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The Corona Coronation (Part 4)

China moves to muzzle people who wanted to blow the trumpet

On February 3rd this year, Dr James Lyons-Weiler, a molecular biologist who is also senior researcher at the University of Pittsburgh, said this in a particularly insightful interview on the mystery of the coronavirus:

“I’ve analysed the entire genome sequence of this virus and compared it to the entire genome sequences of all the other coronaviruses that we have data for, and turned up this weird element that doesn’t belong there. I’ve found that it actually did match a vector technology that was published in 1998 in the proceedings of the National Academy of Science.

This vector technology is a mechanism by which molecular biologists insert new genes into viruses and bacteria. Now, it’s really unusual to find a vector technology sequence in a virus that’s circulating in humans, and so naturally, one thing we can say, I think for certain, is that this particular virus has a laboratory origin. So we can rule out a natural origin.”

As highlighted in earlier pieces, Luc Montaignier, the discoverer of HIV, said pretty much the same thing, and so did nine specialised Indian researchers. In fact, the Indian scientists attracted so much flak for going against the contrived orthodox – that the coronavirus made a leap from bats into humans using an intermediate animal host palatable to human taste – that two days later, they withdrew the paper altogether.

Yet if the Indian researchers were tarnished, it was all a smear campaign as ample enough evidence, albeit circumstantial, has emerged to the effect that the novel coronavirus was birthed in a Chinese laboratory and it was from there it either leaked or was deliberately propagated into the human population for both experimental (in a diabolical sense) and mercenary motives. The culprit laboratory in the main is the Wuhan Institute of Virology. Strictly speaking though, the laboratory was an accomplice as opposed to a sole respondent.

“THE VIRUS WAS INTRODUCED FROM OUTSIDE THE MARKET”, CHINESE RESEARCHERS ALLEGE

The novel coronavirus outbreak is curious, if not anomalous, in more than one respect. Analysts have wondered, for instance, why it arose in central China when traditionally basically every disease that emerges in China does so through Guangdong, the coastal province that surrounds Hong Kong in the southern part of the country.

This aberration in itself, not to mention the jigsaw that the country’s two major population centres of Shanghai (23.4 million) and Beijing (18.8 million) were only minimally affected, presupposes the fact that there is something fishy about the whole phenomenon, if it can be called that.

A persuasive case can in fact be made that although the coronavirus was according to Chinese authorities detected on December 1, 2019, it had actually been slowly but surely on the loose as early as November (considering that there was certain to be an incubation period between infection and symptoms before the cluster cases of the seafood market began to emerge on December 15, 2019). The Chinese authorities were very much cognisant of this, as well as the fact that the Huanan Seafood Wholesale Market was not the germinal point of the virus.

The January 29, 2020 online edition of The Lancet featured a paper titled Clinical Features of Patients Infected with the 2019 Novel Coronavirus in Wuhan, China. The paper was authored by a team led by Professor Chaolin Huang, the Deputy Director of Jinhintan Hospital, the first Wuhan infirmary to be designated for treatment of the purportedly “mysterious” pneumonia that was triggered by the nascent coronavirus.

The paper said of the 99 Covid-19 cases analysed, 50 percent had never been to the Huanan Seafood Market and that “the origin of 2019nCoV (Covid-19) needs further investigation”. Had the team been matter-of-fact in their declaration, they would have made it categorical that the virus originated elsewhere but they were wary that they did not incense the political powers that be.

On the same day, the New England Journal of Medicine reported, in a paper titled Early Transmission Dynamics in Wuhan, China, of Novel Coronavirus–Infected Pneumonia and which was authored by a team of dozens of Chinese doctors from the country’s various centres for disease control and prevention, that of the first 425 confirmed Covid-19 cases in Wuhan, 45 percent had never set foot in the precincts of the seafood market.

In the hard news that was splashed on the front pages of Chinese newspapers but which was totally ignored by the laughably partial Western media, researchers from Xishuangbanna Tropical Botanical Garden, which is a branch of the Chinese Academy of Sciences, and the Chinese Institute for Brain Research made it plain that the novel coronavirus did not emanate from the Wuhan street market but from a different place which they were discrete enough not to name.

“The crowded street market provided a happy playground for the SARS-CoV-2 circulation and spread it to the whole world from December 2019,” the researchers boldly stated. The vendors and shoppers at Huanan were simply unfortunate enough to be infected by a virus that was introduced from outside the ill-fated and convenient scapegoat market.

Having sequenced the genomic data of 93 Covid-19 samples provided by 12 countries in a bid to track down the source of the infection and understand how it spreads, the Xishuangbanna researchers, who were led by Dr Yu Wenbin, wrote in their institute’s journal on February 28 that the novel coronavirus “was imported from elsewhere. The busy market then boosted its circulation and spread it to the whole city.” More than a dozen scientific blogs published in China would onward relay the same inference.

CHINESE AUTHORITIES DUCK AND DIVE

As the coronavirus tore through the ranks of the 11 million-odd Wuhan residents, the Chinese authorities committed two rather rueful and costly mistakes. First, they downplayed the gravity of the problem both to their own people and to the world at large. Second, they threatened serious repercussions to any Chinese who pronounced on the situation in public fora without the sanction of the political bigwigs.

Third, they neglected to institute a headstart clampdown on inessential toing-and-froing both within Wuhan and between Wuhan and other cities. To rub salt into the wound, the WHO played along to the Chinese subterfuge, blindly echoing their reassuring words parrot style.

Before Wuhan, the seventh largest city in China, was put on lockdown on January 23, 2020, its mayor allowed more than 5 million residents to leave the town, and this at a time when 80 people had died of Covid-19, 2760 were infected, and a total of 14 countries had acknowledged the presence of the virus in their midst. It is a miracle that the peregrinations of this sea of humanity did not trigger a Covid-19 apocalypse across the vast country.

If the truth may be told, the exodus was not a spur-of-the-moment one intended to steer clear of the Covid-19 epicentre: it was in relation to the so-called Lunar New Year, during which the Chinese typically make no less than 3 billion trips over the full season, with workers getting a week off work from January 24-30 and returning to their hometowns for extended family reunions. However, with the spectre of Covid-19 bearing down on Wuhan, the authorities should have flexed situation-specific muscles and confined the Wuhanese in particular to within the Wuhan radius by responsible decree.

Meanwhile, the spin mantra on the lips of the Chinese authorities was that “the diseases is preventable and controllable”, that “there is no need to be alarmed” and that the chances that the disease could be spread through human contact was implausible even when emergency wards were filling with invalids who included members of the same family.

“We knew this was not the case,” wrote an anonymous Wuhan-based doctor who had seen a atypically huge surge in chest illnesses since January 12 on the National Health Commission website. About 8 people were investigated for “spreading rumours about the outbreak.”

Doctors and other members of the health cadre who tried to raise red flags were silenced both reactively and pro-actively. Officials forbade the release of data pertaining to data publication of pneumonia related to Wuhan, including social and self-media or technical services companies. The term viral pneumonia was not to be used on the image reports.

When the Shanghai P3 Laboratory team, that first isolated and published the virus genome on February 5, approached the National Health Commission for its guidance on preventative measures, it was ordered to close with the gag instructions that “existing samples must be destroyed. Information about the samples, related samples, and related data, are all prohibited from release.”

The Chinese government only moved to act constructively and be reasonably transparent on January 20, by which time the virus had gained a tenacious hold. China paid dearly, in terms of lives lost, for its inaction and that way put much of the world at serious peril.

REVELRY IN THE MIDST OF FOREBODING

All sorts of probable reasons as to why Beijing initially chose to treat the Covid-19 outbreak so nonchalantly have been bandied about. The most seemly of these had to do with politics by a regime that is so obsessed with self-promotion even where it is not called for.

The emergence of the coronavirus coincided with the country’s political season, when officials gather for the Communist Party’s annual congress, a propaganda indaba where they rhapsodise about their policies, programmes, and the strides they are making economically. At a time such as this, a promulgation of bad news would have tellingly subtracted from the time-honoured euphoria of the occasion.

“Stressing politics is always No. 1,” Wang Xiaodong, the governor of Hubei, told officials on January 17. “Political issues are at any time the most fundamental major issues.”
Indeed, in his annual report to the same congress, Wuhan mayor Zhou Xianwang made not the merest mention of the viral outbreak.

In fact, no other city or provincial leader did so. , Zhou even had the audacity to allow 40,000 families to gather and share their home-cooked food in a Chinese New Year banquet when 291 people were reeling from the effects of the coronavirus and 6 had already succumbed to it.

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Opinions

Accounting Officers are out of touch with reality

19th October 2020

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.

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Is it possible to make people part of your business resilience planning after the State of Public Emergency?

12th October 2020

THABO MAJOLA

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.

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Opinions

Elected officials should guard against personal interest

23rd September 2020

Parliament was this week once again seized with matters that concern them and borders on conflict of interest and abuse of privilege.

The two matters are; review of MPs benefits as well as President Mokgweetsi Masisi’s participation in the bidding for Banyana Farms. For the latter, it should not come as a surprise that President Masisi succeeded in bid.

The President’s business interests have also been in the forefront. While President Masisi is entitled as a citizen to participate in a various businesses in the country or abroad, it is morally deficient for him to participate in a bidding process that is handled by the government he leads. By the virtue of his presidency, Masisi is the head of government and head of State.

Not long ago, former President Festus Mogae suggested that elected officials should consider using blind trust to manage their business interests once they are elected to public office. Though blind trusts are expensive, they are the best way of ensuring confidence in those that serve in public office.

A blind trust is a trust established by the owner (or trustor) giving another party (the trustee) full control of the trust. Blind trusts are often established in situations where individuals want to avoid conflicts of interest between their employment and investments.

The trustee has full discretion over the assets and investments while being charged with managing the assets and any income generated in the trust.

The trustor can terminate the trust, but otherwise exercises no control over the actions taken within the trust and receives no reports from the trustees while the blind trust is in force.

Botswana Democratic Party (BDP) Secretary General, Mpho Balopi, has defended President Masisi’s participation in business and in the Banyana Farms bidding. His contention is that, the practise even obtained during the administration of previous presidents.

The President is the most influential figure in the country. His role is representative and he enjoys a plethora of privileges. He is not an ordinary citizen. The President should therefore be mindful of this fact.

We should as a nation continue to thrive for improvement of our laws with the viewing of enhancing good governance. We should accept perpetuation of certain practices on the bases that they are a norm. MPs are custodians of good governance and they should measure up to the demands of their responsibility.

Parliament should not be spared for its role in countenancing these developments. Parliament is charged with the mandate of making laws and providing oversight, but for them to make laws that are meant solely for their benefits as MPs is unethical and from a governance point of view, wrong.

There have been debates in parliament, some dating from past years, about the benefits of MPs including pension benefits. It is of course self-serving for MPs to be deliberating on their compensation and other benefits.

In the past, we have also contended that MPs are not the right people to discuss their own compensation and there has to be Special Committee set for the purpose. This is a practice in advanced democracies.

By suggesting this, we are not suggesting that MP benefits are in anyway lucrative, but we are saying, an independent body may figure out the best way of handling such issues, and even offer MPs better benefits.

In the United Kingdom for example; since 2009 following a scandal relating to abuse of office, set-up Independent Parliamentary Standards Authority (IPSA)

IPSA is responsible for: setting the level of and paying MPs’ annual salaries; paying the salaries of MPs’ staff; drawing up, reviewing, and administering an MP’s allowance scheme; providing MPs with publicly available and information relating to taxation issues; and determining the procedures for investigations and complaints relating to MPs.

Owing to what has happened in the Parliament of Botswana recently, we now need to have a way of limiting what MPs can do especially when it comes to laws that concern them. We cannot be too trusting as a nation.

MPs can abuse office for their own agendas. There is need to act swiftly to deal with the inherent conflict of interest that arise as a result of our legislative setup. A voice of reason should emerge from Parliament to address this unpleasant situation. This cannot be business as usual.

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