policy

The Science and Technology Policy were approved in July 1998. As per the policy, S&T is critical to productivity growth, national competitiveness and the diversification of the economy. The policy thus commits Botswana to developing S&T capacity through, amongst others, increased spending on scientific research.

According to information gathered by the Deloitte research centre, developed countries spend 2-3% of Gross Domestic Product (GDP) on S&T related research. Examples are Korea 2.9%,

20 2.5 % and 2.5%. Our comparator’s expenditures are: Mauritius (0.35%), South Africa (0.81%), Malaysia (0.69%), New Zealand (1.16%), Finland (3.46%), and Singapore (2.25%).

Botswana’s research expenditure is estimated at 0.43% as per the BNRST Plan. The plan has recommended a target of 1% of GDP which this consultancy also recommends to be the minimum going forward.

The policy assigns priorities to each of several critical sectors, including agriculture, commerce and industry, education and human resource development, energy, environment, health, meteorology, mining, population planning and human settlement, tourism, transport and communication, water and wildlife. It also gives priority to strengthening telecommunications infrastructure and the use of ICT. The S&T HRD strategy builds on the HRD recommendations in the report especially in the area of emphasis on post graduate studies and leadership development but takes it further in the areas of entrepreneurial development.

1.6.6 Tertiary Education Policy

The Tertiary Education Policy (2007) whose theme is “ Towards a Knowledge Society’ outlines how tertiary education will respond to rapidly changing social and economic trends and policy challenges which include the following:

• Engaging all tertiary education institutions in the reforms that are necessary to ensure Botswana’s future prosperity

• Ensuring that all who qualify and possess the requisite aptitude and ambition to access tertiary education can do so

• Assisting students to surpass a high threshold of achievement with regard to personal values, educational abilities, work skills, and lifelong learning competencies obtained through their studies

• Expanding tertiary education as a response to student driven demand, while seeking to respond to the current dilemma of diminishing labour market opportunities for graduates.

• Finding alternative sources of funding to sustain and increase the development and growth of the tertiary education sector, in a climate of intense competition for declining government funds for education.

The policy was approved by Parliament in April, 2008. This approval sets the stage for the development of the necessary human resources to drive an efficiency and innovation driven socio-economic development strategy. The S&T HRD strategy is aligned to the TE Policy and promotes those initiatives that will move Botswana towards knowledge based economy.

21 1.6.7 The Formulation Study on the development of the National Human Resource Development Strategy (NHRDS)

This study was produced in 2007 for the Tertiary Education Council. In January 2009, the subsequent white paper on the Strategy resulted in its approval by Government for immediate implementation. The study observed that Botswana’ s long term future needs to be ensured by a competitive, sustained and vibrant economy which in turn is linked to better jobs for the majority of the population, resulting in overall advancement of society and better lives for the individual members of society. For this to happen, it is essential that Batswana have the opportunity to develop their full potential.

The purpose of the proposed National Human Resource Development Strategy is to provide the means and opportunities for people to better determine what they can do with their lives to improve their personal well being and what they can do for others and for future generations. It is about building a society that prioritizes human resource development, but more fundamentally places people at the centre of national development strategies.

The process of national HR development will see the emergence of the Human Resource Development Council through the merger of TEC and BOTA. The National HRD plan will emerge from the work conducted by sector specific HRD committees with representatives of Government, Tertiary Institutions and the private sector. The S&T strategy has been closely aligned with this envisaged structure.

1.6.8 BNRST Plan

The development of the Botswana National Research, Science and Technology Plan (BNRSTP) was informed by the recognition that S&T has an important influence on competitiveness, productivity and economic growth. S&T is also recognised as the largest contributor to economic progress and human development. In this regard, S&T has contributed, inter alia, towards reduced mortality rates, improved life expectancy, combating HIV/AIDS and other diseases, environmental sustainability and poverty reduction. The BNRSTP has identified priority research areas for the country namely health; the service industry; eco and cultural tourism; the software industry; manufacturing; mining; water; energy; agriculture; media; education and human resource development; housing and construction; and transport and logistics.

It is well recognised that the achievement of concrete results in the identified research areas requires a steady stream and availability of appropriately qualified human resources. Hence the urgent need for an effective S&T Human Resources Strategy.

22 1.6.9 Botswana International University of Science and Technology (BIUST)

The BIUST was established by the Botswana International University of Science and Technology Act of 2005, following the acceptance of the recommendations of a Task Force, which was appointed in October 2003, and submitted its report in May 2004 on the establishment of the second university.

The objects of the University are:

• to provide higher education and training; • to undertake, promote and facilitate research and scholarly investigations; • to advance and disseminate knowledge and skills through teaching, learning and practical skills training; • to contribute to national and international scientific and technological development; • to support and contribute to the realisations of national economic and social development; • to contribute to the cultural and social life of the community; and • to advance the intellectual and human resource capacity of the international community.

The prime goals of establishing the BIUST are two fold. The first goal is to be a catalyst in transforming Botswana from a resource–based to knowledge–based economy. The second is to increase the capacity of university places in science and technology. The inclusion of “International” in the title of the University means that it will adopt a global presence and perspective.

BIUST is envisaged to be a focused and purposeful place of advancing discovery and learning in science and technology within a Botswana setting and with an international perspective. It is intended to be a university of academic enterprise, innovation and entrepreneurship, which attract academic staff who are known to be leaders in “cutting edge” technology research.

BIUST is modelled as a” new generation university”. In such a university, there is a declared strategic direction, to which all members of the community are expected to be committed. As a result, mechanisms are put in place to ensure that strong links are built and maintained with their external environment. As a new generation university, BIUST intends to establish a unique position in tertiary education in Southern Africa.

23 The new university will not only expand the number of university places, but it will also increase the choice of options for students. As a new player in the market, BIUST plans to offer programmes that are relevant to the future needs of the country as it evolves from a resource based to knowledge based economy.

In order to avoid the current problem whereby institutions produce graduates who are not required by the market, the programmes will be designed jointly by practitioners and academic staff. In addition, the development of entrepreneurial skills will be embedded in curriculum design in order to enable graduates to be able to create their own employment or to secure employment with established organisations. As regards potential students, the entry requirements will be designed to attract strong students with a sound science background.

BIUST is one of the largest Government projects which is estimated to cost approximately P8.0 billion, as against the initial estimate of P5.1 billion. The project will have significant medium and long term impacts in terms of addressing the current shortage of science and technology skills in the country. This ably demonstrates the Government’s commitment towards the development of human resources.

It is expected that the first enrolment of students will take place in 2011, and that the overall enrolment will be 5900 as compared to the original estimate of 10 000. The project will have significant medium and long term impacts in terms of addressing the current shortage of science and technology skills in the country. There will be a strong focus on post graduate studies which within seven years will account for 8 percent of students cohorts enrolled. This marks a significant shift that is appropriate to the emergence of a knowledge economy.

Whilst the policies, strategies, initiatives and projects that are mentioned in this section will contribute towards the implementation of the S&T HRD strategy, the BIUST is definitely going to have a significant and appreciable contribution. The supportive and complementary roles of BIUST that are summarised in Table 4 below give an indication of the expected contribution, and therefore are not exhaustive.

24 Table 4 Complementarities between S&T HRD Strategy and BIUST

S&T HRD Strategy’s Vision and Goals BIUST Supportive and Complementary Roles

Vision: by 2026 Botswana will have The first main goal of BIUST is to transform transitioned into a stage two efficiency driven Botswana from a resource based to a economy and will be well positioned to knowledge based economy. In this respect, it emerge as a stage three plans to offer programmes that are relevant innovation(knowledge) based economy to the future needs of the country as it where the HRD opportunities for Science and evolves from a resource based to a Technology graduates and professionals will knowledge based economy. be acknowledged as the best in the region as measured by professional levels attained and excellent retention within the S&T field Goal Two : Introduction of easily accessible The BIUST graduates will add to the pool of and affordable leadership, supervisory, and S&T professionals who will benefit from the entrepreneurial skills programmes for all S&T leadership, supervisory and entrepreneurial professionals and graduates courses on the E-learning platform Goal Three : Implementation of an attraction, The internationally competitive graduates of reverse migration and retention strategy for BIUST will facilitate the export of surplus S&T S& T professionals including a cultural skills. change process that positions the attractiveness of careers within the S&T Some of the Batswana expatriates could be sector. This will be coupled with a deliberate lured back to work at BIUST given its mission programme for exporting S&T skills in a of promoting and facilitating research and controlled process to fast track skills scholarly investigations, and its expected development. world class infrastructure.

Goal Four Increase the number and quality The second main goal of BIUST is to of S&T post graduate students. increase the capacity of university places in the science and technology field. It will also increase the choice of options for students.

BIUST is intended to be a university of academic enterprise, innovation and entrepreneurship which will buttress the quality of the graduates. Goal Five: Implement bridging and learner BIUST graduate students will occupy various

25 ship programmes to increase S&T graduate positions at that university, Innovation and employment and self employment. Education Hubs, and in other sectors of the economy, thus reducing graduate unemployment.

BIUST programmes will be jointly designed by practitioners and academic staff to ensure that the graduates meet the requirements of the market. Goal Six: The innovation based economy The development of entrepreneurial skills will ( stage three) will be led in Botswana by a be embedded in the BIUST curriculum new generation of S&T trained entrepreneurs designs. whose aspirations and HRD gives them the skills and resources needed to lead the change.

1.6.10 Private Sector Development Strategy (PSDS)

The PSDS was prepared under the auspices of the Botswana Confederation of Commerce, Industry and Manpower (BOCCIM) and the Ministry of Trade and Industry. It was produced in September 2008 and it covers the period 2009 to 2013. According to the document, the strategy is designed to provide a systematic and coherent framework to promote the development and growth of the private sector to play its role as the engine for economic growth and development. The Vision, Mission and Strategic Objectives of the PSDS are as stated below.

Vision A competitive and vibrant private sector driving a prosperous Botswana. Mission To spearhead diversification, growth and development of the economy through increased investment and productivity for the prosperity of the people of Botswana. Strategic Objectives

i) Promote and support the participation and visibility of the private sector in international markets.

ii) Promote effective participation of the private sector in the domestic market.

iii) Support the growth and graduation of small and medium enterprises.

26 iv) Promote foreign direct investment, beneficiation, joint ventures and development of economic zones.

v) Improve productivity in the private sector.

vi) Promote and support improvement of the business climate.

vii) Promote gender mainstreaming, youth mainstreaming, HIV and AIDS prevention and environment protection.

The implementation of the PSDS will become part of the various initiatives that are expected to facilitate the transition from the factor driven (resources) stage to the efficiency driven (knowledge) stage. As has been outlined under the transition model sub section, the latter stage of development is driven by higher education and training, efficient markets and the ability to harness the benefits of existing technologies. The PSDS will support these measures as its strategies encompass investment in human resources development; improving availability and access to market intelligence; improving the quality of products and services of Botswana private sector firms; and promoting entrepreneurship in general.

1.6.11 Intellectual Property Rights

Botswana has IPR legislation that is in accord with World Trade Organisation (WTO) Agreement on Trade Related Aspects of Intellectual Property Rights (TRIPS). The legislation comprises the Copyright Act of 2000, the Patent and Trademark Act, and the Industrial Property Act of 1997. The IPR legislation provides internationally recognized standards of protection for both foreign and domestic holders of patents, industrial designs and trade marks, and fully complies with the TRIPS agreement.

Despite the legal infrastructure, the documentation and registration of intellectual property by Batswana artisans, artists, and inventors is hardly taking place. Very few national patents have been registered. One explanation is that changes permitting registration of patents in Botswana have only recently been made. The other is the lack of capacity in the patent office to undertake advocacy necessary to create awareness about IPR. This awareness issue should reflect within the proposed S&T HRD Strategy as it could provide more impetus for the return of S&T professionals to Botswana.

BIUST will play an important part in furthering S&T HR development and their active participation in the strategic projects enumerated in this report will prove to be mutually beneficial as several of the projects are aligned with the role BIUST will play.

27 2 Methodology 2.1 Tools and Methodologies

The tools and methodologies that were used to facilitate the information gathering process included the following:

• On-line web based survey

• Paper based survey

• Structured interviews

• Review of current S&T policies and strategies

• Review of literature on comparator countries

• SWOT and Problem Tree Analysis

• Review of current database; and

• Workshop and Reference Group Meetings

The tools were selected to meet the specific requirements of the project. An on- line survey was chosen as the only appropriate way to contact the thousands of S&T professionals who have migrated to other countries from Botswana. The same survey also provided invaluable information on locally based S&T professionals. The on-line survey was complemented by structured interviews with key stakeholders to gain insight into issues that a literature review would not necessarily identify. The SWOT approach was used to identify strengths to build on, opportunities to exploit as well as to look at ways to mitigate against threats and weaknesses identified. The problem tree was used as a tool for identifying the underlying causes of issues negatively impacting on S&T HR development and their impact. This in turn helped to identify appropriate strategies to deal with the problems identified.

2.1.1 On-line Web Based Survey

An on-line web based survey approach was used combined with a marketing campaign designed to elicit a significant response from targeted individuals both within and outside Botswana. The web based data gathering tool allowed for sophisticated data analysis including integrated cross tabulation of data, segmentation and grouping analysis, time based grouping analysis, and total unduplicated reach and frequency analysis for multiple choice responses.

The survey was designed to help in the identification of individuals whose background, experience and potential value add to S&T in Botswana would be suitable for funding. The survey was advertised locally and also on Botswana internet based newspapers that are favoured by the diaspora. A marketing message was designed that links participation in the

28 survey to potential funding of individuals and/ or institutions. In addition, RST institutions and the major employers were contacted to identify S&T professionals who were then mailed the survey. The on-line survey Raw Data and the analysis will be helpful in linking potential S&T HRD resources to national projects, identifying HRD needs within different sectors and the selection of candidates for post graduate grants. This information has been given to MCST.

2.1.2 Paper-based Questionnaire and Structured Interviews

The survey was conducted with the aid of a questionnaire and sample interviews to confirm the existing information contained in the Department of Research, Science and Technology’s database, as well as to elicit additional information to assist in the development of the HR development strategy. The list of those interviewed is in Appendix 4.

2.1.3 Review of Current S&T HRD Policies and Strategies

The review of the current S&T HRD policies and strategies within Botswana resulted in the identification of the strengths and weaknesses which informed the development of the strategy. These policies and strategies included: Tertiary Education Policy; NHRDS; Manpower Planning; Parallel Progression; Scarce Skills Initiative; Loan/Grant Scheme; the Botswana Innovation Hub; and the Botswana International University of Science and Technology.

2.1.4 Comparator Countries

Six countries namely New Zealand, Finland, Malaysia, Singapore, Mauritius and South Africa were selected as comparator countries and their relevant policies and strategies were reviewed to inform the development of this strategy. South Africa and Mauritius were selected because they are middle income countries just like Botswana, and they are also regional competitors for foreign direct investment. The other four countries were selected because they have been successful in transforming their countries based on the development of their human resources as opposed to natural resources.

2.1.5 SWOT and Problem Tree Analysis

Detailed SWOT and problem tree analysis were carried out which were later validated at a stakeholder workshop, and were subsequently used in deriving goals and recommendations. In the problem tree the effects are documented at the top and the underlying causes and contributing factors are listed below the effects. The draft problem tree as prepared by the consultants was discussed and amended by stakeholders in the workshop held on 11 July 2008; resulting in the Problem Tree on the page overleaf. It shows that the overarching problem is that the potential for S&T to drive socio-economic development is not optimally

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

30

Problem Tree – The overarching problem is that the potential for S & T to drive socio-economic development is not optimally exploited due to a lack of effective coordination and funding of S & T HRD.

Limited impact of Silo approach to S&T Professionals Graduate Dependence on research on Not enough Funds not utilized S&T HRD migrate to other unemployment in Expatriates in Key economic people trained effectively nationally disciplines some ICT fields RST Fields

Effects development

Lack of a Tertiary Institutions training Perception that comprehensive Unattractive Research is is not guided by science is a S&T strategy conditions of uncoordinated local industry difficult subject service Poor appreciation specific demands of S&T HR in High dependency Inadequate on the Uncompetitive Pressing priorities There is no national RSTI funding is on abroad training job training Government national develpment not competitively remuneration coordination to Lack of determined Non existent packages ensure that this understanding internship funding addresses S&T schemes instead the socio- Lack of job voluntary Limited incentives Relatively economic situation Fragmented satisfaction for the Private inexperienced Lack of visionary coordinating workforce in S&T Sector to fund High minimum leadership There is no institutions fields Rigid working R&D employment guidance or environment requirements such support to assist Lack of as experience individuals to involvement of the Inadequate apply for this private sector S&T not given resources for rightful place of R&D, HR Lab Scattered Limited funding Being reactive and prestige status equipment manpower international No incentives for not proactive demand due to attachments Perception that Causes participation in Low entry science is not a Preference for poor planning S&T HRD for the positions well paying imported products private sector especially in govt. profession Lack of as opposed to Unrealistic professional local products academic Limited HR capcity growth requirements by Lack of career to utilize opportunities employers education Limited research international funding Lack of Lack of IPR and funding representation of copyright policy Reluctance to Insufficient all disciplines in all work abroad capacity to training firms account for Better career RST Institutions international development Limited funding for do not base their Acquisition of Few S&T Tertiary funding opportunities & post graduate research on inappropriate skills insitutions remuneration in studies Weak Institutional industry needs Coordination other fields No career plans

2.1.6 Database Review

The existing data from the database was analysed, in order to determine which additional fields would be required to cover HRD needs. The review of the current database looked at how the new inventory resulting from the online survey, could feasibly be added to the existing database and allow for comparison. In addition, the feasibility for upgrading the database into a web portal that will allow continuous updating of records has been assessed and it is recommended that a new web based database be considered.

2.1.7 Workshop and Reference Group Meetings

A total of three workshops and five reference group meetings were held during the consultancy.

3 Summary Findings from the Situational and Needs Analyses

The situational analysis phase of the project established some important findings that helped to guide the needs analysis and strategy development phases. 3.1 Findings from Situational Analysis

3.1.1 Policy and Institutional Framework

The dissolution of the National Commission on Science and Technology which was established in 2002 to deal with policy issues left a void at the policy level. This was problematic given that the comparator countries made significant progress in the S&T field assisted by the existence of institutions which deal with policy issues. For example South Africa has amongst others, the Council for Scientific and Industrial Research and the Human Sciences Research Council. Mauritius has the Mauritius Research Council, Finland has the Science and Technology Policy Council, and Malaysia has the National Council for Scientific Research and Development. This policy void has now been addressed and the right institutional foundations have been put in place.

The Tertiary Education Policy and National Human Resource Development Strategy (NHRDS) for example, have laid the cornerstone for the overarching strategy and structure which the S&T HRD strategy and plan must be aligned to. The NHRDS will see the setting up of a Human Resources Development Council (HRDC) and sectoral committees.

3.1.2 Online Survey

An online skills registry survey was publicised through the print media, internet advertising, posters and direct contact with some of the major employers of RST professionals. The result was a total of 820 responses from a wide range of countries as depicted over leaf.

33

Country Percentage of Respondents Afghanistan 0.5% 2.1% 2.7% 6.9% 0.5% 0.5% 0.5% 1.1% Canada 22.3% 1.1% Finland 0.5% Germany 0.5% 0.5% 0.5% Ireland 2.1% 0.5% 1.1% 0.5% 0.5% Malaysia 0.5% 3.7% New Zealand 1.1% 0.5% South Africa 16.0% 1.1% 1.1% 1.1% 16.0% United States 10.6% 1.1% Other 1.6%

3.1.2.1 Key findings from the on line skills registry survey 85% of these respondents are currently living in Botswana, and of the remaining 15% who live elsewhere, 97% would consider returning to Botswana. This is significant as it represents a pool of talent that some policy makers thought were unlikely to want to return in any significant numbers to Botswana. A challenge for strategy is to put in place measures that will help encourage the return of these critical skills.

Of the respondents, those not currently working in an RST field stated that the main reason for working abroad was that individuals were unable to find employment in their respective fields of specialisation. It is encouraging to note that 95 % would consider returning to the S&T field. 85 % of respondents intended undertaking further professional development.

34 3.1.2.2 Educational Attainments The majority of respondents have completed their Undergraduate Degrees, 13% have completed their Honours, 22% of respondents have a Masters Degree and 8% have a Doctorate. This points to the need for increased funding for training at a Masters and PHD levels so that opportunities for employment can be enhanced for potential employment on the big RST opportunities that BIUST and the Innovation Hub will present.

3.1.2.3 Level of Experience 19% of all respondents indicated that they did not have any experience, 9% indicated 1 year’s experience and 12% only had 2 years experience. 6% of the respondents had 3 years experience and 6% had indicated 4 years experience.

A significant challenge for the strategy was to look at innovative ways of using incentives and funding mechanisms that could result in this untapped pool of resources working towards a higher level of attainment whilst at the same time engaging in practical learnership experiences.

3.1.3 Stakeholder Interviews and Research

Access to accurate, reliable and up to date data proved a daunting problem. This problem has haunted previous consultancies. The situation is severe when it comes to data regarding demand for various skills. Whilst various institutions knew the skills that were in short supply, they could not readily provide data on this nor make meaningful projections of future needs. (Note: this is only of concern when using traditional manpower planning which the Government has decided to do away with as stated in the section on “Botswana in Transition”. The move towards the planned sectoral HRD committees should address this issue in future.)

3.1.3.1 Skills that are in Short Supply Locally Respondents identified shortages in the areas such as engineering (mining, water, civil, environmental, bio-engineering, metallurgy, mineral processing);geology (hydrogeology, rock mechanics);ICT (software development, hardware development); database administrators, security specialists (ICT), forensic specialists (ICT), software developers, project managers (ICT) and system analysts; biotechnology (molecular biology, microbiology, medical biotechnology, biochemistry, organic chemistry, molecular physical chemistry, genetics); medical specialists (Pharmacists; Dentists, Surgeons, etc); professional engineers; animal science especially in livestock breeding, dairy science, reproduction physiology and nutrition; food science and technology; bio-informatics; and forensic scientists and pathologists.

On the basis of the above as well as information from the National Manpower Development Planning Report and the Report of the Consultancy on Scarce Skills, the skills shortages were

35 categorised as indicated in the table overleaf. It should be noted that both reports used the traditional manpower planning approach which the government has decided to phase out because of its limitations which are spelt out in Section 1.4, Table 2. They should therefore be used with caution on the understanding that the skills gaps are of a short and medium term nature which are not necessarily strategic. It is expected that once the Sectoral Committees are established, they would put in place measures to come up with strategic data.

Table 5 overleaf provides a breakdown of skills that are in short supply by sector.

36 Table 5: Skills that are in Short Supply Categories by Sector National Occupations / Skills that are in Short Supply Categories by Sector

Specific Occupations in Short Supply by Perceived Level Sector Critical Medium Low Engineers - Mining, Civil, Physical Scientists, Accountants, Chemical, Electrical, Machinery Mechanics & (excluding Geologists & Geophysics, Fitters, Chemists Chartered Metallurgists, Statisticians Accounts who Cartographers & Surveyors are medium/ Technicians - Mining & high scarcity) Metallurgical, Chemical Mining Engineering, Mechanical Engineering, Physical & Engineering,

Engineers - Electrical, Economists, Chemists, Accountants, Mechanical, Civil, Electrical Machinery Mechanics & (excluding CA’s Engineering Technicians Fitters who are Statisticians medium/ high Energy scarcity)

Agronomists, Biologists, Chemists, Chemical Market Botanists, Zoologists, Engineers, Chemical Oriented Skilled Economists Engineering Technicians, Agricultural Ecologists Veterinary Technicians, Workers Agriculture Foresters Machinery Mechanics & Agro foresters Fitters, Physical Scientists Statisticians

37 Specific Occupations in Short Supply by Perceived Level Sector Critical Medium Low Medical Doctors, Nurses & Midwives, Life Health Veterinarians, Pharmacists Chemists, Health Associate , Dentists, Hospital Diagnostics & Treatment Professionals, Administration and Professionals, Modern Technicians, Management Health Associate Psychologists, Health Professionals, Life Science Statisticians, Biologists, Veterinary Accountants Technicians Statisticians

Computer Systems Computer Associate Designers, Analysts, Professionals Programmers, Electronics Statisticians & Telecommunications ICT Engineers Media professionals ICT Lawyers Leadership professionals Technicians Accountants, Computer Associate Mathematicians & Professionals Financial Statisticians, Economists Services Technicians

38 Specific Occupations in Short Supply by Perceived Level Sector Critical Medium Low Secondary Education Vocational Education Psychologists Teaching Professionals, Teaching Professionals, College, University & Physical Science Education Higher Education Teaching Technicians, Economists, professionals Physical Scientists, Statisticians Geologists & Geophysics

Aircraft Pilots, Civil Air Traffic Controllers, Statisticians Engineering Technicians, Artisans - Construction Other - Quantity Surveyors, Carpenters & Joiners, Transport, Architects, Town & Traffic Panel Beaters, Welders & Town Planners, Cartographers & Flame Cutters, Plumbers & Planning Surveyors Pipe Fitters

3.1.3.2 Measures to attract Batswana expatriates back to Botswana Respondents were requested to identify measures which could entice Batswana S&T professionals who are currently working outside the country to come back (reverse migration). The suggested measures were:

• Substantial improvements of conditions of service in Government and the Private Sector

• Creation of a favourable investment climate for both locals and foreigners

• Implementation of a robust citizen empowerment policy

• Setting up a financing facility to enable S&T graduates to establish their own firms

• Implementation of credible and enforceable localisation policies The improvement of the conditions of service was ranked highest (77%) followed by the creation of a favourable investment climate (73%). Implementation of a robust citizen empowerment policy and setting up a financing facility to enable S&T graduates to establish their own firms both ranked third with (46%). Implementation of credible and enforceable localisation policies was ranked last with (42%).

3.1.3.3 Measures to accelerate the local development of specialised ICT Respondents were requested to rank measures aimed at accelerating the local development of specialised ICT skills.

39 The suggested measures to be put in place were:

• Attract reputable Tertiary Institutions to Botswana

• Provide citizens with attractive financing to set up tertiary institutions

• Provide subsidised loans to trainee through the financial system

• Promote life long learning

The promotion of life long learning was ranked highest (69%), followed by the attraction of reputable tertiary institutions (58%). Provision of subsidised loans to trainees through the financial system was ranked third (38%) and the provision of citizens with attractive financing to set up tertiary institutions was ranked lowest (27%).

3.1.3.4 Skills that are in short supply globally Overall, ICT - Information and Communication Technology will be high on demand as the world moves towards a technology driven state, the primary industries of construction, mining and oil & gas will also see significant demand. Within ICT, software engineers and networking engineers are forecast to be of most demand.

Several mid-level and leader-level roles are also projected to be needed to manage and run the different initiatives – especially in the developing economies. Developed economies of US and Europe indicate a demand for engineering skills while developing economies indicate similar demand with the additional demand for managerial skills. Irrespective of the state of economy, the health sector is in need for skills across the care continuum – from physicians to radiologists to nurses and nurse aides.

3.1.4 Funding

The recommendation by the New Zealand Consortium to set up the Botswana Research, Science and Technology Investment Agency (BRSTIA) responsible for the funding of research and development is still being considered by the Government. It is noteworthy that a project for the operationalisation of the agency is included in NDP 10. Botswana spends 0.43% of Gross Domestic Product on research and development according to the BNRST Plan. South Africa spends 0.81%, Mauritius 0.35%, Malaysia 0.69%, New Zealand 1.16%, Finland 3.46% and Singapore spends 2.25%. In order to be able to compete favourably with our comparators, the level of expenditure should be substantially increased. The expenditure figures are shown in the bar chart below.

40 3.50%

3.00%

2.50%

2.00%

1.50%

1.00%

0.50%

0.00% Botswana South Mauritius Malaysia New Finland Singapore Africa Zealand

Graph: depicts % GDP spend on research and development There was a general concern regarding the lack of funding for post graduate training in general, and the RST field in particular, r esulting in, amongst others, an excessive dependence on expatriates in managerial positions.

In order to address this problem and to get value for the expenditures, the current funding under the Ministry of Education, MCST, BIDPA and others, need t o be rationalised and augmented.

3.1.5 Review of the Current Database

As stated in the terms of reference, a key objective of this project is to “Design Human Resource capability development strategy that will focus on developing skills that will give new and existing S&T professionals greater ability to be effective in stra tegic S&T management roles.”

As a result of this requirement, the existing database from the Department of Research, Science and Technology has been reviewed within the context of the HRD requirements in the RST field, and not including the other aspects namely expenditure, facilities and equipment. The terms of reference state “Assess the usefulness of the current database and recommend how it can be improved and updated.”

This has been interpreted within the context of this project to mean the usefulne ss of the database with respect to HRD. It is recognised that the current database was established to provide reporting capabilities in line with the generation of indicators on a wide range of RSTI activities.

The systems and information provided by the Ministry of Communications, Science and Technology (MCST) have been reviewed and reported on in the Situational Analysis Report. General comments were made about the system’s performance on the current database is in respect of how, going forward, the data gathered in this project can be best captured and maintained to enhance the usefulness of the database in tracking progress against the S&T HRD strategy.

The current data base is not configured in a way that will allow web access from S&T professionals and other stakeholders to keep the information up to date. This is absolutely critical to measuring and monitoring progress against the future S&T HRD strategy and helping MCST make informed decisions around funding HRD. It is therefore recommended that a new web based database be considered. The raw data from the on-line survey can be incorporated into this existing data base in order to address the more short-term development needs. The raw data contains the names and contact details of S&T professionals with their areas of specialisation, as well as their areas of desired development.

3.2 Findings from the Needs Analysis

The needs analysis provided important indicators for the development of the strategy. The findings of the various sections were as follows.

3.2.1 S&T skills in short supply impact eight critical sectors of the economy

The analyses of various reports and the responses from interviews and questionnaires have been recorded on a National Occupations Skills in Short supply category.

This shows the levels of skills in short supply in eight sectors of the economy, with the scarcity classified across a range of occupations between critical, medium, and low level skills in short supply as reflected in table 5 on page 37 of this report.

3.2.2 Funding strategies

The analysis of current funding arrangements showed several opportunities for improving funding arrangements:

• A dedicated research fund namely, Botswana Research, Science and Technology Funding Agency (BRSTFA) is to be established with clear purpose and guidelines

• Funding should be programme based and not project based

• There should be a structured cross border funding strategy

42 • Public Private Partnerships can broaden the funding resource base and

• A stronger relationship with international funding organisations should be established

A need for the development of RST in Botswana is to have partnerships or the exchange of people, ideas and support structures. It is essential that partnerships and linkages between the various sectors within Botswana and within the region are established. The strategic elements of these interactions include:

• Exchange Programs

• Tertiary Education Institutions and Industry Links

• Tertiary Education Institutions and National/International Facilities Links; and

• Mechanisms and Source of Support

In addition, the analysis also showed that there are three organisations which are most prominent in the supply of international funding namely, European Union, International Science Foundation and Third World Academy of Science.

3.2.3 RST Human Resource Development

Areas of concern with regard to RST human resource development that were identified are:

• Weak institutional coordination has caused a silo approach to science and technology HRD

• Better career development opportunities and remuneration in other fields has caused S&T professionals to migrate to other fields

• RST institutions do not base their research on industry needs resulting in limited impact of research on economic development

• Acquisition of inappropriate skills has caused graduate unemployment in some ICT fields

• Limited funding for post graduate studies has resulted in dependence on expatriates in key RST fields and

• Few S&T Tertiary Institutions has caused dependence on expensive external training

3.2.4 Benchmarked strategies

Botswana is currently ranked 83rd in competitiveness and is in transition between the factor stage and the efficiency stage, as defined in the Global Competitiveness Report (2007-2008). Policies that propelled countries in the transition from the efficiency driven stage to the innovation driven stage include these key themes; well planned S&T policies, objective based R&D funding systems, and dedicated central agencies to develop research human capital, R&D and innovation. Table one in section 1 covers the specific strategies by country.

43 S&T HRD in Botswana is poised to benefit from the planning, policy, and strategic initiatives that are already underway in the form of Vision 2016, TE Policy, BNRSTP, NHRDS, BRSTFA, BIH, and BIUST.

The 2008/9 Budget Speech and the Business Economic Advisory Council (BEAC) Action Plan have highlighted programme and project implementation as the most significant barriers to economic development in Botswana. To address these challenges, Government has formed the Government Implementation Coordination Office (GICO) in the office of the President to lead, drive and coordinate the implementation of the BEAC Strategy and Action Plan. This presents a significant opportunity for S&T HRD development provided clear linkages can be made with the action plan.

3.2.5 Recommended Solutions

Arising out of the challenges and needs identified and described in the problem tree, a series of recommended solutions have been made.

These are designed to contribute to moving Botswana towards a Stage two efficiency based economy where S&T professionals will play a critical role in the diversification of the economy. Currently Botswana is transitioning between a stage one and two economy. The move from a stage one economy to two is characterised by the move from reliance on sound macro economic policies and infrastructure to one that is strategy and results orientated and is underpinned by a knowledge economy. Several key strategies have already being formulated including the National HRD Strategy and BEAC strategy – what is still lacking are the S&T human resource components needed to drive a knowledge economy. These required human resource components are: 1. Rationalise the roles and coordination of S&T HRD. The National HRD Strategy has laid out the key roles required to drive HR development in the country. S&T HRD will have to integrate with this proposed structure. The planned Human Resource Development Council (an amalgamation of TEC and BOTA) will be the responsible authority. MCST will have a role to play in the formation of an S&T sectoral enabling committee that will help coordinate and monitor S&T HRD. 2. Leadership, supervisory and entrepreneurial skills programmes must be made available. Access to these should be through a variety of delivery channels but should be supported with the introduction of an E learning platform 3. There is a need for an effective and well coordinated attraction and retention strategy for S&T professionals. The significant investment in developing S&T professionals is being wasted by placing little emphasis on retaining these professionals. This investment will increase with BIUST’s PPP process estimated to cost between 9 and 16 billion Pula, it is now even more important that this huge investment is not lost.

44 4. Increase the number and quality of S&T post graduate students. The high value add occupations in S&T require post graduate qualifications. To attract foreign direct investment in the innovation hub that availability and quality of post graduate S&T professionals will be critical. 5. Implement bridging and learnership programmes to increase S&T graduate employment and self employment 6. Facilitate the emergence of new S&T businesses developed and run by a new generation of S&T entrepreneurs. A bold approach is required to prepare the country for an innovation based economy where talented students are attracted not only to the S&T profession but to the opportunities that exist to get the training and resources needed to establish new S&T companies within the innovation hub concept. These proposed solutions have helped to inform the strategic goals and recommendations required to drive the change required.

45 4. Proposed S&T HRD Strategy 4.1 Introduction

A strategic vision, goals, indicators and related strategic projects have been identified to address the challenges and implement to the recommendations. The National S&T HRD strategy has six major goals. These goals will be achieved through the implementation of 10 strategic projects at a cost of P 100 million. The implementation of the S&T HRD Strategy will be done in phases over a 10 year period commencing in 2009.

The origins of this strategy lie in Vision 2016 which requires a radical change across many aspects of the social, entrepreneurial, economic, political, and cultural lives of Batswana to ensure prosperity for all. This thinking was reflected in National Development Plan 9 (2003- 2009) which recognised the significance of human capital as a fundamental component to achieving economic development and saw the need for a national human resource development strategy as a way of addressing this issue. The conclusion of NDP 9 saw the approval by government of the National Human Resource Development Strategy (NHRDS) for immediate implementation.

The outcomes of this strategy must seek to contribute to moving Botswana: • From a factor based economy to an efficiency based economy

• From natural resources to human resource development

• From traditional manpower planning to a sector specific approach as proposed in the NHRDS

• From producing S&T graduates to an enabling environment that results in productive S&T professionals contributing nationally and internationally for the benefit of Botswana

Whilst S&T can at this stage be viewed as a sector that enables other areas of the economy to expand and be productive, this strategy from a HRD perspective should seek to position S&T as a driving sector within the economy. The Government of Botswana’s commitment in this regard is significant as witnessed by the P 9 billion investment in the Botswana International University of Science and Technology (BIUST) and P 1 billion capital expenses for the Innovation Hub project. The challenge remains in converting this capital expenditure into the development of appropriately skilled S&T professionals whose skills go beyond S&T and which enable them to: • Compete successfully for professional employment locally or abroad

• Become S&T professional leaders within TE and research institutions

• Remain within the fast changing S&T field thereby providing a return on the investment by Government in their education

• Set up as pioneering entrepreneurs, new S&T organisations within the various economic hubs that are being established.

46 These outcomes to this strategy are reflected in the vision statement , which is to ensure that: ‘By 2026 Botswana will have transitioned into a stage two efficiency driven economy and be well positioned to emerge as a stage three innovation (knowledge) based economy where the HRD opportunities for Science and Technology graduates and professionals will be acknowledged as the best in the region as measured by professional levels attained and excellent retention within the S&T field’

The vision provides direction by providing a persuasive and necessary picture of the future. The vision and accompanying strategy will unite Batswana from various sectors, organisations and endeavours in a common effort to change the future role of S&T within the nation through maximising individual and collective potential. The vision captures the reality that the full impact of the changes made in HRD today reaches beyond Vision 2016 and will be a legacy left for the future generations of this nation.

The time frame of 2026 is aligned to the National HRD Strategy vision which recognised that HRD requires a longer time frame than other development activities and consequently set a time frame a full ten years beyond the national Vision 2016. This strategy will be achieved by providing an enabling environment that every opportunity for attracting, developing and retaining S&T national talent starting from childhood and continuing with life long development will be identified and acted upon. This is reflected in the mission statement of the strategy:

Botswana’s national human resources development mission for science and technology will enable each citizen with aspirations in science and technology to realise their full potential so that they can make meaningful contributions to their community society and the world and aid the economic diversification of Botswana.

The acceptance and implementation of the S&T HRD strategy is based on the following value proposition: • Without a significant increase in the quality, and quantity of S&T professionals that are relevant to the future needs of Botswana, the huge capital investments the Innovation and other related Hubs will not achieve full benefit realisation

• Without making the S&T field an attractive career proposition the huge capital investment in projects such as BIUST and the University of Botswana’ s medical school will fail to attract the quality of students required

• Without addressing the retention and development needs of S&T professionals the nation will continue to see the loss of these skills to other fields

• Without the required S&T skills in place Botswana will not achieve achieve economic diversification by transitioning from resource and factor based economy to an efficiency and ultimately innovation based economy.

The following assumptions will underpin the successful implementation of the strategy;

• The establishment of the Human Resource Development Council and Sectoral Committees

• The establishment of the S&T Enabling Sectoral Committee

47 • The effective and coordinated implementation of the policies, projects and initiatives which are outlined in the section entitled “Supporting National Policies, Strategies, Initiatives and Projects”

• Continued allocation of substantial resources by the Government to the education and training sector

• Increasing financial allocations for schools and universities in the fields of business, economics, accounting, mining, engineering, IT and medicine

• Strong coordination between the Ministry of Communications, Science and Technology and the Ministry of Education and Skills Development together with its new envisaged agency the Human Resource Development Council; and

• Commitment by all stakeholders to the implementation of the strategy

4.1.1 Vision By 2026 Botswana will have transitioned into a stage two efficiency driven economy and be well positioned to emerge as a stage three innovation (knowledge) based economy where the HRD opportunities for Science and Technology graduates and professionals will be acknowledged as the best in the region as measured by professional levels attained and excellent retention within the S&T field

4.1.2 Mission Botswana’s national human resources development mission for science and technology will enable each citizen with aspirations in science and technology to realise their full potential so that they can make meaningful contributions to their community, society and the world and aid the economic diversification of Botswana.

4.1.3 Values In order to fulfil this vision and mission for S&T human resource development strategy the following values will underpin each strategic goal.

Access and Equity Botswana’s future pioneers in the S&T field might today reside in some of the remotest areas of the country. Access to S&T education and HRD must be done equitably and deliberately so that the true S&T potential within the country can be identified, nurtured and productively deployed to increase the nation’s wealth and future prosperity. Benefit realisation If retention issues are not addressed for S&T professionals, then the full benefit realisation of the investment made in these scarce professionals will not be made. Benefit realisation must be evident in the linkages between strategic activities and the ultimate employability and productivity of the resources.

48 Accountability S&T HRD cuts across different ministries and departments. MCST must advocate and promote the need for accountability of all other stakeholders if the strategy is to be achieved. Quality and Relevance S&T HRD must have sustainable quality standards and appropriate relevance for HRD professionals to be employed, recognised and rewarded. Partnerships S&T HRD can only be achieved through mutually beneficial partnerships with key stakeholders within and outside Botswana.

4.2 Strategy to drive the S&T HRD vision

Six strategic goals have been developed in order to implement the recommendations. They are; 1. The roles and coordination of S&T HRD will be rationalised to allow for the appropriate interfacing with the National HRD Strategy and plan. 2. Introduction of easily accessible and affordable leadership, supervisory and entrepreneurial skills programmes for all S&T professionals and graduates. 3. Implementation of an attraction, reverse migration and retention strategy for S&T professionals including a cultural change process that repositions that attractiveness of careers within the S&T sector. This will be coupled with a deliberate programme for exporting S&T skills in a controlled process to fast track skills development 4. Increase the number and quality of S&T post graduate students. 5. Implement bridging and learnership programmes to increase S&T graduate employment and self employment. 6. The innovation based economy (stage 3) will be led in Botswana by a new generation of S&T trained entrepreneurs whose aspirations and HRD gives them the skills and resources needed to lead the change.

Ten strategic projects have been identified which together will drive the different goals. The strategic projects are: 1. Promote the development of a S&T professional forum 2. Leadership, supervisory and entrepreneurial HRD development of S&T professionals via a specialised E-learning platform. 3. Use the skills registry for (i) immediate identification of S&T graduates for additional post graduate studies and (ii) further development to help with the future identification of HRD training requirements and supplying resources to major national projects

49 4. Establish as part of integration with the NHRDS, a S&T HRD Enabling committee with a clear mandate as well as measurable deliverables. Conduct a feasibility study for the formation of a single agency reporting into MCST and responsible for the operational issues of research, funding and innovation (similar in concept to the approved Human Resource Development Council) Develop and implement a reverse migration plan that will help to attract Batswana professionals working abroad to return whilst simultaneously exporting surplus unemployed S&T skills elsewhere for their long term development and eventual return to Botswana or economic contribution via remittances. 5. Develop an effective career awareness programme for S&T students at all levels. 6. Develop and implement an attraction and retention strategy for S&T professionals. 7. Undertake a policy review to make it more attractive for the private sector to invest in R&D that will benefit the HRD of S&T professionals. 8. Develop, pilot and launch bridging and learnership schemes for graduate student that are appropriate to the S&T sector. This will use a similar approach to the successful IFSC graduate placement programme. 9. Develop, pilot and launch an S&T HRD impact assessment process for all new S&T firms investing in Botswana as per the recommendations of the National HRD Strategy.

The strategic projects are outlined in Appendix 9 and their estimated P 100 million costs are outlined in Appendix 10.

Table 6 over leaf shows how the projects link to the six goals.

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Table 6: Linkage between goals and strategic projects

Goal Description Supporting Strategic Projects * 1 The roles and coordination of S&T HRD will be rationalised to 4,10 allow for the appropriate interfacing with the National HRD Strategy and plan. 2 Introduction of easily accessible and affordable leadership, 1,2,3,6,7,9 supervisory and entrepreneurial skills programmes for all S&T professionals and graduates. 3 Implementation of an attraction, reverse migration and retention 1,5,7,10 strategy for S&T professionals including a cultural change process that repositions that attractiveness of careers within the S&T sector. This will be coupled with a deliberate programme for exporting S&T skills in a controlled process to fast track skills development. 4 Increase the number and quality of S&T post graduate students. 6,7,8

5 Implement bridging and learnership programmes to increase S&T 1,2,3,6,7,8,9,10 graduate employment and self employment. 6 The innovation based economy (stage 3) will be led in Botswana 1,2,4,5,6,7,8 by a new generation of S&T trained entrepreneurs whose aspirations and HRD gives them the skills and resources needed to lead the change.

* The numbers are as per the numerical order of the strategic projects on the previous page.

51 4.2.1 Rational and Strategic Indicators for the Goals

Strategic Goal One The roles and coordination of S&T HRD will be rationalised to allow for appropriate interfacing with the National HRD Strategy and plan

Rationale Within NDP10 funding for HRD will be done via the structures that will be established in terms of the National HRD Strategy. It is imperative that S&T HRD should be integrated within this planned structure in order to benefit from the funding this will afford. Funding of S&T graduates will however continue via MCST for two to three more years until the funding structure of the new Human Resource Development Council are in place.

Strategic Indicators The rationalisation of roles and coordination should be implemented by 2012 and be evidenced by:

• The establishment of the S&T HRD enabling sectoral committee

• The training of committee members

• The appointment of committee members to sit on other sectoral committees to represent the interests of S&T

• The formulation of an S&T HRD plan based on inputs from other sectoral committees which in turn integrates with the national HRD plan

Strategic Goal Two Introduction of easily accessible and affordable leadership, supervisory and entrepreneurial skills programmes for all S&T professionals and graduates.

Rationale To address the unemployment and underemployment of S&T professionals it is essential to provide them with competencies beyond S&T that will enable them to move into leadership positions and for some, the opportunity to establish new S&T businesses. This will benefit the Innovation Hub project and link with the outcomes of Maitlamo and assist the strategies of the research institutions.

Strategic Indicators The strategy should be implemented by 2012 and the evidence of its effectiveness will be measured by:

• The number of S&T professionals a) registered for b) and who complete leadership, supervisory and entrepreneurial skills courses on the E- learning platform

• The increased number of localised leadership positions in S&T institutions

• The number of new S&T based businesses that are established in Botswana

52 Strategic Goal Three Implementation of an attraction, reverse migration and retention strategy for S&T professionals including a cultural change process that repositions the attractiveness of careers within the S&T sector. This will be coupled with a deliberate programme for exporting S&T skills in a controlled process to fast track skills development.

Rationale To achieve an innovation based economy (stage three); a sufficient base of quality, motivated S&T must exist. It is pointless investing significant funds in the supply side of S&T professionals when significant leakages of current and future S&T professionals from the system exist. Fundamental issues regarding the attraction and retention of S&T professionals must be addressed.

Surplus S&T skills will be encouraged to gain experience abroad where skills development can be fast tracked. As the Botswana need for S&T skills increases these same individuals will be targeted for a reverse migration process that will link the skills to specific opportunities in Botswana. This goal addresses the needs of all major national projects that need S&T professional resources as it is imperative that they are able to attract and retain key S&T staff.

Strategic Indicators The strategy should be implemented by 2012 and the evidence of its effectiveness will be measured by:

• The number of S&T professionals remaining within the S&T professions

• The introduction of an S&T reverse migration intervention

• The number of Batswana S&T professionals returning to Botswana

• The number of Batswana S&T professional returning through reverse migration after appropriate S&T work abroad

Strategic Goal Four Increase the number and quality of S&T post graduate students.

Rationale In order to attract significant investment into the Innovation Hub and other S&T related projects, there is a need for more post graduates students. More post graduate student will also be required for employment opportunities that will arise in such projects such as BIUST and the Educational Hub that will focus on research and post graduate studies. Post graduate students are also more likely to find employment within the region than at a graduate level. BOTEC for example has found that staff who have not obtained a post graduate qualification, do not have the right training for the rigorous research required. Post graduate students are

53 also more likely to find employment within the region or overseas than at a graduate level. The HRD life cycle process places a premium on the employability of human resources. It is recommended that this goal should target 8% of S&T graduates proceeding to post- graduate studies .This is in line with projected capacity at BIUST. This reflects an increase from the current overall 5% of students that currently proceed to post graduate level. The assumption is made that with the estimated P 9 billion investment in BIUST, government will look to reduce the number of S&T students that study abroad. Consequently it is unlikely that it will be sustainable to set a higher enrolment figure by relying on supplementing local capacity with regional or overseas placements. In NDP 11 this percentage should be revised upwards dependent on sustainability. Canada, by way of comparison, in 2006 has after significant investment in the prior six years, achieved a rate of 15 % of full time and part time students enrolled in graduate studies (information provided on request by the Association of Universities and Colleges of Canada, 2008).

Strategic Indicators The goal will be implemented within NDP 10 and the evidence of its effectiveness will be measured by:

• 8 % of S&T graduates will proceed to post graduate S&T studies by the end of NDP 10. Strategic Goal Five Implement bridging and learnership programmes to increase S& T graduate employment.

Rationale The national investment in graduate and post graduate studies is lost when graduates fail to find employment. According to information provided by the TEC, the 2003 household survey showed that 15 % of graduate students are unemployed. The skills divide that exists between what employers expect graduates to be able to do and what TE institutions currently provide can be bridged through attractive learnership programmes. Learnerships can be regarded as another form of internship (as being undertaken by the Ministry of Labour and Home Affairs) however they have a more structured approach based around specific outcomes. Learnerships will focus on unemployed S&T graduates with the aim of giving practical experience that assist in making the graduates more likely to obtain employment or engage in self employment. The programme will also extend beyond Government to include the private sector. Bridging programmes will target underemployment by identifying recently employed S&T graduates whose lack of certain skills limits their ability to perform at a higher level within their organisation and achieve a faster career progression. The programme target specific skills areas which are addressed through a structured programme of work based and course based interventions. All the major projects in the country using S&T resources will benefit from the improved quality of S&T resources that have participated in the learnership or bridging schemes.

54 Strategic Indicators The implementation should commence by 2010 and the evidence of its effectiveness will be measured by:

• The number of learnerships increasing each year by 20% until by the end of NDP 10, 60% of unemployed S&T graduates have access to a learnership programme

• The number of organisations offering learnership and bridging programmes

Strategic Goal Six The innovation based economy (stage 3) will be led in Botswana by a new generation of S&T trained entrepreneurs whose aspirations and HRD gives them the skills and resources needed to lead the change.

Rationale To achieve an innovation based economy (stage three) there needs to be a new generation of S&T professionals who have the skills and aspirations to develop new S&T organisations. The innovation, medical and educational hubs will all create new opportunities for potential S&T entrepreneurs but the challenge is to develop a new generation of S&T professionals that will look beyond academic positions within TE institutions.

Strategic Indicators The ground work for this goal should be implemented by 2012 and the evidence of this will be measured by:

• The number of S&T graduates who enrol on the E–learning platform entrepreneurial courses

• The number of S&T graduates who complete the E–learning platform entrepreneurial courses

• The increase in funding provided by CEDA and other venture funds for new S&T projects requested by S&T professionals

4.2.2 Relevance and Alignment of Goals

In section one it was shown that the S&T HRD Strategy will be implemented within and supported by a propitious policy environment. The right policy foundations have been put in place including the TE Policy, the National HRD Strategy and the BEAC report which contains ‘action points’. These action points which have been identified for implementation by various ministries, parastatals and the private sector in order to drive economic diversification and growth. Their implementation is expected to complement the outcomes of the S&T HRD Strategy’s strategic goals. The relevance of the proposed S&T HRD Strategy to supporting national policies, strategies, initiatives and projects is depicted in Table 7 overleaf and more specifically to the BEAC report in Table 8.

55 Table 7: Relevance of the S&T HRD Strategy to supporting National Policies, Strategies, Initiatives and Projects

Projects Goal 1 Goal 2 Goal 3 Goal 4 Goal 5 Goal 6

BIH X X X X X Funding board X X X X Atomic Energy X X X RST and X X X X X X Innovation RIPCO X X X X X BOTEC X X X X X NFTRC X X X X X MAITLAMO X X X X X X Communication X X Infrastructure Other X X X X X

Table 8: Supporting Action Points contained in the BEAC strategy

Strategic Goal 1 The roles and coordination of S&T HRD will be rationalised to allow for the appropriate interfacing with the National HRD Strategy and plan.

Supporting Action Points • Create within the Office of the President a strong Implementation Coordination Unit (ICU) with sufficient authority to achieve effective policy and project implementation • The ICU should coordinate all major Government projects with other initiatives and projects as well as leading with the required resources • Provide structures and policies to systematically improve the business and technical capabilities of Batswana to compete in a globalised world

Strategic Goal 2 Introduction of easily accessible and affordable leadership, supervisory and entrepreneurial skills programmes for all S&T professionals and graduates.

Supporting Action Points • Involving business organisations, the industry and mining houses in both curricular design and local competitions; • Encouraging local institutions to form partnerships and linkages with international institutions of repute to allow for the transfer of knowledge, skills and technologies;

56

Strategic Goal 3 Implementation of an attraction, reverse migration and retention strategy for S&T professionals including a cultural change process that repositions that attractiveness of careers within the S&T sector. This will be coupled with a deliberate programme for exporting S&T skills in a controlled process to fast track skills development

Supporting Action Points • Seeking to only produce internationally competitive people by, inter alia, setting high pass standards; • Reversing the exodus of health professionals by actively seeking Public Private Partnerships with private international hospital operators;

Strategic Goal 4 Increase the number and quality of S&T post graduate students Supporting Action Points • Establishing a partnership with an international university, a post graduate school or faculty (including a school of mining) at the planned Innovation Hub; • Positioning Botswana as a regional mining knowledge and research centre, by attracting world class faculty to the above; • Using all means available to improve quality of education and training to enable Botswana to compete with the world’ best, putting international competitiveness first; • Seeking to only produce internationally competitive people by, inter alia, setting high pass standards;

Strategic Goal 5 Implement bridging and learnership programmes to increase S&T graduate employment and self employment.

Supporting Action Points • Making concerted efforts, in the short term, through post school training to rapidly build a pool of qualified artisans to meet the large demands arising from the huge coal, power, copper and nickel projects; • Exploiting and supporting the development of Botswana’s significant potential for diversification within the mining sector; • Involving business organisations, the industry and mining houses in both curricular design and local competitions;

• Developing free zones as an attractive platform to attract foreign direct investment and to accommodate marginally viable investments(e.g. IT start ups, diamond cutting, and greenfield cargo and logistics operations), without subsidies or costly incentives; and • Continuing to periodically review key policies that affect the investment climate to ensure that Botswana is able to compete effectively in the global economy.

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Strategic Goal 6 The innovation based economy (stage 3) will be led in Botswana by a new generation of S&T trained entrepreneurs whose aspirations and HRD gives them the skills and resources needed to lead the change.

Supporting Action Points • Creating an achievement culture in society, accepting meritocracy and pursuing excellence as a major objective; • Emphasizing the use of advanced technologies (where necessary supported by temporary foreign skills); • Creating infrastructure, institutional frameworks and legal prerequisites to facilitate the use of information technology throughout the Government and the private sector; • Creating widely publicised and incentivised business, engineering, and mathematics competitions within Botswana, and continuing to participate in international competitions; • Increasing financial allocations for schools and universities in the fields of business, economics, accounting, mining, IT, medicine, and reducing funding for humanities and administrative studies; • Incentivising companies through the Diamond Rating System to provide effective in house high level international standards of training;

58 5. Implementation and Projected Costs

The National S&T HRD strategy has six major goals. These goals will be achieved through the implementation of 10 strategic projects at a cost of P 100 million. The implementation of the S&T HRD Strategy will be done in phases.

Given the 10 year time frame for the S&T HRD Strategy it will conclude two years into NDP 11.The strategic goals and objectives will cover this period over three phases. These phases have been developed to allow for the appropriate interfacing of the S&T HRD strategy with the National HRD strategy and plan. The phases also link to the envisaged change in role for S&T from an enabler of the economy to a driving force within the economy.

Phase one below recognises that some ground work activity is required in preparation for the sectoral HRD committees to be established.

Table 9: Phases and Time Frames for the Establishment of HR Sectoral Committees Phase Description Time Frame Time period One Preparation and Consolidation April 2009 to March 2012 Short term Two S&T HRD as a national HRD April 2012 to March 2016 Medium term enabler Three S&T HRD as a national HRD April 2016 to November 2018 Long term driver

It is proposed that S&T will form an ‘enabling HRD committee’ as envisaged below.

59 Sectoral and National HRD Plan Linkage

National Human Resource Development Plan Driving Sectors

•Health Mining & Resources •Education & Training •ICT I Tourism •Research & M Innovation P Financial and Business Services •Science & Technology A C Transport and Communications T Enabling Sectors

Manufacturing & Commercial Agriculture

Sectoral and National HRD Plan Linkage Source: TEC, 2008

S&T will not be the only enabling sector. TEC has identified health, education and training, ICT and Research and Innovation as well.

In phase two S&T HRD will be represented on all sectoral HRD committees and by NDP 11 the investments made in the Innovation Hub, BIUST and related projects should have created sufficient new investment in the S&T sector for S&T to form a driving committee around the S&T cluster of industries and institutions. This approach is consistent with the move from a resource driven economy to an innovation based economy which has different HRD requirements. It should be noted that the S&T National Policy is up for review. It is possible that the review may result in S&T forming its own sectoral committee earlier than recommended here in order to support new policy objectives.

Six strategic goals have been developed that will be undertaken within the implementation phases. Table 10 below shows the goals and implementation phases.

60 Table 10: Strategic Goals by Implementation Phase Goal Description Implementation 1 The roles and coordination of S&T HRD will be rationalised to allow for appropriate interfacing with Phase one the National HRD Strategy and plan. Short term 2 Introduction of easily accessible and affordable leadership, supervisory and entrepreneurial skills Phase one programmes for all S&T professionals and graduates. Short term 3 Implementation of an attraction, reverse migration and retention strategy for S&T professionals Phase two including a cultural change process that repositions that attractiveness of careers within the S&T Medium term sector. This will be coupled with a deliberate programme for exporting S&T skills in a controlled process to fast track skills development. 4 Increase the number and quality of S&T post graduate students. Phase one and two Short and medium term

5 Implement bridging and learnership programmes to increase S&T graduate employment and self Phase Two employment. Medium term

6 The innovation based economy (stage 3) will be led in Botswana by a new generation of S&T Phase two and three

trained entrepreneurs whose aspirations and HRD gives them the skills and resources needed to (Medium and long term)

lead the change.

The details of all the strategic projects are provided in Appendix 9 and their costs in Appendix 10.

The proposed costs for the strategic projects, as covered in this report, over the ten year period 2009 to 2019 are indicated below:

Table 11: Proposed Costs for the Strategic Projects

Project number 1 2 3 4 5 6 7 8 9 10 Total Single agency & S&T HRD S&T Attraction Professional Grants and sector Reverse Career and Retention Policy review Learnerships HRD Impact Project Description Forum E Learning Skills Registry committee migration Awareness consulting time 592,800.00 624,000.00 - 4,264,000.00 416,000.00 4,680,000.00 468,000.00 572,000.00 1,830,400.00 1,768,000.00 15,215,200.00 travel - - - 480,000.00 - 320,000.00 - 160,000.00 320,000.00 - 1,280,000.00 software/ technology/license costs - 37,500,000.00 50,400.00 ------37,550,400.00 workshop venues 31,200.00 37,500.00 - 30,000.00 37,500.00 22,500.00 - 22,500.00 37,500.00 37,500.00 256,200.00 grants - - 7,500,000.00 - - - - - 18,000,000.00 - 25,500,000.00 advertising and communication 60,000.00 375,000.00 750,000.00 50,000.00 750,000.00 1,000,000.00 - 75,000.00 750,000.00 750,000.00 4,560,000.00 science parks - - - - - 9,720,000.00 - - - - 9,720,000.00 Total 684,000.00 38,536,500.00 8,300,400.00 4,824,000.00 1,203,500.00 15,742,500.00 468,000.00 829,500.00 20,937,900.00 2,555,500.00 94,081,800.00 The cost breakdown per project is provided in Appendix 10.

The estimated costs for setting up the project management office to coordinate the 10 projects is not indicated in table above. The estimated cost for the project management office is P 6 million covering a two year period of set up then a hand holding phase. The costs and description are found in the monitoring and evaluation section. The total cost is therefore projected at P 100 m

62 6. Monitoring and Evaluation

Assumptions underpinning successful implementation

The assumptions for the successful implementation of this strategy encompass:

• The establishment of the Human Resource Development Council and Sectoral Committees

• The establishment of the S&T Enabling Sectoral Committee

• The effective and coordinated implementation of the policies, projects and initiatives which are outlined in the section entitled” Supporting National Policies, Strategies, Initiatives and Projects”

• Continued allocation of substantial resources by the Government to the education and training sector

• Increasing financial allocations for schools and universities in the fields of business, economics, accounting, mining, engineering, IT and medicine

• Strong coordination between the Ministry of Communications, Science and Technology and the Ministry of Education and Skills Development; and

• Commitment by all stakeholders to the implementation of the strategy

The national S&T HRD strategy will be monitored through the following mechanisms:

S&T HRD Programme Management Office (PMO) It is recommended that a PMO be established within MCST to coordinate the implementation of the 10 strategic projects. Given the linkage between the projects it is important that the programme office is staffed by personnel with project management experience or outsourced.

In order to facilitate the introduction, implementation and development of a uniform, dynamic, cultural and people oriented project management discipline, the establishment of the PMO needs to be pursued in order to ensure that the benefits of a professional project management web is spun and strengthened within the organisation. A PMO will facilitate the availability of project information from across the HRD projects portfolio to management and other key stakeholders. This availability of project information allows for effective tracking, monitoring and archiving of project information which will contribute to the building of Professional Project Management (PPM) or Managing by Project (MBP) discipline within the MCST.

A PMO must facilitate and provide tangible benefits for MCST and the project members who are given the responsibilities to manage mission critical projects. A PMO will not only benefit

the project managers, but also benefit the MCST executives and stakeholders who will need to see the HRD’s projects in context.

The PMO must promote and support the conformity of business and project-related methodology in the strong belief that consistency in all respects will breed progress in a ‘managing by project’ culture.

The PMO is an initiative to focus on required project deliverables to the benefit and alignment of MCST’s HRD project goals and objectives.

A well structured PMO is based on tested methodologies such as the Project Management Institute’s PMBOK, PRINCE 2 and MBP will typically have the following components:

• A clear best practice customised Project Management Methodology (processes, procedures, templates etc) based on PMBOK or similar.

• An organisational structure that facilitates good practice application of project management

• A technology enabler for the methodology for tracking, monitoring and archiving projects information.

• Appropriate PM skills through training and coaching of PMO staff, project managers and the rest of the HRD project community.

The PMO should report to the HRD committee within MCST which should also include key stakeholders of the Ministry of Education and skills Development and the proposed National HRD Council (currently the TEC and BOTA).

Apart from reporting on project progress, the programme office will provide feedback on progress against the strategic indicators that are listed with each of the strategic goals. An independent review should be considered after three years.

Costs associated with establishing a PMO office. It is assumed that MCST will assign one or two staff members to this office. Their salaries and benefits have not been catered for. The costing assumes a two hose approach where an outside company is selected to firstly train the team in the managing by project approach and then set up all ten projects into the system for managing the projects. This takes about 6 months. It is recommended the outside company is then retained for a further 18 months of partial hand holding and quality assurance as experience shows that training and set up is often not enough to ensure the follow through of the process. MCST should budget P2.5 million for the six months set up period and 3.5 million for the 18 month hand holding and review period.

64 Note: The terms of reference call for indicators to measure training effectiveness. These indicators would be relevant if a manpower planning approach was utilised. This approach has, with the agreement of the reference group being dropped. However, global indicators such as Global Competitiveness Index, Knowledge Economy Index, Human Development Index etc, must be regularly referred to by MCST.

The two strategic projects, namely skills registry and E–learning platform, have identified the use of the internet with respect to the information dissemination and the interactivity of data. The table below contains an overview of the strategic goals and relevant indicators per goal.

65 Table 12: Indicators of Strategic Goals Strategic Description Strategic Indicators Goal 1 The roles and coordination of S&T • the establishment of the S&T HRD HRD will be rationalised to allow for enabling sectoral committee. the appropriate interfacing with the • the training of committee members. National HRD Strategy and plan. • the appointment of committee members to sit on other sectoral committees to represent the interests of S&T. • the formulation of an S&T HRD plan based on inputs from other sectoral committees which in turn integrates with the national HRD plan. 2 Introduction of easily accessible The strategy should be implemented by and affordable leadership, 2012 and the evidence of its effectiveness supervisory and entrepreneurial will be measured by:

skills programmes for all S&T • The number of S&T professionals professionals and graduates. a) registered for b) and who complete leadership, supervisory and entrepreneurial skills courses on the E- learning platform

• The increased number of localised leadership positions in S&T institutions

• The number of new S&T based businesses that are establish in Botswana

66 Strategic Description Strategic Indicators Goal 3 Implementation of an attraction, The strategy should be implemented by 2012 reverse migration and retention and the evidence of its effectiveness will be strategy for S&T professionals measured by:

including a cultural change • The number of S&T professionals process that repositions the remaining within the S&T professions

attractiveness of careers within • The introduction of an S&T reverse the S&T sector. This will be migration intervention

coupled with a deliberate • The number of Batswana S&T programme for exporting S&T professionals returning to Botswana

skills in a controlled process to • The number of Batswana S&T fast track skills development. professional returning through reverse migration after appropriate S&T work abroad

4 Increase the number and quality The goal will be implemented within NDP 10 of S&T post graduate students. and the evidence of its effectiveness will be measured by: • 8 % of S&T graduates will proceed to post graduate S&T studies by the end of NDP 10. 5 Implement bridging and The implementation should commence by learnership programmes to 2010 by and the evidence of its effectiveness increase S&T graduate will be measured by: employment and self • the number of learnerships employment. increasing each year by 20% until by the end of NDP 10, 60 % of unemployed S&T graduates have access to a learnership programme. • the number of organisations offering learnership and bridging programmes.

67 Strategic Description Strategic Indicators Goal 6 The innovation based economy The ground work for this goal should be (stage 3) will be led in Botswana implemented by 2012 and the evidence of this by a new generation of S&T will be measured by: trained entrepreneurs whose • The number of S&T graduates who aspirations and HRD gives them enrol on the E –learning platform the skills and resources needed entrepreneurial courses. to lead the change. • The number of S&T graduates who complete the E –learning platform entrepreneurial courses. • The increase in funding provided by CEDA and other venture funds for new S&T projects requested by S&T professionals.

68 7. Recommendations and Conclusion

Botswana stands at a cross roads in terms of economic diversification. The events during the last few months of 2008 have shown the dangers of an over reliance on one major export. The need for diversification and a move towards a knowledge based economy has resulted in groundbreaking policies and approaches in Tertiary Education, HR development and is also evidenced in the BEAC report.

The change in the approach to formulating and implementing NDP 10 is further acknowledgement of the need to speed up the pace of change. At the end of the day the implementation of these policies, plans and initiatives will require the availability of skilled resources many of whom will require an S&T background. It will need more than graduates but rather a new approach designed to attracting and retaining S&T resources throughout the life cycle so that full benefit realisation can be achieved for the investment made. The approach must place emphasis on the need for S&T entrepreneurs who will help to create economic diversification and opportunities for more S&T professionals. The vision, mission strategic goals, projects and recommendations made in this study have used this holistic approach to S&T HRD.

The following key recommendations are made in support of the need for transformation in S&T HRD and the achievement of the strategy:

1. The Vision, Mission and Values as stated in the strategy chapter (4) will be adopted for the Science and Technology Human Development Strategy. 2. That a programme office be established within MCST to coordinate the implementation of the 10 strategic projects. 3. That a budget of BWP 100 million be provided to finance the implementation of the strategic projects. 4. That the level of expenditure on Research and Development should be increased to at least 1% of GDP by the end of NDP 10. 5. That the Botswana Research, Science, and Technology Investment Agency (BRSTIA) or its equivalent should be set up as a matter of urgency. In keeping with cabinet’s recent approval (January, 2009) of a single agency approach to HR development via the Human Resource Development Council, consideration should be given for MCST to have a similar single agency. This agency would allow the MCST to focus on strategy and policy whilst operational areas such as innovation, research

and funding would be dealt with via the agency. Consequently BRSTIA could form part of this new agency. 6. That funding for post-graduate training in S&T fields should be increased appreciably hence forth to address the shortage of skills at managerial and policy level across the economy. Such training must when combined with learnerships and bridging schemes seek to address the significant levels of unemployed graduates. 7. That an E-learning platform be established that will provide short term managerial, leadership and entrepreneurial courses to S&T graduates from world class institutions. The platform will also address S&T skills courses in such critical areas as research, ethics and grant funding. 8. That the skills registry developed on this project continues as an on-line system for S&T graduates to be linked to HRD opportunities in the country. 9. That effective institutional mechanisms (planned and prospective) should be put in place to address the current silo approach to Science and Technology Human Resources Development and allow for appropriate interfacing with the planned National HR Development plan 10. That a sub-committee of BOCCIM be established to drive entrepreneurial development in the S&T sector. 11. That the progress of the implementation of the strategy be reviewed every 3 years. 12. That 8 % of S&T graduates should proceed to post graduate S&T studies by the end of NDP 10. 13. That the capacity of the patent office should be enhanced to enable it to effectively undertake advocacy measures to create awareness about intellectual property rights and the need to protect them, This study has sought to achieve the following key objectives:

i. Identify the skills required in relation to further training in order to assist the country realise the contribution that the human resource pool makes to business outcomes by enhancing the provision of a sound research, science and technology base

ii. Identify the gaps in S&T human resource development which when addressed will make key impact on the socio-economic growth and improvement of lives of Batswana

iii. Develop strategies to fast track human resource development and capability building through provision of amongst others training opportunities for Batswana in the fields related to research, science and technology in order to achieve world class researchers

iv. Identify capacity development needs and strategies required to advance S&T research leadership in all sectors in an efficient and effective manner

During the course of the study it was agreed with the reference group that those objectives and terms of reference that were linked with traditional manpower planning would no longer

70 be pursued as the acceptance of the National HRD Strategy now required that tradtional manpower approaches should no longer be used. Consequently this report has focused on the broad strategies and interventions that will help produce, retain and develop the S&T resources required for Botswana to transition to a stage two effiency economy and be well positioned by 2026 for the country to move into a stage three innovation based economy. At the same time this study helped to identify those S&T skills in perceived short supply in eight sectors of the economy. This will assist in awarding grants for graduates wanting to pursue studies in areas where there is a perceived short supply.

This study has seen key recommendations made that will address the underlying problems of S&T HRD through appropriate interfacing with the soon to be established Human Resource Development Council. S&T HRD as a result of these recommendations will be well positioned to benefit from a HRD planning process that will more accurately identify HRD needs of employers and assess the funding required to address those needs.

The recommendations will see a concerted effort to address the fragmentation of S&T HRD through a feasibility study that will look at bring research, innovation and funding all under one agency. Significant HRD benefit will accrue when research and funding is properly coordinated and allocated.

This study has made significant strides in putting in place interventions that will both increase the supply of potential S&T potential and equally as important strategies aimed at their employment and retention within the S&T fields.

This study has shown that 97 % of surveyed S&T Botswana professionals living abroad are willing to return to Botswana. It has identified a pool of trained S&T professionals who have left the S&T sector and 95% of whom would consider a return to the science and technology field. With the right incentives and focused approach this strategy could have immediate benefits to the country in the return of these professionals to the country and/or profession and a long term impact in terms of the full benefit realisation of the investment in S&T HRD as the various sector hubs provide opportunities for these professionals to start or support new economic endeavours.

71 Appendix I: Terms of Reference

1.0 Main Purpose of the Consultancy The purpose of this study is to develop a human resources strategy in the science and technology (S&T) field in Botswana. The intention is to look at the development needs of people working in the S&T area with a view to strengthening their capabilities in this area. The strategy will compliment the on-going consultancy on the development of a national multi- sectoral human resource strategy being executed by Tertiary Education Council. This S&T strategy is therefore a timely and useful initiative.

2.0 Value Proposition Theme

• Equipping Batswana with strategic and scarce skills which can drive Botswana to achieving the goals of Vision 2016, especially of “a prosperous, productive and innovative nation”

• To have a strong S&T knowledge resource necessary to improve Botswana’s economic development and thus position the country in the global arena

3.0 Background Scientific and technological activities play a vital role in the economic, social and physical development of any country. Scientific and technological research needs huge investments and calls for a judicious utilisation of scarce resources such as finance, trained manpower, raw materials etc. The growth of science and technology, its performance and impact on society and the economy are good indicators to assess the effectiveness of planning and policy formulation at national level. For this purpose, it is important to build and maintain S&T knowledge which is necessary for the country’s economic development.

Human resource development, especially the production of a highly skilled and efficient workforce, is essential for improving the standard of living and the quality of life. The ability of a country to absorb and retain specialised knowledge and to exploit it to conduct research, meet needs, and develop efficient products and processes will surely build a strong S&T capacity. Various indicators have been developed to evaluate human resources capacity and capability and when these are applied to Botswana they show that the country does not have capacity to conduct cutting edge research that transforms into competitive socio-economic benefits, and thus shows very little evidence of innovation and technology diffusion. Skills development has fallen out of tandem with the national economic development, and labour productivity remains low in many sectors. Although there is a seemingly healthy supply of bachelor and masters graduates within the S&T system, Botswana’s S&T human resource base is still small, about 2165 employees, and 2.7 researchers per 1000 workforce. A great

72 concern has also been raised at managerial level since external recruitment is usually required, especially to fill senior positions within research institutions.

The Science and Technology Policy (1998) concurs that the success of Botswana's efforts in sustainable economic development can be realised through the expansion of manufacturing and services industries, and this depends on the quality and quantity of the available human resources. To attain this, Vision 2016 affirms the need to develop technology forecasting systems and training programmes for new and existing manpower in line with technology trends. The Botswana National Research Science and Technology Plan (BNRST) of 2005 also identified gaps within the human resource development that include inadequate research leadership and strong research competencies, opportunities for professional development, and access to appropriate facilities and knowledge sources. Botswana will require an integrated system for ITT for the Development of the Science and Technology Human Resource Strategy – June 2007 anticipating and meeting requirements for human resource development in the medium and long term. The development of human resource needs to be undertaken in a strategic, focused and directed manner.

The Government of Botswana is committed to developing a strong S&T capability. The Tertiary Education Council (TEC) also recognises the value of human resource as an asset that Botswana requires to build its wealth and prosperity. TEC has therefore just recently concluded the tertiary education policy and the national human resource development strategy for integrated, focused and long-term approach towards skills advancement. There is however, need for niche sectors to develop respective human resource capacity building strategies such as in the S&T sector.

It is against this background that the Department of Research Science and Technology would like to develop a strategy for identifying human resource needs in order to fast track human resource development by providing training and capacity improvement opportunities for Batswana in the fields related to research, science and technology. The aim is to equip Batswana with strategic and scarce skills.

The strategy will provide a useful tool in shaping future development activities for S&T professionals in the progressively competitive global environment. The strategy will particularly be useful as a tool for linking S&T human resource requirements with wider S&T funding and policy issues.

4.0 Objectives The main objective of the study is to design a human resource capability strategy for the development of skills and capacity of S&T professionals within the country. The specific objectives are as follows:

73 • Identify the skills required in relation to further training in order to assist the country realise the contribution that the human resource pool makes to business outcomes by enhancing the provision of a sound research, science and technology base

• Identify the gaps in S&T human resource development which when addressed will make key impact on the socio-economic growth and improvement of lives of Batswana

• Develop strategies to fast track human resource development and capability building through provision of amongst others training opportunities for Batswana in the fields related to research, science and technology in order to achieve world class researchers

• Identify capacity development needs and strategies required to advance S&T research leadership in all sectors in an efficient and effective manner

5.0 Scope of Work Design Human Resource capability development strategy that will focus on developing skills that will give new and existing S&T professionals greater ability to be effective in strategic S&T management roles.

Particular attention will be paid to the following:

Situational Analysis Analyse the current status of Botswana’s human resource pool in S&T using the existing National Innovation Capability database as baseline information and carry out a further survey to augment the existing information, to generate the following:

• The number of professionals who have been trained in the respective S&T fields.

• The number of professionals per Research Institutions.

• Assess the usefulness of the current database and recommend how it can be improved and updated. ITT for the Development of the Science and Technology Human Resource Strategy – June 2007

• Document the number of professionals working outside the country in the field of S&T and the country they are working in.

Review and assess the S&T human resource development policies and strategies in the country, indicating their strengths and weaknesses.

Establish current transition rate of science students from secondary and tertiary level and recommend what needs to be done to secure longer term supply of S&T professionals.

Needs Analysis

74 Based on the Botswana National Research Science and Technology (BNRST) Plan, Botswana Innovation Hub (BIH) and other national policy documents, determine the human resource needs required human resource projections to drive the S&T development of the country.

Identify the issues which when addressed will make key impact on the delivery of human resource strategy. Benchmark against international RST systems with particular reference to small population and small economy countries. Key issues entail amongst others: training, leadership skills, capability, efficiency, collaboration, development etc.

Analyse the strengths and weaknesses and hence opportunities and risks of different (public, including private RST institutions) HRD funding strategies that include, but not limited to:

• Traditional manpower planning and funding in Botswana and other policies

• Funding training proposals from RST providers, i.e. a provider pull system

• Individual students with particular research aspirations in areas that do not have special reference to the Botswana RST landscape, hence the individuals not having prospective career opportunities within Botswana

Recommend the best strategy or composite strategy (strategy mix) for Botswana benchmarked against international RST systems with particular reference to small population and small economy countries.

Strategy Development Identify the most appropriate components such as funding needs, market pull (demand driven) of the science and technology HRD strategy to advise on how Botswana should plan to migrate from its present S&T researcher complement to a complement that is likely to continue to meet Botswana’s future needs by:

• Defining how the training of researchers can be done in terms of who the key funders should be, and what systems should be put into place to ensure that key funders collaborate and co-operate

• Identifying options of funding projected for the next ten years for opportunities for post graduate training and competence development

• Identifying and defining the market pull and technology push that Botswana needs to take into consideration currently and how to make provision for changes in the future trends both nationally and globally

Develop a science and technology HRD strategy to address the problem of current limited capacity benchmarked against international RST systems with particular reference to small population and small economy countries, with special attention focused on the following:

• Professional training and development

75 • General Institutional development

• National Manpower planning

Develop strategies for attraction of high calibre experts in the S&T sector to senior positions in institutions; this entails retention of scientists and engineers, and strengthening of research leadership. ITT for the Development of the Science and Technology Human Resource Strategy – June 2007

Indicate the feasibility of how links between Botswana scientists and engineers living outside the country can be strengthened.

Provide a phased implementation plan of the best option, clearly indicating the number of S&T personnel to be trained, priority areas for training and associated funding costs for implementation of the Human Resources Development Strategy.

Monitoring and Evaluation The successful Bidder will draw a monitoring and evaluation plan. An essential intervention in this regard is the availability of reliable, up-to-date data to enable the measurement of the efficacy of the strategy or to identify new areas for intervention; and hence the consultants should:

Establish indicators and quality-control mechanisms to measure training effectiveness of the S&T human resource strategy.

Take into account the special design needs of the strategy for information dissemination through the internet and for possible linkages to other national HRD databases.

The strategy should provide a way of interactively entering the data and updating the data as well as interrogating it.

6.0 Methodologies The Consultants will do desk top research on various human resource development policies and strategies and evaluate them and recommend the best strategy for Botswana in the field of S&T.

The consultant is expected to develop an inventory of S&T human resources in all government, parastatals and private sector institutions. Various personnel will be interviewed about their field and level of training, research activity, project participation, position held in the organisation etc. These accounts will be recorded in a database. A review of the current

76 database structure will be done in order to accommodate the HRD component and project human resource requirements.

7.0 Work-plan The Consultancy to develop the human resource strategy (and thus the HRD Plan) will take a period of five (5) months. The Consultants should show the work plan with all activities to be undertaken, significant milestones, and review stages at these milestones to allow for input by the Reference Group. The methodology used to achieve the outputs should also be clearly outlined. In the case of the successful bidder, the proposed work plan and methodology will be discussed, possibly modified and finalised with the client before the commencement of the project.

8.0 Expertise Required 8.1 The assignment will require a multi-disciplinary technical team with minimum qualification of a master’s degree and at least ten (10) years experience in high-level national policy, strategy formulation and human resource development and management work related to research, science and technology. The consultants must specify the qualifications and experience of each specialist engaged in this assignment. For each specialist proposed, curriculum vitae of no more than four pages setting out the relevant experience and competencies must be provided. Each consultant must sign a letter showing that they will be available to participate during the study period. ITT for the Development of the Science and Technology Human Resource Strategy – June 2007

8.2 The consultant team, amongst its members, must possess as a minimum the following key competencies: 8.2.1 Practical experience in the formulation and implementation of human resource development policies and strategies in the area of research science and technology. 8.2.2 Financial expertise with practical experience in making financial projections in strategic planning and management in the area of human resource development. 8.2.3 A good understanding of Botswana national policies and development goals. 8.2.4 In depth understanding of the current issues and future trends in human resource development nationally, and taking into account current regional and the global markets. 8.2.5 Knowledge and experience in the application of technology prioritisation techniques used at macroeconomic level. 8.2.6 Demonstrate an ability to link the Science and Technology Policy with other national development policies issues aimed at diversifying economic growth.

77 8.2.7 Application of business and human resource skills to design an implementable HRD Plan. 8.2.8 Expertise in evaluation and leading RTOs in achieving world class S&T research. 8.2.9 A good understanding of working with databases and migration to web-based platform. 8.2.10 Knowledge of development and implementation of the human resource strategies. 8.2.11 Previous experience in undertaking consultancies on HRD for S&T.

9.0 Duration of the Project The human resource strategy (Human Resources Development Plan) will be carried out within a period of five (5) months.

10.0 Reporting to the Reference Group A Reference Group shall be established to guide the study and ensure adherence to the terms of reference. The Reference Group shall be constituted by a multi-disciplinary team that shall make relevant input into the consultancy; The Reference Group will include members from:

• Government institutions

• Non-governmental institutions

• Publics institutions

• Learning institutions

• Private sector as well as representatives of some key stakeholders will be formed to monitor and guide the consultancy.

11.0 Budget Proposal The budget proposal should be detailed and should include all fees; all expenses related to travelling, accommodation, transport, taxes etc. There will be no reimbursable expenses. For comparison purposes the overall single figure price shall be converted to Botswana Pula at the time of evaluation based on the conversion rate on date of tender closing and shall remain valid for 90 days after the tender closing date. ITT for the Development of the Science and Technology Human Resource Strategy – June 2007

12.0 Deliverables The Consultant shall deliver a Human Resources Development Plan that will focus on developing skills that will give existing S&T professionals greater ability to be effective in strategic and priority S&T areas. The plan shall in particular contain:

• The Current S&T human resources status

• Existing human resource development needs/gaps based on required RST output

78 • Human resource development plan

• Costing of human resource development plan

• Funding strategies for the human resource development strategy

• Monitoring and evaluation tool

13.0 Reporting The Consultant shall be expected to present five reports namely the Inception Report, Situational Analysis Report, Needs Analysis Report, Strategy Development Report and the Final Report to the Reference Group.

The timetable for the production of the draft and final reports under each of the headings, and any specific details of content shall be agreed between the Consultant and DRST. The draft reports shall be submitted and discussed by the Reference Group. The draft reports shall be submitted in 10 hardcopies. The drafts shall be amended taking into account comments from the Reference Group to produce the final reports. The final report shall be submitted in 30 original hardcopies and on an editable electronic format within three weeks after receiving comments from the Reference Group.

79 Appendix 2: List of Consulted Documents

Document Ministry/Organisation Long term Vision for Botswana – Vision 2016 Botswana Government National Development Plan 7 Botswana Government Mid Term Review of NDP 7 Botswana Government National Development Plan 8 Botswana Government Mid Term Review of NDP 8 Botswana Government National Development Plan 9 Botswana Government Mid Term Review of NDP 9 Botswana Government Draft National Development Plan 10 Botswana Government National RST Plan MCST DRAFT 2004/05 Manpower Development Planning Report MFDP BIH Business Plan MCST South Africa’s Human Resource Development Strategy, 2004 Government of South Africa Forecasting the Demand for Scarce Skills 2000 -2006 HRSC Labour Force Survey (Statistics Canada) and HRSDC Ministry of Statistics and Labour National Report of Mauritius – Development of Education (2004) Mauritius Research Council Malaysia S & T Policy for the 21 st century Government of Malaysia Finland Knowledge Economy, Report by World Bank 2006 Ministry of Education New Zealand Science and Technology System National Research Foundation New Zealand Country Background Report OECD Private Sector Development Strategy BOCCIM Strategic Institutional Design Concept, Final Report BIUST Report of the task force on the Establishment of the Second Ministry of Education University in Botswana, May 2004 Private Sector Development Strategy BOCCIM/MTI Maitlamo, Botswana’s National ICT Policy, January 2005 MCST Innovation Capabilities in Botswana, Final Report, March 2005 MCST Tertiary Education Policy TEC National HRD Strategy TEC Botswana Human Dvelopment report 2005 UNDP

80 Appendix 3: Members Of The Reference Group

Names Ministry/Dept/Organisation Dr Haniso Motlhabane Botswana International University of Science & Technology Lesedi Gaolaolwe Directorate of Public Service Management Lorato Barakanye Botswana Institute of Administration and Commerce Prof. Isaac Mazonde Department of Research and Development (University of Botswana) Dr S. Chimidza Department of Physics (University of Botswana) Dr B. Moseki Department of Biological Science (University of Botswana) Dr S. Masupe Faculty of Engineering and Technology (University of Botswana) Dr Collie Monkge Secretariat, Vision 2016 Mr Richard Neil Tertiary Education Council Josius C. Maluzo Botswana Training Authority Mr Basaako Botswana Technology Centre Dr Bernard Bulawayo National Food Technology Research Centre Mr K. G. Tlhomelang Rural Industries Promotion Company (Botswana) Dr Edson. T. Selaolo Department of Research Science & Technology Ms Lesego Motoma Department of Research Science & Technology Mr Samuel Bok Department of Research Science & Technology

81 Appendix 4: List Of Stakeholders

Key Stakeholders Institution Name MCST Mrs. L. Motoma BCA Dr. R. Chabo Dr. H. Motlhabane MoE Ms. B. Menyasto Mr. C. Molebatsi MoH Dr. M. Mmalane DPSM Mr. M. Oagile BOCCIM Mr. T. Rapitsenyane DAR Dr. Mohabile BOTEC Dr. Mazhani NAFTEC - Dr. Bulawayo RIPCO Ms. K. Modisane Botash Mr. Cochrain UB Prof. F. Youngman Prof. Mazonde Prof. Haavil Dr. T. Mokoena

82 Other Stakeholders

Institution Name TEC Ms. M. Mokubung BoBS Ms. M. Marobela Institute of Engineers Mr. M. Mbayi BEDIA Mr. L. Mogara Botswana Police Mr. M. Office Botswana Institute of Engineers Dr. R. Ontiretse Debswana Mrs. T. Modungwa DTC Botswana Mr. B. Mc Donald Mr. F. Lesetedi Mr. R. Malikongwa Mr. M. Ntwaagae Mr. I. Phuthego

MFDP Dr. Gaseitsiwe UB Mr. O. Maruapula DSPW Mr. Molebatsi

Additional Stakeholders – 11- 07- 2008 Workshop Institution Name Dept. of Mines G. Tshekiso Veld Products – Incomplete S. Madiego questionnaire BOCCIM – 2nd response R. Kedikilwe KBL R. Seleke Dept. of IT D. Letsomo RIPCO – 2nd response K. Bakwena BIAC Barakanye DPSM – 1st questionnaire L.T. Gaolaolwe completed Botswana Vaccine Institute D. Dumedisang UB – Ref Group Member B Moseki

Dept. of Water Affairs K. Keetile National Vet. Lab T. Losho UB – 2nd UB Questionnaire Dr. Shangodoyink EECG Dr. Zhou

83 Appendix 5: On-Line Survey Questionnaire

Title: (Mr/Ms/Prof/Dr)

Name:

Date of Birth: (YY/MM/DD)

Email Address:

Mobile Number:

Nationality

Gender

What is your current place of residence? 1. Botswana 2. Other

If you currently live outside of Botswana please specify where.

If you live outside of Botswana, would you consider returning? 1. Yes 2. No

84 For what reasons?

What is your highest Research, Science or Technology qualification? 1. Certificate 2. Diploma 3. Undergraduate Degree 4. Honours Degree 5. Masters Degree 6. Doctorate 7. Other ______Please indicate the field in which you obtained your S&T Qualification (If other, please specify)

Please provide the specific name of your highest RST qualification

In which year did you obtain this qualification?

At which institution did you obtain your highest qualification?

Did you complete a thesis? 1. Yes 2. No What was the subject of the Thesis?

How many years of work experience in do you have in the Research, Science or Technology field?

Are you currently working in a Research, Science or Technology field? 1. Yes 2. No

85 If yes, what is your current field of work?

If no, why did you leave the Research, Science & Technology field? (If other, please specify) 1. Couldn’t find employment 2. Lack of personal development opportunities 3. Better remuneration in other fields 4. Better career development opportunities in other fields 5. Other ______

Would you consider returning to the Research, Science and Technology field? 1. Yes 2. No For what reasons?

What is your current job level? (If other, please specify) 1. Executive 2. Management 3. Supervisory 4. Employee 5. Other ______Do you intend to continue your professional development by engaging in active Research? 1. Yes 2. No If no, for what reasons? (If other, please specify) 1. Retirement 2. Different career path 3. Lack of time for professional development 4. Lack of funding for research 5. Other ______If yes, in what area of research?

Where would you undertake this research (Name of Institution)?

Do you intend to continue your professional development in a Science or Technology field? 1. Yes 2. No

86 If no, for what reasons? (If other, please specify) 1. Retirement 2. Different career path 3. Lack of time for professional development 4. Lack of funding for professional development 5. Other ______

If yes, in which area of specialisation?

Where would you choose to specialise? (Name of Institution)

Would you require funding? 1. Yes 2. No If yes, approximately how much funding would be required?

If yes, what would you require funding for (If other, please specify)? 1. Tuition 2. Research 3. Travel 4. Accommodation 5. All of the above 6. Other ______

87 Appendix 6: Stakeholder Interview Questionnaire

Core Questions

Question 1: Which S&T disciplines are in short supply (strategic and scarce skills) at both graduate and post graduate levels?

[Your answer here]

Question 2: What should be done to ensure that the S&T products of tertiary institutions are employable, in other words linking the supply side of S&T Human Resource Development (education and training) with the demand side (work)? [Your answer here]

Question 3: In order to entice Batswana S&T professionals who are currently working outside the country to come back (reverse migration) the following measures, amongst others, are necessary:

a). Substantial improvement of conditions of service in Government and the Private Sector [Mark with X on appropriate answer.] Totally disagree Disagree Agree Totally Agree

88 b). Implementation of a robust Citizen Empowerment Policy [Mark with X on appropriate answer.] Totally disagree Disagree Agree Totally Agree

c). Implementation of credible and enforceable localisation policies [Mark with X on appropriate answer.] Totally disagree Disagree Agree Totally Agree

d). Creation of a favourable investment climate for both locals and foreigners [Mark with X on appropriate answer.] Totally disagree Disagree Agree Totally Agree

e). Setting up a financing facility to enable S&T graduates to establish their own firms. [Mark with X on appropriate answer.] Totally disagree Disagree Agree Totally Agree

Please provide additional views, suggestions and comments that could enhance the successful development of the S&T HR Strategy.

Question 4: In order to accelerate the local development of specialised ICT skills, the following measures, inter alia, should be put in place: a). Attract reputable Tertiary Institutions to Botswana [Mark with X on appropriate answer.] Totally disagree Disagree Agree Totally Agree

b). Provide citizens with attractive financing to set up tertiary institutions [Mark with X on appropriate answer.] Totally disagree Disagree Agree Totally Agree

89 c). Provide subsidised loans to trainees through the financial system [Mark with X on appropriate answer.] Totally disagree Disagree Agree Totally Agree

d). Promote life long learning [Mark with X on appropriate answer.] Totally disagree Disagree Agree Totally Agree

Please provide additional views, suggestions and comments that could enhance the successful development of the S&T HR Strategy.

Question 5: The BNRST Plan states that 27% of graduates of tertiary institutions have science, mathematics and engineering qualifications, yet there is a shortage at post graduate (managerial) levels. The reasons for this include: a). Lack of attractive opportunities in the S&T field [Mark with X on appropriate answer.] Totally disagree Disagree Agree Totally Agree

b). No properly designed internship schemes [Mark with X on appropriate answer.] Totally disagree Disagree Agree Totally Agree

c). No programmes for attachment to reputable S&T institutions abroad [Mark with X on appropriate answer.] Totally disagree Disagree Agree Totally Agree

d). Lack of funding for post graduate studies [Mark with X on appropriate answer.]

90 Totally disagree Disagree Agree Totally Agree

Please provide additional views, suggestions and comments that could enhance the successful development of the S&T HR Strategy.

Specific Questions [Respondents: Private Sector] Question 6: The bulk of R&D in Botswana is carried out by Government (79% according to HIB Business Plan), how can the private sector be encouraged to undertake cutting edge research that could be translated into marketable goods and services? [Your answer here]

[Respondents: UB] Question 7: What is the number of S&T professionals in the various fields that have graduated over the last five years, what is the planned output for the next five and ten years? What are the bases of the projections? What is the proportion of your staff with S&T qualifications by respective fields and how many are expatriates?

[Your answer here]

91

[Respondents: MoE, DSPW] Question 8: What is the number of S&T professionals in the various fields as outlined in Appendix 2 of the Botswana National Research, Science and Technology Plan that have been trained/are being trained outside Botswana during 2006 and 2007? What are the projections for the next five and ten years? What are the bases for the projections?

[Your answer here]

[Respondents: BIUST] Question 9: What is the planned output of S&T professionals over the next five and ten years? What are the projections based on?

[Your answer here]

[Respondents: BOTEC, DAR, Government Dpts., Parastatals, Private Sector, RIPCO,] Question10: What is your compliment of professional staff? Out of this, how many are S&T professionals by field? What is the ratio/number of expatriate staff by field? What are the projected ratios over the next five and ten years?

[Your answer here]

92

[Respondents: DPSM] Question 11: What is the Government compliment of professional staff? Out of this, how many are S&T professionals by field? What is the ratio/number of expatriate staff by field?

[Your answer here]

[Respondents: DPSM] Question 12: The Government introduced a number of policies in the past that were aimed at attracting and retaining S&T professionals such as parallel progression and scarce skills initiative. What is your evaluation of the success of these policies, and what needs to be done to benefit from the experience of their implementation? What other initiatives are in place or are being planned?

[Your answer here]

[Respondents: MoE, DSPW, Dept. of Foreign Affairs & International Cooperation]] Question 13: In which S&T disciplines do we have graduates that have decided to work abroad after qualifications, or after serving for a few years in the country? What is their estimated number and what are the concerned countries? [Your answer here]

93

[Respondents: TEC, MoE] Question 14: What are the current transition rates of science students from secondary and tertiary institutions? It is an established fact that these transition rates are considered to be low by international standards, what is being done to address this concern and what are the planned transition rates?

[Your answer here]

[Respondents: MoE, DVET] Question 15: The Revised National Policy on Education (1994) recommended that more emphasis should be given to science and technology (Recommendation 43), what progress has been achieved since then, and what have been the main challenges? [Your answer here]

[Respondents: MCST, MFDP, Private Sector (BOCCIM)] Question 16: The issue of competitive funding for RST Institutions through a Financing Agency has been discussed and agreed a long time ago, what is delaying its implementation?

[Your answer here]

94

[Respondents: MCST, MFDP, Private Sector (BOCCIM)] Question 17: What other funding mechanisms should be put in place to fast track human resource development and capability building?

[Your answer here]

[Respondents: BIH Coordinator] Question 18: It is reported that the construction of the Botswana Innovation Hub (BIH) will commence in 2008 and be completed in 2010. Can you provide us with a detailed implementation plan as well as the financing plan? Which anchor companies have you attracted?

[Your answer here]

[Respondents: BIH Coordinator] Question 19: The ability of the BIH to attract knowledge intensive industries depends to a large extent on the availability of skilled S&T professionals. What strategies are you planning to deploy in order to address this critical issue?

[Your answer here]

95

[Respondents: Project Manager] Question 20: Maitlamo (ICT Policy) is a major policy initiative with commendable objectives. We are informed that you have started the implementation of the Thutonet, Connecting Communities and e- Government projects. What informed your choice of these projects amongst the other planned ones? What is the plan for implementing the other projects during NDP 10 and beyond? What have been the main challenges and constraints so far?

[Your answer here]

[Respondents: MoE, DSPW] Question 21: The Grant/Loan scheme seems to have had a limited impact on increasing the pool of S&T professionals. The main reasons for this include:

a). Poor administration. [Mark with X on appropriate answer.] Totally disagree Disagree Agree Totally Agree

b). Giving priority to courses that are not required by employers (market) [Mark with X on appropriate answer.] Totally disagree Disagree Agree Totally Agree

c).Inefficient enforcement of contracts with trainees [Mark with X on appropriate answer.] Totally disagree Disagree Agree Totally Agree

96

d). High cost of external training [Mark with X on appropriate answer.] Totally disagree Disagree Agree Totally Agree

Please provide additional views, suggestions and comments that could enhance the successful development of the S&T HR Strategy.

[Respondents: MoE, DPSM, Graduates, Private Sector (BOCCIM)] Question 22: There are reportedly a lot of S&T professionals who are unemployed, yet there are shortages at managerial levels resulting in the importation of skills. The main reasons for this include:

a). Inappropriate skills [Mark with X on appropriate answer.] Totally disagree Disagree Agree Totally Agree

b). Unrealistic academic requirements by employers [Mark with X on appropriate answer.] Totally disagree Disagree Agree Totally Agree

c). Unrealistic experience requirements by employers [Mark with X on appropriate answer.] Totally disagree Disagree Agree Totally Agree

d). Lack of information on global employment opportunities [Mark with X on appropriate answer.] Totally disagree Disagree Agree Totally Agree

97

e). Reluctance to work abroad [Mark with X on appropriate answer.] Totally disagree Disagree Agree Totally Agree

f). Acquisition of skills from institutions which are not internationally recognised/competitive [Mark with X on appropriate answer.] Totally disagree Disagree Agree Totally Agree

Please provide additional views, suggestions and comments that could enhance the successful development of the S&T HR Strategy.

Thanks for your invaluable assistance.

98 Appendix 7: Employment Opportunities for S&T Graduates

The section on Manpower Planning has categorically stated that the Government has accepted the recommendation of the NHRDS of phasing out manpower planning due to its significant flaws and risks. As a result, this Strategy document does not include a section on projected manpower demand and supply in the S&T sector. However, given that one of the objectives of the Strategy is to “identify a package of measures that are required to secure longer term supply of S&T professionals”, a logical question arises as to whether this would not lead to unemployment of S&T graduates in certain fields, as is currently the case. This will be partially addressed by one of the objectives of the Strategy which is to” ensure that skills development takes into account the ever changing needs of the labour market”. In addition, the HRDC through its Sectoral Committees will focus on determining the human resource development needs and skills for their respective sectors and ensure that there are no serious mismatches between demand and supply. Furthermore, there are a number of employment avenues which make the consultants confident that the unemployment of S&T graduates will not be a problem in the medium to long term. The following paragraphs give a bird’s eye view of the aforementioned avenues which are open to S&T professionals during NDP 10 and beyond.

The Government’s policy of economic diversification will continue during NDP 10 and beyond by placing increased emphasis on the role of the private sector in driving the overall growth of the economy. Diversification will continue to be aimed at reducing excessive dependence on the mining sector, especially diamonds. It will also include minerals beneficiation and related processing activities which will result in increased demand for S&T professionals.

The BEAC strategy has identified seven sectors that will drive diversification going forward. These are Agriculture, Tourism, Transport, ICT, Trade, Banking and Financial Services, and Mining. It has also identified specific projects within these sectors which could, if implemented efficiently, significantly accelerate economic diversification, and lead to the creation of job opportunities for various types of skills.

The development of entrepreneurial skills will be embedded in the curriculum design of BIUST programmes in order to enable graduates to be able to create their own employment or to secure employment with established organisations.

99 The implementation of Maitlamo (ICT Policy) will require substantial financial and manpower resources. Its implementation has started on a modest scale due mainly to a lack of experienced and skilled manpower to manage the projects.

The BNRST Plan has, amongst others, identified priority research areas which have the potential to make Botswana competitive, productive and to be able to enjoy sustainable real economic growth. These research areas include health, manufacturing, mining, water, energy, tourism, etc. The pursuit of meaningful and beneficial research in these areas is constrained by lack of well trained and experienced researchers.

100 Appendix 8: Practical Impact of the S&T Strategy

There are many recommendations made in this report. There are also a variety of proposed projects. Each of these will play a part in shaping the future of S&T HRD. What will the practical impact of these many interventions be for the people of Botswana in the years that lie ahead?

In strategic planning it is possible to use future scenarios to see how different interventions could practically impact on intended beneficiaries. This appendix seeks to do this by imagining Botswana in the year 2020 and writing a FICTIOUS article displayed in a fictious newspaper at that time. All the names of people and senior officials and the company in question etc are made up and are simply used to provide context and show how the proposed projects could benefit the Innovation Hub. All the major projects proposed in this report are mentioned in bold . It is possible for the reader to see at a glance in this article how they will work together and the overall potential impact for Botswana.

Launch of another Biotechnology Company in the Innovation Hub

The Botswana Business Gazette, 18 th November, 2020,

Yet another biotechnology company has commenced business in the bustling Innovation Hub in Gaborone. At the launch of Kalahari Biotech Skincare Company the Minister of Science, Communication and Technology Mr Mosimanegape lauded the uniqueness of this new project.

“It is with great pleasure that I am here today for the official launch of Kalahari Biotech Skincare Company which has joined the ranks of seven other biotechnology companies now operating out of the Innovation Hub. This particular launch is special in that it really marks the fulfilment of several strategies that were put in place between 2006 and 2010”.

The minister went on to explain that in the planning for NDP 10 it became clear that diamond revenues would decline sharply within 20 years and that urgent action was required to shift the direction of the Botswana economy away from a resource based economy to a knowledge economy. He said that NDP 10 and the BEAC report laid the foundation for new economic hubs amongst them the innovation hub, to which Kalahari Biotech Skincare Company is linked.

101 “It is difficult to imagine now what a challenge this posed to the country in 2009. We were setting up all these hubs yet we really lacked a depth of professional science & technology and business people to make them all become a reality”. He went on to say that at that time science and technology was not seen as a career of choice for aspiring Batswana. It was seen as a dead end in terms of career progression and certainly not a way to make a good living.

“Yet here we are today opening the first biotechnology company in Botswana, owned by Batswana and run by Batswana all of whom have somehow benefited from the various strategies and initiatives put in place after 2009 to benefit Human Resource Development in this field.” He invited the new CEO Simon Phooko to explain.

“In 2008 I was working at the University of Arizona in the USA. I only had a graduate degree but several years experience working within the laboratories at the University. I dreamed one day of returning back to Botswana to work in the field of Biotechnology yet it looked very unlikely”.

He went on to say that one day, whilst reading the Mmegi on line, he saw a request for all Batswana S&T professionals to complete the S&T skills registry survey .

“I got quite excited when I completed it in that it was clear that the Government was asking me if I would return to Botswana and what I needed to further my professional development. At the same time I was somewhat sceptical if anything would actually happen. You can imagine my surprise when in 2009 the Ministry of Communication Science and Technology contacted me!”

The MCST offered Simon the opportunity to complete a Masters degree under a special post graduate grant scheme . At the same time his registration on the skills registry gave him free access to an E-learning platform set up by MCST for all registered S&T professional – even to Batswana living abroad.

“I was able to do several Harvard Business School certificate courses on-line and this is what inspired me to set up my own business. I made contact with the S&T Professional Forum . They were fantastic in linking my request to the Innovation Hub and CEDA who provided the start up funding for this new venture. It was all facilitated as part of the reverse migration strategy. ”

102 Mr Phooko introduced several members of his team. Many of the members of his team had benefited from the learnership schemes that were introduced in 2011 that allowed unemployed S&T graduates an opportunity to learn skills in the new biotechnology firms that were starting up in the Innovation Hub. The learnership opportunities were identified through the S&T HRD Impact Assessments conducted by the Human Resource Development council and MCST.

Kalahari Biotech Skincare Company will focus on the development of anti-aging skin products. The company plans to begin selling three new skin-care products in the first quarter of 2021.

The company said it uses a stem-cell-like technology to foster a unique skin product for the local and export market. "Everybody who lives here gets photo (sun) damage," said Simon Phooko, "There is a real need for these types of products because of the desert climate and the intense sun."

Returning to the podium, Minister Mosimanegape encouraged the CEO to participate in the S&T HRD sectoral committee to ensure that there is a continual alignment between the skills required in S&T and what BIUST and other universities produce. He commented on the altitudinal change he had witnessed since the launch of the S&T HRD Strategy in 2009. ‘’ My teenagers’’ he confided, ‘only became interested in the S&T field when they went to S&T Fun Parks, S&T Career Awareness Weeks . They even entered the S&T Student Innovation competitions .’’

The Minister concluded the launch by encouraging his audience to embrace the process of continual change. “We have survived the decline in diamond revenues by taking carefully calculated risks in moving toward knowledge based economy. We see the fruit of this investment today. Let us not stop investing the wealth of our natural resources in our most valuable resource- the people of Botswana.”

103 Appendix 9: Strategic Projects Outline

The strategic projects are outlined in the tables below:

Strategic Project one Promote the development of a S&T professional forum

The project addresses the following identified problem tree causes i. Poor career prospects and remuneration ii. Weak institutional coordination

Who Time period 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Identifying all current bodies and associations that might have S&T professionals as Tasks members MCST

Invite selected participants to a workshop to assess the viability and need for the forum MCST Test the findings and assumptions of the workshop in an on-line survey MCST Assuming a positive outcome, provide seed funding for the launch of the forum and web site MCST Assist with the development of the mandate of the forum MCST Identify potential corporate sponsers of the forum for long term sustainabiliy MCST Launch of the forum MCST

Have a single forum that can represent the interests and needs of S&T professionals Expected outcomes across diverse sectors of the economy Make a meaningful contribution to the S&T enabling sector HRD plan Play a role in the export of S&T skills and S&T reverse migration plan Provide a means for identiying organisations that will provide S&T learnership and bridging programmes Provide feedback and recommendation for on going improvement to the E-learning platform

Leadership, Supervisory and entrepreneurial HRD development of S&T professionals via a specialised E-learning Strategic Project Two platform

The project address the i. Poor career prospects and remuneration ii. Acquisition of following identified inappropriate skills iii. Limited funding for post graduate problem tree causes studies

Who Time period 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Major tasks Agree budget and scope for E learning project mcst Develop tender for E learning platform and course offerings mcst Complete tender process and award bid mcst On-line skills registry ready for use in identifying and controlling access to E learning platform mcst E-learning platform developed, tested in small pilot project mcst Develop communication strategy for launch mcst Launch and continuation of E-learning platform mcst

Review of E-learning platform and refining of course offerings mcst

Expected outcomes Project completed within timeframe and budget

500 registered users by year 2, 1000 by year 3, 2000 by year 5 Of registered users an average of 5 days training will be completed MCST to track and publish training figures annually

Need to improve the quality of education to enable Botswana Links with BEAC to compete globally

Use the skills registry for (i) immediate identification of S&T graduates for additional post graduate studies and (ii) for further development to help with the future indentification of HRD training requirement and supplying resources to major national Strategic project 3 projects

The project address the following identified problem tree causes i. Poor career prospects and remuneration. ii. Acquisition of inappropriate skills

Who Time period 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Tasks Consultants hand over current skills registry with questionnaire template Deloitte Advertise availability of skills registry for to employers and to project hub coordinators mcst Provide grant funding for post grad students within budget constraints as identified in on line survey and in terms of sector needs mcst MCST contracts with Question pro for hosting of survey mcst questions loaded onto question pro mcst tests conducted to ensure system working mcst publish adverts (including on-line) several times a year to create awareness mcst link on line registration with access to E learning platform mcst negotiate survey link to new e government web portal mcst maintain skills registry and make results available to stakeholders mcst *** by 2011 funding of grants may move to HRDC

Expected outcomes Up to date register of S&T professionals Increase current skills registry from 900 to 3000 over five years

Useful tool for linking S&T professional to HRD training and also for national projects Useful tool for reverse migration strategy for S&T professionals Identification of potential S&T graduates for post graduate studies

Links with BEAC Need to improve the quality of education to enable Botswana to compete globally Need to build a pool of qualified resources to meet the demands arising from major new projects in the country

106 Establish as part of integration with the NHRDS, a S&T HRD Enabling committee with a clear mandate as well as measurable deliverables. Conduct a feasibility study for the formation of a single agency reporting into MCST and responsible for the operational issues of research, funding and innovation Strategic Project 4 (similar in concept to the approved Human Resource Development Council)

The project addresses the following identified problem tree i. Poor career prospects and remuneration. ii. Acquisition of inappropriate skills iii. Weak institutional causes coordination

Who Time period S&T HRD Enabling Committee 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Tasks Hold a joint workshop with TEC to agree TOR and profiles for membership TEC Work with the TEC to draw up a communications strategy TEC Assist TEC in identifying potential members of the committee MCST Invite potential candidates to an orientation workshop aimed at securing a three year commitment MCST MCST to nominate and TEC to approve final membership of the committee MCST TEC to finalise annual plan for committee including meeting and training schedule TEC TEC to conduct three day training programme for the committee TEC Committee to meet quarterly to consolidate information gained from other sector committees MCST

Expected outcomes The best possible team identified, trained and committed to the enabling sector committee or S&T HRD An informed S&T community and stakeholders who will understand the role of the committee

Who Time period Feasibility Study into the formation of a single agency for research, funding and innovation. 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Tasks Obtain budget approval MCST Develop TOR MCST Advertise and shortlist consultants MCST Assess and award contract MCST Conduct feasibility study MCST Use study report to draft cabinet white paper assuming recommendation is positive MCST Seek presidential directive to appoint an advisory council pending legislative changes MCST Launch of advisory council pending legislation of finalisation of the agency MCST

Links with BEAC Need to improve the quality of education to enable Botswana to compete globally Provide structures and policies to systematicaly improve the business and technical capabilities of Batswana to compete in a globalised world.

Develop and implement a reverse migration plan that will help to attract Batswana professionals working abroad to return whilst similtaneously exporting surplus unemployed S&T skills elsewhere for their long term development Strategic Project 5 and eventual return to Botswana or economic contribution via remittances

The project address the following identified problem tree causes Poor career prospects and remuneration

Who Time period 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Task Create employment opportunities for returnees with current skills registry database

Contact all persons who indicated an interest in returning to Botswana for permission to advertise their skills MCST Subcontract the actual placement of returnees with employees on the skills registry to a reputable employment agency MCST Advertise to potential employers the availability of the skills MCST

Potential S&T returnees as investors Meet with other stakeholders to develop an approach that will appeal to returning S&T professionals: MCST Stakeholders to include: Bedia, CEDA,BDC,BIH, BURS,TEI, RSTI's MCST Develop a list of areas for potential investment MCST Negotiate a range of tax and other incentives for potential returnees MCST Identify from skills registry database potential returnees as potential entrepreneurs or skills MCST Establish contact with potential returnees and direct them to appropriate stakeholder MCST

Export of surplus S&T skills Using the facility provided by the on-line skills registry advertise for all S&T professional currently unemployed or Expected outcomes underemployed to register MCST Identify and shortlist reputable international placement agencies and set up agreements to provide up to date information on potential candidates for overseas placements MCST

Approach countries that currently benefit from signficant Tertiary Education student placements from Botswana (such as Canada for S&T) and request assistance in placement of surplus skills where opportunities exist MCST

Expected outcomes Return of Motswana S&T professionals to fill S&T opportunities New businesses created by returning S&T professionals Export of unemployed or underemployed S&T professionals

Links with BEAC Need to build a pool of qualified resources to meet the demands arising from major new projects in the country

Strategic project 6 Develop an effective career awareness programme for S&T students at all levels

The project address the following identified problem tree causes Poor career prospects and remuneration

Who Time period Career awareness 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Advocate for more science fun parks in other centres to promote awareness of S&T at primary and Tasks secondary level MCST Develop and initiate a communications strategy aimed at convincing parents that S&T is an excellent choice for children to study MCST Fund a national best young scientist competition with a prize of bursary MCST

Fund S&T career awareness weeks for senior secondary high schools with emphasis on career options MCST Via sectoral committees promote concept of industry tours by schools promoting S&T opportunities MCST

Enhanced remuneration via career pathing MCST Advocate via sectoral committees career pathing within industries and sectors MCST Review of government career pathing for S&T professions and implement recommendations MCST

Expected outcomes Increased awareness of careers within S&T Increased retention of S&T professional staff within the S&T sector

Strategic project 7 Develop and implement an attraction and retention strategy for S&T professionals

The project address the following identified problem tree causes Poor career prospects and remuneration

Who Time period Attraction 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Tasks Career awareness project implemented MCST Additional funding for post graduated studies implemented MCST Learnership and bridging programmes implemented MCST E-learning platform for S&T professional launched MCST Entrepreneurial development for S&T professional launched MCST

Retention MCST Scarce skills allowance for Government S&T professionals reviewed MCST Review of government career pathing for S&T professions and implemented MCST

Expected outcomes Increased attractiveness of careers within S&T Increased students for post graduate studies Increased retention of S&T professional staff within Government and parastatals Competitve pay for S&T professionals as private sector will pay above competitive salaries for Gov S&T professionals

Need to build a pool of qualified resources to meet the demands arising from major new projects in the Links with BEAC country

110 Undertake a policy review to make it more attractive for the private sector to invest in R&D that Strategic Project 8 benefit the HRD of S&T professionals

The project address the following identified problem tree causes Poor career prospects and remuneration;Research not based on industry needs:

Who Time period 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Develop mandate for committee with representatives from BURS,IFSC, Bedia,BIH and new research Task funding agency aimed at introducing substantial tax breaks around S&T research Secure senior official to sit on the committee Committee to meet and make recommendations Advocate for the required legislative changes to be made

Communicate any changed made to both local S&T community and via Bedia for potential investors

Expected outcomes Increased research funding Increased opportunities for HR development as a result of the increased funding

Incourage local institutions to form partnerships and linkages with international institutions of repute Links with BEAC for the transfer of knowledge, skills and technologies

111 Develop, pilot and launch bridging and learnership schemes for graduate students that are appropriate to Strategic project 9 the S&T sector

The project address the following identified problem tree causes i. Better career development opportunities in other fields ii. Acquisition of inappropriate skills

Who Time period Bridging Schemes: Institutional based aimed at bridging skills new students need for improved success in achieving acadeic excellence at S&T 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Tasks Identify a potential institution to run a pilot scheme MCST Negotiate service level agreement, costs and scope for the programme MCST Co -advertise with the institution the availablity of the programme MCST Monitor admissions to program and results of the programme MCST Based on the pilot success consider expansion to other S&T institutions MCST Learnership Schemes: Employer based, aimed at practical skills needed by new graduates to fast track their development

Set up a project team with BURS and BOTA to get blanket tax break scheme for S&T learnership scheme MCST Communicate with employers via BOCCIM and sectoral committees on the availablity of schemes MCST

Contract out placement of students signed up on the skills registry with a reputable employment agency MCST Monitor process and results and conduct follow up internvews with employers. Adjust blanket scheme based on feedback MCST

Expected outcomes Increased students studying S&T and achieving better results Increased employment of S&T graduates who gain skills relevant to employers

Need to build a pool of qualified resources to meet the demands arising from major new projects in the Links with BEAC country Involve business organisations, industry and mining houses in cirriculem design Focus on producing only globally competitive people

112

Develop, pilot and launch a S&T HRD impact assessment process for all new S&T firms investing in Strategic project 10 Botswana as per the recommendations of the National HRD Strategy

The project address the following i. weak institutional coordination ii Better career development opportunities iii. Acquisistion of identified problem tree causes inappropriate skills

Who Time period 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Tasks TEC/ HRDC to secure legislative changes for required compliance for HRD Impact assessments TEC Offer to pioneer the approach with TEC / HRDC MCST Work with TEC/ HRDC on developing an impact assessment framework and process MCST Pilot the approach with a selected new S&T investor using combined HRDC/ MCST team TEC Refine the approach based on a review of the process TEC Implement for all new S&T firms MCST Use results to inform TEI's of S&T resources required and link learnership schemes to specific needs within the organisation MCST Review effectiveness of the process MCST

Expected outcomes Development of skills required by new employers Improve localisation of S&T preofessional skills Provide opportunities for more learnerships reducing graduate unemployment

Need to build a pool of qualified resources to meet the demands arising from major new projects in the Links with BEAC country

Appendix 10: Cost Breakdown per Strategic Project Summary Cost for all Strategic Projects:

Project number 1 2 3 4 5 6 7 8 9 10 Total Single agency & Attraction S&T HRD S&T Professional Grants and sector Reverse Career and Skills Registry migration Awareness Retention Policy review Learnerships HRD Impact Project Description Forum E Learning committee consulting time 592,800.00 624,000.00 - 4,264,000.00 416,000.00 4,680,000.00 468,000.00 572,000.00 1,830,400.00 1,768,000.00 15,215,200.00 travel - - - 480,000.00 - 320,000.00 - 160,000.00 320,000.00 - 1,280,000.00 software/ technology/license costs - 37,500,000.00 50,400.00 ------37,550,400.00 workshop venues 31,200.00 37,500.00 - 30,000.00 37,500.00 22,500.00 - 22,500.00 37,500.00 37,500.00 256,200.00 grants - - 7,500,000.00 - - - - - 18,000,000.00 - 25,500,000.00 advertising and communication 60,000.00 375,000.00 750,000.00 50,000.00 750,000.00 1,000,000.00 - 75,000.00 750,000.00 750,000.00 4,560,000.00 science parks - - - - - 9,720,000.00 - - - - 9,720,000.00 Total 684,000.00 38,536,500.00 8,300,400.00 4,824,000.00 1,203,500.00 15,742,500.00 468,000.00 829,500.00 20,937,900.00 2,555,500.00 94,081,800.00

The estimated costs for setting up the project management office to coordinate the 10 projects is not indicated in table above. The estimated cost for the project management office is P 6 million covering a two year period of set up then a hand holding phase. The costs and description are found in the monitoring and evaluation section. The total cost is therefore projected at P100m

114 Project 1: Number of Category Narration Unit cost description Unit rate units Total develop mandate, conduct workshop, develop consulting time communications strategy consulting rate per day 10400 35 364,000.00 field trips to compare with per delegate for a two travel other countries week overseas trip 80000 3 240,000.00 software/ technology/license costs Nil - cost per one day workshop with meals for workshop venues three workshops plus launch 50 delegates 7500 4 30,000.00 grants nil - adverts for workshops and Advertising and communication launch cost per advert 5000 10 50,000.00 Total 684,000.00

115 Project 2:

Number of Category Narration Unit cost description Unit rate units Total selection of an appropriate e- learning platform and content and processes that will control registration and consulting time tracking of the system consulting rate per day 10400 60 624,000.00 per delegate for a two travel nil week overseas trip 80000 0 - typical license fees per user of P6000 assumes 500 users year 1 750 year 2 and 2000 software/ technology/license costs for year 3,4 and 5 (6250) Cost per user 6000 6250 37,500,000.00 cost per one day workshop with meals for workshop venues stakeholder workshops 50 delegates 7500 5 37,500.00 grants nil - adverts for workshops and cost for advertising Advertising and communication launch each yea r 15 adverts 75000 5 375,000.00 Total 38,536,500.00

116 Project 3:

Number of Category Narration Unit cost description Unit rate units Total

Take current skills registrry and convert it to an online skills registry updates consulting time received through questionpro consulting rate per day 10400 0 - per delegate for a two travel nil week overseas trip 80000 0 -

question pro license fees which allows for the online Cost per year for license software/ technology/license costs registration with skills registry fee 4200 12 50,400.00 cost per one day workshop with meals for workshop venues nil 50 delegates 7500 0 - provide grant funding for post grad studies for 10 students per year over next three average cost for a years until funding moves to doctoral degree student grants HRDC outside the country 250000 30 7,500,000.00

cost for advertising adverts for workshops and each yea r 15 adverts. Advertising and communication launch 10 per year over 3 years 75000 10 750,000.00

Total 8,300,400.00

117 Project 4:

Establish as part of integration with the NHRDS, a S&T HRD Enabling committee with a clear mandate as well as measurable deliverables. Conduct a feasibility study for the formation of a single agency reporting into MCST and responsible for the operational issues of research, funding and innovation Number of (similar in concept to the approved Human Resource Development Council) Category Narration Unit cost description Unit rate units Total S&T Enabling Committee

Develop training modules and conduct training for members of the sectoral committee. Ensure alignment of hrd plans required i. Poor career prospects and remuneration. ii. Acquisition of inappropriate skills iii. Weak institutional to national hrd plans and coordination consulting time systems alignment consulting rate per day 10400 150 1,560,000.00 review how sectoral per delegate for a two travel committees work in Canada week overseas trip 80000 3 240,000.00 Cost per year for license software/ technology/license costs fee 30000 0 - cost per one day workshop with meals for workshop venues nil 50 delegates 7500 0 - Hold a joint workshop with TEC to agree TOR and profiles for membership grants nil - adverts for workshops and cost for advertising 5 Work with the TEC to draw up a communications strategy Advertising and communication launch adverts 25000 1 25,000.00 Assist TEC in identifying potential members of the committee Invite potential candidates to an orientation workshop aimed at securing a three year commitment MCST to nominate and TEC to approve final membership of the committee Total 1,825,000.00 Feasibility Study for the single TEC to finalise annual plan for committee including meeting and training schedule agency for MCST Study reviewing the feasibility of incorporating activities of all RTO's , innovation hub, BRSTIA into one agency reporting into MCST. Would need to review mandates, legal, operational, skills, and TEC to conduct three day training programme for the committee consulting time structures. consulting rate per day 10400 260 2,704,000.00 benchmark trip for countries per delegate for a two Committee to meet quarterly to consolidate information gained from other sector committees travel using a similar approach week overseas trip 80000 3 240,000.00 Cost per year for license software/ technology/license costs nil fee 30000 0 - cost per one day workshop with meals for The best possible team identified, trained and committed to the enabling sector committee or S&T HRD workshop venues four workshops for project 50 delegates 7500 4 30,000.00 An informed S&T community and stakeholders who will understand the role of the committee grants nil - cost for advertising 5 Advertising and communication adverts for study adverts 25000 1 25,000.00

Total 2,999,000.00

118 Project 5: Number of Category Narration Unit cost description Unit rate units Total Depending on MCST resources this could be done in house. This estimate assumes there needs some support to set the process up and negotiate service level agreements with sub consulting time contractors consulting rate per day 10400 40 416,000.00 per delegate for a two travel nil week overseas trip 80000 0 - Cost per year for license software/ technology/license costs fee 30000 0 - workshop with subcontractors the process and cost per one day service levels. Also stakeholder workshops workshop with meals for workshop venues around incentives 15 delegates 7500 5 37,500.00 grants nil - cost for advertising Advertising and communication adverts for returnees and potential employers each yea r 15 adverts 75000 10 750,000.00 Total 1,203,500.00

119 Project 6: Number of Category Narration Unit cost description Unit rate units Total Review of government career pathing for S&T, communication strategy , develop career awareness material and train trainers, consulting time design of science fun park consulting rate per day 10400 450 4,680,000.00 benchmarking visits to see per delegate for a two travel latest trends week overseas trip 80000 4 320,000.00 Cost per year for software/ technology/license costs nil license fee 30000 0 - cost per one day science parks stakeholder workshop with meals for workshop venues workshops 50 delegates 7500 3 22,500.00 grants nil -

adverts aimed at parents and cost for advertising Advertising and communication students and science parks each yea r 15 adverts 100000 10 1,000,000.00 Development and initial set up costs including one year Development of three additional science rental of space. Does not Cost per science fun fun parks include salary costs park 3240000 3 9,720,000.00

Total 15,742,500.00

120

Project 7: Number of Category Narration Unit cost description Unit rate units Total

most costed in other projects consulting time except scarce skills review consulting rate per day 10400 45 468,000.00 per delegate for a two travel covered in other projects week overseas trip 80000 0 - Cost per year for license software/ technology/license costs covered in other projects fee 30000 0 - cost per one day workshop with meals for workshop venues covered in other projects 50 delegates 7500 0 - grants covered in other projects - cost for advertising Advertising and communication covered in other projects each yea r 15 adverts 75000 0 - Total 468,000.00

121 Project 8: Number of Category Narration Unit cost description Unit rate units Total assist with workshops and developing recommendation and review against current consulting time legislation consulting rate per day 10400 55 572,000.00 review effectiveness of other countries tax breaks with per delegate for a two travel counterpart ministries week overseas trip 80000 2 160,000.00 Cost per year for license software/ technology/license costs nil fee 30000 0 - cost per one day workshop with meals for workshop venues stakeholder workshops 50 delegates 7500 3 22,500.00 grants nil - launch of changes to Advertising and communication employers cost for advertising 75000 1 75,000.00 Total 829,500.00

122 Project 9: Number of Category Narration Unit cost description Unit rate units Total To assist with service level agreements, design of bridging programme with institutions and processes to consulting time support it consulting rate per day 10400 176 1,830,400.00 Review learnership/ bridging schemes in 3 benchmark per delegate for a two travel countries week overseas trip 80000 4 320,000.00 Cost per year for license software/ technology/license costs nil fee 30000 0 - cost per one day variety of stakeholder workshop with meals for workshop venues workshops 50 delegates 7500 5 37,500.00 assumes 300 students per year for a trial period of 5 cost for 300 students for grants for bridging scheme years 3 month programme 3600000 5 18,000,000.00 adverts for workshops and cost for advertising Advertising and communication launch each yea r 15 adverts 75000 10 750,000.00 Total 20,937,900.00

123 Project 10:

Number of Category Narration Unit cost description Unit rate units Total formulation study for developing the impact assessment framework, supporting processes, legislative requirements and staffing and funding consulting time requirements consulting rate per day 10400 170 1,768,000.00 per delegate for a two travel nil week overseas trip 80000 0 -

question pro license fees which allows for the online Cost per year for license software/ technology/license costs registration with skills registry fee 30000 0 - cost per one day stakeholder and launch workshop with meals for workshop venues workshops 50 delegates 7500 5 37,500.00 grants nil - adverts for workshops and Advertising and communication launch cost for advertising 10 75000 10 750,000.00 Total 2,555,500.00

124 Appendix 11: Terms of Reference Compliance Matrix

Strategy Report Compliance Matrix to the Terms of Reference Terms of Reference Compliance Strategy Development Identify the most appropriate components such as funding needs, market pull (demand driven) of the science and technology HRD strategy to advise on how Botswana should plan to migrate from its present S&T researcher complement to a complement that is The HRD pool was expanded likely to continue to meet Botswana’s future needs by: beyond that of researchers to a • Defining how the training of researchers can be done in broad range of S&T professionals terms of who the key funders should be, and what needed within eight key sectors. systems should be put into place to ensure that key Funding was addressed via funders collaborate and co-operate. strategic projects covering tax • Identifying options of funding projected for the next ten breaks, and grants years for opportunities for post graduate training and competence development. • Identifying and defining the market pull and technology push that Botswana needs to take into consideration currently and how to make provision for changes in the future trends both nationally and globally Develop a science and technology HRD strategy to address the problem of current limited capacity Many of the recommendations and benchmarked against international RST systems strategic projects draw from other with particular reference to small population and countries. Sectoral committees and small economy countries, with special attention reverse migration(Mauritius), focused on the following: , E-learning platforms (Australia) • Professional training and development. and grant systems (various • General Institutional development. countries) – Section 4. • National Manpower planning

Develop strategies for attraction of high calibre experts in the S&T sector to senior positions in institutions; Covered in Goals and Strategic this entails retention of scientists and engineers, Projects – Section 4 and strengthening of research.

125 Indicate the feasibility of how links between Botswana The skills registry has gone way scientists and engineers living outside the country beyond this requirement. We can be strengthened. already have detailed knowledge on these professionals and their HRD needs AND how they can link into the eight key sectors now. Provide a phased implementation plan of the best option, A phased implementation plan is clearly indicating the number of S&T personnel to provided but does not follow a be trained, priority areas for training and associated traditional manpower planning funding costs for implementation of the Human format as agreed with the reference Resources Development Strategy. group – Section 5

MONITORING AND EVALUATION The Consultants will draw a monitoring and evaluation plan. An essential intervention in this regard is the availability of reliable, up-to-date data to enable the measurement of the efficacy of the strategy or to identify new areas for intervention; and hence the consultants should: This was done within the • Establish indicators and quality-control mechanisms constraints of future integration with to measure training effectiveness of the S&T the National HRD Strategy. The human resource strategy. skills registry project will continue • Take into account the special design needs of the as a MCST specific system until strategy for information dissemination through the possible integration with a national internet and for possible linkages to other national HRD or TE system – Section 6 HRD databases.

• The strategy should provide a way of interactively entering the data and updating the data as well as interrogating it.

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