An efficient and inclusive economy that supports accelerated job creation.
The economy has been growing on average at 3.8% per annum over the ten years to 2017, which is well below the target necessary to address the triple crises of unemployment, poverty and inequality. Young people alone account for over 50% of the unemployed. Botswana is the third most unequal country in the world, behind Namibia and South Africa. Corruption is rampant. It denies Batswana access to basic services, as well as opportunities for economic and social advancement.
As the UDC, we commit to building an economy that works for all. The economy we envisage grows at a sustained real rate of 6-8% per annum. Its growth is inclusive, job rich, and pro-poor. We will modernize our infrastructure – rail, road, telecommunications, water and connectivity – to build a strong backbone for a high performance economy and spark a construction boom. We will reform the business environment to accelerate domestic investment and increase inflows of Foreign Direct Investment. Above all, we will invest in building first rate human capital to set Botswana firmly on the path to readiness for the fourth industrial revolution.
Our unwavering aim is to create 100,000 decent jobs in 12 months, and build an economy that sustains a Living Wage of P3000 per month comfortably. An important part of our strategy is reopening BCL Mine and correcting the injustice its ill-advised closure visited upon the nation as a whole and at a more intense level, the people of Selibe Phikwe and neighbouring villages.
SMME development and Citizen Economic Empowerment
A UDC government will adopt an aggressive approach to the development of Small, Medium and Micro Enterprises (SMMEs) and the informal sector in order to accelerate job creation and empower citizens. Botswana’s SMME sector contributes far less to employment and GDP than its potential. We would like to see an SMME sector that accounts for 40-60% of GDP and an even bigger share of employment.
We will, through a package of interventions – on access to finance, access to markets, skills, technology and business development and support services – remove the critical bottlenecks on the growth and development of SMMEs. We will also promulgate a Citizen Economic Empowerment (CEE) law.
Replace Ipelegeng with a Labour Intensive Public Works Programme We will introduce a Labour Intensive Public Works Programme that imparts artisan skills, develops community assets such as paved roads, small scale dams, storm water drainage systems and culverts, does afforestation and pays a Living Wage.
Advancing Social Transformation
Equal access to social services
The Health care system in Botswana is failing. Although we have a relatively okay health infrastructure across the country, health facilities are understaffed. They do not have requisite equipment and medical supplies. Doctor and nurse to patient ratios are too high relative to World Health Organization standards, thereby compromising the quality of health care.
We will improve the quality of public health care by progressively working towards full compliance with WHO standards for staffing, availing appropriate equipment in health facilities, resolving the logistics and procurement challenges around the availability of medical supplies, deploying ICTs to improve system efficiency and access to services, and improving the working conditions of health care professionals.
Our education system is in total disarray. Failure rates in public schools are too high at both the primary and secondary education levels. Teacher to student ratios are also unacceptably high. Primary and secondary school infrastructure is dilapidated. Schools do not have critical equipment and materials. Working conditions for teachers are deplorable. The current student allowance for tertiary students is so low as to be a binding constraint on access to learning.
We will ensure FREE and COMPULSORY QUALITY education to all learners from the pre-school to the secondary school level. We will supply tablets to learners in primary and secondary schools within the first three years of a UDC government. WE will raise the Tertiary education student allowance to P2, 500 per month and provide FREE sanitary pads to primary and secondary school learners. We commit to reduce the student teacher ratio to 1:25 and improve working conditions of teachers. Classes will also have a Teacher and Teacher Assistant to ensure quality education and time is afforded to learners.
Old Age Pension
The old age pension in Botswana is a paltry P530 per month, which sadly denies our senior citizens dignity in old age. We will increase the old age pension to P1, 500 per month to help seniors afford the basics for subsistence.
Fight Corruption and Create Accountable Government Public Service Accountability and Service Delivery
Corruption, nepotism and patronage are endemic in the public sector. They have a debilitating effect on efficiency and the delivery of services. These problems are traceable to acute deficiencies in leadership and management, and weak systems of accountability and oversight. To support a stronger, more effective, efficient and accountable public service, we will:
• Reform the Public Sector into an efficient and effective machinery for the delivery of public services. • Remove all accountability and oversight institutions from the control of the Executive. • Undertake a comprehensive review of the Judiciary. • Transform the office of Ombudsman into a Public Protector. • Institutionalize a transparent and merit-based system of appointing senior executives in the civil service and parastatals and a robust performance management systems.
Protection of Human Rights
A UDC government will set up appropriate mechanisms for the promotion and protection of human rights. We will: • Appoint a Constitutional Review Commission within 6 months. • Ratify and domesticate all International Labour Organization (ILO) conventions, and build effective mechanisms for social dialogue. • Review legislation to eliminate all forms of discrimination.
The UDC will raise productivity in agriculture and transform low productivity, unpaid self-employment and family labour into higher productivity paid employment. We will invest in productivity enhancing technologies, quality extension services, critical infrastructure such as electricity and water and improved access to high value markets.
Development of Sports and the Creative Industry
Cities, towns and villages lack basic sports and recreation facilities. Artists struggle to get recognition and to commercialise their craft. Private sector funding for sport is negligible compared to the norm in other countries. There are no structured mechanisms for early talent identification, nurturing and development. There is no strategy for the development of sports and the creatives as industries.
A UDC government will develop strategies for the development of sports and the creatives and invest in their development as industries with proven potential to generate jobs, contribute to national output, and transform lives. We will build strong mechanisms for early talent identification and development, provide appropriate facilities in villages and towns, and employ appropriately trained youths and retired sports persons. We will introduce, in consultation with stakeholders, local content quotas in both public and private radio and television stations. We will adapt and use existing community halls as youth sporting and recreational facilities for various sporting codes.
Preparing Botswana for the Fourth Industrial Revolution
Botswana is ill-prepared for the Fourth Industrial Revolution (4IR). It has no 4IR strategy. Its human resource development systems are failing. It has limited internet connectivity. Data costs are high. It has no innovation capacity to speak off. Business uptake of technology is low. A UDC government will invest in the three critical 4IR capabilities of first rate human capital, first rate infrastructure, and business sophistication.
We will subsidise data usage for students and unemployed youths and provide facilities with high speed connectivity and computers to provide platforms for ICT graduates to engage in programming, coding, and software development. We will establish a 4IR Presidential Task Force to advise the government on transition to the 4th Industrial Revolution. Our manifesto sets out five key result areas in which a UDC government will pursue results to build a future of inclusive prosperity. The five areas are Governance and Anti-Corruption, Economy and Jobs, Labour and Employment, Education and Health.
This is a question that should seriously exercise the mind of every Botswana citizen and every science researcher, every health worker and every political leader political.
The Covid-19 currently defines our lives and poses a direct threat to every aspect and every part of national safety, security and general well-being. This disease has become a normative part of human life throughout the world.
The first part of the struggle against the murderous depredation of this disease was to protect personal life through restrictive health injunctions and protocols; the worst possibly being human isolation and masks that hid our sorrows and lamentations through thin veils. We suffered that humiliation with grace and I believe as a nation we did a great job.
Now the vaccines are here, ushering us into the second phase of this war against the plague; and we are asking ourselves, is this science-driven fight against Covid-19 spell the end of pandemic anxiety? Is the health nightmare coming to an end? What happy lives lie ahead? Is this the time for celebration or caution? As the Non State Actors, we have being struggling with these questions for months.
We have published our thoughts and feelings, and our research reviews and thorough reading of both the local and international impacts of this rampaging viral invasion in local newspapers and social media platforms.
More significantly, we have successfully organised workshops about the impact of the pandemic on society and the economy and the last workshop invited a panel of health experts, professionals, and public administers to advance this social dialogue as part of our commitment to the tripartite engagement we enjoy working with Government of Botswana, Civil Society and Development partners. These workshops are virtual and open to all Batswana, foreign diplomatic missions based in Gaborone, UN agencies located in Gaborone and international academic researchers and professional health experts and specialists.
The mark of Covid-19 on our nation is a painful one, a tragedy shared by the entire human race, but still a contextually painful experience. Our response is fraught with grave difficulties; limited resources, limited time, and the urgency to not only save lives but also avert economic ruin and a bleak future for all who survive. Several vaccines are already in the market.
Parts of the world are already doing the best they can to trunk the pestilential march of this disease by rolling out mass-vaccinations campaigns that promise to evict this health menace and nightmare from their public lives. Botswana, like much of Africa, is still up in the disreputable, and, unenviable, preventative social melee of masked interactions, metered distances, contactless commerce.
We remain very much at the mercy of a marauding virus that daily runs amuck with earth shattering implications for the economy and human lives. And the battle against both infections and transmissions is proving to be difficult, in terms of finance, institutional capacities and resource mobilization. How are we prepared as government, and as citizens, to embrace the impending mass-vaccinations? What are the chances of us succeeding at this last-ditch effort to defeat the virus? What are the most pressing obstacles?
Does the work of vaccines spell an end to the pandemic anxieties?
Our panellists addressed the current state of mass-vaccination preparedness at the Botswana national level. What resources are available? What are the financial, institutional and administrative operational challenges (costs and supply chains, delivery, distribution, administering the vaccine on time, surveillance and security of vaccines?) What is being done to overcome them, or what can be done to overcome them? What do public assessments of preparedness tell us at the local community levels? How strong is the political will and direction? How long can we expect the whole exercise to last? At what point should we start seeing tangible results of the mass-vaccination campaign?
They also addressed the challenges of the anticipated emerging Vaccinated Society. How to fight the myths of vaccines and the superstitions about histories of human immunizations? What exactly is being done to grow robust local confidence in the science of vaccinations and the vaccines themselves? More significantly, how to square these campaigns vis-vis personal rights, moral/religious obligations?
What messages are being sent out in these regards and how are Batswana responding? What about issues of justice and equality? Will we get the necessary vaccines to everyone who wants them? What is being done to ensure no deserving person is left behind?
They also addressed issues of health data. To accomplish this mass-vaccination campaign and do everything right we need accurate and complete data. Poor data already makes it very hard to just cope with the disease. What is being done to improve data for the mass-vaccination campaign? How is this data being collected, aggregated and prepared for real life situation/applications throughout Botswana in the coming campaign?
We know in America, for example, general reporting and treatment of health data at the beginning of vaccinations was so poor, so chaotic and so scattered mainstream newspapers like The Atlantic, Washington Post and the New York Times had to step in, working very closely with civil society organizations, to rescue the situation. What data-related issues are still problematic in Botswana?
To be specific, what kind of Covid-19 data is being taken now to ready the whole country for an effective and efficient mass-vaccination program?
Batswana must be made aware that the end part of vaccination will just mark the beginning of a long journey to health recovery and national redemption; that in many ways Covid-19 vaccination is just another step toward the many efforts in abeyance to fight this health pandemic, the road ahead is still long and painful.
For this purpose, and to highlight the significance of this observation we tasked our panellists with the arduous imperative of analysing the impact of mass-vaccination on society and the economy alongside the pressing issues of post-Covid-19 national health surveillance and rehabilitation programs.
Research suggests the aftermath of Covid-19 vaccination is going to be just as difficult and uncertain world as the present reality in many ways, and that caution should prevail over celebration, at least for a long time. The disease itself is projected to linger around for some time after all these mass-vaccination campaigns unless an effort is made to vaccinate everyone to the last reported case, every nation succeeds beyond herd immunity, and cure is found for Covid-19 disease. Many people are going to continue in need of medications, psychological and psychiatric services and therapy.
Is Botswana ready for this long holdout? If not, what path should we take going into the future? The Second concern is , are we going to have a single, trusted national agency charged with the mandate to set standards for our national health data system, now that we know how real bad pandemics can be, and the value of data in quickly responding to them and mitigating impact? Finally, what is being done to curate a short history of this pandemic? A national museum of health and medicine or a Public Health Institute in Botswana is overdue.
If we are to create strong sets of data policies and data quality standards for fighting future health pandemics it is critical that they find ideological and moral foundations in the artistic imagery and photography of the present human experience…context is essential to fighting such diseases, and to be prepared we must learn from every tragic health incident.
Our panellists answered most of these questions with distinguished intellectual clarity. We wish Batswana to join us in our second Mass-vaccination workshop.
Today is International Women’s Day – it’s a moment to think about how much better our news diet could be if inequities were eliminated. In 1995, when the curtains fell in one of the largest meetings that have ever brought women together to discuss women in development, it was noted that women and media remain key to development.
Twenty-six years later, the relevant “Article J” of the Beijing Platform for Action, remains unfulfilled. Its two strategic objectives with regard to Women and Media have not been met. They are Increase the participation and access of women to expression and decision-making in and through the media and new technologies of communication
Promote a balanced and non-stereotyped portrayal of women in the media.
Today, as we mark International Women’s Day, it’s an indictment on both media owners and civil society that women remain on the periphery of news-making. They cannot claim equal space in either the structures of newsrooms or in the content produced, be that as sources of news or as the subjects of reports. Indeed, the latest figures from WAN-IFRA’s Women in News Programme show just one in five voices in news belong to women*, be they as sources, as the author or as the main character of the news report.
Some progress was evident several years back, with stand-out women being named as chief executive officers, editors in chief, managing editors and executive editors. But these gains appear short lived in most media organisations. Excitement has turned to frustration as one-step forward has been replaced with three steps backwards. In Africa, the problem is acute. The decision-making tables of media organisations remain deprived of women and where there are women, they are surrounded by men.
Few women have followed in the footsteps of Esther Kamweru, the first woman managing editor in Kenya, and indeed sub-Saharan Africa. Today’s standout women editors include Pamela Makotsi-Sittoni (Nation Media Group, Kenya), Barbara Kaija (New Vision, Uganda), Mary Mbewe (Daily Nation, Zambia), Margaret Vuchiri (The Monitor, Uganda), Joyce Shebe (Clouds, Tanzania), Tryphinah Dongwana (Weekend Post, Botswana), Joyce Mhaville (Independent Television -ITV, Tanzania) and Tuma Abdallah (Standard Newspapers,Tanzania). But they remain an exception.
The lack of balance between women and men at the table of decision making has a rollback effect on the content that is produced. A table dominated by men typically makes decisions that benefit men.
So today, International Women’s Day is a grim reminder that things are not rosy in the news business. Achieving gender balance in news and in the structure of media organisations remains a challenge. Unmet, it sees more than half of the population in our countries suffer the consequences of bias, discrimination and sexism.
The business of ignoring the other half of the population can no longer be treated as normal. It’s time that media leaders grasp the challenge, not only because it is the right thing to do, but because it also makes a whole lot of business sense: start covering women, give them space and a voice in news-making and propel them to all levels of decision making within your organisation.
We can no longer afford to imagine that it’s only men who make and sell the news and bring in the shillings to fund the media business. Women too are worthy newsmakers. In all of our societies, there are women holding decision making positions and who are now experts in once male-only domains such as engineers, doctors, scientists and researchers.
They can be deliberately picked out to share their perspectives and expertise and bring balance to the profile of experts quoted on our news pages. Media is the prism through which society sees itself and women are an untapped audience. So, as we celebrate International Women’s Day, let us embrace diversity, which yields better news content and business products, and in so doing eliminate sexism. We know that actions and attitudes that discriminate against people based on their gender is bad for business.
As media, the challenge is ours. We need to consciously embrace and reach the commitments made 26 years ago when the Beijing Platform for Action was signed globally. As the news consuming public, you have a role to play too. Hold your news organization to account and make sure they deliver balanced news that reflects the voices of all of society.
Jane Godia is a gender development and media expert who serves as the Africa Director of Women in News programme. WOMEN IN NEWS is WAN-IFRA’s ground-breaking programme to increase women’s leadership and voices in the news. It does so by equipping women journalists and editors with the skills, strategies, and support networks to take on greater leadership positions within their media. www.womeninnews.org
The eve of International Women’s Day presents an opportunity for us to think about gender equality and the long and often frustrating march toward societies that are truly equal.
As media, we are uniquely placed to drive forward this reflection and discussion. But while focusing on the challenges of gender in society, we owe it to our staff and the communities we serve to also take a hard look at the obstacles within our own organisations.
I’m talking specifically about the scourge of sexual harassment. It’s likely to have happened in your newsroom. It has likely happened to a member of your team. It happens to all genders but is disproportionately directed at women. It happens in every industry, regardless of country, culture or context. This is because sexual harassment is driven by power, not sex. Wherever you have imbalances in power, you have individuals who are at risk of sexual harassment, and those who abuse this power.
I’ve been sexually harassed. The many journalists and editors, friends and family members who I have spoken to over the years on this subject have also been harassed. Yet it is still hard for leaders to recognize that this could be happening within their newsrooms and boardrooms. Why does it continue to be such a taboo?
Counting the cost of sexual harassment
Sexual harassment is, simply put, bad for business. It can harm your corporate reputation. It is a drain on the productivity of staff and managers. Maintaining and building trust in your brand is an absolute imperative for media organisations globally. If and when a case gets out of control or is badly handled – this can directly impact your bottom line.
It is for this reason that WAN-IFRA Women in News has put eliminating sexual harassment as a top priority in our work around gender equality in the media sector. This might seem at odds with the current climate where social interactions are fewer and remote work scenarios are in place in many newsrooms and businesses. But one only needs to tune into the news to know that the abuse of power, manifested as verbal, physical or online harassment, is alive and well.
Preliminary results from an ongoing Women in News research study into the issue of sexual harassment polling hundreds of journalists in Sub-Saharan Africa and Southeast Asia indicate that more than 1 in 3 women media professionals have been physically harassed, and just under 50% have been verbally harassed. Just over 15% of men in African newsrooms reported being physically harassed, and slightly less than 1 in 4 reports being verbally harassed. The numbers for male media professionals in Southeast Asia are slightly higher than a quarter on both forms of harassment.
The first step in confronting sexual harassment is to talk about it. We need to strip away the stigma and discomfort around having open conversations about what sexual harassment is and isn’t. Media managers, it is entirely in your power to create dynamics in your own teams that are free from sexual harassment.
Publishers and CEOs, you set the organisational culture in your media company.
By being vocal in recognising that it happens everywhere, and communicating to your employees that you will not tolerate sexual harassment of any kind, you send a powerful message to your teams, and publicly. With these actions, you will help us overcome the legacy of silence around this topic, and in doing so take an important first step to create media environments that truly embrace equality.
Melanie Walker is Executive Director of Media Development of the World Association of News Publishers (WAN-IFRA). She is a creator of Women in News, WAN-IFRA’s ground-breaking programme to increase women’s leadership and voices in the news. It does so by equipping women journalists and editors with the skills, strategies, and support networks to take on greater leadership positions within their media. www.womeninnews.org