KUNGWENGWE STAR CHARLES In the previous epistle this writer explored the following issues as causing the above problem: girl-child trafficking, globalizationcapitalismAmericanizationwesternization, disintegration of the extended family system network, poverty, peer influence, the law itself, child headed families and abuse of the girl-child by men. We now pick the discussion from there.
In this period, and as indicated in the previous article, some sexually-greedy jelly daddies are further fueling problems as they purport to marry the girl just to boost their ego and then ditch her in no time in search of more fresh children .And with no jobs in sight to mitigate her ordeal, the only logical escape route, to her, is prostitution!. Young prostitutes are a favorite hunting ground for old people as that tends to inflate their ego—the latter would feel young.
Old men tend to dog the girls, whose semi nakedness appears to be beckoning all men, to a point where nothing short of the riot police armed to teeth with button-sticks, tear-gas and fierce bull-dogs could stop long and meandering queues of males as they python their way all the way to the girls’ places of residence. For the avoidance of over-repetition, this writer will not reiterate the fact that sugar-daddies and mummies mainly came into being as a direct result of the death of the extended families.
Various forms of abuse of women by men, on their own: physical, emotional, mental, etc, usually result in the girl child developing lack of trust or having a negative interest towards serious relationships with men and the end result is prostitution. This abuse expresses itself in various forms. We have already encountered rape elsewhere in this piece of work but there are many other examples as well. In the past sex was regarded a sacred act that could only be enjoyed within the confines of the bedroom and by spouses while one’s private anatomy was treasured.
Such values have, partly due to Western influence, been trivialized in recent years and one can just render her private treasure to anyone and joining prostitution, against that background, would not come as a surprise. These are suicidal tendencies indeed. Lose of trust in men is even worse among girls who have been cheateddisappointed in serious relationships and then develop irreparable scars of emotional damage
Linked to the above problem is parent-child neglect, lack of parental guidance during the formative years of the child’s personality and or parental abuse. When parents have withdrawn affection from the child, and worse still, not sending her to school, due to gender related problems, the latter may seek solace in promiscuous relationships, and then prostitution if jobs do not come by. After all, just being loved, on its own, and having a sense of belonging occupy a very strategic position on Abraham Maslow’s hierarchy of needs and the girl-child is no exception.
This is a classic example of emotional abuse. The problem of domestic violence also worsens the situation AND WE ARE FULLY AWARE OF THE SATANIC NATURE OF STEP MOTHERS!. When parents are always fighting in full view of their children, the latter, particularly the girl-child, tend to lose interest in a married life and this disinterest could lead them to the bar
Most parents rent houses but due to poverty they cannot afford rooms which are (many) enough to accommodate their usually many children. Against that background ,it is not uncommon to come across parents sharing the same bedroom with their children and these observant youngsters ,as we have said before, would want to experiment what they see happening at night ,that is, the sheets politics.
In most cases one room serves as the kitchen ,bedroom and dining room ,all rolled into one .Some promiscuous parents, and prostitutes alike ,even have the guts to make love in full view of these youngsters and what will be the possible result?—child sexual adventurism, something that could lead them to the pub. Hardly surprising ,then, that most children of prostitutes also graduate into prostitutes at a very tender age.
Still on that note, some of their extremely immoral clients have an uncanny propensity of clandestinely and Necodemously making love to both the mother and the child How about genetics or the case of a chip of the old block? Could it be scientifically proven that one can inherit genes of criminality or deviance from one’s fore-bearers? .What does the voice of psychology and Criminology say? Or is this behavior sociologically determined? —-The nature –nurture controversy, it seems!. Sociological factors revolve around the environment one finds herself in.
For example, prostitution is very rife in these days of economic hardships and children learn by imitating what they see. By the same token, I need to repeat, chances are that a child of a prostitute would also herself become one and that family may end up in a perpetual web of this evil. As we have already seen, poverty can easily mislead one .This comment also holds true for children of child prostitutes who have been forced to join this profession by desperation.
It is incorrect to say money is the root of all evils but appropriate to blame the lack of money. The Reformative Rehabilitative Theory of Punishment is premised on the idea that every person is a potential criminal depending upon circumstances confronting one. Which is why this theory tends to sympathize with criminals who are portrayed as victims-not of the web of their own making, but of harsh circumstances confronting them.
Could we also rightly put blame on evil spiritsmamhepo on the part of children of the rich who choose to become whores?. How about the genetically modified food which we eat today which can ,for example ,increase her sexual appetite(kkk) or portray a 10 year old girl like a fully grown up lady?. Is this not a contributory factor?. Let us allow our imagination to wonder.
The law enforcement agents, most of whom are males and hence potential perpetrators, tend to handle the like-minded with kid gloves. Though the Criminal laws of most countries is silent about this development plans are currently underway to align this piece of legislation with their Constitutions by elevating the girl‘s consenting age to 18, the legal age of majority (see section 78:1 of the Zimbabwean Constitution). This is heart-warming news indeed!. But we can only put permanent smiles on our faces when our Criminal Laws have been amended accordingly.
According to the Principle of Legality where there is no legal provision there is no crime (the ius acceptum rule) though certain conduct may be highly immoral. Unlike the Botswana Criminal Law that has totally parted ways with the Roman-Dutch Common Law (section 3:1), its Zimbabwean counterpart still retains that link and section 3:1 -2 of the Criminal Reform and Codification Act Cap 9:23 reads:
‘Roman-Dutch Criminal Law no longer applies to the extent that this code expressly or impliedly enacts ,reenacts, amends, modifies or repeals that law.’ It further states that there is nothing that would stop the court, when interpreting this code, from obtaining guidance from judicial decisions and legal writings on relevant aspects of this Roman –Dutch Law or the legal systems of other countries”
Lest we forget ,it must be mentioned that girl-child marriages frequently lead them to the streets ,especially if that marriage came into being through deviant means or was forcibly initiated eg as payment to appease the avenging spirits or as a form of atonement to the raped girl. Not only that ,usually upon the attainment of majority age, the child may run away from her husband after having realized that she was taken advantage of. If survival skills are not available the girl may join the above vice. The most logical conclusion that could be drawn is that the divorce of the young girl may lead to prostitution. Remember the issue of dependent and independent variables
Other factors include drug abuse which has the potential of clouding one’s sense of judgment to a point where one can easily become a humble slave to her own conscience or objectivity. Consider ,for example ,how the biblical Noah ,who after having had one ,too many ,striped himself nude naked and unashamed in full view of his own children(Genesis 9:20-27).Likewise , Lot, another biblical character, had the guts to not only share the forbidden fruit with have carnal knowledge of his own blood daughters but even procreated children with them while in a drunken stupor(Genesis 19:31-38).
The concluding remark is that the environment, more than heredity, plays a crucial role in cases of girl-child prostitution and this problem needs to be addressed urgently before it condemns all girls to virtual extinction. Apart from sexual exploitation ,in say, receiving Mickey mouse payment for the services she rendered or not getting any payment at all ,the girl-child risks getting beaten up, maimed or even killed in this risky dog-eat-dog occupation by either clients or other competitors ,who are older, given her competitive advantage.
Other risks include contracting STDs, HIVAIDS, becoming sterile, impotent, death due to premature pregnancies, being stigmatized and ostracized by members of the mainstream society et cetra. Some people become prostitutes because they are shunned and or ostracized by society while others are stigmatized and ostracized because they are prostitutes. The reader must have noted that the discussed causes are dovetailed and should not be treated as watertight compartments.
For example, poverty could lead to the death of the extended families as they are expensive to sustain and, in a similar manner, the death of such family networks enhances more poverty on the part of those who derive their livelihood out of them. Furthermore, Westernization is blamed for having caused this breakdown of such structures. Again, poverty often leads to drug abuse and then prostitution. What then is the way forward?. Buy a copy of this paper next week and evaluate the suggested solutions to this problem.
“One of the saddest lessons of history is this: If we’ve been bamboozled long enough, we tend to reject any evidence of the bamboozle. We’re no longer interested in finding out the truth. The bamboozle has captured us. It’s simply too painful to acknowledge, even to ourselves, that we’ve been taken. Once you give a charlatan power over you, you almost never get it back.” Carl Sagan
Corruption is a heavy price to pay. The clean ones pay and suffer at the mercy of people who cannot have enough. They always want to eat and eat so selfishly like a bunch of ugly masked shrews. I hope God forgives me for ridiculing his creatures, but that mammal is so greedy. But corruption is not the new kid on the block, because it has always been everywhere.
This of course begs the question, why that is so? The common answer was and still is – abuse and misuse of power by those in power and weak institutions, disempowered to control the leaders. In 1996, the then President of The World Bank, James D. Wolfensohn named the ‘C-Word’ for the first time during an annual meeting of the Bretton Woods Institutions. A global fight against corruption started. Transparency International began its work. Internal and external audits mushroomed; commissions of inquiry followed and ever convoluted public tender procedures have become a bureaucratic nightmare to the private sector, trying to fight red tape.
The result is sobering corruption today is worse than it was 25 years ago. There is no denying that strong institutions help, but how does it come that in the annual Transparency International Ranking the same group of countries tend to be on the top while another group of countries, many African among them, tend to be on the bottom? Before one jumps to simple and seductive conclusions let us step back a moment.
Wolfensohn called corruption a cancer that destroys economies like a cancer destroys a body. A cancer is, simplified, good cells in a body gone bad, taking control of more and more good cells until the entire body is contaminated and eventually dies. So, let us look at the good cells of society first: they are family ties, clan and tribe affiliation, group cohesion, loyalty, empathy, reciprocity.
Most ordinary people like the reader of these lines or myself would claim to share such values. Once we ordinary people must make decisions, these good cells kick in: why should I hire a Mrs. Unknown, if I can hire my niece whose strengths and weaknesses I know? If I hire the niece, she will owe me and support my objectives.
Why should I purchase office furniture from that unknown company if I know that my friend’s business has good quality stuff? If I buy from him, he will make an extra effort to deliver his best and provide quality after sales service? So, why go through a convoluted tender process with uncertain outcome? In the unlikely case my friend does not perform as expected, I have many informal means to make him deliver, rather than going through a lengthy legal proceeding?
This sounds like common sense and natural and our private lives do work mostly that way and mostly quite well.
The problem is scale. Scale of power, scale of potential gains, scale of temptations, scale of risk. And who among us could throw the first stone were we in positions of power and claim not to succumb to the temptations of scale? Like in a body, cancer cells start growing out of proportion.
So, before we call out for new leaders – experience shows they are rarely better than the old ones – we need to look at ourselves first. But how easy is that? If I were the niece who gets the job through nepotism, why should I be overly critical? If I got a big furniture contract from a friend, why should I spill the beans? What right do I have to assume that, if I were a president or a minister or a corporate chief procurement officer I would not be tempted?
This is where we need to learn. What is useful, quick, efficient, and effective within a family or within a clan or a small community can become counterproductive and costly and destructive at larger corporate or national scale. Our empathy with small scale reciprocity easily permeates into complacency and complicity with large scale corruption and into an acquiescence with weak institutions to control it.
Our institutions can only be as strong as we wish them to be.
I was probably around ten years old and have always been that keen enthusiastic child that also liked to sing the favourite line of, ‘the world will become a better place.’ I would literally stand in front of a mirror and use my mom’s torch as a mic and sing along Michael Jackson’s hit song, ‘We are the world.’
Despite my horrible voice, I still believed in the message. Few years later, my annoyance towards the world’s corrupt system wonders whether I was just too naïve. Few years later and I am still in doubt so as to whether I should go on blabbing that same old boring line. ‘The world is going to be a better place.’ The question is, when?
The answer is – as always: now.
This is pessimistic if not fatalistic – I challenge Sagan’s outlook with a paraphrased adage of unknown origin: Some people can be bamboozled all of the time, all people can be bamboozled some of the time, but never will all people be bamboozled all of the time.
We, the people are the only ones who can heal society from the cancer of corruption. We need to understand the temptation of scale and address it. We need to stop seeing ourselves just a victim of a disease that sleeps in all of us. We need to give power to the institutions that we have put in place to control corruption: parliaments, separation of power, the press, the ballot box. And sometimes we need to say as a niece – no, I do not want that job as a favour, I want it because I have proven to be better than other contenders.
It is going to be a struggle, because it will mean sacrifices, but sacrifices that we have chosen, not those imposed on us.
Let us start today.
*Bokani Lisa Motsu is a student at University of Botswana
Parliament, the second arm of State through its parliamentary committees are one of Botswana’s most powerful mechanisms to ensure that government is held accountable at all times. The Accounting Officers are mostly Permanent Secretaries across government Ministries and Chief Executive Officers, Director Generals, Managing Directors of parastatals, state owned enterprises and Civil Society.
So parliament plays its oversight authority via the legislators sitting on a parliamentary committee and Accounting Officers sitting in the hot chair. When left with no proper checks and balances, the Executive is prone to abuse the arrangement and so systematic oversight of the executive is usually carried out by parliamentary committees. They track the work of various government departments and ministries, and conduct scrutiny into important aspects of their policy, direction and administration.
It is not rocket science that effective oversight requires that committees be totally independent and able to set their own agendas and have the power to summon ministers and top civil servants to appear and answer questions. Naturally, Accounting Officers are the highest ranking officials in the government hierarchy apart from cabinet Ministers and as such wield much power and influence in the performance of government. To illustrate further, government performance is largely owed to the strategic and policy direction of top technocrats in various Ministries.
It is disheartening to point out that the recent parliament committees — as has been the case all over the years — has laid bare the incompetency, inadequacy and ineptitude of people bestowed with great responsibilities in public offices. To say that they are ineffective and inefficient sounds as an understatement. Some appear useless and hopeless when it comes to running the government despite the huge responsibility they possess.
If we were uncertain about the degree at which the Accounting Officers are incompetent, the ongoing parliament committees provide a glaring answer. It is not an exaggeration to say that ordinary people on the streets have been held ransom by these technocrats who enjoy their air conditioned offices and relish being chauffeured around in luxurious BX SUV’s while the rest of the citizenry continue to suffer. Because of such high life the Accounting Officers seem to have, with time, they have gotten out of touch with the people they are supposed to serve.
An example; when appearing before the recent Public Accounts Committee (PAC), Office of the President Permanent Secretary, Thuso Ramodimoosi, looked reluctant to admit misuse of public funds. Although it is clear funds were misused, he looked unbothered when committee members grilled him over the P80 million Orapa House building that has since morphed into a white elephant for close to 10 successive years. To him, it seems it did not matter much and PAC members were worried for nothing.
On a separate day, another Accounting officer, Director of Public Service Management (DPSM), Naledi Mosalakatane, was not shy to reveal to PAC upon cross-examination that there exist more than 6 000 vacancies in government. Whatever reasons she gave as an excuse, they were not convincing and the committee looked sceptical too. She was faltering and seemed not to have a sense of urgency over the matter no matter how critical it is to the populace.
Botswana’s unemployment rate hoovers around 18 percent in a country where majority of the population is the youth, and the most affected by unemployment. It is still unclear why DPSM could underplay such a critical matter that may threaten the peace and stability of the country. Accounting Officers clearly appear out of touch with the reality out there – if the PAC examinations are anything to go by.
Ideally the DPSM Director could be dropping the vacancy post digits while sourcing funds and setting timelines for the spaces to be filled as a matter of urgency so that the citizens get employed to feed their families and get out of unemployment and poverty ravaging the country. The country should thank parliamentary committees such as PAC to expose these abnormalities and the behaviour of our leaders when in public office. How can a full Accounting Officer downplay the magnitude of the landless problem in Botswana and fail to come with direct solutions tailor made to provide Batswana with the land they desperately need?
Land is a life and death matter for some citizens, as we would know.
When Bonolo Khumotaka, the Accounting Officer in the Ministry of Land Management, Water and Sanitation Services, whom as a top official probably with a lucrative pay too appears to be lacking sense of urgency as she is failing on her key mandate of working around the clock to award the citizens with land especially those who need it most like the marginalised. If government purports they need P94 billion to service land to address the land crisis what is plan B for government? Are we going to accept it the way it is?
Government should wake up from its slumber and intervene to avoid the 30 years unnecessary waiting period in State land and 13 years in Tribal land. Accounting Officers are custodians of government policy, they should ensure it is effective and serve its purpose. What we have been doing over the years, has proved that it is not effective, and clearly there is a need for change of direction.
His Excellency Dr Mokgweetsi EK Masisi, the President of the Republic of Botswana found it appropriate to invoke Section 17 (1) of the Constitution of the Republic of Botswana, using the powers vested in him to declare a State of Public Emergency starting from the 2nd April 2020 at midnight.
The constitutional provision under Section 17 (2b) only provided that such a declaration could be up to a maximum of 21 days. His Excellency further invoked Section 93 (1) to convene an extra- ordinary meeting of Parliament to have the opportunity to consult members of parliament on measures that have been put in place to address the spread and transmission of the virus. At this meeting Members of Parliament passed a resolution on the legal instruments and regulations governing the period of the state of emergency, and extended its duration by six (6) months.
The passing of the State of Emergency is considered as a very crucial step in fighting the near apocalyptic potential of the Novel COVID-19 virus. One of the interesting initiatives that was developed and extended to the business community was a 3-month wage subsidy that came with a condition that no businesses would retrench for the duration of the State of Public Emergency. This has potentially saved many people’s jobs as most companies would have been extremely quick to reduce expenses by downsizing. Self-preservation as some would call it.
Most organisations would have tried to reduce costs by letting go of people, retreated and tried their best to live long enough to fight another day. In my view there is silver lining that we need to look at and consider. The fact that organisations are not allowed to retrench has forced certain companies to look at the people with a long-term view.
Most leaders have probably had to wonder how they are going to ensure that their people are resilient. Do they have team members who innovate and add value to the organisation during these testing times? Do they even have resilient people or are they just waiting for the inevitable end? Can they really train people and make them resilient? How can your team members be part of your recovery plan? What can they do to avoid losing the capabilities they need to operate meaningfully for the duration of the State of Public Emergency and beyond?
The above questions have forced companies to reimagine the future of work. The truth is that no organisation can operate to its full potential without resilient people. In the normal business cycle, new teams come on board; new business streams open, operations or production sites launch or close; new markets develop, and technology is introduced. All of this provides fresh opportunities – and risks.
The best analogy I have seen of people-focused resilience planning reframes employees as your organisation’s immune system, ready and prepared to anticipate risks and ensure they can tackle challenges, fend off illness and bounce back more quickly. So, how do you supercharge your organizational immune system to become resilient?
COVID-19 has helped many organisations realize they were not as prepared as they believed themselves to be. Now is the time to take stock and reset for the future. All the strategies and plans prior to COVID-19 arriving in Botswana need to be thrown out of the window and you need to develop a new plan today. There is no room for tweaking or reframing. Botswana has been disrupted and we need to accept and embrace the change. What we initially anticipated as a disease that would take a short term is turning out to be something we are going to have to live with for a much longer time. It is going to be a marathon and therefore businesses need to have a plan to complete this marathon.
Start planning. Planning for change can help reduce employee stress, anxiety, and overall fear, boosting the confidence of staff and stakeholders. Think about conducting and then regularly refreshing a strategic business impact analysis, look at your employee engagement scores, dig into your customer metrics and explore the way people work alongside your behaviours and culture. This research will help to identify what you really want to protect, the risks that you need to plan for and what you need to survive during disruption. Don’t forget to ask your team members for their input. In many cases they are closest to critical business areas and already have ideas to make processes and systems more robust.
Revisit your organisational purpose. Purpose, values and principles are powerful tools. By putting your organisation’s purpose and values front and center, you provide clear decision-making guidelines for yourself and your organisation. There are very tough and interesting decisions to make which have to be made fast; so having guiding principles on which the business believes in will help and assist all decision makers with sanity checking the choices that are in front of them. One noticeable characteristic of companies that adapt well during change is that they have a strong sense of identity. Leaders and employees have a shared sense of purpose and a common performance culture; they know what the company stands for beyond shareholder value and how to get things done right.
Revisit your purpose and values. Understand if they have been internalised and are proving useful. If so, find ways to increase their use. If not, adapt them as necessities, to help inspire and guide people while immunizing yourself against future disruption. Design your employee experience. The most resilient, adaptive and high performing companies are made up of people who know each other, like each other, and support each other.
Adaptability requires us to teach other, speak up and discuss problems, and have a collective sense of belonging. Listening to your team members is a powerful and disruptive thing to do. It has the potential to transform the way you manage your organisation. Enlisting employees to help shape employee experience, motivates better performance, increases employee retention and helps you spot issues and risks sooner. More importantly, it gives employees a voice so you can get active and constructive suggestions to make your business more robust by adopting an inclusive approach.
Leaders need to show they care. If you want to build resilience, you must build on a basis of trust. And this means leaders should listen, care, and respond. It’s time to build the entire business model around trust and empathy. Many of the employees will be working under extreme pressure due to the looming question around what will happen when companies have to retrench. As a leader of a company transparency and open communication are the most critical aspects that need to be illustrated.
Take your team member into confidence because if you do have to go through the dreaded excise of retrenchment you have to remember that those people the company retains will judge you based on the process you follow. If you illustrate that the business or organization has no regard for loyalty and commitment, they will never commit to the long-term plans of the organisation which will leave you worse off in the end. Its an absolutely delicate balance but it must all be done in good faith. Hopefully, your organization will avoid this!
This is the best time to revisit your identify and train your people to encourage qualities that build strong, empathetic leadership; self-awareness and control, communication, kindness and psychological safety. Resilience is the glue that binds functional silos and integrates partners, improves communications, helps you prepare, listen and understand. Most importantly, people-focused resilience helps individuals and teams to think collectively and with empathy – helping you respond and recover faster.
Article written by Thabo Majola, a brand communications expert with a wealth of experience in the field and is Managing Director of Incepta Communications.