The government’s move to transform the beleaguered Botswana College of Agriculture (BCA) into a sound, fully-fledged new university is said to be marred with mismanagement of resources and generally poor management.
It is understood that although the transformation agenda will cost the new institution a whooping 160 million pula to make it become an agricultural university of international repute, there are strong rumours doing the rounds inside the corridors of the BCA that the money is being spent willy-nilly. The transformation exercise, sources say, is treading on thin ice.
Of the 160 million pula earmarked for the university, 70% of the total is from government coffers, while BCA will contribute 30% which will be generated from student fees and revenue from the farm produce. The Ministry of Agriculture (MoA) has also allocated the College a substantial 10 million pula as part of the transformation exercise.
When explaining the plump budget of the transformation, BCA Acting Principal Dr. Mataba Tapela, who also oversees the massive project, told Weekend Post that the budget in part will be used for recruitment of principal officials i.e. Vice Chancellor and the Deputies, Consultancies to develop the structure, Conditions of Service, Development of Faculties, Consultations, Benchmarking and Rebranding and Marketing.
This publication has gathered that there is growing animosity between the BCA management and employees with regard to the hefty transformation budget and the way it’s being spent. “So much is happening in the College: there is mismanagement of resources and generally poor management which has been going on for some time now,” an inside source, who preferred anonymity for fear of victimisation pointed out to this publication.
“As for the transformation money, part of the management is running around retreats with their chosen few and having cocktails and after parties at every opportunity,” he lamented.
According to the insider, he believes the BCA Executive management is made up of people who lack the understanding of the basic principles of management.
“There are so many unresolved issues, some basic, which they continually fail to address. If things are left as they are, the college will never reach its goal of transforming to a reputable university. The government is losing money already, and this can be addressed by engaging experienced consultants to assist us to transform.”
Weekend Post has established that currently there is an ongoing benchmarking exercise that saw the College spending close to an astonishing 1 million pula (only for benchmarking) and, this did not go down well with some staff members at the agricultural college.
It is understood that a union representative who went to enquire on what was happening was also given a slot to join the team to America and has since kept quiet. It is said that this has in turn divided the union committee members and meetings are no longer convened as the representative now says members are now ‘jealous’ of him.
The inside source also asserted that more shocking is the terms of reference for the benchmarking teams: “how do you benchmark records management in America. And worst of all is that, no records management unit employee is involved in the exercise.” Conversely Dr. Tapela said that the Records Management employee who is among the Benchmarking team is a member nominated by the Union to represent the Staff Union.
More information turned up by Weekend Post suggests that the team is mostly made up of staff members who are not even performing at their respective offices and the criteria used is not known.
“Even the composition of the transformation team is shocking as the team is made up of people who are not and have never been exposed to such a huge project, but are loyal of the Acting Principal. The Governing Council is never given detailed information, and ends up making un-informed decisions that do not help the college,” he maintained.
Some BCA employees are said to be generally not happy with the transformation exercise and believe they are being neglected on the process.
Information reaching this publication further indicates that: “the Acting Principal has divided the employees and taken a leading hand in transforming the college on his own. No consultation was ever done with staff, except one or so general meetings in which staff members were told about the bill, but never had an opportunity to be consulted during the development of the draft.”
In justifying the costly benchmarking, Dr. Tapela said that there was the first phase which was benchmarking desktop to understand the best practices across the world, and then there was the second phase which consisted of regional travel to universities in Malawi, South Africa, Namibia. The third phase is travel to top universities in America, Europe and Australia, he added.
The international benchmarking team, he said consists of representatives from the Governing Council, Executive management, Academic Division, Administrative Division, and the Staff Union. The international benchmarking trips are on-going and will be completed at the end of October 2015.
The Acting principal emphasized that the objectives of the benchmarking exercise are to undertake: functional benchmarking – which focus on functional areas in the benchmarked university such as Human Resources, Finance, Information and Communication Technology, and Institutional Planning, and secondly, Process Benchmarking – which focuses on improving specific critical processes and operations especially in Academic Affairs and Student Services.
“These are critical areas that are core to smooth function of the new university and therefore have been given priority,” he stressed.
However, according to Dr. Tapela, the transformation team is at different levels being the Core Team, the Reference Committee, the Governing Council Transformation Sub-Committee and the Governing Council. “These are the people who drive the Vision and have professional expertise in Academic, Human Resource, Finance, Information Technology, Student Affairs etc.”
He pointed out that where expertise lacks, Consultants are engaged, for example, in the development of the schemes of service and conditions of service. Benchmarking also plays an important role to guide on the best practices across the world, he said.
However the Acting Principal insisted that there was a thorough consultation with all stakeholders. He asserted that the Transformation Plan was developed through a process of upward and downward consultation of staff representatives, student representatives, the Governing Council and the public.
“The structure of the development team consisted of a Core Team which did the drafting and reported to a Reference Committee of more than 50 people composed of representatives from Academic Staff, Support staff, the Staff Union and Students.”
He also said that the general staff was periodically updated during staff meetings. The most recent consultation and update was from the 10th-12th September, 2015 when workshops were conducted for different groups of staff in Setswana on the first day, and English on the second day, he recalled.
The third day, he said was dedicated to student consultations and the program included transformation updates, consultations, change management and motivational presentations.
“These platforms provided opportunity for staff and students to express their concerns, suggestions and recommendations. The proceedings were recorded and recommendations duly considered. Other platforms include departmental boards, and open fora.”
Dr. Tapela said other consultation with concerned stakeholders (including University of Botswana) and planning for the new Faculties is on-going, and four Faculty conveners have been appointed to facilitate establishment of new faculties and rationalization of academic staff.
The BCA Acting Principal also revealed that a consultancy to review the proposed University structure, develop job profiles, grade positions and propose a remuneration structure will be completed next year (2016) in January.
The transformation will see the new institution operating as an independent entity from the University of Botswana. BCA currently enrolls around 1 000 students and the number is anticipated to heighten to an estimated 5 000 at the new BUAN. It is anticipated that a full rollout of the Transition will commence at the beginning of the 2016/17 financial year.
The (BUAN) Bill establishing the new university was passed by parliament on 16 July 2015, and this publication has gathered that President Ian Khama has since assented to the Bill and the College expects the new BUAN Act to commence on 1st December 2015.
BCA was established on 31st May 1991 through Act no. 9 of the Parliament of Botswana. The Act abolished the then Botswana Agricultural College (BAC) which had existed since 1967.
The new university is also believed it will address the national development priorities of food security, rural development, economic diversification, youth empowerment and sustainable use of natural resources.
Botswana Democratic Party (BDP) and some senior government officials are abuzz with reports that President Mokgweetsi Masisi has requested his Vice President, Slumber Tsogwane not to contest the next general elections in 2024.
The impacts of climate change are increasing in frequency and intensity every year and this is forecast to continue for the foreseeable future. African CEOs in the Global South are finally coming to the party on how to tackle the crisis.
Following the completion of COP27 in Egypt recently, CEOs of Africa DFIs converged in Botswana for the CEO Forum of the Association of African Development Finance Institutions. One of the key themes was on green financing and building partnerships for resource mobilization in financing SDGs in Africa
A report; “Weathering the storm; African Development Banks response to Covid-19” presented shocking findings during the seminar. Among them; African DFI’s have proven to be financially resilient, and they are fast shifting to a green transition and it’s financing.
COO, CEDA, James Moribame highlighted that; “Everyone needs food, shelter and all basic needs in general, but climate change is putting the achievement of this at bay. “It is expensive for businesses to do business, for instance; it is much challenging for the agricultural sector due to climate change, and the risks have gone up. If a famer plants crops, they should be ready for any potential natural disaster which will cost them their hard work.”
According to Moribame, Start-up businesses will forever require help if there is no change.
“There is no doubt that the Russia- Ukraine war disrupted supply chains. SMMEs have felt the most impact as some start-up businesses acquire their materials internationally, therefore as inflation peaks, this means the exchange rate rises which makes commodities expensive and challenging for SMMEs to progress. Basically, the cost of doing business has gone up. Governments are no longer able to support DFI’s.”
Moribame shared remedies to the situation, noting that; “What we need is leadership that will be able to address this. CEOs should ensure companies operate within a framework of responsible lending. They also ought to scout for opportunities that would be attractive to investors, this include investors who are willing to put money into green financing. Botswana is a prime spot for green financing due to the great opportunity that lies in solar projects. ”
Technology has been hailed as the economy of the future and thus needs to be embraced to drive operational efficiency both internally and externally.
Executive Director, bank of Industry Nigeria, Simon Aranou mentioned that for investors to pump money to climate financing in Africa, African states need to be in alignment with global standards.
“Do what meets world standards if you want money from international investors. Have a strong risk management system. Also be a good borrower, if you have a loan, honour the obligation of paying it back because this will ensure countries have a clean financial record which will then pave way for easier lending of money in the future. African states cannot just be demanding for mitigation from rich countries. Financing needs infrastructure to complement it, you cannot be seating on billions of dollars without the necessary support systems to make it work for you. Domestic resource mobilisation is key. Use public money to mobilise private money.” He said.
For his part, the Minster of Minister of Entrepreneurship, Karabo Gare enunciated that, over the past three years, governments across the world have had to readjust their priorities as the world dealt with the effects and impact of the COVID 19 pandemic both to human life and economic prosperity.
“The role of DFIs, during this tough period, which is to support governments through countercyclical measures, including funding of COVID-19 related development projects, has become more important than ever before. However, with the increasingly limited resources from governments, DFIs are now expected to mobilise resources to meet the fiscal gaps and continue to meet their developmental mandates across the various affected sectors of their economies.” Said Gare.
Letlhakeng:TotalEnergies Botswana today launched a Road Safety Campaign as part of their annual Stakeholder Relationship Management (SRM), in partnership with Unitrans, MVA Fund, TotalEnergies Letlhakeng Filling Station and the Letlhakeng Sub District Road Safety Committee during an event held in Letlhakeng under the theme, #IamTrafficToo.
The Supplier Relationship Management initiative is an undertaking by TotalEnergies through which TotalEnergie annually explores and implements social responsibility activities in communities within which we operate, by engaging key stakeholders who are aligned with the organization’s objectives. Speaking during the launch event, TotalEnergies’ Operations and HSSEQ, Patrick Thedi said, “We at TotalEnergies pride ourselves in being an industrial operator with a strategy centered on respect, listening, dialogue and stakeholder involvement, and a partner in the sustainable social and economic development of its host communities and countries. We are also very fortunate to have stakeholders who are in alignment with our organizational objectives. We assess relationships with our key stakeholders to understand their concerns and expectations as well as identify priority areas for improvement to strengthen the integration of Total Energies in the community. As our organization transitions from Total to Total Energies, we are committed to exploring sustainable initiatives that will be equally indicative of our growth and this Campaign is a step in the right direction. ”
As part of this campaign roll out, stakeholders will be refurbishing and upgrading and installing road signs around schools in the area, and generally where required. One of the objectives of the Campaign is to bring awareness and training on how to manage and share the road/parking with bulk vehicles, as the number of bulk vehicles using the Letlhakeng road to bypass Trans Kalahari increases. When welcoming guests to Letlhakeng, Kgosi Balepi said he welcomed the initiative as it will reduce the number of road incidents in the area.
Also present was District Traffic Officer ASP, Reuben Moleele, who gave a statistical overview of accidents in the region, as well as the rest of the country. Moleele applauded TotalEnergies and partners on the Campaign, especially ahead of the festive season, a time he pointed out is always one with high road statistics. The campaign name #IamTrafficToo, is a reminder to all road users, including pedestrians that they too need to be vigilant and play their part in ensuring a reduction in road incidents.
The official proceedings of the day included a handover of reflectors and stop/Go signs to the Letlhakeng Cluster from TotalEnerigies, injury prevention from tips from MVA’s Onkabetse Petlwana, as well as bulk vehicle safety tips delivered from Adolf Namate of Unitrans.
TotalEnergies, which is committed to having zero carbon emissions by 2050, has committed to rolling out the Road safety Campaign to the rest of the country in the future.