Purpose and Values - Welcome to Botswana Democratic Party

Therisanyo 2006
Festus Gontebanye Mogae (P.H, M.C.C., MP)
Party President
Purpose and Values
“The Botswana Democratic Party intends to be the leading
political force in Botswana and shall continue to be a
constructive organisation in which participatory democracy shall
be maintained….”
The party shall wage a deliberate and relentless struggle against
poverty, disease, crime, prejudice, ignorance, domination and
tribalism…”
“ • Political and Social Progress
• Economic Prosperity
• Justice and Liberty
• Peace
• Equality
• Solidarity”
1
Thapelo Pabalinga
Therisanyo-Magazine
Publisher’s word
Published by:
Advantage Media on behalf of Botswana
Democratic Party
Applauding the resurgence of Therisanyo
Executive Editor: Thapelo Pabalinga
Editor: Paul Saungweme
Marketing And Advertising:
Paul Saungweme
Godfrey Molebatsi
Joyce Phatswane
Tel: 3900500
Fax: 3912245
Administration:
Sophie Dzurini
Masego Boima
Contributing Writers:
Dr Batlang Comma Serema
Fidelis Molao
Hon Kavis Kario
Hon Botsalo Ntuane
Paul Saungweme
Jimmy Swira
Design and Layout:
Advantage Media (Pty) Ltd
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email:[email protected]
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Gaborone
For Advertising and editorial enquiries contact
Advantage Media on the address above
20
06
There could not have been a better way of paying tribute to the country’s
political luminaries, both living and departed, than through the revival of the
spirit of Therisanyo (consultation), which sets us apart from other countries.
Specifically, at the mention of this, two great names in the country’s history
instantaneously stand out – Sir Ketumile Masire and the late President, Sir
Seretse Khama.
The two great men and their dedicated colleagues integrated Therisanyo
into ideals of their new organisation, the BDP, stood for, fashioning a
template for the country’s political administration. In particular, Masire,
a determined advocate of grassroots appeal, started Therisanyo, the first
non-government publication to reach out to the masses, which fanned allinclusive nationalism throughout the country. Therisanyo, as a publication
served its purpose, as it significantly propped up mass support for the
Party which enabled it to win the elections with a landslide victory. As the
party focused on pertinent post-independence issues, production of the
publication was shelved.
The Party has now decided to resume the publication of Therisanyo,
simultaneously with the renaissance of a culture of Therisanyo (consultation).
The timing is just spot on: Therisanyo will be a prime medium through which
the party will consult its main constituent, the masses in all the communities
in the country on significant challenges facing the country.
In a typical spirit of Therisanyo, the Mighty BDP asked us if we could produce
the publication. In modern corporate parlance, they wanted to outsource
production to us. This was a manifestation of the BDP-led Government’s
unyielding conviction in Public Private Partnership. Right from the outset,
we, as the private sector, were very enthusiastic about the whole venture,
not necessarily in monetary terms, but the fact that we will be playing some
part in the resurgence of the Therisanyo spirit.
We are neophytes in political matters, in all fairness, but we consider the
BDP’s initiative as a step in the right direction. For this reason, we believe
that organisations in all economic sectors should take a leaf from the Party
and bring Therisanyo on board as an integral part of their corporate ethos.
Indeed, as the late President showed in his daily conduct, no man can
work in isolation. There are no two ways about it: It’s either consultation or
condemnation to failure.
The Party has set a trend. Through Therisanyo, we can overcome hurdles,
no matter seemingly insurmountable. Let’s cultivate Therisanyo!
At length, we would like to express gratitude to the BDP for entrusting us
with publishing Therisanyo. We must admit that we felt flattered by their
approach, considering the Party’s peerless standing.
We hope the readers by far and large will cherish the revival of Therisanyo
.
Once more, we are immensely grateful!
Therisanyo 2006
Contents page
The rise and rise of the BDP ..................6
The youth wing completes the
transition .............................................32
Interview with Lt. General Seretse Khama,
A touchstone of sound investment ....36
Ian Khama.............................................10
A winning empowerment
formula ................................................ 38
Burying factionalism ............................14
Once a foot soldier, always a
foot soldier ..........................................16
Ridding factionalism among
the youth .............................................20
Being the party’s nerve centre ........... 40
Powering economic growth ............... 44
Unite and rule ..................................... 45
Economic milestones ...........................46
Tackling gender inequality head on .. 22
This is Botswana .................................. 24
On course with Millennium Development
Goals ....................................................49
Festus Mogae’s peerless legacy .......... 28
Restoring hope .................................... 50
Special Thanks
•
•
•
Sir ketumile Masire for granting us time to interview him.
Vice President Lt Gen Seretse Khama Ian Khama for taking time to answer our questions
BDP Secretary General Daniel Kwelagobe for agreeing to an article on the role of
secretary general
•
•
•
•
•
•
•
BDP Executive secretary Dr. Batlang Comma Serema for his unwavering co-operation
BDP Ladies Wing Chairperson Botlogile Tshireletso
Mr. Lawrence Lekalake
Mr. Limited Q. Nkani
Hon Kavis Kario
Hon Botsalo Ntuale
Peter Meswele
We also wish to acknowledge different roles played by the following:
Fidelis Molao
Masego Boima
Chanda Pabalinga
Sophia Dziruni
Special thanks to all advertisers who have made this publication possible.
Special thanks to all the staff at Printing and Publishing Company Botswana
4
Therisanyo 2006
The rise and rise of the BDP
Were it not for the Botswana Democratic Party (BDP) ascent to power
what could have happened to the country’s fortunes?
If you had the cheek to tell any “native” living in the
Bechuanaland Protectorate in the early 1960s that
in the coming four decades the country was going
to be a paragon of democratic development, you
could have been sneered. Given the unbridled state
of political fragmentation among leaders then, any
uncertainties about Botswana’s prospects could have
been vindicated.
Bechuanaland constituted a fragile collection of Tribal
Reserves, Crown Lands and Concession Areas, with
each grouping seeking to serve its own aspirations. Even
more complicated was that most so-called nationalists
preferred the retention as opposed to the rejection
of British rule, believe it was a better alternative than
integration into white minority-led territories of South
Africa or Southern Rhodesia (current Zimbabwe).
Even some nationalist Batswana were “more imperialist
than imperialists themselves”, expressing the interest
to join the newly formed Central African Federation,
which consisted of the then Nyasaland (Malawi) as
well as Southern and Northern Rhodesia (Zimbabwe
and Zambia respectively). On the other hand, though
the Federation’s administration was purportedly a
multi-racial structure, like the British administration in
Bechuanaland, it was an instrument meant to reinforce
white minority interests.
Thus, against the backdrop of the prevailing
circumstances, those favouring the installation of an allinclusive political establishment were pessimistic about
the protectorate’s future.
Worse still, political party-driven mass nationalism was
a relatively new phenomenon in the Protectorate, and
this was to prove an acid test for a new political party.
The Botswana People’s Party (BPP), the only solution,
seemed to have an obscure focus, deemed by some
people especially within GammaNgwato as an instigator
of dissension between the tribe, Government and white
inhabitants of the territory. This fuelled despondency
among those seeking far reaching political changes.
Yet, where most saw darkness, the gallant Seretse
Khama saw light. And after thorough reflection, resolved
to form a political alternative to the BPP that was to be
both progressive and national in constitution.
6
The founder member and first President of the Republic of Botswana
Sir SERETSE KHAMA
Ever a firm believer in consultation, Khama informed the
people of GammaNgwato about his proposal and after
a several meetings, he was gaining support. Delivering
a landmark speech one occasion, he said: “The people
should unite and form an organisation with proper
leaders which would be a power in the land and which
would be able not only to stop the damage caused by
the People’s Party but which would be able to advise
Government as to what should be done to further
interests of the territory.”
Khama used the support he garnered among his
colleagues in the Reformed Ngwato Tribal Administration
(Gaoreng Mosinyi, G.G. Sebeso, Lenyeletse Seretse
and Moutlakgola Ngwako among others) to unleash
a nationwide movement. Using the rapport he had
established with fellow members of the African Council
and Legislative Council, through which activists not
linked to any political party met and cemented ties.
Therisanyo 2006
Khama organised a meeting of all African members
where he sold his concept of an all-inclusive political
unit, “The Botswana National Democratic Party” in
Palapye. Bar a few cynical Chiefs who chose to abscond,
attendance was overwhelming. That was where he
spotted the altruistic attributes of Ketumile Masire, with
who he instantly established ties that were to prove vital
to the party’s growth.
Khama and compatriots Masire, Ngwako and Archelaus
Tsoebebe drafted the party constitution. They set sights
on creating a party that championed an independent,
non-racial and prosperous nation that would transcend
ethnic and regional divisions.
Recognising that it has always been Batswana’s custom
that members of a family should help each other face
and overcome the problems of life, the BDP incorporated
indigenous democratic forms of consultation (therisanyo)
and free speech (mmualebe o bua la gagwe) in its
values. It also took on board Kagisano (Unity, peace and
mutual harmony). Kagisano’s fortress were four guiding
principles – Unity (popagano ya sechaba), democracy
(puso ya batho ka batho), development (ditiro tsa
ditlhabologo) and self-reliance (boipelego)
The BDP’s first Secretary General and Second President of the
Republic of Botswana Sir KETUMILE MASIRE
were held and office bearers were elected which saw
Khama becoming President, Tsoebebe his vice, Masire
the Secretary General.
Then problems surfaced. First, getting a toehold in
some parts of the country proved tough for the party
as it had to deal with conservative chiefs, who viewed it
Later a milestone meeting held in Gaborone, elections
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Therisanyo 2006
His Excellency FESTUS G. MOGAE, President of the Botswana Democratic Party
as a threat to their hegemony, and other sympathisers
of the British Administration. Besides, the repulsive red
tape involved in merely getting approval to hold political
rally was off-putting.
Then there was the preachy BPP, which seemed to create
an impression of good organization. It was a threat to the
BDP not to be downplayed, but Masire’s industriousness,
through untiring grassroots organisation, facilitated
the party’s transition from an ostensibly elitist to an
all-inclusive entity. Masire combed every village, going
from door step to door step.
Using his experience as a teacher to good effect, Masire
wrote and distributed party literature he wrote and
edited like the BDP’s Aims and Objectives “Maitlamo
le Maikalelo”, reaching out to old friends from Tiger
Kloof and those he came to know as editor of Naledi
ya Botswana. New recruits included people like
Englishman Kgabo from Molepolole who became the
party’s southern region organiser, Amos Dambe in the
North East and David Ketlaretse in the North West. Later
the party introduced Therisanyo, a monthly newspaper,
which Masire single-handedly produced.
The party’s popularity grew like a wild fire in a dry
veld earning the name “Domkrag”. There are various
schools of opinion on the root of the name, but the
8
most authentic one is that it is derived from Afrikaans,
meaning “jack” to lift up.
Increased infighting within the BPP, led many people to
question the party’s integrity of leading the country and
change of allegiance to the BDP.
In 1965, the Constitutional Review Conference
recommended a non-racial legislature elected of
one man one vote. In the elections held in 1966, the
party won 80 percent of the vote and the rest got the
“crumbs”.
Ever since, the BDP has been mandated by the country’s
majority to govern the country every five year interval,
steering the country to the level of political and economic
development imperialists faintly imagined could take
place. To have a handle on the country’s unprecedented
level of development picture this: Bechuanaland was
among the world’s least developed territories with
an annual per capita income of R60, a population
struggling to eke a basic living, and mention has not
been made of lack of physical and social infrastructure;
now its population has access to the basic services and
lead a relatively good lifestyle.
One can only speculate what could have happened had
the BDP not ascended to power.
Therisanyo 2006
“We only need
to keep the fire burning”
In this interview, BDP Party
Chairman and the Country’s Vice
President, Lieutenant General
Seretse Khama Ian Khama,
expounds core issues documented
in the party’s grand plan for the
nation as democrats gallantly march
towards 2009
TS: In the era of globalization, most organizations are
working tirelessly to promote themselves as winning
brands. What is the party doing so that it remains a
brand that has been endorsed by people of the country
for a long time?
VP: I boldly state that BDP still remains the one and
truly Democratic Party in this country. This is our brand.
Secondly, what makes us distinct is that we are genuinely
people-driven and people-oriented party. BDP is run by
people and they make their decisions and choices freely.
We have a truly democratic and liberal constitution. Our
programmes and policies are the best by any standard.
Above all, our people driven rules and regulations as well
as our truly democratic constitution will speak volumes for
us for a long time to come.
TS: What are some of the trends in global politics that
the party has adapted or is in the process of adopting?
VP: We recognize that democratic institutions are evolving
and new practices have to be considered and what is
necessary adopted. But, for your interest, let me itemize
some of the changes we are in the process of making or
have already made:
(a) The establishment of the Independent Electoral
Commission;
(b) Youth Vote, i.e. allowing the 18 years olds to vote;
(c) International Observers allowed to monitor and
observe our elections, and comment as they like;
(d) Allowing nomination of opposition members as
councillors and opposition MPs to lead certain
parliamentary committees;
(e) Guaranteeing all freedoms of speech and associations.
10
Lt General Seretse Khama Ian Khama, BDP Chairman
TS: What is the party doing to ensure that its core
constituency remains the masses as it always has been
sine independence?
VP: Let me assure you that we are not resting on our
laurels. We are on an overdrive. As a party we have engaged
ourselves in political education programmes to educate
our members on the party politics, constitution, regulation
and other political programmes. We are ensuring that we
don’t stray off our core constituent that has made us what
we are: the people. Hence, we are making sure that we
are a “people run party’ as we have always been. BDP
is a “people run party”. Members continue identifying
themselves with the party. They freely participate in all
programmes and activities, they freely vote, are regularly
consulted. They have a sense of ownership of the party.
The party structures are run by the masses. In a nutshell,
we are as people-centred as we have always been.
TS: How has the party managed the transfer of power
from the founding stalwarts to a new generation of
leaders? What mechanisms are there to oversee the
process?
Therisanyo 2006
VP: We are a systematic entity. Transfer of power from
founding fathers to a new generation of leaders was made
easier and manageable first by recognizing the role to be
played by the youth both in the leadership of the party
and the country in the 1980s, hence, the formation and
establishment of a highly responsible BDP Youth Wing. Let
me point out that the Youth Wing and /or New Generation
Leadership is not only recognized, but is involved and
given greater responsibilities in the administration of the
greater party. They run the structures alongside the main
party, using the same constitution as the main party and
reporting to the main party. Their leaders are members of
the Central Committee of the Party and its Sub-committees,
underscoring how the party esteems them.
We believe our mechanisms are fundamental. We have
instituted non-discriminatory regulations and an all
encompassing gender and age neutral constitution. Every
member of the party has an unalienable right in terms of
the constitution to vote and be voted for, for any position
in the party. We have a free and an open primary election
system which allows every member equal access to party
leadership positions.
TS: What are some of the challenges on the shoulders
of the new generation leadership?
VP: Surely, the new generation have a few challenges.
Firstly, as I have already pointed out, they have to ensure
that the core constituency of the party remains the masses.
Secondly, that the party remains what it was when founded,
albeit with necessary changes commensurate with current
political, economic and social changes. Thirdly, they have
to see to it that the party grows and is stable. Overall, they
need to attend to the national needs and ensure political
stability, economic growth, and provision of social services,
employment creation and eradication of social ills such as
passion killings. It is encouraging that the new generation
are relishing the challenge and rising to the occasion.
TS: In the past forty years, BDP has turned Botswana
into Africa’s political and economic fairytale. In the next
phase, what will be the party’s focus?
VP: I hope by fairy tale you do not mean a “tale about
fairies”, but “marvelous progress”, both politically and
economically (jokingly). Frankly, we will not want to wish
away stunning successes at any rate. Our focus will be to
take that to greater heights. We want to be both a political
and economic giant. We want to be on evil free society, an
educated and tolerant society, and self-sustaining economy
free of hunger, poverty and unemployment. We won’t budge
an inch from our focus on that.
Therisanyo 2006
TS: In the 1970s and 1980s the party was sympathetic
to liberation struggles in neighbouring countries and
openly supported political Organizations in other
countries. Since most countries in the region have
democratic systems of government, what levels of
cooperation is BDP, as the main architect of the region’s
oldest democracy, maintaining them?
VP: What we wanted at that time of liberation struggles
was self-rule, self determination and democracy in those
countries. Once democracy or independence is attained
it is up to those countries or organisations to determine
who they want to be friends with. Our policy is that once
sovereignty is attained, it must be recognized and respected
by others. Again, as a ruling party we cannot be seen to
be openly supporting any opposition party in a sovereign
or self governing country. However we have been, and
still continue to be friends to everybody, yet careful not to
interfere in the internal affairs of the countries. That said,
let me emphasize that we will continue to participate in
various cases in the region as we have done in the past. You
might appreciate that we did not compromise our principled
stance in the past at the height of tension in the region; we
will resolutely continue to stay focused on what we have
always believed to be right.
TS: Personally, you are known to maintain a principled
stand on some issues at the centre of society, even
agreeing to disagree with some Legislators. What is
your philosophy on leadership?
VP: Let me put it like this: if all people think alike then,
ideally there is one person thinking and reasoning. I
believe in democracy and that each is free to say his/her
views, though in a guided, principled and defined manner,
and being mindful and considerate of others. Leadership
is the art of being able to guide, be exemplary, tolerant and
give direction and influencing change, yet humble, caring
and patient.
TS: Great leaders like Winston Churchill of the UK,
Dwight Eisenhower of the Post Second World War USA,
General Colin Powell the former US Secretary of States
have had a background in the military. How has your
enriching military background shaped your approach to
leadership?
VP: As leader of the Military, I led people, a national
army. Like any leader in any organization, I acquire all
the necessary leadership skills and methods, to allow me to
move on and serve in other areas. I savour new experiences,
closing a chapter in one area and moving on to the next
one.
12
A moment of laughter between the Chairman and Secretary General.
TS: You have a passion for sports. Do you think sports
should be seriously considered as means for branding
the country? Are there encouraging signs to that
effect?
VP: Yes, I have a passion for sports, in fact more than a
mere passion if I can put it like that. We all know that
sports make one healthy, moulds and protects one from bad
behavior. The global appeal of sports is overwhelming; it
is the world’s fastest growing industry, it is big business.
Sporting codes are easily received and respected. Sport
has branded a lot of countries and can brand Botswana,
enhancing its global image, just like soccer has done to
Brazil. Just mention the name Brazil, in a flash a picture of
a soccer springs to mind. Our record is relatively good but
we surely should raise our stakes and aim higher; there is
no limit to what we can attain. Already, we have somewhere
to start from. Botswana has been branded by numerous gogetters and sports codes, like Mpule, Kaone, our boxers,
athletes, the high flying Zebras, karate, and others, to
whom I am greatly indebted and gratified. All in all, the
future for Sports in Botswana is bright, and we only need to
keep the fire burning.
TS: What words of motivation can you give the
nation?
VP: Botswana and Batswana in general have shown the
continent and the international community at large that
our collective character as a nation has put us on the road
of achievement. My parting shot is that we can achieve
a lot more with dedication and productivity, commitment
and discipline, and try hard to resist temptations that are
generally negative, divisive, and selfish; acts that are
anathema to nation building. In brief, let us look at the
bigger picture.
Therisanyo 2006
Burying factionalism for good
His Excellency stressing a point during the Maharaja Conference
The Botswana Democratic Party is committed to eliminating
practices which breed factions within its structures; democrats
with conflicting opinions on different issues have chosen to put
party first and bury the hatchet for always
If there is no difference of opinion in an institution set up on the
edifice of the indigenous forms of consultation (therisanyo) and
free speech (mmualebe o bua la gagwe), then certainly something
must not be adding up.
Difference of opinion among democrats is to be tolerated no
matter how blunt or up-front. Feathers are ruffled, in pursuit of
justice. True to form, there might be rare instances when matters
might spiral out of control and a few democrats might trade
harsh words with each other. That is to be expected sometimes;
often to put their point across. But in the final analysis, democracy
emerges triumphant as a consensus is reached. The differences
are buried ineradicably, and the national good prevails supremely
over petty personal aspirations. That is the nature of democracy,
around which the Botswana Democratic Party has been coalesced
over the years, and is endorsed by majority of the country’s
electorate.
Nonetheless, in the mid 1990s, difference of opinion in the Party
took a different, nasty turn as some democrats departed from
the mannerly practice of resolving misunderstandings that was
the party’s institution. Heated differences within the Executive
Committee, which were beginning to cause cracks within its
structures, became public knowledge. The ever probing press
gleefully jumped on the bandwagon and callously preyed on the
weaknesses, dedicating reams of print to the issue.
As a result of internal bickering which evolved into rival factions,
the Party lost 13 parliamentary seats to the opposition in 1994
elections. This was uncharacteristic of a Party that had thrived
on conscientiously abiding by high levels of discipline and unity
within its structures since its formation. Beyond doubt, if ever the
party needed a compelling wake up call, that was it.
14
Candidly, four years ago, reminiscing of that small blemish in
the party’s reputation, Sir Ketumile Masire gave a warning, “this
should serve as a lesson for the party”. In fact, it is still a topical,
strong, unequivocal message that voters detest factionalism within
the party. As often as not, factionalism, in its benign or advanced
stage, damages the way the public views its representatives.
But sadly, since a close shave with defeat in 1994, the party has
seen the reincarnation of factions, which, unsurprisingly, the
news-starved media and the overzealous on the other side of the
political divide have made a meal of; most often blowing matters
out of proportion. In the midst of it all, several detractors and
arm-chair political scientists have assumed a moral high ground,
authoring theories of an impending Party’s obituary. The impression
they create is that the party is in a deep, irrevocable crisis; an
observation which is a blatant exaggeration. While conceding
the existence of rifts, however, the truth is that concerted efforts
are being taken to kick out factionalism for good, and significant
headway has been made.
Admittedly, there had been several vain attempts at reviving unity
in the past. However, an extraordinary meeting in Tlokweng whose
proceedings were revealed to the Botswana Democratic Party
National Council, which took place at Maharaja, should sincerely
be deemed as a cut-off point in healing the divisions. The Central
Committee and Members of Parliament met to consult on their
respective perceptions on the root causes of disunity. In a spirit
of Kagisano, there was an open and candid exchange of views,
voicing of differences. In principle, the final verdict at the close of
the extraordinary gathering was “forgive and forget”.
There were a number of issues which had split the party; most
prominent was President Mogae’s public support of the Vice
President, Lieutenant General Ian Khama Seretse Khama, for
the Party Chairmanship in Selebi-Phikwe which did not go down
well with some Executive Members, who read something else in
his pronouncement. At the extraordinary meeting, the President
explained that his sincere support for the Vice President was by
the virtue of the Vice President’s as Chairman of the party, as Vice
Therisanyo 2006
President and heir apparent”. In actual fact, the president was
justified under Article 29 Section C of the BDP Constitution which
reads: “In the event of the vacancy arising in the presidency of
the party at a time when the party is in power, the vice president
of Botswana shall automatically become the state and party vice
president”.
However, President expressed his regret for “misdemeanour” and
he was duly pardoned. Thus, it can be boldly stated that the issue
has significantly been resolved and, as of now, is water under the
bridge, seeing that all delegates have pledged their unflinching
loyalty to the leadership and set their sights on being united and
focused.
There was also impasse surrounding the practice of specially
elected members of parliament and councillors. The party is
addressing the matter and a solution is due.
Delegates unanimously appreciated that tolerating factions would
put the future of the party at stake. Echoing Sir Ketumile Masire’s
sentiments, His Excellency President Festus Mogae, said: “We
did so out of the knowledge that divided political parties lose
elections and out of the realisation that in Botswana, when ever
we are divided along factional lines, the opposition gain thirteen
seats.”
The party’s is now focussing on the bigger picture, thus winning
the elections in 2009. It does not take threat of the opposition
parties lightly in that they piggyback on any perceived divisions
within the BDP to fuel their populist rhetoric.
The Party is under no illusions, understanding that kicking out
factionalism is a process and not an event. The crux of the
matter is that the problems setting off factionalism cannot vanish
at the wave of a magic wand. In the words of the President:
“We appreciate that it is a somewhat gradual process, involving
conscious efforts on all sides.”
As expected, like foot soldiers, members of the Central Committee,
members of Cabinet, prominent members of the party and of
parliament are not sparing out any kgotla or village to reach out
to members of the party preaching the message of reconciliation
and encouraging them not to be fazed by discordant reports
persistent in the press.
The party has moved a step further, forming a Council of Elders,
which is tasked with advising, and or adjudicating when need
arises. The Council of Elders will nip in the bud problems which
could lead to the emergence of rifts in the party. To be more
precise, their duty will be “to mediate and reconcile, to prevent
the formation or emergence of factions or factionalism”.
Furthermore, to obviate party members from letting petty issues
breeding factionalism, the Central Committee has introduced a
Code of Conduct for all democrats. The Code of Conduct will
serve as the guide of disciplinary measures, which could result
in punishment of varying degrees depending on the gravity of
offences. This is designed to augment Article 15 of the Party
Constitution.
Now that the party has jettisoned the self destructive path
of factionalism, following the historic day in Tlokweng and
subsequent forums, realising that it is a case of “ship out or
shape up” for the party’s fortunes, democrats are united and rally
behind party leaders more unwaveringly than ever before. There
is a new awakening; the discovery that it is the national pride that
is at stake and not individual political aspirations. It is an epoch
in the existence of the mighty BDP as it plans to lay a large scale
assault on the political field and continue stamping its authority.
Therisanyo 2006
Once a foot soldier,
always a foot soldier
The streetwise Sir Ketumile Masire’s grassroots demeanour gave the BDP a
foothold amongst the masses at the hour of need
In the early 1960s, there inconspicuously stood a nondescript
morula tree; 40 years later, the Orapa House, the literal
symbol of Botswana’s stunning success, stands imposingly in
its place.
Under the Morula tree was where Sir Ketumile Masire, the
former President of Botswana, the foresighted late Sir Seretse
Khama, and other feisty men assembled to review the draft
constitution and elect office bearers of the newly formed
Botswana Democratic Party (BDP). This undertaking was to
steer the country to levels of development possibly beyond
their wildest dreams.
Cash strapped and with innumerable obstacles laying their way,
the men’s invaluable asset was their tenacious enthusiasm. Sir
Masire’s grassroots demeanour was to prove valuable to the
party later.
Recollecting the uphill task the party encountered, Sir Masire
mentions the bureaucratic nightmare they had to endure
before being sanctioned to address meetings. “To give you
a picture, just to congregate under the Morula tree, I phoned
the then District Commissioner, Atkinson, who apparently
16
did not hold any powers to grant approval; he referred us to
Mafikeng, where we were given a go-ahead.”
Trials did not come singly. First, the Country’s scattered
population and geography made travelling irksome. Financially,
the BDP had to make do with what it had. Additionally, the
novelty of the political dispensation the party was trying to sell
to subjects of a protectorate accustomed to the colonialism
was greeted with disdain in some quarters.
Surely, there was no room for dithering. Without delay, the
late President called Masire and staunch members and told
them that unless they rolled up their sleeves and did something
about the future of the country then they would be trouble.
Masire says: “We recognised that if it was to be a democracy,
the party that had the majority had to run the country. Thus,
we felt that we had to rise to the occasion.”
With meagre resources but themselves, the members
recognised that commonsense had to prevail, and it was
imperative upon everybody to make personal sacrifices. As
Secretary General of the party, Masire had to shoulder the
Therisanyo 2006
responsibility almost single-handedly. “Whether it was posting
a letter, I had to do it,” he says.
Masire’s critical objective was to ensure that the party was
well known all over the country. Like a foot soldier, he did not
spare out even the remotest part of the country to preach the
message of democracy.
“I had the pleasure of working with two very great man, Sir
Seretse Khama and Tshebebe, and the workhorses Goareng
Mosinyi, Moutlakgola Nwako, BC Tsoebebe, Tsheko Tsheko,
Amos Dambe, A.A. Maribe ….the list is too long to be
chronicled,” lauds Masire.
With a gut feeling that something more had to be done, Masire
established a newspaper, African Echo, which disseminated
the values the Party stood for, to the masses to communities
far and wide. Later on an old paper, Naledi ya Botswana, was
revived, and put inside African Echo as an inset. Therisanyo
was formed.
While the Party was steadily gaining ground, undoing the
British Administration system of indirect rule proved intricate:
chiefs ran the country; the District Commissioner ran the
chiefs. Chiefs had powers and others trappings they could
not easily sacrifice at whatever cost to the highest bidder.
They run what resembled a loose assemblage of tribes who
considered themselves nations in their own right. At stake
were the fragile egos of chiefs, which had to be considered.
Says Masire: “Painstakingly, we had to be democratic;
following that route we could not oblige them to do what
they didn’t want.
“It was a delicate situation. We had to use management skills
to show every tribe that it was in their collective interest to
come together as a nation.”
After a dogged campaign, in 1965, when Sir Seretse Khama
was the Prime Minister of Bechuanaland Protectorate and
Masire his deputy, the District Administration’s powers were
redirected to the Prime Minister, Deputy Prime Minister and
Ministers. And chiefs’ powers were split between councils and
land boards. As anticipated, some cynical chiefs resisted the
changes since their powers were watered down.
Amid the crisis, Masire picked up an axiom: “People don’t
want to relinquish their power; they want it to be taken over
their dead bodies. “
In the main, the decision to lay emphasis on nation beyond
the tribe averted occurrence of tribal conflict that is almost
synonymous with African countries. With hindsight, Masire
cites the decision the new administration made to avail
benefits of mineral revenue to the nation as the whole instead
of a tribe whose territory had minerals. A law was passed to
that effect.
In a few words, the task of nation building was very challenging.
“We had to keep an eye on chiefs without appearing to
belittle them. “
Independence was more than a ceremonial replacement of
the Union Jack with the flag of the newly independent state
of Botswana. It was akin to being given a barren desert and
asked to get something out of it; a conundrum at worst, a
challenge at best.
People the world over even questioned the rationale of a
country whose three chiefs almost begged to be colonised
in 1895 to ask for independence. Apparently, the future of
the new nation of Botswana was bleak with seemingly no
viable resources to generate revenue to finance development
18
projects.
““We had to accept our situation. I remember the late
President saying: “Those with money can tell us what to do
with it”.”
Masire, who became Vice President and Minister of Finance
and Development Planning, says the late President’s speech
nonchalantly strikes a chord in him:
“This situation might mean that one day when we have money
we might know how to use it”. He considers this a prophetic
insight in every sense of the word.
Every penny Botswana got from foreign aid, loans and revenue
was used discreetly. That time, there was no government
school (though some people erroneously think Gaborone
Secondary School was a protectorate initiative; in fact it
was built during self-government in 1965). Wisely, money
was channelled towards development of education, health,
power , transport and communications infrastructure while
promoting small scale services and industries.
“Don’t forget that all we had to show to the world that time
was a 3 kilometre tarmac road,” Masire points out.
Then came what was then a windfall; Botswana successfully
renegotiated its customs agreement with South Africa;
previously, the country was entitled to only 1 percent of the
pool. As a result of this, the country imported more goods
than it previously did.
In 1972, the country had come of age, balancing the recurrent
budget. This was even before mineral deposits were found.
“With the relatively substantial customs revenue we got we
were able to establish Selebi Phikwe. New developments
that took place were able to give us more revenue. Also, the
importation of mining equipment brought us more money.”
The country developed extraordinarily. Through sound
economic management the Government made good use of
substantial revenue from the 1970s diamond boom: raising
the country’s profile from extreme poverty to a middle income
status.
Recapitulating everything Masire declares: “If Botswana has
attained the level of success that it has it is not because we
have money, but the money was properly managed.”
On the flipside, Masire admits that during his tenure, he had
a few hair-raising encounters. Sporadic attacks of its territory
from the then neighbouring rogue states in search of dissidents
of their systems of administrations troubled the Government.
Also, convincing people to slaughter their cattle during foot
and mouth outbreaks was not easy as they considered cattle
to be more than an investment.
“Thank Lord we have passed the worst,” says Masire.
Masire’s wish is to see more investment in agriculture. No one
can question him, he has credentials to brandish: he is a proud
bearer of a Master Farmer’s certificate, which was awarded to
him in 1957 when he became the first African recipient.
“I don’t think we have less rain than when I became a Master
Farmer; we must agree that at that time agriculture was the
only source of revenue,” he argues.
He believes, if well developed, the farming sector could be a
cure to the problem of unemployment. “I am not saying that
unemployment in the country has reached crisis proportions;
at worst, we can term some people inadequately employed,
semi-employed, not unemployed. However, we must focus on
agriculture, it is a strategic industry.”
Therisanyo 2006
One of the areas that he would like to see addressed in the
agriculture sector is the issue of cost recovery which he believes
should be applied carefully given that there are different
categories of farmers. “Dishing up cost recovery across the
board is tantamount to moving from one extreme to the
other since farmers are at different levels of development,”
he says.
nation better. The Vision is a star; you have to be guided by a
star otherwise you will find yourself going round and round in
the same place.”
His advice to the new breed of BDP leaders: “The best angle
to resolving problems is the triangle. Try your level best to
work for the unity of the nation, the rest comes later.”
Did Masire leave politics for good?
Asked to describe his relationship with the late President,
Masire becomes animated, almost groping for superlatives.
He says the great man’s legacy left a lasting impression on
him.
Yes, is his reply, saying he slammed the door on politics forever
and he won’t make a comeback. He reveals that when he left
office he felt any involvement even bit part would undermine
his successor.
“A great man in every detail, a very sincere democrat who
never gave the impression he could run the country by
himself. He was the great motivator who got the best out of
his subordinates,” he says.
“I don’t take kindly to those who relinquish power and want
to remain in power within the party,” he says. He only attends
party functions strictly on invitation.
“A good general is the one who surrounds himself with the
best lieutenants” is a saying that will be etched in Masire’s
memory forever.
Outside the borders of the country, Masire is proud to have
played a part in laying the foundations of Southern African
Development Community (SADC), which was a brain
child of the late President. He floated the concept of an all
encompassing body as opposed to one only restricted to one
sector, which was endorsed by the majority of members.
During Sir Masire’s 16 of his 18 year presidency, he was the
President of SADC.
Though he was pivotal in the conception of Vision 2016,
Masire deflects attempts to give him heaps of praises, but
believes the country could be worse off without it.
“The Vision brings the conscious to do what can make this
It’s been a long journey for the first born son of John Masire
and Mma Ketumile Masire, who trained as a teacher and
rose to the upper echelons of the country’s power after only
starting school at an age most start secondary school.
The nation will always remember him as a foot soldier who
has never lost touch with his grassroots disposition: down to
earth and as candid as ever.
Asking him if his life has slowed down after retirement from
active politics, he fires a riposte: “Who said that retirement
means confinement to a rocking chair pitying oneself in
old age? In my book, retirement is time to set off on a new
adventure; life is only as fun as you make it.”
Certainly, the streetwise one is revelling in his new calling.
Therisanyo 2006
Ridding factionalism
among the youth
Now that the Central Executive Committee has cleansed itself of disruptive
tendencies, the ball is in the BDP Youth’s court to reciprocate, argues
DR BATLANG COMMA SEREMA
issues, not petty power struggles.
Basically, NYEC should be contributing to growth and prosperity
of the party and government policy, thus become a major
stakeholder in politics and governance. In actual fact, the NYEC
assume a pressure group function, concentrating on core issues,
not making some inaudible utterances just to be heard in front of
the Party leadership. The youth can be structuring development
policy documents. We must learn the Constitution, debate it and
agree on how our party must continue into the future. In the
course of the debate, the youth will be invigorating the BDP; the
most outstanding of pack will emerge as future leaders.
The NYEC should forge genuine, deep-rooted unity, not mere
window dressing; implying working together as one. There is no
need to delve deep into how obsession with divisive tendencies
have plunged some African countries in the continent into political
anarchy they could have averted. A lot is at stake. Hon Kario
was on the nail the other day when he warned of a “leadership
hiatus” because of inconsequential wrangling.
To employ an analogy of a soccer team in highlighting the value
of team work: no matter how many individually gifted players
a team might have in it, if the players do not work in harmony
each overwhelmed by their inflated egos, each jostling to be in
the limelight the team’s overall performance suffers. Conversely,
a group of average players working in harmony focusing on one
goal are more likely to succeed. Without much ado, unity is a
virtue.
One of history’s greatest figures couldn’t have been more spoton when he observed: “We are the leaves of one tree and the
fruits of one branch.” Indeed, NYEC should work together and
not waste their energies on futile squabbles.
BDP Executive Secretary, Dr BATLANG COMMA SEREMA
The Central Executive Committee has vowed to give the divisive
practice of factionalism a deadly blow. But where does the
BDP Youth, the party’s nursery stand? Are they still held up in
factionalism?
Without much ado, youth can play a significant part augmenting
in party unity schemes. Really, the National Youth Executive
Committee (NYEC) should muse on what role they can play. In
fact the most feasible effort is to draw a strategic plan focusing
on how it can position itself within the party.
The plan would be ineffectual if not founded on Party values
of equality, justice, liberty, solidarity, peace, political, economic
and social progress and prosperity for the people of Botswana.
Besides, consideration should also be made of the Party’s four
National Principles of Democracy, Development, Self Reliance and
Unity. This would ensure that focus is on fundamental national
20
We have been in power for 44 years now, fully mandated by the
majority in the country every five years, down to our all-embracing
values. We have a track record in government to exhibit to anyone,
an exceptional one at that. This can’t be sacrificed by disunity on
issues that can be resolved amicably.
The NYEC must desist from inheriting fights whose origins they
scantly understand. It is of utmost importance to centre any
discourse on values hoisting the party’s values, what’s the overall
national good.
The challenge is enormous. There is need for the NYEC to realize
the electorate won’t just vote for you on a BDP ticket. They will
entrust you with power if and only if you address their concerns:
you are articulate, can espouse government policies.
The BDP is a big brand, a big family; not just the Government, or
MPs. It is councilors doing their utmost best for the community.
It’s the party members who sacrifice their precious time and
resources going from household to household, making the calls
and campaigning to win. It’s the energetic BDP youth going to
great lengths. Its BDP voters, new and old, whose votes entrust
us with developing the country.
The youth have to appreciate that to the wise difference of
Therisanyo 2006
Youth in Song
opinion has a liberating effect. After a civil dialogue people with
conflicting interests may eventually reach a common ground
pursuing the common good. Differences should be viewed as
creative opportunities.
It does not need to be overemphasized that the youth must be
committed to what we have set ourselves to do, living up to our
mission. Fundamentally, the youth must preach and practice the
values the party embraces.
Need we say more?
It goes without saying that the new breed of leaders should focus
on transforming the country’s political system for the sake of
generations to come.
The Party Constitution reads: “The BDP intends to be the
leading political force in Botswana and shall continue to be a
constructive organization, in which participatory democracy shall
be maintained, and is a party welded by patriotism and voluntary
desire on the party of members of the Party to belong to the
Party.”
Do we want to convert the BDP into a circus that is characteristic
of other political groupings in the country, a political parody?
“United we stand, divided we fall!.”
Therisanyo 2006
Tackling gender inequity head on
The BDP has more women in power than other political organisation,
but there is commitment to bring more of them to the fold
“Of course we have encountered obstacles from men with
patriarchal inclinations, but that is to be expected. It’s part of
the struggle. Sometimes women who are assertive are viewed as
pushing a hidden agenda.”
On the other hand, she sees double standards in a situation
where men would like women to vote for them and yet do not
reciprocate when it is the other way round.
“It’s not that standards should be compromised when just to
accommodate women, merit should dictate. A competent woman
should be given the same platform, the playing field should be
levelled,” says Tshireletso.
She adds that since the majority of the electorate are women they
have bargaining power and they should not be underestimated.
“Women can swing the pendulum in an election.”
In contrast, she hastens to admit that women have pursued selfcontainment practices by shunning a competent woman for a
mediocre man. “Women have stereotypical views about selfassured colleagues who contest for power.”
Customarily women’s roles in party activities have been restricted
to singing in choirs, cooking, decorating venues of meetings.
“There are perceptible changes taking place,” Tshireletso says.
She says she is not an idealist, on a mission to change the world,
acknowledging the entrenched cultural constructs that reduce
the role of women to subservience.
Chairperson of women’s wing BOTLOGILE TSHIRELETSO
Topping Honourable Botlogile Tshireletso’s wish list is the significant
increase in the number of women in Botswana politics.
“You know statistics don’t lie - we can be waxing lyrical about the
progressive policies we have instituted, but so long as we don’t
have numbers to substantiate our claims of the advances we have
made, we are stagnating,” she says outspokenly.
Last year, SADC raised the benchmark for the number of women
in politics among member states to 50%. Tshireletso sees this as a
huge assignment for all political organisations in the country.
“Despite the noises they make during rallies, most political camps
are yet to put money where their mouth is. It’s, to say the least,
dispiriting,” says Tshireletso.
A snap survey indicates that political organisations in Botswana
are inherently patriarchal in spite of making pronouncements of
gender equality.
Is the BDP breaking new ground?
Tshireletso says the party is making “measured progress”, but
there is ample room for improvement. She thinks she is playing
her part to help to even out the lopsidedness, as a member of the
Botswana Women in Politics Caucus.
22
“Largely, a man is still viewed as the head, the provider and the
role of his wife is to support him. However, I stand to be corrected.
I believe that culture for all the good it serves is dynamic. In a
fast moving world, Botswana should not be caught catching
forty winks. I am not saying that we should lose what makes us
Batswana, but be progressive.”
Tshireletso mentions one of the impediments as the one
dimensional approach which organisations use of concentrating
on urban areas. “Gender seems to be urban-centred; an urban
middle class talk shop. We should bring women in rural areas to
the fold.”
She commends new changes that have taken place like the
issue of citizenship and marriage, which came as a result of the
milestone Unity Dow case, and the Marital Act.
Overall, she is proud of the BDP Party for leading in women
empowerment initiatives. “We have more women in our
structures than other parties, but we can’t be living in a comfort
zone pretending we can do better,” she says.
She holds Dr. Gaositwe in great esteem as a pioneer who came to
the fore before women empowerment activism took root. “How
can I eulogise her? An educationist, an accomplished one at that,
a politician, who didn’t budge on standing firm on what she
believed to be the best.”
Therisanyo 2006
THIS IS BOTSWANA
History and Political Environment\
are held every five years.
In the late 1800s, individual chiefs who controlled their
respective territories ruled Botswana. When it was faced
with threat of annexation by John Cecil Rhodes, three of
these chief, Khama 111, Sebele 1 and Bathoen 1 sought
protection from the British, who declared Botswana as
the British protectorate of Bechuanaland in 1885.
President Mogae is both the head of state and the head of
government. There is a bicameral Parliament made up of
the House of Chiefs and the National Assembly, although
the House of Chiefs performs mainly an advisory role,
Batswana continue to respect their chiefs, and Botswana
is regarded as hierarchical.
On 30th of September 1966, the country declared its
independence and Sir Seretse Khama a grandson of
Khama 11, became the country’s first President.
Botswana’s legal system is based on Roman-Dutch law,
although the criminal law is embodied in a penal code that
is based on English Court and a Court of Appeal. Women
and man were granted suffrage at independence.
Sir Seretse Khama, who founded the Botswana
Democratic Party (BDP) held the office until his death
in 1980. Since then, Sir Kutumile Masire (1980-1998)
and Fetus Mogae (March 1998- to present), both BDP
loyalists whose party continues to win elections, which
24
Natural Resources
Botswana has a prudent political culture.
Since
independence, Botswana has become renowned for
good governance, intolerance for corruption and solid
Therisanyo 2006
respect for legal processes. Botswana was one of the
world ‘s poorest countries when it achieved independence
in 1966. Fortunately, it discovered diamond reserves
shortly after independence that have driven its economy
ever since.
when it rains, Batswana believe that every creature
becomes happy and there is peace. ‘Pula” is also the
name of the national currency, and is used as a greeting,
to wish good luck in the future.
Botswana’s land mass is also home to deposits of gold,
copper, silver, nickel, manganese, coal, salt, soda, ash,
potash and iron ore. Since the discovery of diamond
reserves, the government began channeling resources
into development, including the nation’s road network,
schools and health.
Economy
Botswana’s economy is closely tied to that of South
Africa. GDP for Botswana was estimated at US$10
billion in 2003. GDP per capita is US$3.560, making
it the second highest in sub-Saharan Africa following
South Africa. Botswana’s economy is dominated by the
diamond-mining industry, which contributes 33 percent
of GDP.
Demography
Botswana’s population is estimated about 1.68million.
The majority of the population is of Tswana origin. The
remainder of the population is composed of several ethnic
groups that include Kalanga- speakers, the Baswara
(Bushmen), Heroro (originally from Namibia) and other
groupings.
The national language is Setswana, but English is an
official language that is widely spoken in business and
government.
“Pula” is perhaps the most important word in Botswana.
It means “rain”, which is highly valued in the semi-arid
climate and it is also used to denote “peace” because
Botswana ‘s currency is the Pula. Average workers’
salaries hovers around P3000 per month, while the
average monthly salary of government is about P6000
per month and that of people working for private sector
companies is around P8000 per month. Unemployment
is about 16 percent.
Botswana’s economy is based on free market principles.
Its motivation in establishing parastatal has been to
step in where the private sector has failed to enter the
market, rather than to control local industry. Botswana
has a total of 27 parastatals
Therisanyo 2006
DEMOCRATS
26
Therisanyo 2006
IN PICTURES
27
Therisanyo 2006
Tribute to a Great man
Festus Mogae’s peerless legacy
President Festus Mogae doesn’t need to do more to prove his mettle to anyone. He is
one of a kind, inimitable, hails FIDELIS MOLAO
His then classmates lavishly heap praise on his academic
prowess: a very bright student, a cut above the rest, who
didn’t take kindly to being second best in all disciplines.
They are not at all surprised that he is the country’s first
citizen.
Living in an era when pursuit of personal fortune and
glamour of western countries tempted educated young
men from Africa, FG chose Patriotism over the lure of the
British Pound. Soon after an eventful academic stint at
the University of Oxford, where scored distinctions in the
Bachelor of Arts degree in economics, he came back home
to partake in formulating a template for the development
of his newly independent country’s economy.
Fidelis Molao (Left)
In recent times self-appointed political analysts and their
ilk have animatedly challenged His Exellency F G Mogae
to initiate Electoral Reforms before leaving office, saying
only then would he have left a lasting legacy in Botswana
Politics. At any rate, though seemingly rational, this call
is fallacious. It insinuates that FG does not have anything
to flaunt as a mark of his presidency and only when he
hastily implements the hyped amendments will his name
be chronicled in the annals of the country’s political history.
What a kindergarten logic smacking of political bigotry!
FG does not have to bother himself and stand on top
of a sky scraper with a megaphone and pronounce his
achievements. He has already proved his mettle on a grand
stage and his CV is indelibly etched in the memories of
many people.
For starters, over the years, FG has been instrumental,
directly or indirectly, in shaping the country’s development
policies. His record has a few parallels if any.
For those not in the know, the shaping of his legacy had
humble beginnings, born in the dusty streets of Serowe in
1939. Even by the standards of the time he did not have
any trapping of luxury. However, in him, friends and close
acquaintances saw qualities of a young enthusiastic man
destined for greatness.
Ever cautious and scrupulous in his conduct, he excelled in
any undertaking that came his way, academic or otherwise.
28
FG joined the Ministry of Finance and Development
Planning, which creates the country’s fiscal policies, as
a Planning Officer, and through his selfless endeavours,
meteorically rose up the hierarchy. Most of his peers
with who he worked in various organisations glowingly
talk about his fiscal discipline; his emphasis on detail in
the financial statistics, scrutinising the rationale of an
expenditure. He came across as a realist, who insisted only
spending money on sustainable schemes, and not doling
out handouts. He is famously remembered for his historic
“Swim-or-Sink” speech in Parliament, when he told
parastatals to lean to financially stand on their own feet
and not get spoiled with government bails outs, setting
D i v i s i o n s
5
T h e
Courier Division
-this will provided reliable,
hassel-free, time definitive
value for money movement
of International; Cross
Boarder and Local express
shipments.
Express Road Freight Services
-established as an alternative to
the courier division, to meet
heavier, multiple consignment
requirements in South Africa,
Botswana, Swaziland, Namibia
and Lesotho. Although slower,
this mode of distribution will
be more cost effective
Break Bulk Operation
- this will handle heavy,
slow-moving, non-critical
time demands (72 - 96
hours) between South
Africa, Swaziland,
Botswana, Namibia and
Lesotho.
Fuel Division
This will provide fuel transport and bridging in and
around Botswana and the
SADEC countries.
Flat Bed Operation
This service will cater for
shipments requiring payloads of up to 32 tons of
cargo per vehicle.
Gaborone
Johannesburg
Tel +267 395-3835
Fax +267 390-1474
Tel +27(0)11 961-4500
Fax +27(0)11 961-4577/88
Physical and Postal Address
Physical and Postal Address
E-mail address:
Plot 20596
Magochanyama RD.
Block 3 Western Bypass
Gaborone
18 Electron Avenue
Isando
Johanneburg
Gauteng
[email protected]
Website:
www.af-ex.com
Therisanyo 2006
the scene for financial prudence in Parastatals. This was
one of his innumerable exploits as a patriot working flat
out. His competence speaks for itself. That’s his legacy as
a technocrat par excellence!
generate employment to citizens and bring economic spin
offs. It does not need rocket science to recognise that this
is happening during Mogae’s tenure as president. So what
legacy!
FG extended his meritorious service to the country to
politics, becoming a Member of Parliament and Minister of
Finance and Development Planning, the country’s number
two and subsequently the chief steward. As third President
in the country’s history, he has been there for the nation,
through thick and thin, during the bad and good times:
asserting himself as an unassuming people’s servant.
Whenever the chips are down he has restored hope to the
nation, overwhelming many hurdles.
F G has not abandoned the political path paved by
this nation’s founding fathers, leading the Botswana
Democratic Party to victory in two successive elections.
He has continued to nurture the democratic process of
this country; showing confidence in youth and women
entrusting them with positions of responsibility. Women
are occupying leadership positions both in government
and politics.
Problems which have surfaced during his presidency have
got the best out of FG. In a globalising world, the country
has faced a myriad of trials and tribulations, but he has
unwaveringly providing comfort. He is the first African
leader to publicly acknowledge the danger posed by
HIV AIDS scourge to his people and declare a relentless
war against the disease. This was at the time when most
countries were at the stage of denial, refusing to accept
the disease as a real threat to their people. This is the
first Government in Africa to provide its people with Anti
retroviral tablets for free, in a bid to give the infected a
new lease of life. Recognising his efforts and sincerity,
countries and donor agencies generously offered their
assistance. He has received a couple of awards from
awed international bodies in honour of his outstanding
and courageous leadership. No question, Batswana will be
saved from extinction.
What’s more, as an individual, F G has proved to be a
very honourable man, who bravely takes blame and
acknowledges when mistakes are made. Even when he
is not culpable, he accepts to take the flak on behalf of
others. This was evident in 1999 when about 60000 people
were nearly disfranchised, and in the spirit of compassion
he courageously expressed regret, taking all the blame.
Though criticised unremittingly by the press, he soldiers
on taking the country to greater heights, tirelessly getting
involved in vital pursuits like wooing international investors
to the country, like recently in Japan, sometimes risking his
own personal life aboard OK1. His fight against HIV/AIDS is
second to none in this country or rather still on the African
continent.
30
A milestone in women empowerment is that almost half of
the permanent secretaries in his government are women.
The country has a woman Judge, Attorney General, Director
of Public Prosecution and many others. All the women
legislators hold positions of responsibility, ministerial or
otherwise, a development which has inspired more women
to vie for political office in various capacities. Of course,
this is happening during F G’s tenure as President.
F G has initiated the process of amendment which will see
the constitution becoming tribally neutral. In the mode of
a true democrat, he is crisscrossing the country briefing
the nation on the changes made. Yes, the changes might
not satisfy all and sundry but the fact that he has made
a groundbreaking move is laudable. Additionally, he is
undertaking a step aimed at bringing some balances,
which will transform the complexion of the House of
Chiefs for good, a decision that has got him stick from
some quarters.
On a continent where leaders have earned the notoriety of
tampering with constitutions of their countries to prolong
their stay in power, F G has vowed that come 2008 he will
gracefully retire. For sure, this is a principled man.
In spite of everything, some overzealous people on their
other side of the political fence insist that FG could have
done better; liberally rubbishing everything he has done
by the stroke of the pen. FG has done the best possible.
Certainly he is human and not infallible. But few can
surpass FG’s contribution given the same conditions under
which he has altruistically worked. The faint-hearted could
have abandoned the task and jumped ship.
Just a few weeks ago, his fierce critics ate humble pie
and scurried for cover in embarrassment after Botswana
secured a lucrative deal with De beers. Apparently, the
know-it-alls are still in their cocoons, declining to give
credit where it is due.
Even to an ordinary person, FG’s career is stirring, showing
that through determination and hard work even a person
of modest background chart their way to prominence.
Citizens can draw inspiration from his achievements to
excel in whatever they do.
Under the new deal, Botswana has acquired 15 percent
stake in the De beers group worldwide a deal which will
see this country earning good dividends. For the first time
in years, diamonds cutting and polishing will be done here
in Gaborone through DTC Botswana. This is bound to
On retirement, FG would have left a telling legacy for the
nation to be proud of, fervent critics and admirers alike.
There is only one FG and there will never be another! What
else can one ask from a leader’s legacy?
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LAND ROVER GABORONE
Plot 1280 Luthuli Road, Old Industrial Site, Gaborone, Tel: 391 2741
NEW RANGE ROVER SPORT PLAY HARD.
Therisanyo 2006
The Youth Wing completes the
transition
A bitter taste of factionalism has driven the Youth Wing to be more businesslike
in handling its affairs
“People are bound to have differences in any
organisation, more so if, you should tolerate that
state of affairs if you seriously believe you are running
a democracy. But you do not have to throw tantrums
when people oppose your opinion,” says Meswele.
He says now everybody acknowledges that the party is
bigger than any individual. “You don’t want to retaliate
or engage unnecessarily. We got so much flak in the
past for accommodating small-mindedness. There is no
room for a Machiavellian predisposition.”
As Youth Chairman, Meswele leads by example by not
responding when provoked on a petty issue, saying this
helps bring peace.
Conduct in the BDP Youth is now businesslike, not an
entity for the self-indulgent. It is not for people who just
make noise; it focuses on real issues at the centre of the
country, he explains.
“Bear in mind that we are running a feeder organisation
for the ruling party that has political pedigree, that’s
why we have to raise the bar and get the best. We are
talking about nurturing the country’s next generation of
leaders, and there is very little margin for error.”
PETER MESWELE, outgoing Youth Wing Chairman
2006 will go down as the year when the BDP Youth
Wing’s growing up process was completed, when it
overcame its learning curve.
Perhaps, it has happened faster than anticipated. What
has hastened it?
The BDP Youth Wing let factionalism, which emerged in
the Central Executive Committee, replay itself among its
members. BDP Youth Party Chairman, Peter Moswele,
who was caught in the crossfire of factional fights the
time he was elected, admits he came to power at the
most trying phase. But, as Chairman, he believes the
Youth Wing has bitten the bullet and eternally banished
the factionalism demon.
32
Among others, the Youth Wing has produced the likes
of current Minister of Agriculture, John Swartz and
former Minister Michael Tshipinare. Recent graduates
are Kavis Kario and Botsalo Ntuane.
A series of credible surveys conducted in the past few
years confirm that BDP still remains the popular party
among the youth. BDP Youth’s focus is to get more
young people into the party. There is a perception that
politics is for older people, one of the party’s objectives
is to demystify this perception. Meswele says the Wing
would like to get as many young people as possible to
develop interest in the issue of national development,
be able to contribute and participate.
“It is both exciting and challenging to be a youth in this
age. For this reason, we draw their attention to topical
issues affecting them. Of course, one of the key aspects
is government policies like citizen empowerment, the
Therisanyo 2006
“They should be responsible enough to know where
they can access services from institutions to better their
own lives.”
On gender equality, he says the party is not doing
badly: the Information Officer and Secretary General
are women.
“You see, it’s not just a question of making up numbers
to create a façade of a commitment to gender balancing,
but getting women in key positions where they can
influence decision-making.”
Is Botswana on the right track with global trends?
Meswele’s take is: “We need to improve service delivery
as a country. Let’s find innovative ways of doing anything.
Nothing is better than the best.”
BOTSALO NTUANE, Former Youth Wing member now Honourable Member of
Parliament
monetary policy, tax, infrastructure development and
HIV/AIDS,” says Meswele.
He believes raising awareness among the youth is a
form of empowerment since it teaches them to take
charge of their lives, not to wait for hand outs.
Meswele’s transition is almost complete. It has been a
long journey for a young man who has practically grown
up in the party. He has been involved in formal party
structure since 1997 when former President Sir Ketumile
Masire appointed him in the Central Committee. He
has also served in various subcommittees and boards of
Youth Wing. He is happily married and a proud father
of two.
A TOUCHSTONE FOR ECONOMIC DIVERSIFICATION
Botswana Development Corporation has led the way in fostering private sector investment, with
interest in different sectors thus far
In the past 36 years, Botswana Development Corporation (BDC) has set a
perfect benchmark for the country’s
economic diversification through sound
investment initiatives it has made, considerably contributing to the growth of
non-mining Gross Domestic Product.
The Government established Botswana Development Corporation Limited
(BDC) in 1970 as the country’s main
agency for commercial and industrial
development to kick-start the development of the private sector, almost
non-existent at the time, which could
ultimately help fulfil the broad objective of diversifying the economy.
Gaborone International Convention Centre
Stock Brokers Botswana in the financial
times it has financed some landmark
as-
services sector; and Car Rentals Bo-
projects in different economic sectors.
sists both local and foreign inves-
tswana operating under the Avis inter-
It is engaged in ceramic tiles, plastic
tors establish and develop businesses
national franchise in car hire services.
recycling, concrete crushing, food can
Principally,
through
the
Corporation
financing,
manufacturing, power tools making,
infrastructure
and equity participation financing lo-
BDC has divested interests from some
manufacture float glass for domestic
cal and foreign investors. It expects
of the abovementioned enterprises, in
and export markets, cement manufac-
to earn market-related returns from
accordance with its divestment policy.
turing and ceramic tableware and elec-
its investments and lending activities.
Perhaps one of its landmark develop-
trical cable manufacturing, bone china
ments in the divestment initiatives
tableware and sanitary ware manu-
A YARDSTICK FOR SMART INVESTMENT
was witnessed when the Corpora-
facturing, citing but a few ventures.
BDC has created some epic success
tion offered a substantial portion of
Also worth noting are groundbreaking
stories through out its existence. It has
its shares in Sechaba Investment Trust
projects that the Corporation has un-
been instrumental in the establishment
Limited for purchase by Botswana
dertaken in infrastructure development.
of some of the companies that are big
citizens.
The majority of the shares
These are the Gaborone International
players in the economy. Among its vast
were floated on the Botswana Stock
Convention Centre (GICC) and the In-
array of initial investments which have
Market and were purchased by many
blossomed include Kgalagadi Breweries
Batswana who continue to receive divi-
and Bolux Milling in the manufactur-
dends on their investment, evidently
ing sector; Botswana Diamond Valuing
fulfilling the Corporation’s mandate
Company in the mining sector; Botswa-
of citizen economic empowerment.
na Airways Corporation (now Air Botswana) in the communications sector;
The Corporation is on an ongoing pursuit
Sefalana sa Botswana in the retail sec-
of investment opportunities. In recent
tor; and Botswana Insurance Company,
ternational Financial Services Centre
Presently, the Corporation has made
Foreign Direct Investment (FDI) and to
(IFSC); Riverwalk Shopping Complex,
100 investments through subsidiary, as-
some degree in enhancing a country’s
co-financed with other partners, and
sociate and affiliate companies in almost
investment rating. It is noteworthy
the expansion of Phakalane Estates de-
all sectors of the economy except large
that through the historic adoption of
velopment, later re-financed by a com-
scale mining. It has a diversified portfolio
the Two-year Strategic Plan in 1998,
mercial bank; and infrastructure devel-
of investments through loans and equity.
the Corporation instated several sys-
opment at Fairgrounds in Gaborone.
As a commercial entity, BDC contin-
tems in its operations to inculcate
Additionally, as part of its initiative to
ues to perform superbly, recording
good corporate governance ethos.
help develop education in the coun-
consistent growth in profit from the
The Corporation ensures that its subsid-
try, BDC will assist Lavender Projects,
financial year of 2000. The adoption of
iaries religiously adhere to best corporate
a citizen owned company, with a fi-
new management and operational sys-
practices which include the internation-
nancial package of preference shares
tems as part of the two-year Strategic
ally recognised King 2 Report, founded
and a loan to purchase the assets of
Plan which the Board of Directors ap-
on 8-pillars: transparency, account-
New Era Unified Secondary School.
proved in 1998 was a watershed: the
ability, responsibility, fairness, inde-
Corporation moved from negative ac-
pendence, discipline, quality and social
In point of fact, BDC is not a new
cumulated capital reserves and losses
responsibility. Emphasis is on executing
comer in the provision of assistance
it experienced in the late 1990s to the
accurate and timely disclosures on all
for education initiatives; it has been
current level of profitability. Currently,
material matters related to the Corpo-
associated with the development of
BDC boasts a total investment exceed-
ration, including financial position, per-
schools from the early 1990’s. In 1992
ing P1.12 billion both in equity and
formance, ownership and governance.
the corporation disbursed a P4 mil-
loans in a diversified portfolio from a
Furthermore, checks and balances are
lion loan towards the establishment
“small” amount of P775 000 in 1971.
maintained through internal control
of Botswana’s first international school
called Westwood International School.
SETTING GOOD CORPORATE
The Corporation is a smart investor:
GOVERNANCE STANDARDS
preferring not to overexpose its capital
where possible; limiting its involvement
BDC goes all out in functioning with-
in new projects to a minority interest
in good business practices, bearing in
and putting more emphasis on endea-
mind that good corporate governance
vours that are in the national interest.
is one of the vital factors in attracting
conducts an Environment Impact Study
(EIS) of ventures whose processes are
likely to affect the environment. Specifically, projects that involve manufacturing
of products are thoroughly scrutinised.
The Corporation supports projects
that qualify for its corporate social responsibility programme, and has assisted several organisations in the
country. It will continue assisting several social causes in the community.
On the whole, BDC will keep on looking for new areas of investment that
meet its conditions to bring to fruition
its vision of becoming “The Service-Plus
systems, internal check, accountability
directors have to be BDC employees.
Investment Corporation for Botswana”
and necessary reporting aimed at safe-
Underscoring its devotion to the imple-
through forging partnerships with the
guarding the Corporation’s interests
mentation of quality in its activities, BDC
private sector. Without a doubt, it will
and assets. Interestingly, management
has been accredited as ISO9001:2000-
seize upon the opportunities arising out
and staff are constantly updated on risks
complaint by the Bureau Veritas Qual-
of the process of privatisation occurring
in the market that could impact on the
ity International (BVQI). Regularly, ex-
in the economy, which should see some
Corporation’s business and risk profile.
ternal organisations conduct audits to
state-owned enterprises up for partial
BDC has also instituted in-house corpo-
ascertain that the Corporation is not
or full private ownership. Above and
rate values, which are followed consci-
off target in complying with accredi-
beyond, the Corporation will go on with
entiously; they are five prong: customer
tation. Significantly, this step ensures
setting benchmarks in its operations
primacy, employee development, team
that staff and management are kept
for other organisations to emulate, in
work, professionalism and integrity.
on their toes in their undertakings daily.
this manner helping Botswana meet
Specifically, its customer feedback pro-
What’s more, in taking decisions to
the competitive demands of the 21st
cess dealing with customer concerns of
invest in a bankable project, BDC also
century and significantly contribute to
any nature is exceptional. In brief, the
considers the impact of the investment
achieving the goals set in Vision 2016.
Corporation esteems stakeholder rights
on the environment it is to be located; it
and expectations in all its activities.
The Corporation does not meddle in
the running of its associate, affiliate,
and subsidiary companies, exercising its
influence only through the directors it
nominates to subsidiary boards. The independence of the Board’s membership
ensures devotion to the upholding of
good corporate governance values. Besides, Board Members are obliged to go
all out in carrying out their duties and responsibilities bound by provisions of the
Board Charter, which the Corporation
adopted in March 2005. It must also be
clarified it that is not a precondition that Mondeor Summit - One of BDC investments.
Therisanyo 2006
On track with Millennium
Development Goals
World Health Organisation (WHO) statistics indicate Botswana is on course in
meeting Millennium Development Goals (MGD’s) health indicators
Meeting the Millennium Development Goals (MDGs)
is always going to be a major challenge for Africa,
given the weak economies, weak health systems and
inadequate spending on health. In 2000, African
countries committed themselves to spending 15%
of national budgets on health, however most Governments are not even close to 10%. Sadly, vaccine
preventable childhood diseases, malaria, HIV/AIDS
continue to constitute the biggest causes of morbidity and mortality on the continent. But Botswana as a
country is doing fairly well in some of these areas and
may very well meet most if not all of the Health MDGs.
MDG 4 - Child Mortality
Botswana’s targets in this area are:
•
•
•
•
To reduce the Infant Mortality Rate (IMR) from
48/1000 live births in 1991 to 27/1000 in 2011
To reduce by 2/3, the under-five Mortality Rate
(U5MR) from 63/1000 live births in 1991 by 2011
To reduce PEM rate among children from 18% in
1990 to 8% by 2011
To increase the proportion of 1 year-old children
who are fully immunized from 67% in 1990 to at
least 80% by 2009
Status: It is possible for Botswana to achieve this
Goal in spite of the challenges posed by HIV/AIDS.
The country is doing well on immunization achieving Polio Certification standards in 2005, eliminating maternal and neonatal tetanus as well as
reaching measles elimination stage. Annual routine immunization has been above 80% since 2003.
MDG 5 - Maternal Mortality
The target is to: Reduce Maternal Mortality Rate from
326/100 000 live births in 1991 to 150/100 000 by 2011
Status: Antenatal, delivery and postnatal services have
been available in the country for a long time now
and evidence is abundant that mothers have and are
continuing to utilize these services at high percentages (Contraceptive prevalence rate 44%, ANC attendance 97%, supervised delivery 98.5%, PNC attendance 85% and reduction in teenage fertility from
24 in 1984 to 16.6 as per BFHS 111, 1996 & BMIS
2000). Although this is the case, maternal mortality
estimated at 300 deaths/100,000 live births remains
high. This is an estimate that dates as far back as
1991 indicating that there is no up to date estimate
on this indicator. It is therefore difficult to determine
the level of progress for this particular indicator. However, it is still quite possible for Botswana to achieve
this goal providing challenges such as Shortage of midwives and inadequate skills related to obstetric emergencies and pregnancy complications are addressed.
MDG 6 HIV/AIDS and other diseases
• To halt and reverse the incidence of HIV, particularly
among the youth by 2016
Status: Trends in HIV infection from Sentinel surveillance conducted from 2001 to 2005 have indicated
a significant overall decrease in overall prevalence
in ANC women. The overall prevalence was 36.4%
in 2001, 35.4% in 200237.4% in 2003 and 33.4%
in 2005. More importantly, the decline in prevalence has been observed in the young age group 1519 (from 24.3% to 18.3%, and 20-24 years from
38.1% to 31%. If these trends continue, the country will be on course towards meeting the Target.
The implementation of the resolutions of the Francistown
Prevention Conference and the acceleration of HIV prevention efforts in line with the national goal of towards
Continued on Page 49
Therisanyo 2006
A winning empowerment formula
CEDA is considerably living up to the Government’s core development
goal of enhancing the culture of entrepreneurship; illustrating that
the best way to empower citizens is through supporting them to gain
economic freedom
There has been a lot of discourse on what constitutes
real empowerment of people globally. However, the
Government of Botswana considers giving citizens the
power to shape the economic destiny of their country
as one of the most practical means through which
empowerment can be realised. With the intention of
attaining this objective, the Government has set up
financial assistance schemes to help citizen promoters
fulfil their entrepreneurial aspirations. The Citizen
Entrepreneurial Development Agency (CEDA) is the
latest of such initiatives. Already, there are indications
that CEDA is on course to yielding the objectives.
Under CEDA’s specifications, companies owned by
Botswana Citizens aged 18 years and over, wishing
to start a business and wanting to expand an existing
business, qualify for funding. It is requisite that a
promoter should have conducted an exhaustive
research in the field of businesses they are to venture
into. Upon approval, the promoter is expected to meet
set conditions of managing conditions.
Concerning flexibility, arguably CEDA has a few peers
in comparison with similar initiatives in the region; more
especially, in its provision of loans at subsidised rates. It
has special packages tailored for both small and micro
enterprises and bigger projects.
Unlike previous initiatives, CEDA is unique in that it is
solely targeted at citizens. The Government fashioned
Unsurprisingly, since inception
the CEDA concept after
To this point, over 500 applications CEDA has got an overwhelming
evaluations of previous financial
response from aspiring promoters.
assistance packages raised
have been approved, while over
Encouragingly, citizens are coming
questions of their adequacy
P500 million has been disbursed for up with proposals of viable
and effectiveness. After mulling
businesses. To this point, over 500
over various options, the final
approved applications.
applications have been approved,
decision was to consolidate
while over P500 million has been
existing and new schemes
disbursed
for
approved
applications.
under one overseeing entity.
CEDA is therefore tasked with ensuring that the
schemes help Batswana meaningfully participate in
every aspect of the economy. More exactly, it is as an
enterprise delivering solutions to the constraints on
citizen economic participation.
Though fully funded by the Government of Botswana,
CEDA is independently administered; it is an autonomous
and registered company headed by the Chief Executive
Officer, who reports to the Board of Directors appointed
by the Minister of Finance and Development Planning.
In carrying out its mandate, CEDA mainly focuses on
businesses that meet the following conditions: add
value to the economy of Botswana; promote local
entrepreneurial culture and level of entrepreneurial
skills; provide employment; help diversify the economy
as enumerated in National Development Plan 8; and
enhance the integration of citizen businesses and
primary industries in agriculture, mining and tourism.
38
Disbursement is fairly spread across sectors, indicative of
CEDA’s intent to contribute to economic diversification.
Most of the funding has gone towards services, retail
trade, agriculture, manufacturing, and property
development. These projects are providing employment
to citizens.
To boot, CEDA is effectively managing the issue of
committing promoters to repay their financial obligations
loyally, a practice past schemes failed to address. This
brave decision is vital in that the Government, its
financier, would like to see a return on its investment,
and more significantly, for the scheme to continue
giving more citizens a financial start into the future.
As a result of the discreet measures being applied,
CEDA is receiving repayments amounting to respectable
millions from beneficiaries. As you might expect, there
have been few cases of repayment arrears, which has
resulted in legal action being taken against defaulters
Therisanyo 2006
after all avenues of arbitration have been exhausted.
Further, CEDA has established a Credit Control Unit,
which is monitoring loan repayments.
To avert a recurrence of past experiences, which saw
viable businesses collapsing at their formative phase,
CEDA does not just disburse funds; it offers training,
monitoring and mentoring services to build the capacity
of promoters through the engagement of private sector
business consultants.
As a matter of fact, CEDA’s training, monitoring and
mentoring efforts are premised on the actuality that
any business promoter, whether small, medium or
large, needs to know the fundamentals of business.
CEDA realizes that for their enterprises to succeed in
the occasionally fickle trading environment, promoters
have to be acquainted with what to produce; how to
produce; where to sell; how to get products to the
market place; and whether there would be sufficient
profit to warrant the effort.
For all intents and purposes, the intervention has
proved strategic as more citizens are managing their
businesses by the book as a result of the requisite skills
they have acquired. Past experience showed that most
people ventured into business without the essential
management wherewithal; in comparison with the
past schemes in the area of management, CEDA has
performed outstandingly.
Characteristically, through CEDA, the Government is
certainly illustrating its devotion to support aspiring
promoters who would like to go an extra mile in
realising their entrepreneurial goals and help generate
jobs through their enterprises; by and large, in the
big scheme of things, reach the goal of economic
diversifications enumerated in NDP 8.
MOKALA ADVERT
Therisanyo 2006
Being the party’s nerve centre
“Consultation, Coordination and Consistency” is the recipe for any Secretary
General’s success, writes HONOURABLE DANIEL KWELAGOBE
As you would expect, serving as the Secretary General of an
entity with an enormous political clout and rich tradition as
the BDP is demanding.
The role of the Secretary General is multi faceted. This is a
portfolio that can be defined as the nerve centre of the
party. First, the Secretary General must know at all times
what is happening in the organization. He must at all times
have his finger on the pulse of the party. But in specific
terms the Secretary General carries out instructions of the
Central Committee. The Central Committee deals with policy
formulation on party matters and the execution is left to the
Secretary General who directs the party secretariat (office)
on a day to day basis. In this role the Secretary General also
looks after staff welfare, party property such as vehicles, office
equipment and many others.
The Secretary General also compiles and presents reports on
the state of organization of the party to the annual national
council and biennial national congress. Such reports must be
comprehensive and provide an accurate picture of the well
being, or lack thereof of the party. It is through such reports
that the Secretary General can make proposals on various
aspects of party organization for debate and further direction
by the national council and national congress.
The Secretary General also keeps an eye on developments
in the opposition to determine if they pose any threat to
the party, and will advise Central Committee or any relevant
organ of the party accordingly. For a party that is national
in character like the BDP and which has a presence on every
inch of the geographical territory of Botswana, travelling
and interacting with party organs and grassroots activists is
mandatory. Democrats value such visits because they provide
an opportunity for them to report on the state of the party
and state their grievances concerning government policies
and service delivery. During election campaigns the Secretary
General must see to logistics and ensure the party and its
candidates are adequately prepared for the polls.
Unity and discipline at all costs
The strength of the BDP has its foundations in unity and
discipline. But our strength is also borne from a strong
organizational structure with a multiplicity of committees
and structures charged with the responsibility of making
sure the party retains a visible presence on the ground. The
structures work in accordance with action plans formulated
by themselves and for which oversight is provided by the
next principal structure in the party organizational hierarchy.
We have instruments such as the party constitution, various
regulations, including disciplinary which are all meant to give
direction and purpose to the party membership. Because it is
a voluntary organization, members recognize the importance
of civil conduct in the discharge of their membership, and
40
Hon Daniel Kwelagobe, BDP Secretary General
to a large extent we have never had to resort to disciplinary
measures for the smooth running of the party. It is only
recently that we had to expel three councillors and suspend
a regional chairman for violating the party code of conduct.
It was a difficult decision because we want every democrat
to stay in the party for life. But I must say by and large it is
love for the party and a shared vision of the political destiny
of Botswana that provides a fraternal environment for the
smooth running of the party, and not any threat of disciplinary
action.
Factions have strengthened the party
Factions were an unfortunate episode in the life of our party.
It would appear that factions come in cycles with periods of
peace and unity in between. We must therefore strive to build
a party which has eliminated the factors that engender the
periodic bouts of factionalism. That is not to say we must all
agree on a particular viewpoint in the party. That is impossible
in a mass based organization the size of the BDP. Rather if we
have any differences they must not be destructive, and they
should revolve around policy and programmatic issues.
As far as possible we must rid the party off factionalism arising
from personality differences. As a democratic party we must
encourage debate and discussions on any issue of interest
and concern. But such engagement must not degenerate
to destructive divisions that affect the image of the party in
the eyes of the electorate. In addition as the ruling party our
principal mandate is to deliver on the national development
Therisanyo 2006
agenda. Any instances of destructive factionalism will render
this mission difficult if not impossible.
When factional warring takes root it impairs the ability of
the government to focus on policy generation and service
delivery. Ultimately the losers are voters who have reposed
so much trust in the party. In the period leading up to the
2003 national congress the party experienced fissures which
continued right up to the bulela ditswe primary elections.
They did not abate after the primaries and we went into the
elections a divided organization. The opposition registered
13 seats in parliament as a consequence of the divisions. As
you will recall the last time the opposition had scored so many
seats was in 1994 when they won 13 seats. At that time the
party was again going through a spell of factional fighting.
It would seem that whenever the factional fighting escalates
the opposition reap the dividends by winning 13 seats. But in
December 2005 the party leadership started an initiative to
bring the factional warring to an end. The initiative entailed
two party retreats which brought together members of
parliament from the two factions and the Central Committee
at which it was resolved to end the factions. We also resolved
to put in place various confidence building measures to spread
the message of unity to the rest of the party. These measures
involve a series of tours by various party functionaries, led by
me to all parts of the country. A Council of Elders has also
been established to address any recurrence of
factional
activities. The last resort is disciplinary action for democrats
who propagate division and disunity in the party. So far the
response has been positive. Many democrats have welcomed
the initiative. The process is ongoing and the results are
evident from the state of normalcy and absence of rancour
that characterizes relationships between democrats at all
levels.
The need to endorse a BDP-led Government
We must maintain our competitive edge through functioning
structures that formulate and deliver on the action
programmes. We must recruit more members into the party,
both first time members and those from the opposition. We
must as a party gives guidance to our government on policies
that will further improve the quality of life of our citizens. We
owe our forty year tenure in office to our people centered
development and socio economic programmes. They must
continue and they must be enhanced. If we discharge all this,
then we will remain the brand that has enjoyed the trust and
confidence of our people since 1965.
There is still no alternative because the opposition parties
have not unveiled any blue print for the country were they
to assume office. It would be folly therefore to entrust the
mandate of governance to parties that have no clue how they
will improve on our impressive track record. Our people centred
policies remain unmatched. We are a caring party that at all
times seeks to be responsive to the aspirations and interests
of the citizenry. We are a party of good governance, the rule
of law, prudent economic management, and promotion of
entrepreneurship, compassion and help for the disadvantaged.
All these are underpinned by our unwavering commitment
to democratic principles. Batswana must therefore give us a
fresh mandate in 2009.
Therisanyo 2006
Dynamically Growing
Botswana’s Wealth
Botswana Insurance Fund Management (Bifm), a wholly
owned subsidiary of Botswana Insurance Holdings Limited, is
amongst the top five listed companies on the Botswana Stock
Exchange was founded in 1975 – at the start of a period of
tremendous growth in the Botswana economy.
Bifm’s growth over the years reflects that of our home country
and we see ourselves as both a product of and a driver of
Botswana’s development. Bifm has been an integral part of
Botswana’s economic growth. Bifm is part of what Botswana
is, what the Botswana economy is and what Botswana’s
financial markets and fund management industry are.
Bifm cares deeply about Botswana and we have shown it
in the positions we’ve taken as a management team with
investments which are ground breaking in a Botswana
context: we invested in the country’s first private hospital; in
the second five-star hotel; in shopping malls when Botswana
had no malls; in the country’s first five-star commercial office
park and so many more first.
Botswana Insurance Fund Management (Bifm), is the
biggest fund manager in Botswana, managing investments
totalling over P9 billion. Bifm’s service offering covers asset
management, retail investments, property development,
private equity, and corporate finance & advisory services.
Our first foray outside of Botswana has been the establishment
of a successful operation in Zambia in 2000.
In line with our three year strategic objectives set in 2004, our
vision is to be recognised as a vibrant, Pan African, financial
services provider with a foot print in at least three other African
countries. Zambia was the start of this realisation.
Bifm unveiled its new Corporate Identity and a definitive
positioning statement, “Dynamic Wealth Management” in
2003. The new brand positioning presents the company as
the leading provider of consistent investment returns and
most responsive to clients needs over the long term.
In June 2004 Bifm sold off its Employee Benefits division in
42
order to focus on its core business of asset management
and to come into line with global corporate governance best
practice requirements.
2005 entailed a significant milestone in terms of international
strategy for Bifm, when it entered into a strategic alliance
with one of the world’s leading investment management
companies, Merrill Lynch Investment Managers (MLIM).
The deal enhances Bifm’s international service offering and
capabilities.
Diversification of our income base in order to deliver on
shareholder value was a key imperative within the Botswana
context in this year. For this reason Bifm increased its focus
on active investment with initiatives relating to private equity,
property development and investment, and corporate finance
and advisory services.
It also saw the establishment of a joint venture with RMB
Properties to deal with all aspects of its property investments.
Khumo Property Asset Management Limited, the JV company
will be responsible to deliver shareholder value on the property
portfolio.
Bifm established Bifm Capital (Pty) Limited as a separate
company which focuses on specialised finance and advisory
work.
The establishment of Photon Private Equity Management
Company, which in turn manages the Cassiopea Private Equity
Fund in a partnership with two young local entrepeurs who
have considerable experience in the private equity arena.
A major highlight of 2005 was the launch of the Fairgrounds
Office Park, which is located in the heart of Gaborone’s new
Financial District. A coffee shop and full equip gym onsite are
there for use by the Fairground Office Park tenants.
As the oldest and largest wealth management company
in Botswana, Bifm is confident that it’s well positioned to
contribute further to the country’s development.
Therisanyo 2006
Powering economic growth
Botswana Power Corporation has figured prominently in the country’s epic economic
development as the supplier of electricity in the past 40 years; it is perfectly placed to
continue playing a greater role
At independence, the sceptical outside world had written
off Botswana as a no hoper, since the country had no
viable source of generating power to set off vital economic
development. In fact, the country’s geography, which did not
favour production of any form of large scale energy, gave
this observation credence. Nonetheless, 40 years later, it’s an
entirely different scenario as Botswana Power Corporation
(BPC) has highly figured in the fairy-tale of the country’s
phenomenal economic development, hugely acclaimed the
world over; the Corporation has unfailingly supplied electricity
to the country’s key economic sectors in times of great need.
All through, BPC has manifested a commitment to generating,
transmitting, distributing and supplying electricity in the safest,
reliable, and affordable manner, consistent with best possible
environmentally-friendly practices, through its performance.
The Corporation holds the provision of electricity as key to
achieving sustainable and diversified economic development.
Crucially, it sees affordable electricity as central to the attraction
of Foreign Direct Investment, which is a catalyst of economic
growth. Beyond doubt, when pondering to locate to a country,
investors weigh up the cost of utilities like electricity, which is
one of the main factors of production.
One of the Corporation’s signature investments is the
electrification of 72 villages countrywide, which is arguably a
prototype in the SADC region. Additionally, cognisant of the
strain mounting requirements in the economy are impinging on
the energy sources, mainly on electricity, BPC keeps investing
in electricity infrastructure to meet the need. Currently, the
Corporation is expanding the capacity of electricity generation
at a cost of P3.6 billion. Bar unanticipated circumstances, it
is expected that the new plant will be commissioned by the
year 2010. Definitely, on successful completion, the project
will significantly improve the country’s electricity generation
capabilities.
In retrospect, strategic decisions the Corporation took to
reschedule investments in the new generation plant in recent
years, over and above continued dependence on cost effective
energy imports, have paid dividends. Sizeable financial
reserves it has accumulated from the prudent move are partly
financing the power generation expansion project.
Without a shred of doubt, the power generation plant will
be a boom to the economy at large, bearing in mind that,
as of now, more than 70% of the country’s power/energy
requirements are met through imports from the Southern
African Power Pool utilities. The Corporation benefits from
its active membership of the Southern African Power Pool; it
makes business sense since sourcing power from the region
has hitherto kept tariffs relatively low. It continues to trade in
the power pool, supporting the transformation of SAPP to a
competitive power pool and the general restructuring of SAPP
utilities.
To boot, the Government of Botswana, through the Ministry
of Minerals, Energy and Water Affairs (MMEWA) is facilitating
the expansion of the country’s electricity generation capacity.
At the governmental level, late 2004 Botswana endorsed an
Inter Governmental Memorandum of understanding, signed
by the Ministers in charge of Energy from Angola, Botswana,
Democratic Republic of Congo, Namibia and Republic South
Africa.
The Ministerial deal specified harnessing the waters of the
Congo River by putting up infrastructure to generate 3,500
Megawatts at the INGA 111 site. Concomitantly, the National
Electricity Utilities in the five countries signed an Inter utility
Memorandum of understanding. The deal should materialize
in the creation of the Western Power Corridor (Westcor)
Company.
All told, the Corporation is bullish on growth prospects in
the economy and will continue supplying the best possible
electricity services to development initiatives.
Side bar
Beyond electricity
BPC’s interest is not only restricted to provision of electricity
to the nation but also involvement in an array of activities
outside its core business.
Education programmes
The corporation has played a part the development of technical
courses, now being used by the University of Botswana, in
addition to supporting local accountancy training institutions.
This undertaking has been rewarding.
The education of children on safety is also an area the
Corporation does not spare out as well as the need to up
grade skills in crucial subjects such as mathematics is also
supported. The corporation plays a role through sponsoring
senior secondary school essay competition on an annual
basis. This project is coordinated by the energy society of
Botswana.
Generating business spin-offs
BPC’s step to outsource work on some of its projects has created
business opportunities for citizen entrepreneurs. A typical case
Continued on Page 52
44
Therisanyo 2006
UNITE AND RULE,
by Hon Kavis Kario
Botswana is a united independent democratic state, and the
Botswana Democratic Party, intends to be the leading Political
force in Botswana. The BDP is a party welded together by
patriotism and voluntary desire on the part of members of the
party to belong to the Party: We maintain that unity being a
foundational National principle, should characterize and guide
the interests and employment of our party.
During my many interactions with some of the grassroots
majority of our membership, I discovered that these patriotic
members believe in unity, the youth and women of our Party
believe in unity, the men too believe in unity and so does the
leadership of the Party. Basically we Democrats believe in
Unity. Yet some of us had not lived to that faith for a long
time until lately. Divisive interests had been allowed to prevail
over and above national and institutional interests, allowing
for the creation and existence of factions amongst us. I am
happy to express that it seems the skyline has cleared, storm
clouds have moved. Now as I speak the membership I interact
with both at grassroots and leadership levels are at a totally
different station though not necessarily far away from the
last station they were. In other words, we still need to do
a lot of persuasion, Counseling and coaching. In all these
endeavors we need to be patient with each other and remain
focused on the broader objective of bringing Unity, peace
and harmony within our ranks. I am encouraged by the fact
that we seem to be now thinking more together than we did
before, our promise to give the nation nothing else but a Party
the membership and the nation can trust is real.
To achieve unity came at a great price of effort and resolve
on the part of many of us. We all did our bit, the women,
the youth, some party elders, the Central Committee and our
Congresses and National Councils. Honestly factionalism had
become such a popular vibe it seemed odd not to dance to it.
However, after Tlokweng everything started binding together
and the seminars that followed strengthened the move
towards Unity. The heartbeat of the Party throbs together
in each individual member and we should be proud of our
effort.
While there is political turmoil within the ranks of our opposers,
seeking to unite against us, we hasten to tell the nation to be
conscious, cautious and sensitive to what is in these popularly
advertised packages of Unity. Open your eyes and keep an
open mind. We as the BDP are not offering you a mixture
of ideologies under the garb of unity. We are bringing to you
a united stable institution with sincere leadership. This is an
institution with whose history you identify with. For sure it
has come a long way and carries with it a legacy of experience
that has made you trust that it can lead you into the future.
Our opposers have conveniently misrepresented this legacy to
mean failure, inability, or old age. But you, more than the
propaganda and anyone else, know better. You can trust the
BDP. It is your Party of yesterday, today and tomorrow.
Tsholetsa Domkrag
45
Therisanyo 2006
Economic Milestones
“It’s not all about diamond resources only, but how well you use the
revenue from their sales.”
Confronted with the extraordinary assignment of
mapping out his impoverished country’s economic route,
Botswana’s first President, the late Sir Seretse Khama,
confided to Sir Ketumile Masire, one of his most trusted
lieutenants:
“This situation might mean that one day when we have
money we could know how to use it”. Masire deems
these words as “a prophetic insight” of the country’s
later development.
Into the bargain, before mineral deposits in the country
discovered, Government passed laws putting emphasis
on the use of mineral revenues for the national good
and not the benefit of a tribe on whose territory they
were found. This obviated the occurrence of a situation
common in Africa where abundant mineral resources
have turned out to be a curse. The decision reflected
prescience on the part of the nation’s first leaders.
The laws governing good use of mineral resources
have enabled the government to invest the money in
development progresses that could benefit the whole
nation. The rest is history.
Probably, during one of the economic diversification
forums one analyst was on the button when he
commented: “It’s not all about diamond resources only,
but how well you use the revenue from their sales.”
to wealth. In fact, some people observe that one country
has three times more than diamonds resources than
Botswana and yet has nothing concrete to show for it.
The essence is that Botswana’s wealth is not accidental
but ingenuity on the part of the government in creating
sound policies. Mining, more especially of diamond,
has been the country’s economy’s cash cow, almost
single-handedly financing the whole budget. Annually,
diamond mining contributes about 75 percent of the
foreign exchange, 60 percent of government revenue,
and 33 percent GDP.
The government finances its own budget and recorded
surpluses. Compared with other countries in the region,
the deficits it has experienced are mild, storms in a tea
cup, to be more precise. At times, the projected deficits
have been overturned by a rebound in the economy.
In most cases, sluggish economic growth has been
due to global trading conditions which are out of the
Government’s jurisdiction. Occurrences like inflation and
unemployment are relatively low by regional standards.
By and large, the Government has been a good
custodian of the country’s economy. Awed international
organisations who continue heaping accolades attest to
this.
Diamond mining spin-offs
As a matter of fact, not every resource-rich country
has a good story to tell, as Los Angeles Times, a US
paper, says, in its brutal assessment of an oil-rich African
country:
“…..those aware of the country’s riches have grown
to realise in recent years that this revenue is managed
for the immense profit of a very few and the increasing
misery of the many.”
A panellist on the BBC’s investigative programme, Hard
Talk, posed a question on resource-rich Africa countries
plagued by self-inflicted calamities:
“What’s the problem with African countries and
abundant resources?”
So, abundant mineral resources are not a lottery ticket
46
The Government has wisely invested revenue in
different sectors in a bid to help the country fulfil what
is articulated in Vision 2016. Some of the vital ventures
in which its involvement has been vital are:
Tourism
The Government has touted tourism as “an engine
of growth” potentially presenting an opportunity to
diversify the economy from diamonds. The country’s
tourism policy aims at obtaining from the tourism
resources of Botswana the greatest possible benefits for
Batswana on a sustainable basis.
The Government through its investment, Botswana
Development Corporation (BDC), has helped establish
Therisanyo 2006
some of the country’s upmarket hotels (see article on
BDC in this publication). Private sector driven investment
has passed the P500 million mark over the past ten
years.
Economic diversification
Two of the Government’s development plans, National
Development Plans 8 and 9, calls attention to economic
diversification. These put the accent on achieving global
competiveness in the economy.
The Government is on the right path, as a Botswana
Institute of Development Policy Analysts (BIDPA) Study
revealed. The study says the economy has reduced
dependency on the mining sector in the past two
decades.
The Government also underlines its commitment through
the introduction of schemes like the Financial Assistance
Policy (FAP), Small Micro and Medium Entrepreneurs
(SMMEs), Citizen Entrepreneurs Development Agency
(CEDA). With particular reference to CEDA, the
response is impressive with investment cutting across
sectors such as retailing, manufacturing, agriculture,
commerce, and property development.
Botswana Export Development and Investment Agency
(BEDIA), a government creation charged with attracting
investors to Botswana, has brought investment into the
country which has generated employment.
BEDIA has also facilitated establishment of companies
spurred by the African Growth opportunity Act
(AGOA).
The International Financial Services Centre (IFSC), tasked
with the making of Botswana a financial services hub,
has, so far certified 20 companies.
Privatisation
The Privatisation Master Plan is complete, and several
companies are in the process of being privatised, the
latest one being the Botswana Telecommunications
Corporation (BTC). The objective of privatisation is part of
the government plans to achieve global competiveness.
Through privatisation citizen will be able to acquire a
stake in some of the corporations.
Therisanyo 2006
Education
The Government aims to provide accessible, good
quality education for the creation of a trained and
educated labour force. Its commitment is reflected in
the fact that education is allocated just over 20 percent
of the budget.
The Government realises that superior education systems
produces skills crucial to sectors like manufacturing.
Additionally, education is a conduit to attainment of
high productivity in the economy, which fosters national
growth and development, eventually bringing about
higher standards of living for citizens.
The Government revised the National Policy on
Education, a step which is expected to accomplish:
diversification of the curriculum to a broad based model
with emphasis on vocational education; universal access
to 10 years of basic education, among others.
A Jubilant Deputy Secretary General , JACOB NKATE
Mining giant, Debswana, offers annual scholarships
amounting to P20 million annually, complementing the
Government’s initiatives.
The Government has also invested heavily in
infrastructure for transport, telecommunications, water
and energy, health and housing.
Therisanyo 2006
On track with Millennium
Development Goals
Continued from Page 37
zero HIV infection by 2016, will ensure that the declining
trends in HIV prevalence in young people is maintained.
The UN family and other partners will need to intensify
their support for the country efforts in strengthening and
accelerating HIV prevention in order to maintain and further improve the declining levels of new HIV infections.
• To reduce the number of infants born to HIV infected
mothers who are HIV positive by their 18 month by half
by 2006 and to zero by 2009.
Status: The PMTCT program has been rolled out to
all health facilities and 97% of all pregnant women
deliver in health facilities. In 2005, 92% of women
delivering in health facilities were tested for HIV. Over
70% of these received ARVs for PMTCT. The coverage of the PMTCT services is therefore very good. In
addition, a recent study conducted in Francistown
indicated that about 6 % of children born to HIV infected mothers in the PMTCT program were HIV positive. All these facts point to a high likelihood that we
will come very close to achieving this MDGs target.
• To reduce the morbidity and mortality caused by TB.
Status: Ongoing innovative initiatives such as the Community based DOTS and IPT hold a lot of promise and with
Development partners looking to assist with funding, the
goal is achievable, provided implementation is thorough.
MDG 7 Environment
Although some of the targets under this goal are not
directly under health, they contribute to the health
of the population and therefore will be addressed to
some extent by the health sector in collaboration with
other relevant bodies. Given the level of industrialization in Botswana, Air pollution is not yet a major concern, however industrial, fuel , dumpsite and sewage
fumes and odours need to be thoroughly monitored
to asses their exact impact on air quality and human
health and decide on appropriate control measures.
Targets under this Goal include;
• To reduce by 50% the proportion of people without
sustainable access to safe drinking water by 2016.
Status: As of 2000, 97.7% of the population had access to safe drinking water. A large proportion of this
percentage has access to regularly treated Dam water whereas a significant number in the rural areas
drinks from boreholes and there are indications that
borehole water is not receiving as much treatment
as Dam water. There are also indications that the 3%
not receiving Dam or borehole water are using untreated well or river water. With these receiving the required attention, Botswana should realize this target.
• To reduce the incidence of confirmed cases of malaria to below 20 per 1000 people.
• To promote environmental education and awareness
necessary to reduce contamination and achieve sustainable development
Status: With early detection, continuation of current
appropriate, up-to-date and evidence based interventions; this is easily one of the more achievable goals. Current control strategies in use include case management,
Vector control, Information Education and Communication (IEC) and a constant state of Emergency alertness
and readiness. There is however need to strengthen
uptake of utilization of Insecticide Treated Nets (ITNs).
Status: This is already ongoing as it has been assimilated into school curricula through science subjects and as part of the school health program. As
of 2001, 77% of Batswana had on site sanitation,
mainly pit latrines. Studies in the past have indicated
some levels of contamination on water sources from
pit latrines, this needs to be monitored and controlled
49
Therisanyo 2006
Restoring hope
The Government of Botswana pioneering move to introduce national HIV/AIDS
treatment to the infected of her population has been acclaimed worldwide
Botswana’s HIV/AIDS crisis climaxed in 2001 when prevalence
levels indicated 30 percent infection of the country’s population
infected, and more were at risk. The consequences of lying
down were incalculable. Sensibly, the Government took action
to prevent the workforce, the country’s production machinery,
from extinction.
But first, before any drastic measures were to be taken, the
extent of the impact had to be established. In 2000, the
Government then engaged the Bank of Botswana to lead a
study on the socio-economic impact of HIV/AIDS in Botswana
in the absence of anti-retroviral therapy (ART). Following the
study by the Bank of Botswana, Government of Botswana
(GOB) then tasked the Ministry of Health to advise on what
it would take to introduce a National ART Programme in
the country. The Ministry of Health in collaboration with the
African Comprehensive HIV/AIDS Partnership (ACHAP) then
engaged Mckinsey & Co. Inc., a management consultant
company to carry out a feasibility study to (1) estimate the
potential demand for ART given the HIV prevalence in the
country at the time, and (2) determine the potential resources
that would be required to service the projected demand. On
that basis, the government had a conception of how much it
would cost.
In as far as saving human life is concerned, no cost is high; for
Botswana, even more was at stake, given that the third of the
work force was estimated to be infected by the virus.
Masa started in four pilot sites in year one. The first patient went
on treatment in January 2002 under the Masa Programme.
After a review of the programme at the end of the first year
of implementation, 7 additional sites were launched including
two Debswana Hospital based sites. Debswana Diamond
Company had offered GOB assistance by providing ART
Services to the general public in addition to its employees.
After the second year of implementation, in view of the
gravity of the programme and success registered over those
two years, Masa decided to go on a full rollout scale and by
the end of the third year, a total of 32 sites were providing
ART.
The number of patients accessing the drugs has been showing
a tripling trend annually: in the first year, 3500; the second,
11, 500; the third, 34, 500, and as of December 2005, 59,
000 patients were on ARVs countrywide, including those
obtaining them privately on medical insurance. 10 percent of
those on treatment under the Masa Programme are children
while 61% of patients are females.
Patients are responding well to medication. And the cumulative
mortality rate over four years of implementation is 7/8 Percent,
which by any measure is an indication of an overwhelming
success, keeping in mind that when the programme started
many patients coming for treatment had very advanced AIDS
50
disease with mortality normally in the range of 40-50%,
many more people’s lives had already been lost at the time of
initiating the Masa Programme; thus were it not for treatment
the consequences would have been incalculable.
Patients, who once arrived on wheel chairs and stretchers,
now walk to clinics. Others once condemned to death are
back on their feet. All are carrying on with their daily tasks and
are back to their normal productive lives.
Given the fact that the Masa Programme is available
countrywide, the focus now is on increasing access within
those sites, by developing capacity in identified clinics to
enable such clinics to initiate ART on patients.
To be eligible for treatment, the patient must first be tested
for HIV to establish their status. A positive HIV test with a CD4
cell count of 200 or below, and or the presence of an AIDS
defining illness qualifies one for treatment. In other words,
if somebody has a slightly higher CD4 cell count, and they
show some key opportunistic diseases, they are automatically
put on treatment. Patients are advised to come for check
ups regularly. The government also ensures that medical
insurance companies follow national treatment guidelines
conscientiously.
To mitigate the costly implications of late diagnosis, the
government has introduced routine offer of HIV testing in
hospitals. This is premised on the fact that once people know
their HIV status they can plan their life ahead. In instances
where the person is positive, they are counselled on positive
living or depending on the extent of progression of the HIV
infection or condition, put on treatment.
One of the issues is that when the majority of patients being
initiated on ART have full blown AIDS with acute opportunistic
infections (OI’S), it costs a lot more resources to stabilise
them. It initially takes three to four times more resources to
stabilize patients with full blown AIDS than it is required to
treat those still on their feet. Health personnel have to spend
more time and other resources on such patients, including
the administration of drugs to control acute opportunistic
infections; thus more and more resources which could have
been spent on other needs.
The cost of ARVs is prohibitive and few countries have
the infrastructure to distribute them on a large scale. The
government is making huge financial sacrifices, covering
more than 90 percent of the cost itself, the other subsidised
by development partners.
The massive treatment effort has impinged heavily on
the limited resources; in the past three years for instance,
development funds have been diverted to health. According
to the Chief Pharmacist at the Central Medical Stores, Mr
Mapiki, the Government spent P200 million on ARV drugs
is the introduction of the pre-paid metering system, which has allowed
the Corporation to contract out a section of its billing function.
Over and above, outsourcing has also generated employment
opportunities outside the country’s urban areas. Currently, there are
69 vendors in operation, and with the electrification of an additional
72 villages on the cards this figure should double or triple.
BPC also procures services from companies in the construction
sector; external contractors carry out approximately 90% of all
construction work. In the past couple of years, there has been an
increase in the outsourcing of construction-related work.
Corporate social responsibility
Working in conjunction with other parastatals, BPC participates in
the HIV/AIDS Trust Fund. It pledged a significant amount of at the
launch of the fund and has been actively involved in subsequent
fund raising activities. On top, in the spirit of charity beginning at
home, the Corporation educates its staff members and the nation
at large through its own outreach programs about the dangers of
HIV/AIDS.
Environment
It is now almost common knowledge that electricity generation,
transmission and distribution often results in a considerable impact
on the environment. With regards to this, BPC partakes in the
national and regional environmental committees.
It has made efforts to reduce the impact of activities on wildlife,
Greenhouse Gas (GHG’s) emissions and the landscape. It is striving
to strike a balance between the interests of industry and the effective
use and conservation of resources. Among others, the Corporation
has replaced uninsulated low voltage overhead line conductor
with insisted Ariel Bundled Conductor (ABC) in the distribution
network, reducing the clearance of trees to facilitate low voltage
line construction; and is observing waste management measures to
dispose ash, monitoring pollution of ground water and emission of
Green Gas. Also, the Corporation attends SAPP regional forums on
environmental issues.
40 years
Celebration
40 years of Sustainable Development
through Transparency, Tolarence and
Self Reliance.
Good wishes and prosperity to His
Excellency, Mr F.G. Mogae and the
nation.
Sefalana Holding Company Limited