Second Transitional National Development Plan (April 2023 – March 2025)

1.1 Botswana’s development 2036. The Plan aimed at achieving planning system has been in place for “inclusive growth for the realization of nearly six decades and has generally sustainable employment creation and supported socio-economic development poverty eradication”. Its focus was on in the country. At the centre of the developing a diversified economy overall planning system is a review through the active pursuit of an export- process which is carried out half-way led growth based upon a cluster through every national plan period. development model. It is during NDP 11 The plans are supported by local level that the cluster strategies on beef, development plans which cover the tourism, finance, knowledge-intensive same period as the National services and small stock were Development Plans (NDPs). developed.

1.2 At the beginning, the national 1.4 The implementation of NDP 11, development planning system was including complementing policies and guided by four national principles until strategies, was expected to promote 1996 when the nation adopted Vision domestic and foreign direct investment 2016 as its formative national vision. as a means to adding value to economic The current Vision 2036, being the outputs and generating employment. second the country has put in place, The anticipated increase in aggregate sets out the long-term (20-year) demand, coupled with a regulatory development agenda for Botswana. It is environment that facilitates doing framed around four pillars: Sustainable business, was expected to generate Economic Development; Human and confidence which, in turn, would Social Development; Sustainable sustain domestic and foreign Environment; as well as Governance, investment in productive activities. The Peace and Security. All four pillars efficacy of such strategies would not collectively set out goals and only require a stable macroeconomic expectations of the nation. The overall environment, but also, the Vision is anchored around the improvement of the microeconomic aspiration for Botswana to achieve a level to ensure that efforts aimed at high-income country status by the year eradicating poverty and promoting 2036, when a diversified and export-led sustainable livelihoods for the poor and economy will achieve inclusive and disadvantaged are realised. sustainable growth. Pre-COVID-19 Challenges

1.3 The eleventh National Development Plan (NDP 11), which 1.5 Prior to the COVID-19 pandemic, covers the six years from April 1, 2017 Botswana was faced with challenges to March 31, 2023 was the first Plan that were impacting performance and dedicated to the achievement of Vision progress towards the goals of Vision 1 2036 and the Sustainable Development that will eventually require reforms to Goals (SDGs). The economy continued facilitate economic growth. to experience high levels of unemployment, poverty and inequality. 1.8 While economic diversification The economic growth, slowed down has been on the agenda for many from 3.0 percent in 2019 to minus 8.5 years, it has yet to materialize in a way percent in 2020. The annual growth that supports job creation and rate in formal employment was low, not macroeconomic balance. The impact of exceeding 1.5 percent, and was less the COVID-19 pandemic has exposed than the average growth rate of the Botswana’s vulnerability to socio- labour force. Unemployment rose from economic shocks and has added to the 17.5 percent in 2015 to 26.0 percent of pressure for rapid change if the country the labour force in 2021 (Quarterly is to lessen current and future Multi-Topic Survey Report Q4, 2021), challenges. For example, it is necessary with the majority of the unemployed to improve infrastructure and use of being the youth. Unemployment has information communications continued to rise over the years and technology and internet connectivity requires interventions that will attract across the country, including in schools, growth from both internal and external remote areas and rural villages in sources. particular if the country is to start making gains. Based on the productivity

1.6 The economy has historically gains that are critical to support long- been driven largely by the mining term growth in incomes and living sector, particularly diamonds. Diamond standards, the country must - most revenues, which are the main source of importantly, improve the Government revenues - have been competitiveness of goods and services declining, from about 45 percent of produced for both domestic and GDP in 2006/07 to around 27 percent external markets. of GDP in 2019/20. The downward trend in Government revenues reflects 1.9 The delivery of development a structural shift from a mineral-led projects and priority initiatives were economy to a non-mineral-led adversely affected by the COVID-19 economy, hence a structural decline in pandemic, in part due to the diversion fiscal revenues as a percentage of GDP. of funds to other priority areas. Generally, all sectors were impacted by

1.7 In addition to the long-term issues of poor performance in execution decline in Government revenues, the and follow-through on implementation significant growth in public spending of projects. This should be recognised has equally put pressure on the as an endemic, multi-dimensional Government’s fiscal position. problem that can be attributed to the Government savings have in recent denial of services and opportunities for years been drawn down mainly to Batswana. support the budget and economic activity. The net result has been an 1.10 A number of reforms were increasing public debt. While borrowing introduced at central government level. has been kept well within the statutory These reforms were aimed at improving limits, this is an unsustainable trend the national planning process as a 2 whole, particularly the management unemployment, poverty and and prioritization of the public inequality, along with slowing investment program across sectors. economic growth; These included the Public Finance ii. The planning cycle is not aligned Management (PFM) reforms, with the national electoral cycle, introduction of Thematic Working and there is no clear process by Groups (TWGs) as well as a national which a newly elected performance monitoring and evaluation administration can influence the system. content of the plan;

1.11 While monitoring the implementation of projects and key iii. There is a widening misalignment priorities of Government is important, it between district planning and is insufficient to determine whether or national development planning to not these initiatives are actually the extent that local level plans producing the intended results. A more appear to no longer influence fundamental analysis is required at the NDPs. This has the effect of design stage to provide a basis for undermining Botswana’s reforms and more thorough monitoring governance system; and and systematic evaluation of the effectiveness of the initiative. Whilst it iv. Monitoring and evaluation of the is insufficient to determine whether or implementation of policies, not these initiatives are actually programmes and projects is producing the intended results, the fragmented, lacks robustness recent reform of institutions is expected and leads to lack of to usher in substantive changes and accountability. pave way for structural reforms toward a new economic model. 1.13 If not attended to, these issues will continue to adversely affect service Current Challenges to National delivery and thus result in slower Planning and Delivery growth whose debilitating effect would be to prevent Botswana from achieving

1.12 Botswana has a wealth of its goal of becoming a high-income policies and programmes which have country by 2036. Therefore, there is been implemented through national need for major reforms to the national development plans over the years to development systems, some of which good effect. This notwithstanding, Government has already started some challenges that negatively affect institutionalizing. developmental impact persist and include the following: Sustainable Development Goals (SDGs) i. The system has not been sufficiently responsive and 1.14 Government of Botswana is adaptive to achieving the much- committed to the 2030 UN Agenda for needed structural transformation Sustainable Development and all its 17 in the economy to be able to SDGs whose underlying principle is to address key challenges of transform the world, leaving no one 3 behind. This commitment implies that transformative 2030 Agenda for Government will endeavour to end Sustainable Development. poverty and hunger; reduce morbidity, inequality and discrimination against 1.16 The Reset Agenda aims at women and girls; address climate addressing social and economic change issues, including measures to developmental issues with five priority protect the environment; as well as areas, namely: ensure that all people enjoy peace and prosperity. These issues are of critical i. Saving Botswana‘s population importance in the current national from COVID-19 through the development planning process. In order implementation of life-saving to ensure sustainable development and programmes that include prosperity for all by 2036, the three successful and timely dimensions of the SDGs (economic, vaccination; social and environmental factors) and ii. Alignment of Botswana their targets, must transcend the Government implementation transitional and future national machinery which will come with development plans for the country. significant reforms in the public service; Transforming Botswana iii. Digitalization that facilitates the

1.15 Government is aware that there delivery of services to citizens is limited growth and lack of traction for and potential to enable high export-led development and productivity; diversification. Unless the economy is iv. Value Chain Development that transformed across the board, past unlocks opportunities for new, achievements will not necessarily high-growth enterprises with translate into future success. particular focus on minerals, Competitive pressures from tourism, food, and education. globalisation and regional develop- This area also entails mental dynamics continue to pose identification of new sectors in challenges to the economy. In order to the global export product space, attain the minimum 5.5 percent annual which sectors have potential to average GDP growth rate required over grow in Botswana, resulting in the next 14 years to 2036, it is significant job creation for youth necessary to immediately embark on a while also driving much-needed number of value-creating imperatives. export diversification and These imperatives are a function (or increase in international trade; reflection) of past failures which have and, resulted in huge opportunity costs that v. Mind-set Change: This area must be avoided. Botswana has started entails developing capacity for to reposition herself for continued entrepreneurship, eliminating a development growth, starting with latent inferiority complex in review of the constitution, institutional Batswana as well as reforms and reforming the planning implementing strategic reforms process. These will be given further that put citizen economic impetus by the Reset Agenda and the inclusion at the centre of 4 economic development attain the Sustainable Economic initiatives. It is anticipated that Development pillar targets. These, in this mind-set change will result in turn, are focused on enhanced and self-actualisation among citizens. inclusive economic development, whereby increased per capita incomes

1.17 The underlying thrust of the associated with the target of becoming TNDP follows the pillar-based “1+3” a high-income country by 2036 is model originating from Vision 2036. associated with increased equality and This model defines the Sustainable eradication of absolute poverty. The Economic Development pillar as the “1+3” approach is reflected in the ultimate outcome, with the other three structure of the TWGs. There is one Vision pillars serving as its “enablers” TWG for each pillar. The TWG Pillar (Figure 1.1). Therefore, Botswana chapters are presented as Chapters 6 to needs to implement the enabler pillars’ 9 in this document. transformational strategies in order to FIGURE 1.1: THE 1+3 P ILLAR MODEL Adopted from Vision 2036 document.

1.18 One of the fundamental diversified private sector-led growth. objectives to be pursued during the This contrasts with Botswana’s TNDP period and beyond is to achieve historical growth pattern, which was 5 based narrowly (although quite respond in the desired manner. This is successfully) on mineral-led growth, done through progressive policies, an supplemented by public sector-led enabling environment, public goods, growth and to a large extent, financed incentives, and public infrastructure by proceeds of taxation of the mining projects. sector - specifically the diamond sector which has been highly profitable and National Planning Institutional taxed at very high rates. This historical Reforms model is not sustainable as a driver going forward, hence the need for 1.20 Since independence in 1966 and diversified private sector-led growth. until April 2022, national development However, it is important to recognise planning has been coordinated by the what NDP can and cannot do with ministry responsible for finance and respect to private sector-led growth. A supported by all other Ministries as well development plan, by its very nature, is as Local Authorities and Agencies. The prescriptive but also has to be National Planning Commission (NPC) adaptable. To that extent, it can include has since been established through the firm commitments by Government and public sector rationalisation exercise of the private sector to implement a wide 2022 under the Office of the President. range of policies, programmes and The NPC was established with functions projects, as well as to provide funding. from the then National Strategy Office, the Government Implementation Co-

1.19 A plan cannot prescribe actions ordination Office, the Vision 2036 for the private sector in the same way Coordinating Agency and the planning as for Government, as the former function of the then Ministry of Finance consists of thousands of firms and and Economic Development. The entrepreneurs making their own mandate of the Commission is to business decisions regarding factors provide leadership in national strategy such as production, investment, development, coordinated sectoral and markets and employment. The private national planning, implementation sector responds to the environment in coordination and performance which it operates, particularly regarding monitoring and evaluation. The key where profitable opportunities lie. functions of the Commission are to: These, in turn, are determined by such factors as prices, exchange rates, taxes, i. coordinate development and policies, infrastructure, availability of implementation of the long-term skills and human resources as well as vision and strategy for Botswana; laws and regulations. The same ii. coordinate national development principle applies for the civil society, planning and implementation; which responds to the environment in which it operates on the basis of issues, iii. coordinate policy formulation to resources and policies. The role of the ensure harmonious synergy and Plan, with regard to the private sector effectiveness; and, and civil society, is to set out what iv. provide advocacy and Government needs to do to create or communication for the national facilitate an environment within which vision and its strategic the private sector and civil society can interventions. 6 comprehensive and regular,

1.21 While the NPC coordinates the reporting. Such reporting will planning process, implementation will promote timely and evidence- continue to take place at Ministries, based decision-making, prevent Agencies, Non-Governmental wastage and ensure effective Organisations and the private sector. implementation. ii. Inclusive planning and delivery of The Second Transitional National the Plan through extensive Development Plan advocacy and communication, with a variety of stakeholders in

1.22 Botswana’s first Transitional order to obtain their buy-in and National Development Plan was commitment. Deliberate effort prepared in 1965 and covered the and resources have to be period immediately after Independence invested in this exercise, which from 1966 to 1968. This Transitional must complement the National Development Plan, whose decentralisation policy as well as theme is “Towards a High Income promote the spirit of enterprise. Economy: Transformation Now, Broadly, stakeholders in this case Prosperity Tomorrow”, aims to include, but are not limited to, address development issues presented parliamentarians and councillors, above and to establish a foundation communities at large, the private upon which to catapult the country onto sector, civil society, international a path of socio-economic progress community and organizations as towards 2036. The Plan offers an well as development partners. opportunity to institutionalize reforms Without a common and close gaps in the planning system understanding and appreciation for Botswana to achieve its Vision. The of this Plan by all players, its Plan will be implemented during the chances of success will be 2023/24 and 2024/25 financial years. imperilled. Effective from 2023/24 financial year, the reforms will commence with iii. Actively engaging the private thorough consultations at community sector to invest its abundant level and culminate in the development resources in infrastructure and of National Development Plan 12, other developments. The private whose implementation will start in the sector must be assured that 2025/26 financial year. Government would, indeed, lessen its role in the national

1.23 This Plan has prioritised the economy while creating more following: room for active private sector participation, either directly or i. Enhanced accountability through through Public Private comprehensive monitoring and Partnerships (PPPs). evaluation (M&E), which should be accompanied by 7 CHAPTER 2 BOTSWANA: PHYSICAL AND SOCIAL STRUCTURE INTRODUCTION role to the Members of the National Assembly. While Ntlo ya Dikgosi has no

2.1 This Chapter provides legislative powers, issues that affect background information on the tribes and customary law are routed country's physical features and some through it first. indicators of social infrastructure. It, however, starts by giving an overview 2.4 The Executive arm is led by the of the constitutional framework within President, who nominates the Vice which the national principles operate. President, who is endorsed by Members of Parliament. The President also CONSTITUTIONAL FRAMEWORK appoints Ministers from Members of Parliament.

2.2 The Constitution of Botswana commenced in 1966 and the first 2.5 The Judiciary underpins the rule comprehensive review was undertaken of law and deals with both criminal and in 2022. The Constitution provides for civil matters. It deals with law three arms of government, being the enforcement, dispute resolution and Legislature, Executive and Judiciary. ensures that other arms of Government The country has a two-tier system of adhere to the country`s constitution. Government, being Central and Local Within the Judiciary, the Court of Government. Central Government Appeal is at the apex and immediately comprises 18 Ministries and several below it is the High Court. There is also other Agencies, while Local the Magistrates Court system which Government comprises nine Districts exists to settle both civil and criminal and six Town Councils. As part of the cases and the Industrial Court which decentralisation process, all Sub- deals with trade disputes. districts will now be upgraded to District level and will have full responsibility for GEOGRAPHY their portfolios. This will bring the total number of fully-fledged Districts to 29 Physical Features while the number of Town Councils will remain the same. 2.6 Botswana is an inland (landlocked) country covering an area

2.3 Under the Legislature, there is a of 582 000 square kilometres, making it National Assembly made up of 57 the 47th largest in the world, with most Members of Parliament (MPs) directly of the land being flat. The Kalahari elected by constituents and six specially Desert accounts for about 70 percent of elected MPs who are both responsible the total land area. According to the for making laws of the country. The 2022 Population and Housing Census, National Assembly is complemented by the country has a population of Ntlo ya Dikgosi, which is made up of 35 2 346 179 people. Most of the traditional leaders who play an advisory population dwell in the eastern region 8 whose relatively favourable climatic and 2.8 Botswana’s average elevation is soil conditions make arable farming about 1,000 meters, and the southern feasible. The country’s capital city, terrain is high, with hills to the east and Gaborone, is also in the eastern region. low to the west with a gentle slope. The south-western part, in which the

2.7 About one-third of the southern Kalahari Desert is located, is a dry area. part of the country lies south of the During the rainy season, the desert Tropic of Capricorn, and the north end area becomes grassy and dotted with is located near 18° south latitude. saline water bodies (pans). South Africa borders the country to the south, Namibia to the west and north, Zimbabwe to the northeast and Zambia to the north (Map 1.1). Map 1.1: Location of Botswana in Southern Africa Source: Department of Surveys and Mapping 9 Surface Hydrology system. To tap into the basin's surface flows, Botswana plans to draw 136Mm3

2.9 Botswana has four major river per year from the Lesotho Highlands via basins: the Okavango, Chobe-Zambezi, South Africa. Limpopo and Molopo. Except for the Chobe and Okavango rivers in the Weather and Climate North, most of the rivers are ephemeral, meaning they flow 2.11 Botswana’s climate is classified temporarily in the rainy season and as warm and semi-arid, with seasonal rarely run in the dry or winter season. rainfall from November to March. Most The Limpopo River in the eastern part of the country is dry. The capital city, of the country has sufficient flow, and Gaborone, has an average monthly all major dams are found along the temperature of 13°C to 25°C. Due to Limpopo catchment. The Molopo and the country’s location, rainfall is low, Nossop rivers have rare or no flow unreliable, unevenly distributed, highly which can be attributed to low rainfall variable from year to year, and and over-development upstream. seasonal ranges of temperatures are Water supply from the country's major high. The highest mean monthly rivers are shared with neighbouring temperatures range between 32°C to states. For that reason, utilisation of 35°C and are generally recorded in such supply requires transboundary October and January. The lowest negotiations with those states. monthly temperatures are between 1°C and 5°C over the southern and eastern

2.10 The major dams have a total parts of the country, and 5°C and 7°C capacity of 915.7Mm3 and an annual over the northern parts. safe yield of 144.4Mm3. Botswana receives 7Mm3 per year from Molatedi Soil and Vegetation Dam in the North-West Province of South Africa. The Okavango River flows 2.12 In terms of vegetation, various of approximately 10,000Mm3 per year types of vegetation cover much of the at the panhandle drain into the country. These include grassland, Okavango Delta, a Ramsar wetland of natural woodland, forestland, savannah international importance which is also a types, bushland, aquatic and man- world heritage site. Only 2 percent of made plantations. Vegetation resources the Okavango River inflows are play an important role in livestock received at the outflow, as the rest is farming and wildlife industries, thus lost through evapotranspiration before contributing to the national economy it reaches the Makgadikgadi Pans. The and the well-being of its citizens. That Chobe-Zambezi catchment yields is why sustainable land use practices 3 41,000Mm per year of unutilized flow are necessary to prevent, amongst as measured at Victoria Falls. Botswana others, land degradation, over-grazing, plans to draw up to 495Mm3 of the loss of biodiversity and degradation of latter per annum, representing the environmental resource base. approximately 2 percent of the total runoff. The Molopo River is mainly a fossil river that rarely flows but is part of the major Orange-Senqu River 10 Natural Resources status. This includes game reserves, national parks, wildlife management

2.13 With more than 17 percent of its areas and forest reserves. Agricultural land area reserved for national parks land accounts for 10 percent. The and game reserves, Botswana is country is also well endowed with high- blessed with various and breathtaking quality mineral resources, including game destinations. Large numbers of diamonds, gold, copper, nickel, wildlife are found in national parks and uranium, iron and coal. A lot of mineral game reserves as well as in wildlife exploration has been undertaken over management areas outside such animal the years. Diamond mines at Orapa, sanctuaries (see Map 1.2). High Letlhakane, Jwaneng, Lerala, and concentrations of large game are found Damtshaa continue to be the main in the Chobe National Park and the source of revenue for the economy. Okavango Delta. About 40 percent of Botswana’s land is under protected area Map 1.2: National Parks and Game Reserves Source: Department of Surveys and Mapping 11 Population and Development mortality rate dropped from 56 deaths per 1000 live births in 2001 to 17

2.14 In both the developed and deaths in 2011 but increased to 38 in developing world, countries facilitate 2017. The under-five mortality rate development by controlling fertility decreased from 74 deaths in 2001 to 28 through population policies. That has deaths per 1000 live births in 2011, been the case in Botswana since the after which it increased to 48 deaths in late 1990s following the 1994 2017. A similar trend is observed in the International Conference on Population number of deaths occurring among the and Development. From 1997 to the rest of the population during a given revised inception of National Population year - crude death rate. The latter Policy in 2010, the central goal has declined from 12.4 deaths per 1000 been to improve the quality of life and people in 2001 to 6.3 per 1000 people standard of living for Batswana. Ideally, in 2011 and increased to 6.7 per 1000 this was to be achieved through a in 2017 . The movement in mortality reduced rate of population growth rates translated to the variation in life determined by both mortality and expectancy at birth, increasing from fertility rates. 55.7 years in 2001 to 68 years in 2011 but decreasing to 66.2 in 20171. The Fertility and Household Size improvement in life expectancy could partly be attributed to the

2.15 The Total Fertility Rate (TFR) for Government’s successful strategies for Botswana declined over the years, from fighting HIV/AIDS, which include the 3.27 in 2001 to 2.7 in 2011. The universal provision of anti-retroviral Botswana Demographic Survey of 2017 drugs (ARVs). The success in fighting estimated the rate at 3.1 children per HIV/AIDS is demonstrated by the woman of reproductive age. The country`s achievement of the UN 95- decline could, among others, be due to 95-95 targets, as revealed by the possible combined effect of the preliminary results of the 2022 HIV/AIDS epidemic, increasing Botswana AIDS Impact Survey (BAIS women’s education and increased use V). of modern contraceptive methods. Related to the decline in the total Marriage and Marital Status fertility rate is the reduction in household sizes. The 2022 Population 2.17 The marital status of the and Housing Census estimated the Botswana population changed national average household size of 3.3 considerably over the past four persons compared to 3.7 recorded in decades, signifying a change in social the 2011 Census. relations and family structure. Data from the previous censuses show that Mortality the institution of marriage in Botswana declined between 1971 and 2001. The

2.16 According to the 2017 Botswana proportion of married men dropped Demographic Survey (BDS), the infant from 29 percent in 1991 to 17.1 percent 1 Caution should however be made in survey only deals with a sample of the comparing survey and census figures as a population and may yield varied figures 12 in 2001, before slightly increasing to years from 52.0 percent in 2001 to 59.8 18.8 percent in 2011. Similarly, the percent in 2017. The proportion of share of married women declined from children under five declined possibly 27 percent in 1991 to 17.9 in the 2001- due to the declining TFR and, partly, 2011 period. The mean or average age due to mortality rates. The policy at first marriage was reported at 41.7 implications of these changes in the age for males and 36.2 for female. structure are a declining dependency However, the incidence of cohabiting burden, rapidly growing labour force increased from 16.8 to 20.6 among and youth populations. males and 17.1 to 20.8 among females between 2001 and 2011 and rose to 2.20 Consequently, having attained 21.8 percent in 2017. The proportion of some remarkable levels of the the population who were never married demographic transition (relatively low was estimated at 54.4 percent in 2017, and falling fertility and mortality trends) compared to 53.5 percent in 2011 and and with low dependency ratios, the 64.2 in 2006. window of opportunity to harness the Demographic Dividend (DD) is open for Population and Disability Botswana. This type of age structure gives a country the opportunity to

2.18 The prevalence of disability is accelerate economic growth through estimated at 4.2 percent2. Females had increased productivity; savings and a higher prevalence rate of disability at investments; a favourable environment 4.7 percent compared to males at 3.7 that facilitates decent work at the national level in 20173. Visual opportunities for the expanding labour impairment accounted for the highest force; and harnessing prevailing share (49 percent) of disability forms. conditions of good governance and The second position was occupied by accountability, to ensure that policy those with impairment of legs at 28.7 intentions are translated into effective percent. programmes for sustainable development. Population Age Structure and Momentum for Growth 2.21 A Demographic Dividend Roadmap has been developed to

2.19 In 2017, the youth (15-35) provide an overarching framework to accounted for 34.6 percent of the total guide the country's long-term population, the majority of whom are in development aspirations to achieve a the 30-35 age bracket. An interesting generational transformation within feature of the population is the three to five decades. The roadmap declining proportion of children under mainly aims at guiding Government and five. Though the population is youthful, non-state actors on how to integrate the mean age increased from 24.8 population and development issues (DD years in 2001, to 25.2 in 2006, and to priorities and interventions) into 27 years in 2017. The working age development planning and budget group (15-64) also increased over these frameworks to accelerate harnessing the DD. 2 3 Marriage Statistics Stats Brief, 2020 Botswana Demographic Survey 2017 13 FIGURE 2. 1: P OPULATION BY AGE AND SEX Migration, Population Distribution areas are valued both in monetary and and Urbanisation social terms and are a valuable safety net for low-income urban households.

2.22 An urban area is any locality with Urbanisation can be a valuable engine 5,000 or more inhabitants, with at least for socio-economic transformation and 75 percent of its workforce engaged in development if properly managed. non-agricultural activities. Botswana’s Some of the factors that drive economic share of the population living in urban growth in urban areas - when compared areas increased from 45.7 percent in to rural areas, include economies of 1991 to 54.2 percent in 2001, and 64.1 scale, greater propensity for innovation, percent in 2011 and remaining so in and higher wages. 2017. The 2022 Population and Housing Census preliminary results show a 2.24 Migration is not a new further increase in the proportion of phenomenon in Botswana: internal and people living in urban areas at 66.8 international migration have been percent. The rapid growth of the urban important features of the country for population is largely a result of the re- more than a century. Significant classification of some formerly rural population groups, especially the youth, villages to urban status. move to the urban areas in search of opportunities to improve their

2.23 Despite the rapid urbanisation, a livelihoods. To address these large proportion of Botswana movements that result in growth in the households in urban areas maintain urban population, there should be strong links with rural areas, where deliberate efforts to improve the urban they own residential and farming land - infrastructure to accommodate growing cattle posts and crop fields in the case demand. An overwhelmed ecosystem, of the latter. Assets maintained in rural compromised sanitation, 14 unemployment, possible squatting and a) Phase 1 (2016-2022): This phase crime are some of the challenges of was for a broad uptake of the SDGs rapid urbanization. agenda into mainstream development. It is expected that Sustainable Development Goals during this phase, the country will have attained all the Millennium

2.25 Botswana has made significant Development Goals-related SDGs strides in the domestication and and registered measurable progress implementation of the 2030 Agenda on all other SDGs; and its associated SDGs during the NDP b) Phase 2 (2023-2029): This phase is 11 period. The design of projects and for the transformation of programmes for NDP 11 ensured that development drivers towards the delivery of the country’s priorities sustainability, with all relevant SDGs contributes to attaining the SDGs. targets set to be achieved by 2029; However, the economic and social and, impact of the COVID-19 pandemic has significantly hampered progress c) Phase 3 (2030): The third and final towards attainment of the national phase is for wrap-up, reporting and development agenda and SDGs. packaging. The country will commence setting new goals for its

2.26 At the national level, Botswana next development phase in line with developed a solid institutional structure the national context, in particular, during the course of NDP 11 to deliver Vision 2036, and global on Agenda 2030 and the SDGs. This developments and continue with the effort needs to be leveraged further in implementation of Africa’s Agenda future plans to implement policies and 2063. programmes aimed at achieving development gains. Targeted policies CONCLUSION and interventions have the potential to lead to transformational change. 2.28 This chapter presented the physical and social structure for

2.27 Botswana’s SDG Roadmap Botswana, including the constitutional (2017-2023) was developed and framework that facilitates launched in February 2018, setting the implementation of the national approach and identifying strategic principles. Perhaps most notable is the intervention areas for the successful pace and extent of urbanization, which implementation of the SDGs. These has major implications for resource measures have provided a solid allocation, planning and governance. foundation for the implementation of Generally, the observed structural the SDGs in the country and will be changes call for the need to revisit the implemented in three phases as National Spatial Plan (NSP) to aid the follows: identification of key development issues and opportunities. During the TNDP, this should form an essential component of the planning system. 15 CHAPTER 3 ECONOMIC PERFORMANCE DURING NDP 11 INTRODUCTION been the case over recent years, it is projected that emerging and

3.1 This Review of Economic developing markets are expected to Performance during NDP 11 is grow much faster than advanced structured as follows: Following this economies, and will account for the introduction, is a review of the external majority of global growth. Interestingly, (international and regional) landscape as shown in Figure 3.1, the IMF is that identifies key developments that projecting that Sub-Saharan Africa will impact on Botswana during the (SSA) will grow as fast as emerging coming years, which developments this markets as a whole, in contrast to the Plan has to respond to. The rest of the slower growth of SSA in the 2000s and chapter covers the domestic 2010s. This indicates the opportunities macroeconomic review and fiscal that should arise from greater trade performance during NDP 11 and integration in the continent. highlights economic challenges to be addressed. Crisis and Resilience GLOBAL AND REGIONAL 3.3 The global economic ECONOMIC REVIEW environment has been characterised by increased and prolonged uncertainty GDP Growth during NDP 11, particularly during the second half of the Plan period. As the

3.2 Global economic growth has Mid-Term Review (MTR) of NDP 11 was been hit by three major shocks in the being finalised in early 2020, the world past 13 years: the Global Financial was hit by the COVID-19 pandemic, Crisis (GFC) and the COVID-19 which required the revision of the MTR, pandemic, which individually caused a preparation of the accompanying global recession, and the Russian Economic Recovery and Transformation invasion of Ukraine, which will reduce Plan (ERTP), as well as revamping the growth further in 2022. Looking way in which Government conducted its forward to the TNDP period, global business. Almost exactly two years growth was forecast by the later, just as most of the world was International Monetary Fund (IMF) in finally emerging from pandemic, the January 2023 to average 3.1 percent a Russian invasion of Ukraine year over the three years from 2023 – dramatically raised global political 2025. However, with the changing tensions and caused further economic global economic environment, this disruption. Such disruption has forecast is subject to a higher degree of manifested itself in the form of notably risk and uncertainty than usual and may higher prices for globally traded be further revised downwards. As has 16 commodities (including foodstuffs) and is expected to persist for some time. FIGURE 3. 1: G LOBAL G ROWTH AND P ROJECTIONS 10 8 6 4 percent 2 0 -2 -4 -6 Advanced economies Emerging market and developing economies Sub-Saharan Africa Source: IMF World Economic Outlook, October 2022

3.4 These two major disruptions payments) and savings to support the within a period of two years – following fiscal account (Government budget). the GFC a decade earlier – have some important implications for economic 3.6 A second component of risk development and policy. They also have management is to be more rather than some lessons that can help countries to less diversified. A more diversified be better prepared to withstand future economy will increase a country’s ability shocks. to handle and respond to unexpected shocks. This contributes to a country’s Risk Management resilience, which underpins the minimisation of the short-term impact

3.5 The need for countries to have of shocks and the medium-term the capacity to withstand future shocks recovery from those shocks. cannot be overemphasised. In this Diversification relates to developing a regard, countries that will fare best will broad-based structure of economic be those that have built the capacity to activity, trading partners and trade handle risk and respond to shocks. This routes as well as sources of essential includes having the financial capacity to goods and services. However, this does continue economic activity when shocks not necessarily mean that countries occur. One way they can do that is by should aim for more self-sufficiency. As having sufficient reserves to support IMF research shows, this can lead to the external account (balance of less resilience as supply chains become 17 less diversified4. Instead, countries should concentrate on developing a 3.9 Second, as the rapid post- network of supply chains with high pandemic recovery in international substitutability. trade showed, the ability to trade efficiently across borders is a key Trade component of resilience, while trade is an important facilitator of recovery from

3.7 Successive global crises have shocks. Artificial restrictions on trade also complicated the global trade (such as those introduced by the UK environment. Whereas global trade following Brexit) enlarge the negative grew rapidly during the 1990s and impact of crises on growth, and hamper 2000s, it grew more slowly during the the ability to recover from shocks. decade following the GFC. Geo-political tensions, notably between the United 3.10 Third, as major companies try to States of America and China, and those diversify their global supply chains, new associated with the departure of the opportunities are emerging for United Kingdom from the European integration into global value chains. For Union, further disrupted trade during instance, rather than looking for single the second part of that decade. The “least cost” suppliers, major companies synchronised global response to will look for a diversified range of COVID-19 (in the form of border suppliers that provide a “least risk” closures, transport disruptions, and network rather than a “lowest cost” restrictions on movement) negatively network. impacted trade in a severe manner. As the post-pandemic global economic Climate Change recovery unfolded during 2021, various bottlenecks emerged in global supply 3.11 While the COVID-19 pandemic chains, notably in terms of port and and the Russian invasion of Ukraine freight capacity. As these were being have been the two main crises facing addressed, the war in Ukraine further the world economy since 2020, over the impacted global markets. longer-term climate change is probably the major challenge facing the world.

3.8 These trade-related developments have several major 3.12 Climate change has many implications, which can be summarised dimensions, and is already impacting in three areas. First, as noted above, by most countries and the global economy. building resilience through diversified It also represents a particular global sources of supply for key commodities governance challenge due to its and inputs to production, multiple complex interlinkages and the long time transport routes for imports and period between cause and effect. exports; maintaining storage facilities Suffice to say that a failure to deal for strategic commodities; and effectively with this challenge will have developing domestic productive far-reaching negative effects on the capacity. 4 IMF World Economic Outlook, Chapter 4, April 2022. 18 population of the world and the global vehicles using petrol and diesel). This economy for decades to come. has some key implications for economic activity, such as shifting towards

3.13 Dealing with climate change renewable sources of energy for power requires action on two fronts. The first generation, minimising further is mitigation, that is, implementing exploitation of coal resources, and measures to reduce greenhouse gas developing plans for managing (and emissions at a fast enough pace to keep benefitting from) the ongoing shift in the rise in global temperatures to a vehicle technology away from internal tolerable level. The second is combustion engines (ICE) to battery adaptation, being changes that have electric vehicles (BEVs). or will become necessary in response to the climate change that is already 3.17 Developments at a national level occurring or will occur in future. will be influenced by national policy decisions, but also to a large extent, by

3.14 The primary responsibility for global developments. For instance, it mitigation lies with the world’s major will become increasingly difficult to GHG emitters – China, the USA, the secure financing for coal-based European Union, India and Russia. The projects, such as transport facilities moral responsibility to reduce emissions (like railways and ports) used for the is particularly strong for countries that transportation of coal, coal-fired power have historically been the largest stations, conversion of coal-to-liquid emitters of GHGs – USA and European fuels, and even transmission lines for countries. Most African countries have electricity generated from coal. Oil and low levels of historical and current gas projects may not be far behind. emissions, with the exception of South Africa, which was the world’s 13th 3.18 And while NDCs are not legally largest emitter of carbon dioxide (CO2) binding, the moral pressure on in 20205. countries to abide by their GHG emission reduction commitments, and

3.15 Nevertheless, mitigation is a to be a “good global citizen” will collective global responsibility, and become more intense. Already, many almost all countries – including global investors are emphasising Botswana – have submitted a Nationally Environmental, Social and Governance Determined Contribution (NDC) to the (ESG) considerations where they direct United Nations Framework Convention funding and assess investment on Climate Change (UNFCCC), performance. For example, mining indicating the country’s commitment to companies are being challenged to reducing GHG emissions by 2030. demonstrate their “green” credentials in what is often a polluting industry,

3.16 Meaningful mitigation requires a through initiatives such as switching rapid reduction in the use of fossil fuels, away from the use of coal-fired grid which are mainly used in the energy power to renewable energy power and transport sectors (coal and gas- sources. Financing challenges will be fired power generation, as well as particularly severe for fossil fuel 5 e-largest-emitters-of-co2-in-the-world/, https://www.statista.com/statistics/271748/th accessed 17/4/22. 19 transport and energy projects, which had a period of weakness that persisted are typically capital intensive and have until 2019. long payback periods, in many cases beyond the time period when coal is 3.21 The advent of the COVID-19 likely to play a significant economic pandemic in 2020 affected the global role. mobility on which the industry has traditionally depended, as well as the

3.19 Adaptation to climate change physical presence on which trading, also has far-reaching implications, manufacturing and retailing have been although in different forms for different based. The industry then rebounded countries. Countries with large strongly in the post-COVID recovery. populations in coastal areas will be However, the conflict in Ukraine has under the most severe pressure as sea added extreme uncertainty, with levels rise, with a need to migrate both Russian “conflict diamonds” having a populations and economic activity. negative impact on the supply chain Changing (more extreme) weather and, potentially, consumer demand. patterns will have a global impact, especially on agriculture and health, as 3.22 Besides fluctuations in the level temperatures, rainfall and disease of final demand, the industry has also patterns change. Countries with agro- been going through deeper structural based economies may be the most changes, mostly driven by advances in vulnerable, as is the case with many in technology as well as changes in sub-Saharan Africa. Botswana is one of consumer tastes and preferences. the countries in the region that is considered to be most exposed to rising i. Competition from artificial or lab- global temperatures in the coming grown diamonds (LGDs) decades, with huge impacts likely affecting rain-fed agriculture, nature- 3.23 The first change relates to the based tourism and national water increasing presence of artificial or supplies. laboratory-grown diamonds (LGDs) in the market. These can be produced Diamonds anywhere, using technology that is now widely available, and at a significantly

3.20 International trade in diamonds lower cost than is typical for natural and the associated value chain from (mined) diamonds. While LGDs were mining through to the retailing of originally small and had not penetrated jewellery have also undergone the premium end of the market for significant changes in recent years. larger stones, the size of high-quality From an industry characterised by LGDs is steadily increasing. The considerable stability in past decades, it maintenance of a market for natural is now faced with considerable diamonds depends largely on uncertainty. This first sign of segmenting the market, to keep them uncertainty became apparent during as a premium product that commands the GFC in 2008-9, when the industry a significantly higher price (per carat) was deeply affected by the decline in than LGDs. Given that natural and LGDs spending on luxuries. Despite a strong are chemically identical, this is primarily post-GFC recovery, the industry then 20 about marketing, and appealing to iii. Technology different customer groups.

3.26 A third change relates to the ii. Consumer preferences impact of technology in the diamond value chain. Blockchain technology

3.24 A second and related challenge makes it possible to securely trace to LGDs is the increasing emphasis on individual stones from mining, through “ethical diamonds”, or Environmental, trading, manufacturing, jewellery- Social and Governance (ESG) issues making to market, making their more generally. This has moved beyond provenance more assured. This is the traditional “conflict diamonds” critical in addressing concerns about concerns that were prominent in “conflict-free” and “green” diamonds. previous decades, to a concern with Furthermore, web-based auction6/ “green” environmental and sales platforms reduce the importance sustainability issues more generally. of old-style physical sales mechanisms. LGDs have certain characteristics that One of the major impacts of COVID-19 have been exploited from this and related restrictions was the perspective: given that they are movement of a portion of jewellery produced in laboratories, and can use trading from retail stores to online electricity from renewable sources, platforms. This movement also allowed their direct impact on the environment for more customised production of – including their carbon footprint – can jewellery pieces and individual cut be minimal. This poses a competitive stones, on a bespoke basis, as well as challenge for natural diamonds, and vastly reduced needs for inventories reinforces the importance of moving along the supply chain. mining operations towards the use of renewable energy and away from coal- Russian diamonds fired power. As important is emphasising the positive social and 3.27 Following the invasion of economic impact that diamond mining Ukraine, the imposition of a wide range can have in developing countries. of economic and financial sanctions were imposed on Russia, affecting its

3.25 Furthermore, demographics will ability to sell rough diamonds. The also have an impact on consumer major Russian diamond mining demand, as the aging “baby boomer” company, Alrosa, produces around 30 generation in the USA gets smaller, percent of global rough supplies, and while younger generations may have restrictions on trade in these diamonds less interest in diamonds. They, and mean that they are increasingly growing affluent populations in excluded from the USA market, which is emerging markets, may be more the largest retail market for diamond inclined to buy jewellery using cheaper jewellery in the world. As with many LGDs. other commodities, one result is a divided world market7, rather than a 6 While these were being developed pre- restrictions on movement and gathering COVID, their development has been during the pandemic. 7 accelerated as a result of the physical One part that accepts Russian diamonds and the other that does not. 21 globally integrated one - which in turn, conferences), as well as the design of affects prices in the two market value chains and relationships between segments. This is likely to have an participants in those value chains. The impact on Botswana, as the world’s digital transition is primarily about second largest producer of rough information, speed and cost of moving diamonds. Higher prices provide that information around, hence the windfall gains to diamond producers in ease with which economic entities – the short run, but also provide an producers, distributors and consumers opening for LGDs to take a greater – access and use that information. At market share at the expense of natural the same time, information processing diamonds. The long-term dynamics are and analysis have become much unclear as the situation is still in flux (as cheaper. at April 2022), but the overall expectation is of significant market 3.30 The impact of this transition is disruption for some time. Such far-reaching. Artificial intelligence (AI) disruption may possibly result in a is becoming more pervasive, enabling smaller market for natural diamonds – activities to be digitalised and more focused on higher value, premium automated as never before. Fine-tuning products – and a diminished role for of product and service design means Russian supply. that more customisation is possible, whether in healthcare or drug Digital Transition treatments, vehicle or jewellery design, or in financial services. When combined

3.28 The transition towards a more with the ability to deliver services digital economy and society, which has digitally, information processing long been under way, was given reduces the need for physical presence. greater impetus by the COVID-19 Examples: in e-health, specialists pandemic, which restricted travel and provide diagnosis and direct treatment physical presence in the workplace. The remotely; through greater pandemic also provided an opportunity customisation, drugs are designed to to pilot the systems – both hardware meet individual health needs; and, in and software – that are needed in the the field of education, economies of digital economy, as well as to stress- scale are harnessed by delivering test those systems in the face of courses online to tens of thousands of synchronised global demands. It is learners at the same or different times. therefore imperative that countries, including Botswana, draw lessons from 3.31 When combined with satellite the pandemic in order to modernise imagery of climate, soil and crop business operations in order to improve conditions, agriculture can be efficiency, and as well to take potentially transformed in a “climate advantage of emerging opportunities. smart” manner.

3.29 The digital transition manifests 3.32 Digitalisation is also itself in many ways. These include more transforming the financial sector with online delivery of services (both public innovative products and delivery and private), more online interaction channels, hence new types of financial (such as for meetings and institutions. Inevitably, the old 22 structure of financial systems organised around banks with physical branches is DOMESTIC MACROECONOMIC fading away, with a diversity of REVIEW institutions (banks and non-banks) as well as products (with digital versions of GDP Growth existing products, such as insurance and new products, such as mobile 3.35 The NDP 11 period has been a money). The sector is also fast- challenging one, especially in the changing, with “fintech” emerging to second half of the Plan period8. GDP challenge traditional banking and growth has underperformed over the financial services. Plan period as a whole, due in part to COVID-induced recession in 2020. Even

3.33 On that basis, digital financial though there was a healthy recovery in innovation can help improve access to 2021, overall growth in GDP and per finance by reducing the costs of capita incomes during NDP 11 fell short providing financial services to low- of projections at the beginning of the income households and supporting new Plan period. For instance, NDP 11 products. Regulators have to respond in projected that GDP growth would a balanced manner, understanding and average 4.4 percent over the five years limiting risks while encouraging from 2017 to 2021. However, actual innovation. real GDP growth averaged 2.9 percent a year over this period (Figure 3.2).

3.34 One ongoing development with This adds to the challenge of achieving the potential to be transformative is the a higher growth rate during TNDP in emergence of digital currencies, order to stay on track to achieve high including crypto currencies, virtual income status by 2036, and to currencies and central bank digital aggressively bring down currencies (CBDCs). These have unemployment. different characteristics as well as advantages and disadvantages. 8 This period had two crises in quick devastating economic and social impact, both succession: COVID-19 in 2020 and the Russian domestically and internationally. invasion of Ukraine in 2022. These have had a 23 FIGURE 3. 2: REAL GDP GROWTH – NDP 11 PROJECTED , AND ACTUAL 15 10 5 percent 0 -5 -10 2017 2018 2019 2020 2021 Actual MTR/ERTP NDP 11 Source: Ministry of Finance, Statistics Botswana GDP Diversification and Sectoral period. However, an important driver of Growth the reduced share of mining was a sharp decline in diamond prices (thus

3.36 Diversifying the economy to reducing the contribution of mining to reduce the high level of dependence on GDP), rather than robust growth of the mining has long been a central non-mining private sector. Overall, the objective of NDPs. One of the results of Government sector (including public successful diversification will be a shift administration, health and education) towards growth led by the non-mining has been the main driver of growth over private sector, with less reliance on this period, such that public mining and Government. administration is now the largest sector of the economy (Figure 3.4).

3.37 There is some evidence that this Nevertheless, several sectors of the is already happening. The contribution economy have grown faster than of mining to GDP fell from 24 percent to mining during NDP 11 (as Figure 3.3. 17 percent between 2016 and 2021, shows) although performance from the although the share of Government critical tourism, agriculture and (including education and health) rose. manufacturing sectors was below Overall, the contribution of the non- expectations. mining private sector rose from 53 percent to 56 percent of GDP over this 24 FIGURE 3. 3: SECTORAL GROWTH (AVERAGE ANNUAL RATES ), 2016-2021 8% 6% 4% 2% 0% -2% -4% -6% Source: Statistics Botswana, National Accounts FIGURE 3.4: SECTORAL SHARES OF GDP, 2021 Public Administration Business & 19% Administrative Services 8% Education & health 9% Financial Services 6% Other ICT 5% 3% Accom. & Food Agric. 2% 2% Diamond Trading 2% Trade 11% Mining 17% Construction Manufacturing 11% 5% Source: Statistics Botswana, National Accounts Note: “Other” comprises all sectors that individually contribute less than 2 percent to GDP 25 External Account 3.5). In 2021, diamonds accounted for 76 percent of total exports of goods and

3.38 Increasing the level of exports services (including both rough and and diversifying the composition of polished diamonds, but excluding re- exports is of crucial importance for exports). Although there have been sustainable future growth. Diamonds some success stories, other categories have been the mainstay of Botswana’s of exports (like other minerals and exports since the early 1970s and are manufactured goods) remain small likely to remain so for some time. (Figure 3.6). However, the major However, diamond exports are unlikely contribution to non-diamond exports to show significant growth in the has come from services, mainly medium term, are becoming more tourism, with smaller contributions volatile and will eventually be from transport, business and financial exhausted. It is therefore essential to services. Although it is now recovering develop other exports, including other slowly, tourism has been hit hard by the minerals, manufactured goods and pandemic, with negative growth and services. lower exports in 2020 and 2021. Overall, the level of non-mineral

3.39 While there have been efforts to exports, relative to non-mining GDP, promote other exports, the success of has weakened during NDP 11. this strategy has been limited (Figure FIGURE 3.5: NON -MINERAL EXPORTS OF GOODS AND SERVICES (PERCENT OF NON- MINING GDP) 16% 14% 12% 10% 8% 6% 4% 2% 0% Source: Statistics Botswana, Bank of Botswana 26 FIGURE 3.6: SHARES OF EXPORTS (GOODS & SERVICES ), 2021 Other Minerals Manufactures 4% 8% Cattle & Meat 2% Services 10% Polished Diamonds (net) 9% Rough Diamonds* 67% Source: Statistics Botswana, Bank of Botswana. * excludes re-exports financial (capital) account, in turn

3.40 The slow pace of export reflecting outward portfolio investment diversification has been a contributor to by Botswana pension funds and the deteriorating performance on the declining levels of inward FDI. The balance of payments (BoP), which was latter is of particular concern and in deficit for nine out of the ten years emphasizes the need to improve the up to 2021 (Figure 3.7). The lack of environment for doing business and export diversification also shows up in Botswana’s attractiveness for foreign an extremely large non-diamond trade investment. Net inward FDI (Figure 3.8) deficit – whereby non-diamond exports has been well below 1 percent of GDP of goods amounted to P8.0 billion in since 2019 – hence pre-dating COVID- 2021, compared to non-diamond goods 19 – and compares with a global imports of P56.4 billion. This shows the average of 4.9 percent of GDP in that urgent need to boost non-diamond year9. BoP deficits have resulted in exports in order to reduce the falling foreign exchange reserves, vulnerabilities associated with extreme which have declined from 62 percent of dependence on diamonds for foreign GDP in 2015 to 28 percent of GDP in exchange inflows. 2021 (Figure 3.9).

3.41 However, the main driver of BoP deficits has been deficits on the 9 In 2019, Botswana ranked number 153 out https://www.theglobaleconomy.com/rankings/ of 183 countries globally in terms of the ratio foreign_direct_investment/, viewed 21st April of FDI inflows to GDP 2022. 27 FIGURE 3.7: BALANCE OF PAYMENTS 20 10 P billion 0 -10 -20 -30 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 Current Account Financial Account E&O Change in Reserves Source: Bank of Botswana, Annual Report 2021 FIGURE 3. 8: NET INFLOWS OF FOREIGN DIRECT INVESTMENT (PERCENT OF GDP) 4% 3% percent of GDP 2% 1% 0% Source: Bank of Botswana 28 FIGURE 3. 9: FOREIGN EXCHANGE RESERVES (USD MILLION , PERCENT OF GDP) 70% 9 000 8 000 60% 7 000 50% 6 000 Percent of GDP USD million 40% 5 000 30% 4 000 3 000 20% 2 000 10% 1 000 0% 0 Source: Bank of Botswana revenues would be saved in the form of Fiscal Account financial assets for future generations, while the remainder would be invested

3.42 NDP 11 envisaged a “front- in physical and human capital. The loaded” pattern of spending and fiscal intention was that this fiscal rule would deficits. The first years of NDP 11 be progressively implemented in the projected high levels of spending, medium to long-term, and would be around 35 percent of GDP, driven by a fully achieved by the end of NDP 12. large development budget focused on Achieving the fiscal rule target in full overcoming infrastructure backlogs and requires running a budget surplus developing essential new equivalent to (at least) 40 percent of infrastructure. Revenues were mineral revenues in the relevant year. projected at a fairly steady level of around 31 percent of GDP throughout. 3.44 Fiscal data are available for the The substantial deficits in the early first five years of NDP 11 (i.e. 2017/18 years as spending exceeded revenues, to 2021/22), as well as the budgeted would have to be balanced by much figure for 2022/23. The following lower levels of spending in the second picture emerges of Government half of NDP 11, in order to generate a finances during NDP 11: broadly balanced budget over the Plan period as a whole. The projected Total Revenues spending pattern in NDP 11, therefore, saw a major reduction to 25 percent of 3.45 Actual revenues (P353.7 billion) GDP by the end of the Plan, compared are slightly below projected revenues to 35 percent of GDP at the beginning. (P365.1 billion) over the Plan as a whole, and are on target at 31 percent

3.43 NDP 11 also set out a new fiscal of GDP overall (Figure 3.10). The rule, whereby 40 percent of mineral negative impact of COVID-19 in revenues in 2020/21 has been mostly 29 offset by better than projected Composition of Spending performance in 2017/18 and 2021/22. Composition of Revenues 3.48 The excess spending noted above has mainly been driven by a 29

3.46 Mineral revenues have percent higher-than-planned spending underperformed, largely due to weak on Government wages and salaries (at performance of the diamond sector in P157.3 billion, compared to the planned 2019/20, and particularly due to the P122.0 billion). Grants and subventions impact of COVID-19 in 2020/21. Non- to local authorities and State-owned mineral revenues have overall been in Enterprises (SOEs) were also 24 line with Plan expectations, with SACU percent greater than planned. While receipts slightly lower than anticipated. some of the higher spending was Significant (15 percent) under- necessitated by the need to deal with performance of collections of non- COVID-19, the fact that most of the mineral income tax was partially excess derives from wages and salaries balanced by out-performance (10 shows that COVID-19 is not the main percent) of VAT and fuel duty receipts. driver of higher Government spending. There was significant outperformance Overall, recurrent spending is far higher (42 percent) of other revenues and as a proportion of GDP than was grants, due almost entirely to high planned in NDP 11. distributions from the Bank of Botswana. Development Spending Total Expenditures 3.49 In contrast to the higher recurrent spending, actual spending on

3.47 At P397.0 billion, actual the development budget during NDP expenditures are 9.0 percent greater 11, at P82.4 billion, is expected to be 19 than the Plan budget (P364.0 bn), percent below the P101.4 billion notwithstanding lower revenues. planned for NDP 11. This is despite the Whereas NDP 11 envisaged a high level need for development projects, and of spending in the first half of the Plan reflects several factors: (i) a continued before a reduction to more sustainable lack of implementation capacity; (ii) levels in the second half of the Plan, this poor preparation of development has not occurred. Instead, spending project proposals by Ministries, has continued to rise through the Plan Departments and Agencies (MDAs); period and is now anticipated to be and (iii) a diversion of the budget away some 5.0 percent of GDP and, at 31 from development spending towards a percent rather than 26 percent, higher larger Government wage bill and than originally planned by the end of subventions to SOEs and local NDP 11. The required fiscal authorities. This imbalance also needs consolidation – to bring expenditure to be addressed during the TNDP. down to a sustainable level of less than 30 percent of GDP – is still to occur and Budget Balance must be a central theme of the TNDP and NDP 12. 3.50 Whereas NDP 11 envisaged a broadly balanced budget over the Plan period as a whole, the outturn has been 30 very different, with lower-than-planned P43.4 billion during NDP 11 - or an revenues and higher-than-planned average of 4 percent of GDP. spending. The inevitable result is a cumulative deficit now anticipated to be FIGURE 3. 10: FISCAL OUTTURNS , NDP 11 PLANNED AND ACTUAL (PERCENT OF GDP UNLESS OTHERWISE STATED) (a) Total Revenue (b) Total Expenditure 35% 40% 35% 30% 30% 25% 25% 20% 20% Plan Actual Plan Actual (c) Mineral Revenue (d) Non-Mineral Revenue 14% 24% 12% 22% 10% 8% 20% 6% 18% 4% 16% 2% 0% Plan Actual Plan Actual (e) Recurrent Expenditure (f) Fiscal Balance 10% 35% 5% 30% 25% 0% 20% -5% 15% -10% Plan Actual Plan Actual 31 (g) Development Budget (% of total (h) Government Wages & Salaries (% of spending) GDP) 40% 20% 30% 15% 20% 10% 10% 5% 0% 0% 2017/182018/192019/202020/212021/222022/23 Plan Actual Plan Actual Source: Ministry of Finance * 2022/23 “actuals” are budgeted figures as at February 2022. guarantees) has decreased from 22.1 Government Finances percent of GDP at the beginning of NDP 11 (April 2017) to a projected 20.7

3.51 Historically, Botswana has percent of GDP in March 2023, with the generally succeeded in financing growth in the absolute value of debt Government spending entirely from more than offset by the growth in fiscal revenues. Over time, budget nominal GDP. This is well below the surpluses led to the accumulation of statutory limit of 40 percent of GDP, significant financial savings in the and below the previous peak of 27.7 Government Investment Account percent of GDP reached in March 2012 (GIA), which provided an essential (Figure 3.11). However, the GIA has buffer to absorb fiscal shocks and been significantly depleted, from P28.8 enable the continuation of spending on billion at the start of NDP 11 to P11.4 essential projects and programmes billion at the end of the 2021/22 even if revenues are temporarily financial year. The combination of rising reduced. Similarly, the burden of public debt and the diminished GIA means debt has been low, with domestic that Government’s overall Net Financial borrowing mainly undertaken to Assets (NFA) have turned sharply promote capital market development. negative during NDP 11 (Figure 3.12).

3.52 The large budget deficit during 3.53 In view of the foregoing, two NDP 11 has transformed this situation. critical fiscal policy implications for the Total financing needs during NDP 11 TNDP emerge: are estimated at P45.9 billion10. This has been financed mainly by i. any budget deficits would need to drawdowns from Government’s savings be financed by borrowing, rather balances (the GIA), and to some extent than GIA drawdowns. Resultantly, by domestic and external borrowing. the size of budget deficits becomes Total Government debt (including critical, in order to avoid 10 Primarily the accumulated budget deficit, plus some COVID-19 and other expenditures from Special Funds. 32 accumulating an unsustainable ii. the GIA needs to be rebuilt to debt burden; and, provide a buffer against shocks. This requires budget surpluses. FIGURE 3.11: GOVERNMENT DEBT (PERCENT OF GDP) 30% 25% 20% % of GDP 15% 10% 5% 0% Source: Ministry of Finance NB: includes debt guarantees. 2022/23 is a projection. FIGURE 3.12: GOVERNMENT FINANCIAL POSITION (P BILLION ) 60 40 20 P billion 0 -20 -40 -60 NFA Debt GIA Source: Ministry of Finance Inflation and Interest Rates recorded level in Botswana (Figure 3.13).

3.54 For much of NDP 11, inflation remained at historically low levels. From 3.55 However, since April 2021, April 2017 to March 2021, inflation was inflation has been rising sharply, consistently below the mid-point of the reaching 14.6 percent in August 2022 Bank of Botswana’s inflation objective before declining to 12.4 percent in range of 3 to 6 percent, with an average December 2022. This increase was of 2.8 percent. In mid-2020, inflation driven by various factors. Increases in fell below 1 percent, its lowest ever indirect taxes in April 2021 added an estimated 3 percent to inflation. 33 However, the main driver of the sharp Furthermore, the import restrictions on jump in inflation has been fuel prices. fruit and vegetables also contributed to Of the 14.6 percent inflation recorded the increase in food prices. in August 2022, 7.4 percent came from Notwithstanding the sharp increase in the operation of personal transport inflation in 2021-22, it is expected to (mainly fuel), which recorded annual decline through 2023 and be back inflation of 59 percent11. This is within the Bank of Botswana’s objective exacerbated by the inflationary impact range in late 2023 or early 2024. This is of the Russian invasion of Ukraine in due to the fact that factors driving late February 2022, which led to further higher prices are expected to be increases in fuel prices as well as a transitory. sharp jump in global food prices. FIGURE 3.13: INFLATION , 2016 - 2022 16% 14% 12% 10% 8% 6% 4% 2% 0% Source: Statistics Botswana prime lending rate, between March and

3.56 Monetary policy retained an August 2022 (Figure 3.14). accommodating stance throughout the first five years of NDP 11, with a 3.57 Furthermore, longer-term gradual reduction in the Bank rate – the interest rates were affected by main monetary policy interest rate until Government’s expanded borrowing March 2021 – from 5.5 percent at the programme, and rates on Government beginning of the Plan period to 3.75 bonds rose significantly as a result percent by October 2020. However, the (Figure 3.14). In many respects, this sharp rise in inflation required a represents the “normalisation” of tightening of monetary conditions, with Government borrowing costs, which a cumulative increase of 1.51 percent in had previously been exceptionally low the policy rate, and consequently with by the standards of peer countries. The an increase in the commercial banks’ increasing cost of domestic borrowing, and the desire not to crowd out the 11 Botswana has a much higher weight for fuel Operation of Personal Transport group has a in the CPI than most other countries, which weight of 12.6 percent in the Botswana CPI, explains the disproportionate impact of fuel but only 5.8 percent in South Africa. prices on overall inflation. For instance, the 34 private sector from the capital market, is a further reason to exercise fiscal restraint and avoid budget deficits. FIGURE 3.14: INTEREST RATES 10,0 9,0 8,0 percent 7,0 6,0 5,0 4,0 Bank Prime Rate Long-term government bond rate Source: Bank of Botswana through to 2019, but since 2020 a Exchange Rates higher rate of downward crawl has been instituted, particularly since the

3.58 Botswana’s exchange rate policy start of the pandemic. This reflected an framework has been largely unchanged attempt to support the competitiveness during NDP 11. The value of the Pula is of domestic firms (exporters and determined according to a crawling peg producers of import substitutes) and to a basket of currencies comprising the guard against an unwarranted South African Rand (ZAR) and the IMF’s appreciation of the real effective Special Drawing Right (SDR). The exchange rate (REER), thereby weight of the Rand in the basket was supporting the policy objective of reduced from 50 to 45 percent in 2017, export-led growth12. While the REER and the weights have remained has been largely stable during NDP 11, unchanged since that time. The rate of it has appreciated during 2022 as crawl was small (+/- 0.5 percent) inflation has risen, (Figure 3.15). 12 The 2021 IMF Article IV assessment of 8.5 percent to 15.2 percent) (IMF Country concluded that the Pula was moderately Report No. 21/98, p.36). overvalued (REER overvaluation in the range 35 FIGURE 3.15: REAL EFFECTIVE E XCHANGE RATE 103 102 101 100 Index 2018=100 99 98 97 96 95 94 2016 2017 2018 2019 2020 2021 2022 Source: Bank of Botswana growth, is that the rate of

3.59 The nominal effective exchange unemployment has risen during NDP 11 rate (NEER) of the Pula, a weighted (Figure 3.16). Whereas unemployment average of bilateral exchange rates, was recorded at 17.5 percent of the depreciated by 7.6 percent between the labour force in the 2015 Labour Force beginning of NDP 11 and December Survey, it had risen to 26.0 percent in 2022, as a result of the crawling peg. December 2021 before declining This reflected mixed performance slightly to 25.4 percent in December against individual currencies, including 2022. Part of this increase is appreciation of 3.9 percent against the attributable to the impact of COVID-19, South African Rand and depreciation of as unemployment was recorded at 22.2 16.1 percent against the IMF Special percent in December 2019 (pre- Drawing Right over the same period. COVID), but even before COVID, unemployment had been rising. While Unemployment these unemployment rates are high, they are no higher than rates recorded

3.60 One of the consequences of low in the mid-2000s13. Nevertheless, the economic growth, combined with long-term trend is upwards. continued population and labour force 13 Unemployment was recorded at 24 percent percent (Demographic Survey, 2006); and 26 (HIES 2002/3); 25 percent (BAIS 2004); 27 percent (BAIS, 2008). 36 FIGURE 3.16: UNEMPLOYMENT RATE 30 25 Prcent of Labour Force 20 15 10 5 0 Unemployment Rate Trend Source: Statistics Botswana, various surveys Poverty and Inequality years, Botswana remains amongst the top 15 most unequal countries in the

3.61 There has been no new official world15. Addressing this problem is data on poverty rates since the necessary, not just from a social Botswana Multi-Topic Household inclusion and equity perspective, but Survey (BMTHS) results in 2015/16. At also because excessive inequality that time, the headcount poverty rate hampers long-term growth prospects. was 16.3 percent, with the poverty rate higher in rural than in urban areas. The Demographics expectation is that poverty would have continued to decline since that time, 3.63 Updated demographic although COVID-19 may have had a information will be available once the negative impact on poverty rates. full results of the 2022 Population and Housing Census (PHC) are made

3.62 Although there have been no available in early 202316. Based on the recent household surveys, the World preliminary results released in May Bank prepares annual estimates of 2022, annual population growth has poverty rates against the international fallen to 1.4 percent a year, taking the poverty line of $1.90 per day (in 2011 total population to 2.346 million in PPP$). These estimates indicate that in 202217. Based on the 2011 PHC and 2015, the poverty rate was 14.5 subsequent population projections, percent, falling to 12.2 percent in 2018, there are significant differences in the but rising to 15.0 percent in 2020 as a growth rates of different age cohorts. result of COVID-1914. While inequality The working age population (15-64) has been reduced significantly over the has been growing faster than the 14 16 World Bank (2022) Macro Poverty Outlook for The PHC was delayed from its planned timing Botswana, April of August 2021 due to the COVID-19 pandemic. 15 17 World Bank (2022) Inequality in Southern Statistics Botswana Population Projections Africa 2011-2026, Appendix Table 1, medium variant. 37 average, hence the rapid growth of the the main reason why GDP growth labour force. However, the youth significantly underperformed the NDP population (under 35) has been 11 target. It also led to a large budget growing more slowly than the deficit in 2020/21. However, this should population as a whole, with particularly not be allowed to distract attention slow growth amongst the school age from important underlying trends. population (under 20 years), which has Without COVID-19, average GDP almost stagnated. The fastest growth growth would have been respectable, has been amongst the middle-aged and but still not enough to significantly older adult age cohorts, those aged bring down unemployment. from 35 to 75, whose share of the total Furthermore, GDP growth has been too population has increased from 26 dependent on the growth of the public percent to 35 percent over this period. sector and domestically-focused This group of older adults is now larger services, rather than sectors that can than young adults (15-34 years). contribute to exports. With regard to public finances, COVID-19 made the

3.64 In short, Botswana’s population deficit worse, but even without this is aging rapidly. This has a positive development, the commitment in NDP aspect – the demographic dividend – 11 to bring down recurrent spending whereby the number of dependents and secure a balanced budget over NDP that have to be supported by working 11 as a whole would still not have been age adults is declining. However, it has met. On a positive note, inflation was major implications for many aspects of kept at historically low levels, with development policy, notably the associated low interest rates, until the provision of healthcare and educational Russian invasion of Ukraine destabilised resources18. Another long-term global commodity prices. demographic trend is that of urbanization, whereby the share of the 3.66 Macroeconomic performance population living in urban areas (towns during NDP 11 highlights three critical and cities) and urban villages is objectives going into the next Plan increasing, and the share of the rural period. First, raising the GDP growth population has fallen to around 30 rate to a level that will be sufficient to percent of the total. bring down unemployment. Second, dealing with emerging external CONCLUSION imbalances (and declining foreign exchange reserves) and ensuring that

3.65 Macroeconomic performance growth comes mainly from exporting during NDP 11 was to some extent sectors. Third, dealing with emerging overshadowed by the impact of the fiscal imbalances and rising public debt COVID-19 pandemic, which had a through fiscal expenditure restraint and major impact on GDP growth and revenue mobilisation. Government finances. COVID-19 was 18 The share of the school- and college-age older population (which typically has higher population is declining (affecting the need for healthcare needs) is increasing. school places in particular), while that of the 38 CHAPTER 4 MACROECONOMIC PROJECTIONS INTRODUCTION to grow at just over 4.5 percent a year through the period of the TNDP (2023

4.1 This Chapter provides the and 2024) as shown in Figure 4.1. By macro-fiscal projections required as 2025, GDP growth should finally have part of the process of preparing the made up for the losses experienced TNDP. The projections cover the two- during COVID-19. Such growth is year period from 2023/24 to 2024/25, projected to be slightly higher in the as well as 2025/26, covered by the non-mining sector than in the mining standard three-year Medium-Term sector. However, during this same Fiscal Framework (MTFF). They include period, there will be a need to both the growth of the economy and implement changes necessary to fiscal resources likely to be raised and achieve the annual average growth of made available for Government in order 5.7 percent that is required to propel to achieve national development the country towards high-income status objectives. Fiscal resources include by the end of 2036. both tax and non-tax revenues, borrowing from the domestic capital 4.4 It is therefore, recognised that market and/or loans from external significant structural transformation is sources, as well as contributions from needed to put Botswana on the path to public private partnerships (PPPs). high-income status by 2036. This structural transformation has a number

4.2 The Chapter is structured as of critical components which include the follows. Firstly, it covers the baseline following: digital transformation, value macro-economic outlook, along with chain development based on export-led the assumptions used in preparing the growth, development of productive projections. This is followed by infrastructure, reducing dependence on discussions on the baseline fiscal the public sector, and rationalisation of trajectory and assumptions under- State-owned Enterprises. As concrete pinning the projections. Alternative measures around these transformative scenarios for the macro-fiscal profile actions are implemented, it is and risks are presented in the sections anticipated that growth projections can that follow. be revised upwards. MACROECONOMIC OUTLOOK

4.3 Overall, the baseline forecasts indicate that the economy is projected 39 FIGURE 4. 1: MEDIUM -TERM GDP P ROJECTIONS, 2022-2025 (BWP MILLION AND PERCENT CHANGE ) 250 000 15 200 000 10 150 000 5 100 000 0 50 000 -5 0 -10 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 real GDP potential GDP growth (RHS) Source: MoF, 2022

4.5 Table 4.1 presents the baseline forecasts further assume that efforts to forecasts for economic activity by support growth, as articulated in the sector through to 2025, taking into ERTP, will continue, along with account recent domestic and global improved policy consistency and economic developments. The baseline coordination. SECTORAL ASSUMPTIONS Commission (BMC), the removal of restrictions on economic activity in the

4.6 Over and above continued livestock sector - hence greater relaxation of COVID-19 restrictions, commercialisation, as well as reforms to other assumptions anticipated to drive support schemes for arable agriculture growth are discussed below. and horticulture. Efforts to build resilience in food supply chains and Agriculture reliable domestic production are expected to boost output in the sector.

4.7 The agriculture sector Overall, growth for the sector is underperformed in 2020 and 2021, but projected at 2.7 percent in 2022, a is expected to show improvements in rebound from minus 1.0 percent growth going forward. The sector has recorded in 2021, and growth of 2 been weighed down by the poor percent or more from 2023 onwards. performance of livestock farming and The main downside risk emanates from the long-term decline of the national the potential impact of climate change cattle herd. Improvements in on rainfall, water supplies, arable performance are expected as a result of agriculture and livestock farming reform of the Botswana Meat 40 TABLE 4. 1: G ROWTH PERFORMANCE AND P ROJECTIONS BY E CONOMIC ACTIVITY (PERCENT ANNUAL ), 2020 - 2025 2020 2021 2022 2023 2024 2025 Actual Projection Agriculture, Forestry & Fishing -2.7 -1.0 2.7 2.0 2.1 2.1 Mining & Quarrying -26.5 29.8 8.2 -0.1 5.9 -1.0 Manufacturing -14.9 8.1 6.8 2.1 2.9 2.1 Water & Electricity -6.3 9.6 39.4 23.6 15.0 5.0 Construction -11.4 6.5 3.0 4.3 3.7 4.8 Wholesale & Retail 1.2 14.0 4.0 5.6 4.8 6.6 Diamond Trade -36.7 85.0 41.8 7.0 4.0 5.0 Transport & Storage -6.4 5.9 3.6 3.4 3.5 3.4 Accommodation & Food Services -28.5 -1.5 4.3 4.0 4.5 3.8 Information & Communication Technology 2.0 4.4 5.6 4.0 4.7 4.7 Finance, Insurance & Pension Funding 2.7 0.6 2.3 3.4 4.0 3.7 Real Estate Activities -3.1 7.9 3.4 5.0 5.4 5.2 Professional, Scientific & Technical Activities -1.8 6.8 2.9 4.9 4.0 4.4 Administrative & Support Activities -7.3 8.9 3.7 3.0 4.4 3.0 Public Administration & Defence 7.0 4.5 7.5 6.3 6.1 1.5 Education -0.1 1.9 2.0 6.3 7.0 7.3 Human Health & Social Work 2.8 6.2 3.0 4.5 4.0 4.2 Other Services -6.1 4.6 1.6 1.6 1.5 1.5 Total Value Added, Gross -9.1 11.9 6.7 4.0 5.1 2.9 Adjustment Items (taxes less subsidies) 2.7 9.2 6.5 3.8 4.9 2.8 Total GDP -8.7 11.8 6.7 4.0 5.1 2.9 GDP excluding Mining Value Added -3.5 7.8 6.3 5.1 4.9 3.9 Source: MoF, 2022. Mining The continued relaxation of COVID -19 travel restrictions is anticipated to

4.8 The diamond sub-sector is smoothen sales, with corresponding anticipated to show a strong recovery increases in output levels in the in 2022, in line with increased demand medium-term. for rough diamonds and higher prices. 41 TABLE 4. 2: MINING PRODUCTION P ROJECTIONS, 2022 - 2025 2022 2023 2024 2025 Diamonds (Million Carats) 24,238 24,084 25,577 25,229 Debswana 23,897 23,736 25,249 24,882 Boteti (Karowe) 341 349 328 347 Copper (tonnes) 32,691 50,000 75,000 90,000 Khoemacau 32,691 50,000 60,000 60,000 Motheo 15,000 30,000 Coal (tonnes) 3,208,38 3,429,17 3,829,17 4,229,17 9 8 8 8 Morupule 2,461,524 2,482,313 2,682,313 2,882,313 Minergy 746,865 946,865 1,146,865 1,346,865 Mupane Gold (EVP) 316,573 316,573 316,573 316,573 Botswana Ash, soda + salt 461,889 461,889 461,889 461,889 (EVP) Other Mining 411 411 411 411 Mining Support Services 856 857 858 856 Source: Department of Mines, Debswana the potential to lower demand for

4.9 Despite the positive outlook in diamonds. Against this backdrop, these the diamond industry, the recent developments need continuous economic sanctions imposed on Russia, monitoring in order to react timely and combined with the prolonged spill-over minimize potential adverse effects on effects of the Russia-Ukraine conflict, the economy. could increase supply and demand uncertainties in the diamond sub- 4.11 Prospects for the non-diamond sector. A shift towards substitutes like mining look positive, mainly reflecting synthetic (man-made or lab-grown) increased copper production, (Table diamonds due to supply shortages and 4.2). The new Khoemacau mine increased prices for natural diamonds, produced just under 33 000 tonnes of may constrain activities in the diamond copper in 2022 with a projected gradual retail market. ramp-up of production to 60 000 tonnes in 2024 on the basis of current

4.10 Further, other factors such as capacity. Additional copper production squeezed real incomes due to higher is also assumed from Motheo Copper global inflation, declining stock markets Mine (MCM), with production expected and the winding down of COVID-19 to start in 2024. Despite long-term related stimulus packages could goals of a green economy, coal negatively affect demand for luxury production is anticipated to increase in goods. Issues related to the traceability the short to medium term, mainly due of diamonds are also viewed as having to increased production for export as a 42 result of higher international coal Diamond Trading prices.

4.14 Diamond Trading has recorded Manufacturing positive growth with strong demand for rough diamonds in the second half of

4.12 A rebound in economic activity 2021 continuing into 2022. Positive supported by a strong recovery was prospects for rough diamond sales are notable in 2021, with the expected during the TNDP period, in manufacturing sector registering line with strong demand for rough growth of 8.1 percent, much of which diamonds underpinned by potential was attributed to the performance of supply constraints stemming from the the Diamond Cutting & Polishing sub US and European sanctions on the sector. During 2023-25, manufacturing import of Russia’s diamonds. These is anticipated to grow by an average of have the potential to sustain high prices 2.4 percent, as the industry benefits and drive demand for Botswana’s rough from Government support initiatives diamonds over the TNDP. Nevertheless, aimed at promoting export-led growth. projections of diamond sales are The impact of these initiatives will subject to a high degree of uncertainty continue to be monitored as they play given current macro-economic and out. Growth is also expected to be geo-political developments, with risks boosted by positive prospects in of a negative impact from the global diamond cutting and polishing, beef economic slowdown. exports (boosting the meat and meat products sub-sector), light Wholesale & Retail manufacturing of mechanical and electrical equipment and building 4.15 Wholesale and retail trade has materials, food processing and vaccine long been one of the most buoyant manufacturing. sectors of the economy. The recent public sector salary adjustments are Water and Electricity likely to increase demand and value added in the sector. However, this may

4.13 While electricity production has be offset by higher inflation through a been volatile, there are positive drop in real incomes if the current food prospects going forward due to and energy crisis is prolonged. Overall, increased output from the Morupule B the sector is anticipated to grow at a Power Station, reduced electricity rate of over 5.7 percent during the imports, and new production from TNDP period. renewable sources as solar power projects are rolled out under the Accommodation & Food Services Integrated Resource Plan. Water production is set to increase due to 4.16 Prospects for accommodation investments in water supply projects and food services look positive in 2022 throughout the country, including the and beyond, as recovery from the huge North South Carrier 2.2 and 2.3 negative impact of the COVID-19 projects, as well as network extension pandemic in 2020 and 2021 continues. to towns and villages. Despite some recovery in late 2021 and early 2022, tourism activity remains 43 well below the pre-pandemic level, Finance, Insurance and Pension indicating the scope for further Funding recovery. The sector is expected to register positive performance 4.19 The impact of the pandemic on throughout the TNDP, owing to financial services was less pronounced continued increase in demand for than other sectors of the economy. conferencing facilities, coupled with Growth prospects continue to be driven recovery in travelling and tourism by opportunities arising from fintech activities. Continued Government products and continued improvements support for the development and in banking services and the introduction diversification of tourism products, of new products as banks increase services and facilities is anticipated to financial intermediation. However, add impetus to growth, such that this downside risks are associated with should be one of the fastest-growing rising interest rates on the back of a sectors of the economy during the high inflation environment due to the TNDP. adverse impact of the Russia-Ukraine War on food and commodity prices. Transport and Storage Overall, the sector is projected to grow at over 5 percent during the TNDP.

4.17 Transport and storage services are also anticipated to grow relatively Real Estate fast during the TNDP, reflecting improvements in air travel (as travel 4.20 To a large extent, real estate continues to recover both domestically service activity is driven by cash flow and globally) and the impact of the and consumption levels and the latter Kazungula Bridge on cross-border has been subdued. With real incomes trade. likely to be depressed due to the high inflation environment, growth in the Construction sector is also likely to remain subdued. The impact of the 30 percent transfer

4.18 Prospects for the construction duty on foreign investment in property sector remain positive during the TNDP market also creates a drag on growth. period, with the sector anticipated to Tightening monetary conditions could grow by over 4 percent, underpinned also deter property loans. Nonetheless, by the ongoing and upcoming growth in real estate is anticipated to development projects such as pick up in years ahead. construction of major water development and sanitation infra- Information and Communications structure, primary schools, major roads Technology and shopping malls as well as facilities backlog eradication. However, the full 4.21 Continued higher demand for potential output realised from the data services and internet connectivity sector depends on faster are anticipated to spur growth within implementation of public sector the Information and Communications projects and higher private sector Technology sector, as the economy investment. continues to adapt to the growing demands of online services such as 44 virtual platforms. Sectoral growth will in the size of the recurrent budget also be boosted by the SmartBots relative to GDP. project and the movement of public services online. On account of this, the 4.24 With respect to the proposed sector is forecast to grow at over 4 fiscal rule, the main thrust is to percent during the TNDP period. safeguard the country’s resource revenues, given the anticipated long- FISCAL OUTLOOK term decline of the main revenue source - the diamond industry. For a

4.22 The updated fiscal projections long time, the fiscal path has been prepared for the TNDP point to a faced with a declining revenue trend positive outlook, as the economy that is occurring mainly on the back of continues to recover from the impact of mineral revenue volatility, amidst high the COVID-19 pandemic. Despite a expenditures. This has contributed to projected deficit in Financial Year widening fiscal deficits, with sharp 2022/23, surpluses are projected over declines in external reserves and the medium to long term. These Government deposits, while net surpluses are underpinned by financial assets have steadily fallen to expectations of positive growth in the negative levels. This calls for a new economy on account of a strong fiscal strategy that reverses these diamond sector recovery. This good trends by ensuring a better anchor to performance of the mining sector is fiscal policy, supported by a strong expected to spur growth in mineral fiscal rule framework (see Box 1) to revenue collection as well as fiscal and ensure long-term sustainability. external performance. As per the macroeconomic projections above, we 2021/22 Budget Outturn also expect the non-mining sector to continue to perform strongly. 4.25 Overall, the preliminary 2021/22 budget outturn of March 2022 showed

4.23 Beyond the recovery in a narrowing gap between revenues and economic activity, the fiscal landscape expenditure when compared to the is anchored in Government’s fiscal 2022 Budget Speech. In this regard, a strategy of (i) fiscal consolidation in much smaller deficit of P104 million (- an effort to improve public expenditure 0.05 percent of GDP) was realised than management and ii) rebuilding the the deficit of P10.2 billion (-5.1 percent country’s fiscal buffers. This of GDP) that was initially projected. To strategy is complemented by other a large extent, this reflected higher measures such as reducing the wage than anticipated revenue collections, bill as a share of GDP and improving along with underspending in certain the efficiency of parastatals and expenditure categories, notably SOEs. In addition, efforts to revamp the development project spending. The current fiscal strategy by introducing a non-traditional primary balance new fiscal rule is expected to continues to be significantly lower, strengthen spending discipline. It indicating that there is still scope to is anticipated that these combined grow domestic revenue generating measures will bear fruit in the medium opportunities beyond the traditional to long term, with a gradual reduction sources. 45 in SACU receipts occurred against the

4.26 With regard to Total Revenue backdrop of a smaller revenue pool and Grants, the preliminary budget available for distribution to member outturn showed that most revenue states and repayment for the items, with the exception of SACU overpayment of P0.617 billion made in revenue, performed in line with 2019/20. SACU receipts fell from P16.5 expectations when compared to the billion in 2020/21 to P14.1 billion in revised budget for 2021/22. In this 2021/22. instance, Total Revenue and Grants stood at P68.6 billion, which was an 4.28 On the expenditure side, the increase from P49.4 billion that was preliminary 2021/22 budget outturn recorded during the 2020/21 financial indicated that total expenditure and net year. More specifically, higher mineral lending was P68.7 billion, an increase revenues due to the rebound in mineral from P65.8 billion in 2020/21. The sales, particularly diamonds, increase was broadly in line with the contributed to the increase. Mineral pick-up in development spending and revenue grew significantly by 142.8 other charges as awarding of tenders, percent to P23.2 billion in 2021/22, travelling, and general expenses compared to P9.6 billion in 2020/21. resumed during 2021/22, following the decision to suspend these during the

4.27 Non-mineral income tax also outbreak of COVID-19 in 2020. showed an increase over the same period, rising from P10.1 billion in 4.29 Consistent with the above, an 2020/21 to P12.5 billion in 2021/22. increase in cash balances was noted, This was mainly due to an increase in allowing room to partially replenish the taxable income as employees’ salaries Government Investment Account were restored following resumption of (GIA). business activity. This was further amplified by an increase in withholding tax and repayments of previous tax deferments. VAT recorded an increase of 40.3 percent to P10.9 billion, as the impact of the increase in the VAT rate, fuel levy and increased consumption led to high collections in import and internal VAT19. Meanwhile, the decline 19 Of the P10.9 billion, VAT amounted to P9.7 billion and fuel levy P1.2 billion. 46 FIGURE 4. 2: REVENUE AND SPENDING AS FIGURE 4. 3: FISCAL B ALANCES PERCENT OF GDP, 2019/20 TO 2025/26 40 0 0 -5 BWP Billion -10 -5 35 -15 -10 -20 30 -25 -15 -30 25 -35 -20 20 Overall Balance Non-Resource Primary Balance Total Revenue and Grants Overall Balance as % of GDP (RHS) Total Expenditures and Net Lending Non-Resource Primary Balance as % of GDP (RHS) FIGURE 4. 4: C HANGES IN CASH BALANCES (BWP BILLION ) 8 6 4 2 0 -2 -4 -6 -8 -10 -12 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 Source: MoF, 2023 Note: * Denotes Preliminary Outturn diamond sector, and expenditure Revenue and Expenditure restraint. Sanctions on Russia’s Projections, 2023/24 to 2025/26 diamond industry will likely have an impact on global diamond prices and

4.30 Despite a sizeable projected spur demand for Botswana’s diamonds, deficit in the 2022/23 financial year, the underpinning growth in mineral fiscal position is forecast to improve revenues, although this may be offset over the medium term, as the gap by slower growth in major economies. between expenditure and revenue narrows owing to improved SACU 4.31 The implementation of revenue revenues, robust performance in the mobilization measures such as the upward adjustment of the rate of VAT 47 from 12 percent to 14 percent, an anticipated to add approximately 2.2 increase in the fuel levy and the percent as a share of GDP annually into withholding tax rate on dividends - to the medium term, thereby supporting name a few, will continue to stimulate Government’s fiscal consolidation revenue growth as Government aims to efforts. augment volatile traditional sources of revenue. Faster implementation and 4.34 More specifically, it is anticipated the composition of fiscal consolidation that total revenues and grants will measures could also help create much- reach P71.5 billion during the 2022/23 needed fiscal space and restore the GIA financial year. Over the three-year to pre-COVID-19 levels. period of the medium-term fiscal framework (2023/24 to 2025/26), these

4.32 Generally, Government’s are projected to increase from around concerted efforts aimed at controlling P79.7 billion to P90.8 billion (see Table the wage bill and other cost 4.3). Total expenditure and net lending containment measures, including expected to register P76.4 billion in rationalising some SOEs, are 2022/23, owing to an increase in anticipated to contribute to the positive salaries and budget allocations to fiscal landscape. development spending. Total spending is forecast to increase from P87.4 billion

4.33 Consistent with this, financing to P91.3 billion during the MTFF period. needs are projected to decline, leading Against this background, a deficit of to a corresponding improvement in P4.9 billion is forecast in the financial Government cash balances held at Bank year 2022/23, followed by sizeable of Botswana. On the back of this, the budget deficits of P7.6 billion and P5.0 recurrent budget is projected to billion during the TNDP period. With average approximately 23.6 as a plans for sharp increase in development percent of GDP over the medium term, spending during the TNDP, the when compared to an average of 28.1 achievement of the balanced budget percent over the past five years. objective has been pushed further into Meanwhile, the impact of domestic the future. revenue mobilisation measures is 48 TABLE 4. 3: SUMMARY OF FISCAL P ROJECTIONS (MTFF, BWP MILLION) 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 Total Revenue and Grants 49,375 68,570 71,535 79,788 83,716 90,761 Mineral Revenue 9,573 23,244 30,183 23,339 26,373 31,217 Customs & Excise Revenue 16,459 14,148 14,365 24,934 23,252 22,713 Non-mineral Income Tax 10,108 12,539 13,467 14,767 16,137 17,535 VAT 7,804 10,950 10,680 13,301 14,535 15,795 BOB Revenue 4,009 5,581 203 829 700 700 Other Revenue & Grants 1,421 2,108 2,637 2,618 2,719 2,801 Total Expenditures and Net Lending 65,789 68,675 76,413 87,378 88,775 91,286 Recurrent Expenditure 55,627 56,920 60,122 66,511 67,457 68,602 Personal emoluments & pensions 28,700 29,560 29,638 34,438 35,127 35,654 Other Charges 9,773 10,451 11,284 13,104 13,389 14,933 Grants & Subventions 15,967 15,746 17,344 16,600 16,403 15,774 Interest payments 1,188 1,164 1,856 2,369 2,538 2,241 Development Expenditure 10,228 11,840 16,430 21,008 21,412 22,777 Net Lending -66 -85 -139 -141 -94 -93 Overall Balance -16,414 -104 -4,878 -7,590 -5,059 -524 Overall Balance as % of GDP -9.5% 0.0% -2.0% -2.8% -1.7% -0.2% Non-Resource Primary Balance -24,800 -22,185 -33,204 -28,560 -28,894 -29,500 Non-Resource Primary Balance as % of GDP -14.4% -10.2% -13.4% -10.6% -9.9% -9.4% GDP at current prices 171,905 216,755 247,536 268,198 292,305 314,948 FINANCING 16,414 104 4,878 7,590 5,059 524 External Loans 185 4,661 1,835 5,554 173 173 Internal Loans 12,060 12,799 10,000 15,584 16,750 10,000 Less Amortisation (External) -1,549 -1,531 -1,734 -1,778 -1,817 -2,291 Less Amortisation (Internal) -5,030 -9,952 -7,017 -12,585 -13,765 -7,013 IMF Transactions -246 134 -250 -250 -80 -80 Other Financing 780 802 -10 -10 -10 -10 Change in Cash Balances 10,215 -6,809 2,054 1,079 3,808 -255 Source: MoF, 2023

4.35 It is important to emphasise that through budget surpluses. Ideally, a balanced budget is necessary to sufficient financial assets should be stabilise fiscal buffers, and in due accumulated to provide income to course, surpluses will be necessary to Government to replace mineral rebuild those fiscal buffers, which are revenues when they eventually decline. mainly held in the form of the GIA held at the Bank of Botswana. These are 4.36 The underlying assumptions for essential to enable the Government the baseline scenario are presented budget to withstand potential fiscal below. shocks of the kind seen in 2008/9 with the GFC and in 2020 with the COVID-19 i. Mineral Revenue is forecast in pandemic. The depletion of the GIA line with diamond projections during COVID-19 has left the financial from Debswana, adjusted for position vulnerable to future shocks, other non-diamond mines. hence the need to rebuild buffers 49 ii. Customs and Exercise revenue is a one-off payment in 2023/24 in forecast based on a pre- line with an earlier court ruling. determined formula, adjusted with a two-year lag, and ii. Other Charges grow in line with assuming a small depreciation of inflation, and also reflect the Pula against the Rand, over additional recurrent costs arising the projection period. from past and ongoing development spending. iii. Non-Mineral income Tax (NMIT) grows in line with nominal non- iii. Grants and Subventions are mining GDP. On the upside, NMIT estimated in line with 5.0 percent is anticipated to be boosted by salary adjustment and 1.5 anticipated recoveries from percent rate of creep in 2022/23. deferrals, an increase in From 2023/24 onwards, this is withholding tax and an increase estimated in line with the 1.5 in salaries over the period percent annual rate of creep only, 2022/23 to 2024/25. along with reductions in subventions to some entities. iv. VAT grows in line with nominal non-mining GDP adjusted for the iv. Development Expenditure is increase in the VAT rate and fuel projected to grow modestly by tax. 8.4 percent over 2024/25 and 2025/26, after a sharp jump in v. BoB Revenue in 2022/23 is 2023/24 - the first year of the revised downwards to P203 TNDP. million (reflecting the low level of the GIA) and then P829 million in Financing Plan: Projected Path of 2023/24 onwards. Government Net Financial Assets vi. Other Revenues and Grants grow 4.38 With repeated budget deficits in in line with nominal non-mining recent years and more sizeable deficits GDP. projected during the TNDP (Table 4.4), the question of how such deficits are to

4.37 Overall Total Expenditure be financed has become increasingly maintains budget estimates from important. Historically, deficits have 2022/23 to 2023/24. Thereafter, been largely financed by drawdowns expenditure is projected to grow more from the GIA, with smaller contributions slowly, by 4.5 percent, over the two from domestic and external net outer years of the MTFF. borrowing. With the GIA largely depleted by the end of 2020, the i. Personal Emoluments assume 5.0 drawdown of savings is no longer a percent annual salary viable route to finance deficits. Even if adjustments from 2022/23 to the GIA is replenished, it would not be 2024/25, a 1.5 percent annual wise to use it to finance deficits rate of creep, as well as recurrent regularly, as it should be kept for costs associated with “emergency” financing needs only. The development spending, as well as large recent deficits, combined with the 50 depletion of the GIA, have inevitably led 4.40 There are several fiscal balance to an increase in both domestic and objectives during the TNDP period and external borrowing to meet financing beyond. The first will be to restore the needs, although still well within GIA to a level that is sufficient to statutory limits. absorb possible shocks – estimated at 10-20 percent of non-mineral GDP. The

4.39 The overall balance of the GIA second is to set GIA accumulation on (financial assets) and debt (financial a path that will build up sufficient liabilities) is captured in Government’s financial assets to replace mineral net financial assets (NFA) as shown in assets that are being depleted and to Figure 4.5. This is an overall measure of generate meaningful income for Government’s financial balance sheet Government during the period before strength, and has been deteriorating diamonds are depleted. The latter is over many years. From a peak of 95 expected to happen in the early 2050s. percent of GDP in 1998, the NFA had Government also has an objective to turned negative (liabilities greater than restore the NFA to at least a neutral assets) reaching a minus 16.2 percent position (approximately zero) as soon of GDP in 2021/22. This reflected the as possible. depletion of the GIA, and Government debt rising to 22.3 percent of GDP. TABLE 4. 4: SUMMARY OF FISCAL FINANCING P LAN (MTFF) – BWP MILLION 2022/23 2021/22 Revised Actual Budget 2023/24 2024/25 2025/26 FINANCING 104 4,878 7,590 -5,059 -524 External Loans 5,053 1,835 5,550 173 173 Internal Loans 12,799 10,000 15,584 16,750 10,000 Less Amortisation (External) -1,531 -1,734 -1,778 -1,817 -2,291 Less Amortisation (Internal) -9,952 -7,017 -12,585 13,765 -7013 IMF Transactions 134 -250 -250 -80 -80 Other Financing 217 -10 -10 -10 -10 Change in Cash Balances (-ve = increase_ -6,593 2,054 1,079 3,808 -255 Source: Ministry of Finance 51 FIGURE 4. 5: D EBT AND GIA FIGURE 4. 6: NET FINANCIAL ASSETS 70 000 0% 60 000 -5% 50 000 40 000 -10% 30 000 20 000 -15% 10 000 0 -20% -25% Total Debt & Guarantees GIA Source: MoF Note: Dates as at March Each Year

4.41 The projected fiscal trajectory MACRO-FISCAL RISKS TO THE will start to achieve some of these BASELINE PROJECTIONS objectives as long as the proposed fiscal path is adhered to. The GIA is Macroeconomic Risks projected to stabilise at around P11 billion by March 2025 - or 4.5 percent 4.43 Risks to the baseline projections of non-mining GDP. At a minimum, it are elevated given the current global needs to be at least double this rate in economic and geo-political order to act as a useful buffer to absorb environment. These risks can be shocks. The NFA should also be classified into four groups: inflation and stabilised at around minus 18 percent monetary policy, growth, commodity/ of GDP. While the deterioration of both diamond market instability and COVID- critical balances should have been 19. halted during the TNDP, further work will be necessary beyond the TNDP 4.44 The first set of risks relates to period to rebuild the GIA and further inflationary pressures as a result of reduce the negative NFA position continued supply disruptions arising through the introduction of a legally- from the prolonged Russia-Ukraine war. binding fiscal rule. The longer inflation persists, the higher its chances of becoming entrenched

4.42 With a projected deficit budget through second-round effects and during the TNDP, it will be necessary to inflation expectations. The resultant continue borrowing. Significant external high inflation could add to already rising borrowing will take place during costs, constraining incomes and 2023/24, and domestic borrowing will demand both domestically and globally. continue both to finance the deficit and Any persistence in inflation beyond support the development of the capital current levels could lead to further market. tightening of monetary conditions, 52 constraining both monetary and fiscal Botswana’s attainment of high-income policy support. status by 2036 more difficult. While these impacts are difficult to quantify, it

4.45 Different speeds of monetary will be important to continue to monitor policy tightening around the world may the developments as they play out. destabilise capital flows due to large interest rate differentials, which could Fiscal Risks weaken the currencies of emerging economies. While this does not affect 4.50 The baseline fiscal profile is Botswana directly, there could be an subject to a wide range of risks, indirect impact through South Africa. especially downside risks. There are risks to the fiscus posed by the threat

4.46 The second set of risks arises of a prolonged war between Russia and from slowing global growth which, Ukraine, rising global food and when combined with rising inflation, commodity prices and tightening yields the combination of “stagflation”, monetary policy conditions leading to which gas not seen globally for 50 higher interest costs. Risks to mineral years. revenues arising from potential disruption in the global diamond

4.47 Thirdly, unstable commodity industry, whether from supply chain markets and prices can provide short- issues and Russian conflict diamonds, term gains for producers, but or of slowing global economic growth undermine the basis for long-term also loom on the horizon. investment and growth. There are particular risks in the diamond market, 4.51 Furthermore, there are also as traceability issues and high prices potential risks arising from higher debt potentially shift demand towards levels and reduced fiscal buffers. synthetic diamonds. The repercussions Persistent inflationary pressures, from the Russian invasion of Ukraine notably from higher food and fuel also require complex separation of prices, could lead to increased support natural diamond supply chains into for the vulnerable groups, thereby “conflict” and “non-conflict” diamonds. constraining the already narrow fiscal space. Rising interest rates in an effort

4.48 Finally, while the impact of to contain inflation could result in COVID-19 is easing in most countries, corresponding increases in financing there are still risks from the possible costs and accumulation of debt beyond emergence of new variants, and sustainable levels, undermining fiscal consequent tightening of restrictions. sustainability. To that end, there is Furthermore, there are risks of need to monitor these developments in prolonged COVID-related lockdowns in order to ensure that these do not China if it persists with its zero-COVID undermine the conduct of fiscal policy. strategy, from which there is no clear Lastly, while the recent increase in exit strategy. Slower growth in China public sector salaries provides a will undoubtedly have a global impact. potential lift to revenue collection in the form of income tax, it may

4.49 All of the above could precipitate simultaneously offset fiscal headwinds to global growth, making consolidation efforts. 53

4.55 On the revenue side, there are

4.52 In terms of risks to the fiscal several risks. Although the base case projections – which are mainly projections for diamond exports and downside risks – fiscal performance fiscal mineral revenues are positive, the could be weaker than forecast in the downside risk arises from a possible years ahead for a number of reasons prolonged period of slow growth, or that are related to both revenues and recession in major diamond consuming expenditure. Clearly, much of the lower economies. As it stands, the USA and deficit in 2021/22 appears to have been other western economies are facing driven by underspending of the budget. potential stagflation (high inflation and slow growth, with tight monetary

4.53 Higher levels of expenditure policy), while growth is slowing in commitments beyond the end of NDP China, which is the world’s second 11 could lead to spending levels above largest diamond market. Given that those that are consistent with fiscal diamond sales are highly dependent consolidation and sustainability. This upon buoyant demand growth, the risks could reverse the positive outlook by of a slowdown in the market are high. preventing the reduction of This is in addition to supply chain risks Government spending as a share of and competition from LGDs. GDP towards sustainable levels. Rapidly rising spending could also increase 4.56 At the extreme end (although inflationary pressures and generate a unlikely), the re-emergence of new monetary policy tightening response. COVID-19 variants poses the risk of prolonging the pandemic and inducing

4.54 The risks of excessive spending renewed economic restrictions. This arise from several sources. First, the could have adverse implications on share of spending and GDP devoted to economic activity and the potential pool public service salaries and wages is of revenue streams that can be used to unsustainably high, and a failure to finance the budget. Rising interest rates reduce the remuneration bill will put globally and domestically amid upward pressure on overall spending. inflationary pressures could put Second, and similarly, the level of pressure on financing costs and the spending devoted to grants and ability to conduct fiscal policy. In light subventions to SOEs, local authorities of the foregoing, the fiscal landscape and student grants is unsustainably remains uncertain over the medium high. Third, increased spending on term. development projects – much of which is required to help achieve a CONCLUSION transformation of growth potential – without achieving the necessary 4.57 Relative to the very high level of reductions in the above two categories economic and fiscal stress experienced of spending to compensate poses a risk. during NDP 11, the macro-fiscal A further risk arises from spending on projections for the TNDP period provide development projects that have not a broadly positive picture. The impact been adequately prepared, appraised of the COVID-19 pandemic led to and prioritised, leading to inefficiencies. negative growth and large budget deficits which resulted in rapid 54 depletion of Government’s accumulated long term, the secular decline in mining savings. The situation has improved GDP - and by extension mineral with positive economic growth and revenue, is set to continue as the smaller budget deficits as well as an diamond industry matures and increase in the GIA balance. The eventually declines. projections indicate that this improvement can continue as long as 4.59 In order to avoid an the macro-fiscal policy conduct is unsustainable macro-fiscal path in the implemented in a sustainable manner. long term, a strong fiscal rule20 is needed to accumulate financial assets

4.58 A sustainable macro-fiscal policy that can support spending as mineral entails a number of elements. The first revenues decline. In addition to this requires a growth trajectory which is long-term objective, there is a short- sufficient to attain high-income status. term need to accumulate financial Second, it requires recognition that buffers to enable the country to achieving higher growth requires withstand possible shocks emanating effective structural reforms and a from the global economy. Preparation coherent set of policies that address for this eventuality must start now, to productivity and competitiveness avoid a sharp and painful adjustment weaknesses. The third is that repeated when the decline in mineral revenues budget deficits are unsustainable. The happens. fourth element must reflect that, in the 20 Botswana’s Fiscal Rules explained in detail in Box 1: Recalibrating Botswana’s Fiscal Rule 55 BOX 1: Recalibrating Botswana’s Fiscal Rule In the past, Government put in place a number of fiscal rule/guiding principles in order to manage fiscal policy conduct. While the aim was to ensure fiscal sustainability, these measures have not achieved the intended objective as most were either breached or not achieved. The measures include the Sustainable Budget Index (SBI) which recommended that the ratio of non-investment spending to non-mineral revenue should be less than 1. This has been within the limit (Figure A1). Other rules include the NDP 10 rule on the ratio of total expenditure to GDP at 40 percent - which was breached between 2007/08 and 2010/11 (Figure A2). This expenditure rule was revised downwards to 30 percent of GDP during the review of NDP 9 in an effort to exercise more fiscal discipline. However, the rule has also been breached as the ratio of Government expenditure to GDP reached 38 percent on average over the period 2005/06 to 2021/22. During NDP 11, Government introduced a rule which proposed that recurrent expenditure should solely be financed from non-mineral revenue, while 60 percent of mineral revenues should be allocated for investment and 40 percent for intergenerational savings. Data shows that implementation of the NDP 11 fiscal rule has significantly lagged behind and has not been achieved. A common feature of these rules/guiding principles is that none of them were legally binding and therefore provided room for ease of breach. Another observation is that in some instances, there was no clear basis for the choice of the limits/ratios and as such, the rules did not effectively aid sound fiscal policy. Figure A1: Sustainability Budget Index, Ratio of Total Spending to GDP 1,1 1,0 0,9 0,8 0,7 0,6 0,5 0,4 0,3 0,2 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22* Susatinability Budget Index ratio of total expenditure to GDP Index=1 30% 40% Source: MoF, 2022 Figure A2: Performance of Budget Against Set Rules/Targets 0,9 0,8 0,7 0,6 0,5 0,4 0,3 0,2 0,1 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22* 30% 70% ratio of recurrent to total spending ratio of development to total spending Source: MoF, 2022 56 CHAPTER 5 NATIONAL DEVELOPMENT STRATEGIES INTRODUCTION 5.4 It will also require major changes in the policy and planning

5.1 The preparation of the environment - “business as usual” is Transitional National Development Plan certainly not an option. Some of the comes at a critical time for Botswana. requirements needed for this change The ambition of becoming a high- have been laid out in previous policy income country by 2036, as laid out in documents, such as the Economic the national Vision 2036, has been Recovery and Transformation Plan made more challenging by both global (ERTP) – which is part of the Mid-Term developments and the urgent need to Review of NDP 11, the Reset and implement far-reaching domestic Reclaim Agenda and the Draft National structural reforms. Transformation Strategy (NTS). A key part of the TNDP, and subsequently

5.2 While the rate of economic NDP 12, will be to ensure that such growth has been respectable in recent changes are implemented. years, it has been too low to achieve the high-income objective by 2036, 5.5 With post-COVID-19 economic hence a step-change is needed to growth reverting to the long-term double the rate of per capita income potential growth rate of around 4 growth over the next plan period and percent, structural change in the beyond. Higher growth is needed to economy is needed to raise potential create jobs, increase earnings as well as growth by 1-2 percent a year going reduce poverty and inequality. This will, forward. This, in turn, requires in turn, support a more inclusive and improved productivity and well- cohesive society and empower citizens targeted investment. economically.

5.6 A key objective of this and

5.3 Achieving high-income status is subsequent NDPs will be achieving technically measured in terms of a high-income status by 2036, which will categorisation system developed by the require sustained real average GDP World Bank. Currently, the criterion for growth of at least 5.7 percent. This, in high-income status is the Gross turn, requires structural transformation National Income per capita (GNIpc) of to increase potential GDP growth from USD 12,696, compared to Botswana’s the recent annual average of 4 percent GNIpc of USD 6,940 in 2021. Achieving or less, and to double per capita GDP the high income target by 2036 needs growth. Furthermore, while Botswana’s average annual growth in GNIpc of 4.1 growth has, to some extent, been percent and an average annual GDP inclusive and hence pro-poor, that has growth of 5.7 percent between 2022 not been sufficient because high levels and 2036. of poverty and inequality persist. Resultantly, there is desperate need to distribute the benefits of growth differently. A more equal income 57 distribution is possible through a i. The Mid-Term Review of NDP 11 structure of economic growth that is and the ERTP; broad-based, covering more households than has been the case so ii. The Reset and Reclaim Agenda; far, with income concentrated in a few capital intensive sectors. iii. Cabinet strategic thrusts;

5.7 Making mineral-led growth iv. The Draft National sustainable is a lofty if not elusive goal, Transformation Strategy (NTS); especially that there are additional pressing challenges arising from climate v. Global and domestic macro- change in the form of impact, economic developments; and, mitigation and adaptation. Sustainability is also linked to inclusivity vi. The desire to achieve high- in that where benefits are not equitably income status by 2036. shared, growth is unlikely to be sustainable. 5.10 The key policy priorities are grouped as follows;

5.8 This next part of this Chapter lays out the foundations for i. Supporting export-led growth and determining what needs to be done to attracting inward FDI; achieve the necessary structural transformation so as to move onto a ii. Supporting the private sector higher growth path. This enterprise has through business environment two elements: reform and value-chain development; i. adopting an appropriate policy framework and individual policies iii. Innovation and digital within that framework; and, transformation; ii. implementing those policies, iv. Financial sector reform; based on an understanding of why such policies are appropriate, as v. Infrastructure development and well as acceptance of the need to spatial planning; implement them, even when tough decisions are involved. vi. Green transition; KEY POLICY PRIORITIES vii. Fiscal sustainability; and

5.9 The policy priorities in this viii. Education and human capital Chapter were influenced by the development. following inputs: 58 FIGURE 5. 1: KEY POLICY P RIORITIES FOR SUSTAINABLE HIGHER GROWTH Infrastructure & Fiscal spatial planning sustainability Business Financial sector environment reform reform Export-led Green transition growth Innovation and Sustainable, Education and digital higher human capital transformation development growth Export-led growth gives firms the opportunity to achieve

5.11 The broad approach of following economies of scale (with the associated an export-led growth path has, in productivity and efficiency gains) as principle, long been agreed. The well as overcome the constraints of reasons for this are four-fold. The first small domestic markets. On the other is empirical. A long period of history hand, import substitution entails the shows that economic transformation is exact opposite. far more likely to be achieved on the basis of successful export-led growth 5.13 The third reason is that export- than its opposite, being growth based led growth tends to be closely on import substitution. Whether those associated with inflows of foreign direct exports are of minerals, manufactures investment (FDI), which in turn brings or services, it is difficult to find any access to modern technology and examples of countries that have production techniques, capital inflows reached high-income status on the (to support the balance of payments), basis of anything other than export-led access to global markets and growth. integration into global value chains.

5.12 The second reason is that 5.14 Fourth, because export-led successful exporting, by definition, growth provides access to relatively requires firms to be efficient and large global markets, it has potential to competitive, and provides an in-built spur rapid and large-scale job creation, incentive to improve productivity, which which is essential for the reduction of is the only sustainable long-term route unemployment and poverty as well as to high-income status. Exporting also securing inclusive growth. As a result, 59 the draft NTS is centred on an export- advantage in regional or global led growth strategy, as indeed was the markets. These sectors: case with previous policies such as the ERTP and previous National i. do not rely on scarce or high-cost Development Plans. inputs such as water; ii. do not incur high transport costs

5.15 The fact that export-led growth to reach target markets; and, has long been a policy objective, but has not been realised (as the earlier iii. have low production costs by discussion of slow export diversification regional/global standards which indicates), shows that it is not the high- may be based on raw material level policy objective that is the issue, availability. but complementary and supportive policies and policy environment that are 5.16 It is important to recognize that necessary to make export-led growth successful export-led growth also happen. These necessary policies or entails higher imports, as export enablers can be summarized as follows: production as part of global value chains will require import of inputs, i. Ensuring that the real exchange whether raw materials or manufactured rate is not overvalued (a items. necessary but not sufficient condition) for export-led growth; 5.17 The traditional route for export- ii. Taking advantage of tariff led growth has been through concessions under various trade manufacturing. This partly reflects the agreements, and addressing non- fact that manufactured goods have tariff barriers to trade, including traditionally been widely-traded border restrictions; internationally, and benefit from major economies of scale that encourage iii. Investing in growth-enhancing large-scale production for export. public infrastructure; Manufacturing also provides an iv. Improving border efficiencies effective “productivity ladder”, whereby through initiatives such as One- firms can gradually move into more Stop Border Posts (OSBPs) and efficient and higher value-added effective trade facilitation production on the basis of skills, measures; experience, learning-by-doing, technology and increased investment. v. Raising productivity and driving However, that does not mean that costs down to improve manufacturing is the only route to competitiveness; export-led growth. Some countries vi. Reducing unnecessary have achieved such growth through regulations; exports of mineral resources, mainly oil vii. Liberalising immigration to and gas producers with very large-scale encourage investors and skilled workers; and, viii. Supporting sectors that have, or can develop, a comparative 60 resources relative to the populations.21 whereby it can take a more prominent Others have done so on a more role in economic development, is an diversified basis with exports of essential part of the TNDP and is central agricultural products, minerals, to both the transformation strategy and manufactured items, and services such citizen economic empowerment. The as tourism, business and finance22. TNDP will concentrate on three key strategies: Business Environment

5.18 Exports are of course done by Reform, Value Chain Development, firms, not governments, but this does and Special Economic Zones not mean that Government does not (SEZs). have a role to play in promoting production for export. Government (or Value Chain Development (VCD) Government agencies) can play an active role in investment promotion 5.21 A value chain is simply the range (attracting FDI in export activities); of activities required to create a product supporting the development of export or a service. Value chains vary capacity among domestic firms; and considerably by length, complexity and investing in joint ventures through geography. In the context of the TNDP, SOEs such as the Botswana VCD means analysing how value chains Development Corporation (BDC) and work, including their different stages, the Minerals Development Company of and understanding what is required to Botswana (MDCB). achieve productivity and competitiveness levels necessary to

5.19 It is also critical to ensure that participate. Some value chains are there is policy consistency, such that short – like those producing simple other policies do not entail an anti- goods or services for the domestic export bias that undermines the export- market. Whether global or regional, led growth objective. value chains are increasing internationally and involve cross-border 2. Support for private sector-led trade of inputs, intermediate goods or growth finished products. Therefore, VCD requires identifying where Botswana

5.20 Botswana’s private sector is firms have a comparative advantage in small and relatively undeveloped. It value chains, or where a comparative lacks medium and large-scale advantage can be developed on the enterprises that can achieve economies basis of strategic interventions. of scale and compete in global export markets. Many firms are excessively 5.22 Sometimes VCD is based on the dependent on Government, whether availability of raw materials, which may through public procurement or through provide the basis for comparative consumer spending by public sector advantage. However, this is not a employees. The growth and necessary requirement for participation diversification of the private sector, in a value chain and raw materials do 21 Mainly Gulf states such as Qatar, but has since reverted to upper-middle income Bahrain and Saudi Arabia and Norway. Russia status. 22 also achieved high-income status for a while Examples include Australia, New Zealand, Chile, Trinidad and Seychelles. 61 not necessarily provide a comparative temporarily) of the Botswana Meat advantage because other countries Commission export monopoly has, with may be able to produce them at a lower beneficial results, opened up the sector economic cost. to private firms. New power generation projects are now implemented on a PPP

5.23 VCD will focus on value chains basis. that can potentially be developed based on local raw materials, as well as 5.26 A wide-ranging rationalization of opportunities for participation in the SOE sector was announced in 2022, regional (e.g. SACU), continental and should help to improve efficiency (AfCFTA) or global value chains. and reduce the cost burden on the rest of the economy. Implementation of this Business Environment Reform rationalization will be completed during the TNDP. Further reforms will be

5.24 The private sector needs a needed to support the growth of the conducive environment within which to private sector, for instance, by ensuring grow, without unnecessary barriers to that private power generators are business; supportive laws, regulations allowed access to the national and public institutions; a competitive electricity grid, which is under the environment with a “level playing field”; monopoly ownership of the Botswana and efficient, productive infrastructure. Power Corporation (BPC). More It is also necessary that state-owned generally, it will be important to ensure enterprises (SOEs) are run efficiently, that SOEs do not distort competition or do not crowd out the private sector or otherwise inhibit the activities of the impose an explicit or implicit tax (or private sector. There is also need for a cost burden) on the private sector. regulatory review covering permits, Many proposals for growth-enhancing licenses, fees and processes in the reforms to the business environment tourism sector to remove barriers to have been made in the Country Private entry and growth. Sector Diagnostic (CPSD) prepared by the World Bank in 2022, and these will 5.27 Progress will be needed with need to be vigorously pursued. deregulation, removing unnecessary regulatory barriers to doing business,

5.25 Botswana’s performance within and avoiding any new regulations that the business environment reform has will pose an unreasonable burden on been mixed. Some progress has been business. Plans to use regulatory made in addressing the shortcomings impact assessments have made slow identified in the World Bank’s Doing progress, and it may be necessary to Business assessment. Setting up a have a “regulatory bonfire” to address company is now quick and easy and the barriers to doing business. Another area online company register is highly of regulatory concern involves the transparent. There have also been barriers to recruiting skilled foreign positive, business-friendly reforms to workers to fill skills gaps and increasing trade and industrial licencing and the range of economic activities that environmental impact assessments. are closed to foreign investors. The liberalisation of the beef and cattle sector with the removal (albeit 62 Special Economic Zones raising real incomes. Innovation and the digital transition can also help to

5.28 SEZs will continue to be central reduce costs, improve competitiveness, to Government’s efforts to attract FDI, open up new areas of economic boost domestic investment and activity, and support entrepreneurship. promote export-led growth. SEZs offer an attractive taxation regime and other 5.32 Significant progress has been incentives such as exemption from tax made towards the digital transition on property transfers. The SEZ rules are during NDP 11, including the continued designed to attract new investment roll-out of the national fibre network. rather than encourage the relocation of The SmartBots initiative has helped to existing enterprises. Eight SEZs are co-ordinate public investment in digital currently planned, but this selection will infrastructure, serving different sectors be reviewed as necessary. of the economy, and there has been some progress with moving public

5.29 Besides the above strategies, services online. Examples of such Government will further encourage services include company and tax private sector development through registration as well as visa applications. support for Micro, Small and Medium In the private sector, financial services Enterprises (MSMEs), and developing can now be largely administered online infrastructure through PPPs. and numerous local e-commerce mobile applications are available. The

5.30 More generally, Government’s Botswana Communications Regulatory philosophy will be that of acting as a Authority’s Universal Service and “developmental state”. While Access Fund (USAF) has also helped to envisaging a central role for the private extend access to digital services. sector in development, the role of Government includes ensuring a 5.33 Key challenges during the TNDP supportive enabling environment, will be to ensure the completion of the including appropriate prices, incentives national high-capacity broadband and risk-sharing mechanisms to network and that it can reliably support encourage investment; provision of both public sector and private sector public goods, including infrastructure; needs. There is great potential to move where appropriate, intervening in education and health services online. In markets (including financial ones) in the public sector, a key objective will be order to address concerns about market to move the majority of public services failure; and ensuring that agreed online, enabling the public – both firms policies, programmes and projects are and households – to access those actually implemented. services at a much lower cost, thereby supporting competitiveness. However, 3. Innovation and the Digital this will require a much higher degree Transition of system resilience and reliability than has been the case in recent years.

5.31 Innovation and the digital transition are central to the challenge of 5.34 Digital transition also has strong diversifying the economy and raising complementarity with financial sector productivity, which is a pre-requisite for development through digital payments 63 and fintech based around the One positive result is that the rate of availability of a national switch to financial inclusion rose from 76 percent provide accessible, low-cost real-time of households in 2014 to 84 percent in payments. 2020. On some measures, however, the financial sector remains small and

5.35 Support for technical and undiversified but has scope for entrepreneurial innovation will be significant growth, innovation and central to the TNDP and there will be development. many aspects to this. Government support will be rationalised and made 5.38 A wide range of new legislation more efficient through the merger of was passed during NDP 11 and will be the Botswana Digital and Innovation implemented during the TNDP. Such Hub (BDIH) and the Botswana Institute legislation includes the amended Bank for Technology, Research and of Botswana Act, Banking Act and Innovation (BITRI). Students will be Retirement Funds Act as well as new encouraged to study STEM subjects legislation for non-bank lenders, Credit (Science, Technology, Engineering and Information, and Moveable Property Mathematics) at school. Research and Collateral. The banking sector will be innovation will also be supported by the further diversified through the entry of national research fund, which will one or more locally-owned banks, and finance research and innovation support for digital/online banking initiatives on a competitive basis. models. Attention will be paid to payment mechanisms, particularly the

5.36 Finally, innovation will benefit establishment of a national switch to from the interchange of ideas between provide low-cost, real-time, inclusive local and international investors. The connectivity for a wide range of role that FDI can play is illustrated by payments across banks, mobile money the establishment of Nant Botswana for and other fintechs/payments service the production of cutting-edge providers. This will help to further vaccines. There are potentially many improve access to finance as well as to more areas of investment in innovation- accelerate the move away from cash based, high-productivity manufacturing and the rollout of digital payments to that can help to diversify the economy retail merchants. and promote export-led growth.

5.39 Many other developments, like 4. Financial sector reform and the emergence of new types of financial development service providers, will be facilitated by the fintech revolution. Digital currencies

5.37 Financial sector reform and (which include a range of types of development has been a long-standing payment instruments, including crypto- objective of Government. This objective currencies at one extreme and central is geared towards improving access to bank digital currencies at the other) are finance by firms and households, and being rapidly rolled out around the ensuring that a diversified and world. In future, there will be demand competitive range of financial products for their use in Botswana. Such and services are available to support developments will need to be economic growth and development. adequately regulated, taking into 64 account the need to minimize risks to targeted rural infrastructure to support the financial system – like those related agriculture; and digital connectivity to money laundering, while infrastructure. Furthermore, the encouraging innovation. challenge is not just to roll out new infrastructure, but to also properly 5. Infrastructure Development maintain existing infrastructure. and Spatial Planning

5.42 With that long list of

5.40 A central part of the TNDP is to infrastructure demands, it will be critical co-ordinate the provision of the to determine the projected economic economic and social infrastructure that and social impact of each proposed is necessary to support economic project such that they can be prioritised activity and boost social inclusion. NDP and limited resources allocated 11 saw some major achievements, appropriately. Continued attention including significant extension of the must be paid to improving the quality of water and sanitation network to serve project preparation as well as fast-growing settlements and to ensure implementation. The availability of more efficient water storage and public funds to finance infrastructure distribution at a national level. The projects will always be less than the national electricity grid has been demand for funds, hence the need for extended to under-served parts of the prioritisation. There is also scope to country, many households have been broaden funding arrangements, connected to the water and sanitation through PPPs, with due attention paid network and economically important to future demands that may be placed bridges built at Kazungula and on the budget through guarantees or Mohembo. subsidies.

5.41 Inevitably however, the demand 5.43 Past NDPs have been weak in for further investment in productive terms of spatial thinking – being an infrastructure remains massive. understanding of place and space and Amongst the major demands are trunk where various investments would take road refurbishment/improvement; place spatially. This is the legacy of an urban/major village infrastructure, era where economic planning and including support for public transport; physical planning operated parallel to cross-border connectivity, including each other. The result was that for one-stop border posts and new railway many approved projects in the NDP, links; more long-distance water physical planning in the form of trying infrastructure water, as well as to identify space for approved projects, improved household water connectivity came behind economic planning. This (“last mile”) addressing high levels of misalignment led to implementation water leakages and promoting problems, one being that projects wastewater recycling; electricity grid planned in spatial isolation sometimes strengthening, especially to did not have the required infrastructural accommodate variable renewable services and connections - which had to energy and electricity exports; be added at great cost in terms of time developing national charging and funds. infrastructure for electric vehicles; well- 65

5.44 During the TNDP period and from carbon-intensive activities to low- beyond, spatial planning will be central carbon activities. In turn, the latter to project planning and more generally, involves the development of new global to programme and policy value chains, providing opportunities implementation. Projects must be that support the objectives of aligned with the National Spatial Plan diversification and export-led growth. (NSP). This will particularly apply to infrastructure projects but will not be 5.47 In practical terms, this element limited to them only. has many implications during the TNDP period. The global motor industry is

5.45 Spatial planning is a strategy to undergoing a major transition, from ensure that developments are petrol- and diesel-powered vehicles to promoted in places where they will battery-electric vehicles. This deliver beneficial impact for most development has implications for the people. This translates into ensuring nature of many activities like vehicle optimum use of land resources through sales and servicing, fuel storage and rezoning in order to promote relevant distribution, demand for electricity and uses and diversify the economy as well provision of charging infrastructure. For as to create employment. It also entails power generation, the transition from provision of infrastructure in coal-fired power to renewable energy appropriate places. All in all, effective (solar and wind) is under way and has spatial planning will support the been mapped out in the Integrated necessary transformation of the Resource Plan. There is also likely to be economic development trajectory. a shift by some major electricity consumers – such as mining companies 6. Green Transition – from grid power to self-generated power. The substantial expansion of

5.46 One of the key global trends solar energy is also linked to the during the coming years will be the objective of export-led growth. “green transition”. This involves the process of mitigating climate change 5.48 A range of other activities (like (undertaking measures to reduce the use of biomass to generate energy, carbon emissions) and adapting to energy-saving and household self- climate change. Botswana has made generation, as well as changes to various commitments to the household/street lighting) will also be international community in the form of promoted under the green transition. the revised Nationally Determined These and other measures are Contribution (NDC), submitted to the indicated under the NDC, which United Nations Framework Convention alongside the National Climate Change on Climate Change (UNFCCC). Through Strategy, also indicates that during the such commitments, the country TNDP, some form of carbon pricing/tax undertakes to support global initiatives will be proposed to discourage carbon- to achieve reduced greenhouse gas intensive activities. Finally, changes will emissions, eventually bringing them be needed in the agricultural sector as down to net zero. This involves a climate change affects crops that can change in the nature of economic be viably grown in Botswana. There will activity and development by shifting also be need for water conservation, 66 recycling and economic pricing as maintenance of existing assets and new rainfall patterns change. It is development projects. Third, the anticipated that average temperatures overall budget balance needs to return will rise, possibly quite substantially, to surplus so that the financial buffers and that rainfall will decline, with more that have been depleted during NDP 11 periods of drought. can be rebuilt, and also that a part of the revenue from diamond wealth is 7. Fiscal Sustainability converted into long-term financial assets such that income will be

5.49 Botswana is at a critical juncture generated to replace diamond revenues with regard to fiscal sustainability, with as mineral deposits are depleted. This a long-term structural decline in fiscal has the following implications: revenues (relative to GDP) as the highly-taxed diamond sector reaches i. The growth of the public sector maturity. There is also continued wage bill will need to be pressure to spend, notably on a large contained, such that expenditure public sector workforce and on wages, salaries and outstanding development project associated benefits grows more needs. The COVID-19 crisis has slowly than GDP and more slowly exacerbated these long-term trends, than Government spending as a leading to the depletion of accumulated whole. savings and increased public borrowing. ii. Given that the demand for spending on development

5.50 It will be critical to ensure fiscal projects far exceeds available sustainability during the TNDP and fiscal resources, these projects beyond, as it is a crucial part of the must be prioritised based on macroeconomic framework. If this goal agreed criteria. In that way, is not attained, the result can be macro- maximum returns and economic instability - for instance, development impact will be through excessive debt accumulation generated from development and debt servicing costs that undermine spending. other objectives. Fiscal sustainability also provides the financial resources to iii. In order to give a truer meet spending needs. perspective of Government’s financial position, the

5.51 Achieving fiscal sustainability Government accounting system has many components. First, the will be modernised by shifting growth rate of spending will need to be from cash accounting to accrual controlled to ensure that it gradually accounting. There is also need declines, relative to GDP, in line with for improved transparency, for revenue trends. Second, the instance, by extending the scope composition of spending will need to of public finance presentations change, with a smaller proportion of to include Special Funds and spending devoted to public sector other off-budget items. wages and salaries, and a greater proportion devoted to needs such as 67 iv. The GIA will be replenished, at 8. Human Capital and Skills the very least, to provide a Development buffer against economic shocks. Ideally, the GIA, and its 5.52 All of the above priorities require counterpart, the Pula Fund, human capital, which is a cross-cutting should be built up sufficiently to priority. Botswana has long devoted a provide future income to replace high proportion of Government mineral revenues as they decline spending, and of GDP, to public in the medium to long term. education. Such spending is supplemented by private expenditure v. It will also be essential to from households and firms. diversify revenue sources. This Nevertheless, the results have not been has several components, like commensurate with the resources identifying under-taxed allocated, hence education spending activities, improving revenue needs to be made much more effective. collection efficiency and The general need for higher plugging gaps. productivity applies to education as much as to other sectors of the vi. Improving local authority economy. finances, including identifying means of making local 5.53 With respect to the needs of authorities more financially self- employers and the economy more generally, there are several gaps in the sufficient, and ensuring that existing revenue sources are availability of human capital. Some of properly managed. these relate to skills training, although widespread graduate unemployment vii. In order to ensure long-term suggests that this is not the sole fiscal sustainability, it will be problem. It may be that tertiary necessary to introduce a strong education produces too many fiscal rule that will contain graduates in disciplines with little labour expenditure growth and restore market demand, and not enough with the accumulation of financial STEM and vocational skills. The savings. provision of multiple pathways through the education system, and recognition viii. Public Private Partnerships of life-long learning, can help to (PPPs) will be utilised to deliver address this problem. public infrastructure projects. Their use will be focused on 5.54 Beyond this, there are concerns improving delivery, and where that school and college leavers lack possible, for financial savings but more general skills that are necessary without creating an undue for employment. A World Bank labour burden of future fiscal risks or force survey in 2014 found that “among liabilities for Government. the skills most valued by enterprises were so-called soft or behavioural skills (honesty, commitment and hard work, reliability and punctuality) followed by core skills (basic literacy and numeracy, 68 communication and team work). Job- many areas where efficiencies could be specific skills were valued but to a achieved, including through some lesser extent, suggesting that such decentralisation of operational skills can be readily acquired on the job, decisions and financial resources. provided the first two sets of skills are Improved education data management well-mastered”23. The structuring of the can also assist in making more informed education system around “rote decisions, and a properly functioning learning” and examinations may well be Labour Market Observatory can help to leading to poor performance and lack of bridge information gaps in the labour critical competencies around innovation market to improve the linking of and problem-solving. demand and supply.

5.55 It is also essential to ensure that CONCLUSION the education system is supported by adequate resources for learning like 5.56 If effectively implemented, the school premises and learning materials. policy priorities in this Chapter should On the basis of the latter, there may be adequately address the theme of need to rebalance resources towards “Towards a high income economy; pre-primary and primary education. transformation now, prosperity Despite the fact that the tomorrow”. This means that in addition aforementioned levels provide the to attaining high-income status as foundation for learning, they appear to measured by income per capita, be under-resourced as compared to Botswana would also have transformed secondary and (especially) tertiary to achieve the broader objective of education. The digital transition prosperity with low levels of provides a once-in-a-generation unemployment, poverty and inequality. opportunity to re-orient teaching and A more equal income distribution is learning to address some of these possible through an economic growth issues. For that reason, ICT must be that is broad based, covering most integrated into teaching, especially at households than has been the case so primary and junior secondary levels. far, and with income concentrated in a There is also a need to improve few capital-intensive sectors. operational efficiencies. A joint UNICEF/World Bank Public Expenditure Review of basic education24 indicated 23 24 World Bank, 2014, Botswana Labor Market World Bank, 2019, Public Expenditure Signals on Demand for Skills Review of the Basic Education Sector in Botswana. 69 CHAPTER 6 SUSTAINABLE ECONOMIC DEVELOPMENT INTRODUCTION

6.1 Sustainable Economic business services, transport and Development (SED) thematic area, logistics, creative industries and sport. referred to as Economy and Employment in NDP 11, is the main 6.3 The TNDP identifies eight key driver of the country’s objective of policy priorities which are critical for achieving high-income status and transforming the economy and prosperity for all by 2036. propelling it to a high-income status by 2036. Government will mainly play a

6.2 The goals of the SED Pillar will facilitating role, creating a conducive be realized through a range of sector business and investment environment based strategies as identified in Vision for the private sector to thrive. On the 2036. The Vision identified priority other hand, the private sector is to lead sectors that have the potential to be in business development, investment game-changers because of their and job creation. potential for forward and backward linkages, export-led growth, job 6.4 In line with Vision 2036, the creation, as well as to attract domestic strategies outlined in this Chapter and foreign investment. The should lead to the realisation of a aforementioned sectors are minerals, knowledge-based economy, diversified agriculture, tourism, manufacturing, private sector export-led growth, a information and communication competitive and productive economy technology (ICT), financial and and sustainable employment (Figure 6.1). 70 FIGURE 6.1: SUSTAINABLE E CONOMIC D EVELOPMENT LOGICAL FRAMEWORK KEY RESULT AREA EXPECTED KEY POLICY OUTPUTS (KRAs) OUTCOMES PRIORITIES A knowledge-based High income economy knowledge-based economy Innovation and digital Research and transformation innovation Export-led growth, domestic and FDI Domestic and foreign attraction Diversified private direct investment sector led export economy Infrastructure Developed industry development support infrastructure Diversified, Financial sector reforms inclusive and Conducive business and and development sustainable growth investment environment Competitive and productive economy Value chain & cluster development Diversified industries Business & investment environment Education and training Sustainable Education & human employment Human resource capital development development Entrepreneurship development REVIEW OF PERFORMANCE key elements of these broad strategic DURING NDP 11 areas.

6.5 The NDP 11 thematic area of a) Doing Business Economy and Employment covered a Environment number of focus areas, including the Doing Business Environment; Doing Business Roadmap and Infrastructure Development; Strategy Productivity and Human Resource Development; Promoting Domestic and 6.6 Botswana adopted the Doing Foreign Direct Investment; Diversified Business Roadmap and Strategy during Industries; Development of National NDP 11. The Strategy identified 48 Entrepreneurial Policies and Strategies; reforms required to improve the doing- as well as ICT. Below is a review of business environment in the country. progress made during NDP 11 on some These included 21 legal and 27 71 administrative reforms. Of the 21 legal provide market opportunities through reforms, 20 laws were passed by trade fairs and partnerships under the Parliament and the remaining one export development programme. LEA`s (Building Control Bill) is still being annual reports indicate that the rate of reviewed. business plan development and submission increased over time, save

6.7 Of the administrative reforms, for the impact of COVID-19. For 24 have been completed and work is instance, the Authority facilitated the still ongoing on the remaining three. submission of 1254 (1226 micro and 28 The first is the One Government SMEs) plans in 2018/19, 1913 in Principle, which aims at aligning and 2019/20 and 483 in 2020/21. Further, synchronising Government processes in 452, 924, and 140 plans were funded at order to expedite delivery of services. P67m, P124m, and P66.8m in 2018/19, The second is the training of 2019/2020 and 2020/21, respectively. commercial judges in order to fast-track The rationalisation exercise for commercial and business disputes. The ministries and SOEs led to the third is the consolidation of all establishment of a new Ministry of Government accounts in order to allow Entrepreneurship, and the merging of paying agencies to have access to all Citizen Entrepreneurial Development the required information online, and Agency (CEDA) and LEA. This merger is thus reduce payment turnaround times expected to improve efficiency and co- for suppliers. ordination in the provision of support to SMMEs. Entrepreneurship Development

6.10 Three reforms were introduced

6.8 An entrepreneurship policy was in the Trade Act, 2019, which took developed in 2019 to enhance effect on 1st June 2020. The first reform opportunity-driven entrepreneurship was the removal of licencing and development of SMMEs. Post requirements except for business COVID-19, an Informal Sector Recovery activities with health and safety Plan was developed to ensure concerns. Those that do not require enterprise sustainability. Initiatives for licencing are only required to register market access included restrictions on with the Companies and Intellectual horticultural imports, which are Property Authority (CIPA). The second intended to protect local horticultural involved abolishing ex-ante or pre- farmers and reduce the country’s inspection before issuing a licence for import bill. The high share of formal activities that do not have health and rather than informal enterprises in GDP safety concerns and instead performing implies a positive transition to decent an inspection on a risk-based system. work alongside the International The third involved moving from ex-ante Labour Organisation’s licensing to ex-post checks for business recommendations. activities without immediate public health and safety concerns. To address

6.9 Through the Local Enterprise the enterprise operational space issue, Authority (LEA), there have been there are provisions for SMMEs to efforts to inculcate business culture, operate from residential plots. The new build capacity through workshops and Public Procurement Act (2021) and the 72 Economic Inclusion Bill are expected to improve market access for the country`s small businesses. additional demand for the Chobe/

6.11 However, there is a challenge of Zambezi agro-commercial scheme). a lack of organized market platforms for The provision of water and sanitation local products from economic infrastructure remains costly due to the empowerment programmes such as country’s large size and very low Poverty Eradication, Youth population density. Covering these Development Fund (YDF), Women costs through water tariffs can lead to Economic Empowerment (WEE) unacceptably high tariffs for Programme and Livestock Management households, hence some subsidies will and the Infrastructure Development always be necessary. A range of (LIMID). There is also inadequate alternative financing options for water technical and entrepreneurial skills to projects will need to be sought during produce competitive products in both the TNDP period. It will be important to the domestic and international markets. avoid supplying highly-subsidised water to commercial users because that could b) Infrastructure Development lead to unsustainable fiscal obligations in future. Water Energy

6.12 During NDP 11, Government focused on developing water sources 6.13 Despite the 2012 commissioning and transmitting water to prioritised of the 600 MW Morupule B Power centres with a water deficit. To this end, Station to support the already existing areas such as Thamaga, Moshupa, 132MW Morupule A Power Station, the Mmathethe, Shakawe, Mahalapye, generation of adequate electricity to Palapye, Gumare, Seronga-Gudigwa, meet demand and hence eliminate Mathathane, Molalatau, Bobonong, reliance on power imports remained a Gobajango and parts of the North East challenge during NDP 11. While the two and Tutume area were connected to plants are, in principle, adequate to reliable water sources. However, water meet the national demand of 600MW, deficit remains a challenge, more since its commissioning, Morupule B especially for areas such as the has not operated optimally due to Goodhope Sub District, Macheng area, technical challenges. That led the Molepolole and satellite villages, Boteti, country continuing to import power at a Sowa-Dukwi, Tswapong South, and the high cost. The country has embarked Radisele Cluster, Mahotshwane and on development of a long-term Werda. More water infrastructure will Electricity Integrated Resource Plan be built during implementation of the (IRP) which outlines the least cost TNDP to reach these areas. The development plan for electricity for a current national water demand stands period of 20 years (2020 - 2040). The at 245mm3 against water supply of additional capacity to be provided 225mm3 per year. Projected water under the IRP will mainly be derived demand up to 2035 is 340mm3 per year from renewable sources, being solar (excluding 270mm3 of potential and wind. 73 Land Servicing 10, Maun CBD, Kasane (Plateau and Nnyungwe), Mmopane Block 1,

6.14 Land servicing and management Mogoditshane (Tsolamosese), Sowa are important aspects of the industry SHHA Block 3 and Otse (Seuwane). On support infrastructure. Over the years, a much smaller scale, such projects will Government has faced major be executed at Kachikau and challenges to increasing access to Letlhakane (Letsibogo). serviced land for residential, industrial and commercial areas due to ever rising Land Management demand. The demand exceeds available supply across both rural and 6.17 Parliament approved the urban areas. However, the true extent National Spatial Plan 2036 in March of the shortfall is unknown as plot 2022. This Plan will guide the waiting lists are inflated by duplicate, distribution of people and activities - non-eligible and opportunistic which include future developments and applicants. investment decisions over Botswana’s territory. The NSP shows the distinctive

6.15 Land servicing progressed well regional planning areas, the actual and during NDP 11. A total of 42 land potential areas for population growth, servicing projects were approved for business and infrastructure implementation across the country with development as well as human a target of 37,000 plots to be serviced. settlement growth. All these aspects Thirty-one projects, which yielded a are critical and for planning purposes, total of 46,177 serviced plots owing to should be mainstreamed across all the reduction of plot sizes, have been four pillars of Vision 2036. completed.

6.18 Figure 6.2 shows the distinctive

6.16 Projects that are spill-overs from regional planning areas and clusters NDP 11 and will still need to be which will be used for the planning of executed include land servicing future economic, social and infrastructure at Metsimotlhabe Block 4, infrastructure developments. Ghanzi Expansion, Palapye Extension 74 F IGURE 6.2: ECONOMIC AREAS AROUND REGIONAL CENTRES ( IN POPULATION DENSITY - D ISTANCE BANDS) Source: National Spatial Plan 2036 c) Human Resource Development period indicated that more still needs to be done to address work ethic and

6.19 Productivity and competitiveness inefficiencies in the work place and are key pre-requisites for driving a within the education and training private sector export-led economy. system. Results from the 2019 Productivity Study undertaken by

6.20 During NDP 11, Government Botswana National Productivity Centre continued to devise strategies and indicate that there is need to increase initiatives aimed at addressing issues of productivity across all sectors of the poor work ethic as well as inefficiencies economy, more especially in in education and training in order to agriculture, manufacturing, transport improve productivity and and communication, water and competitiveness. Indices on these electricity, tourism sector, construction, elements produced during the review 75 and, most importantly, in the general effectiveness, as well as modernisation labour market. of Government through online services. d) Improved ICT Connectivity 6.24 During implementation of NDP 11, strides were made in the

6.21 Botswana has made strides in implementation of Maitlamo, especially the development of the ICT in infrastructure development. The infrastructure and services and National Broadband Strategy (NBS) of compares favourably with the sub- 2014 and the National Cybersecurity Saharan region and countries in the Strategy (NCS), which was approved in middle-income bracket. The 2020, are the key instruments that the contribution of the ICT sector to the sector is using to ensure safe, secure economy stood at 2.8 percent of GDP in and accessible ICT services. The NBS 2021. provides a holistic and coordinated approach to the implementation of the

6.22 The National Information and ICT ecosystem to connect every citizen, Communications Technology Policy business and community to high- (Maitlamo), informed the development speed broadband infrastructure to of a robust ICT eco-system around the achieve universal access and services country. A number of programmes and for appropriate quality of services and projects have been undertaken to affordable prices. The NBS addresses implement Maitlamo action plans. the supply and demand side of the ICT Botswana aims to take advantage of broadband ecosystem. Two flagship the opportunities presented by the infrastructure projects, being the local Fourth Industrial Revolution (4IR) and access network and national backbone move the country towards a project, are under implementation since knowledge-based economy, without the start of the Plan period. Eight work leaving anyone behind. This ambition is packages (sub-projects) were planned in line with Botswana’s National Vision for implementation under the national 2036 aspirations to transform the backbone project. country from a resource-based to a knowledge based economy. Smart Botswana

6.23 To grow and diversify the 6.25 The SmartBots Strategy was Botswana economy, digitalisation of all approved in 2019 as an action plan that sectors is imperative, especially sectors delivers a smart sustainable society for such as agriculture that were not Botswana and Batswana. The Strategy renowned for adopting and adapting to adopts a whole-of-Government ICT. The key result area for the sector approach to transform the public sector is the provision of universal access to so that it can efficiently provide services ICT in Botswana and providing the to citizens and businesses. It also seeks necessary digital platforms and to reform the education sector with a services. This goal will be achieved focus on building the human capital through policy and regulatory towards a knowledge-based economy. development, infrastructure development, service excellence, citizen-centricity, organisational 76

6.26 Progress in the ICT sector was records (EMR) were successfully made in a number of areas during NDP developed and tested in 11, including: September 2022. Currently, the EMR is being piloted in 10 sites i. E-Legislation: The Electronic until March 2023. The national Communications and rollout covering more than 400 Transactions Act and the clinics and health-posts is associated secondary legislation; expected to commence in April the Electronic Records and 2023 until March 2024. The Evidence Act; the Amended statement of user requirements Cyber-crime and Computer- (SOUR) for upgrading the Health related Crimes Act; and the Data Workers Licensing System Protection Act went into effect. (iHRIS) was completed in June The amendment of the Amended 2022. Implementation of the Cybercrime and Computer Phase 1 (Botswana Health Related Crimes Act 2018 is Professionals Council, Nursing ongoing. Similarly, the drafting of and Midwifery Council of a layman’s instruction manual for Botswana and Private Practice cyber security law is ongoing and Licencing) of iHRIS is on-going. expected to be completed in Implementation of Phase 2 2023/2024. (Health HR database) is targeted for the last quarter of this ii. E-Government: Of the more than financial year. The Master Patient 400 Government services, 117 Index (client registry) is have been developed for online communicating with the data platforms and are ready for use. warehouse. More work to However, they are still awaiting connect the Index to the new the implementation of electronic centralised EMR by March 2023 is identification protocols to enable ongoing. virtual identification of users. This exercise will be completed in the v. Village Connectivity Project: 2023/2024 financial year. The Commenced in September 2021, electronic identification will be with a focus on connecting key completed in 2023/24. The portal congregation centres such as that will host the services has dikgotla (traditional public been developed. meeting places), health facilities, schools and other key iii. E-commerce: This strategy, Government facilities to high- which was launched in 2021, speed internet across all official addresses payment transactions, settlements. This project follows systems, portals and logistics for a phased approach, with Phase 1 ease of doing business online. An targeting 1,138 Government e-commerce law is still being facilities in 142 villages, across all developed. the districts in Botswana. Phase 2 commenced in November 2022 iv. E-health: The Phase 1 modules of and is to be completed in the the centralised electronic medical beginning of the TNDP, covering 77 212 institutions across 61 Project aims to close the villages. Phase 3, which will cover connectivity gap and play a about 800 institutions across 301 catalytic role in driving digital villages, will be implemented transformation in Botswana. during the 2023/24 financial Progress made so far is shown in year. The Village Connectivity Table 6.1 below: TABLE 6.1: VILLAGE CONNECTIVITY P HASE 1 P ROGRESS Customer MESD MLG&RD MOH TOTAL VILLAGES Total Premises 662 165 311 1138 1424 Installed Premises 641 168 304 1113 143 % Installation Progress 96.83% 101.82% 97.75% 97.80% 100.00% Installed with Service 513 154 283 950 134 % Installed with service 77.49% 93.33% 91.00% 83.48% 93.71% User Acceptance Tests 338 104 220 662 90 Procedure % Accepted 51.06% 63.03% 70.74% 58.17% 62.94% Ready for UAT 134 39 42 215 Source: SmartBots, 2023

6.27 As regards the National invested in via BoFiNet is the East Africa Broadband Strategy, achievements Cable System (EASSy). Likewise, its 4% during NDP 11 include: infrastructure shareholding represents ample capacity development and implementation of an for current needs and is scalable awareness and capacity building whenever demands increases. The framework, which promotes skill EASSy cable system connects to the UK acquisition, co-funding of projects by through the Europe India Gateway the universal access and service fund (EIG) cable. These two undersea cable and Smart Botswana. Numerous systems complement each other, offer infrastructural projects and services protection and are augmented by have been developed at different layers undersea connectivity investments in and segments as follows: SEACOM by the private sector in Botswana. BoFiNet provides internet International Connectivity Layer capacity through various regional and international points of presence (PoPs).

6.28 Botswana is a member of the This ensures diversification and access West Africa Cable System (WACS) with to high quantity of content, enabling 4.5% shareholding in the consortium. impeccable customer experience. PoPs This shareholding represents ample have been established in the following capacity for current needs and is locations: scalable whenever demands increases. i. South Africa – Teraco WACS connects Botswana to Europe via Johannesburg and Cape South Africa (Cape Town) and Namibia Town; (Swakopmund). The second undersea cable system that Botswana has 78 ii. UK (London) – Global Local Access Layer Switch and Telehouse North; and, 6.31 Significant developments on this iii. Namibia – Swakopmund. layer using a combination of fixed and mobile services are as follows:

6.29 The PoPs are interconnected i. Mobile services – more than 90% through the EASSy and WACS cables population coverage for 4G which form a ring around Africa. (mobile broadband), with 2.5G at Internet traffic increased from about >95% population coverage; 2.1Gb/s in 2014 to 56Gb/s in April 2022. ii. Fibre-to-the-x (x representing The upward trend has been due to essential facilities like schools, continuous reduction in prices and hospitals and police stations) has uptakes from fibre-to-the-home (FTTH) been deployed in all cities, towns, products following the working-from- major villages and in some small home policies. villages; and, iii. Fibre-to-the-home has been National Connectivity Layer deployed in Gaborone covering

6.30 More than 12 200km of optical 1,486 households on 1134 plots fibre systems have been deployed in a initially. The next phase covered mesh form, assuring protection and Gaborone medium and high-cost alternative routes with required areas for a total of 16 632 homes capacities across Botswana. The across various localities, including systems connect all cities, towns, major Phakalane. villages, some smaller villages and essential sites as well as localities. Two Cybersecurity hundred and six (206) out of a total of 399 gazetted localities are connected to 6.32 Cabinet approved the National high-speed, open-access network Cybersecurity Strategy in October infrastructure. The remaining 193 2020. Progress to date includes the villages will be connected to network establishment of the Digital Forensic within the NDP 11 period. This Laboratory, the Communications Sector investment is owned by Government Computer Incident Response Team, via BoFiNet. An additional optical fibre and the ongoing process to establish system on the eastern block of the National Computer Incident Botswana has been developed by Response Team. The development of Mascom Botswana. It runs from the Cybersecurity Law is ongoing Tlokweng border post to currently and the layman’s instructions Ramokgwebana via Gaborone and will be submitted to the Attorney Francistown. Similarly, backhaul radio General Chambers by August 2023. systems complement optical fibre systems across the country, serving 6.33 Selected key performance hard-to-reach destinations via satellite indicators used to measure progress systems. during NDP 11 in the Sustainable Economic Development thematic area show the following results: 79 i. GDP growth averaged 2.7 percent enough to propel the economy to over the first five years of NDP 11 higher growth. Much more needs to (2017-21), which is far below the be done during the TNDP period 5.7 percent average annual growth and beyond. rate required to move Botswana from upper-middle-income to high- v. The non-diamond import bill income status by 2036. increased from P41 billion in 2017 Nevertheless, these results show to P60 billion in 2021. This is in that there was positive economic spite of the adverse impact of the growth, even though it was less COVID-19 phase when economic than the targeted figure. activity and movement of goods were generally sluggish. ii. The fastest growing sectors within this overall total were diamond trading (average growth of 11.0 vi. Growth in manufacturing output percent a year); wholesale and has been sluggish and its share of retail (7.9 percent); public GDP has been declining, with an administration (5.0 percent); and average share of 5.9 percent of health (4.3 percent). GDP over the period 2017-21. iii. Overall, sectoral contributions to vii. Foreign Direct Investment (FDI) GDP show that the share of mining declined significantly during the has continued to decline, with an Plan period, in part because of the average share of 13.7 percent impact of COVID-19 in 2020 and during NDP 11 (2017-2021). This is 2021, when investment in the second largest share after manufacturing, tourism, mining, public administration and defence and financial services came to a (Central and Local Government) standstill. More generally, the latter with an average share of 17.8 reflected a longer-term downward percent. Other large sectors are trend in FDI. In recent years, FDI construction, with an average share inflows have been less than one of 11.0 percent and wholesale and percent of GDP to five percent or retail with an average share of 10.2 more in fast-growing economies percent. such as Vietnam. iv. The export sector remained viii. GDP has become more diversified, undiversified as the share of as evidenced by the rising share of diamonds in total exports of goods non-mining sector in overall GDP. increased from 80.4 percent in However, the combination of more 2011 to 95.4 percent in 2017 and diversified GDP with a lack of export 95.0 percent in 2020, in part due to diversification illustrates the the success in transferring De broader problem of a lack of Beers’ global selling operations competitiveness. This results in from London to Gaborone. Some GDP diversification being mainly export successes were recorded in driven by the production of non- manufacturing and service sectors tradeable goods and services - (notably tourism), but not sufficient 80 which do not have to compete in ix. Prepaid phone coverage is 97 export markets or with imports. percent and post-paid phone coverage is 3 percent; and, ix. On the human side, unemployment, which was x. Mobile broadband affordability projected to decline from 17.6 is 0.92 percent of GNI per percent in 2016 to 13 percent in capita. 2021, moved in the opposite direction, rising to 24 percent in

6.35 The country has several 2019 and 26 percent in 2021. This opportunities that can be leveraged to figure is even higher for the youth, promote sustainable economic with an unemployment rate of 32 development. These include the percent by the fourth quarter of following: 2021. i. Botswana remains one of the

6.34 Statistical performance in the strongest economies in Africa, with ICT sector shows the following results: strong macroeconomic i. 3G/4G infrastructure fundamentals to support connectivity, covering 90 sustainable economic growth; percent of the population; ii. Mobile broadband internet ii. Botswana is recognized as one of penetration is 49 percent; the most peaceful and least corrupt countries globally, making it an iii. Commercial FM broadcasting attractive destination for both coverage is 74 percent; investors and talent; iv. Sixty four percent of iii. The country boasts a globally households in Botswana have respected brand as a flourishing access to the internet, which is democracy that has successfully well above the African average leveraged natural resources of 19 percent in 2018; (diamonds) for the social upliftment of its citizens; v. Urban villages constitute 50 percent of households with iv. Significant strides have been made internet access, followed by in social performance, with cities and towns (28 percent) improvements made in poverty and rural villages (22 percent); reduction and health care; vi. Fixed broadband internet v. High levels of imports provide penetration is 6 percent; opportunities for domestic vii. Fixed telephony penetration is production, as long as goods and 8 percent; services produced are competitive; viii. Mobile telephony subscriptions vi. Existence of good strategic is 210 percent; infrastructure, for instance, the Kazungula and Mohembo bridges, which position Botswana as a 81 gateway to markets in SADC and business going forward have been Central Africa, especially given put in place. These will improve developments regarding the African Botswana’s doing-business Continental Free Trade (AfCFTA); environment and thus attract both domestic and foreign investors into vii. Botswana has significant mining various sectors of the economy; resources in diamonds, base metals and, and other minerals, all of which are available for exploitation for the xiv. Market access opportunities exist duration of the TNDP and beyond; for exports to the rest of AfCFTA, as well as other markets in Europe and viii. Opportunities for participation in the United States of America. regional and international value chains, which have potential to CHALLENGES EXPERIENCED support increased exports; DURING NDP 11 ix. The development of Special 6.36 Despite the above opportunities, Economic Zones (SEZs), which will several challenges were also identified, produce goods with high export including: multipliers and high job creation opportunities. Further, SEZs will i. A plunge in Global Competitiveness attract high-value investors and (WEF, 2021) from 56th position to skilled personnel into the country; 91st, and a decline in the country’s mineral investment attractiveness x. The Intellectual Property Policy ranking (Fraser Institute, 2022); (2022) will promote the creative industry as well as industry ii. A lack of focused and data-driven creations of patentable products; strategic prioritization and funding of projects designed to contribute xi. Policies such as the meaningfully to the desired Entrepreneurship Policy and Middle economic growth; Class Strategy as well as legislation such as the Economic Inclusion Act iii. An educational system that produces will assist the country to develop graduates with inadequate soft skills citizen entrepreneurs and increase such as adaptability and problem- their participation in the economy, solving and graduates who generally especially in the business sector; lack relevant industry and entrepreneurship skills; xii. The National Quality Policy (2021) aims at ensuring that Botswana iv. Low levels of productivity that produces goods and services that impede real income growth and are accredited, globally competitive hence progression to high-income and of internationally accepted status; quality and standard; v. Difficulties in securing market access xiii. Legal and administrative reforms for some locally produced goods and that will facilitate the ease of doing services; 82 NDPs with inaccurate costing and vi. An economy characterized by a limited prior project appraisal and dominant Government sector and a assessment of feasibility; private sector focused on retail and weak production of tradeables; ii. Insufficient monitoring and evaluation of projects, resulting in vii. Inadequate citizen participation cost overruns and under-estimated in the economy; costs as well as service provision that is below standard viii. Inadequate investment in specifications. science, technology and innovation; iii. Shortage of project management ix. Data gaps relating to many economic skills within both Government and and social variables that are the private sector. important for policy, business and investment decisions; iv. Delayed commencement and progress in delivery of projects x. A fragmented public service, rife with mainly due to lengthy procurement red tape, coupled with lack of service processes, inadequate mentality and slow progress in implementation capacity, weak moving public services online, all of contract enforcement and which hinder business initiatives; contractual disputes; xi. Weak policy and project v. Limited capacity and experience in implementation; the case of some citizen-owned contractors; xii. Perceptions of rising levels of corruption and rent-seeking vi. Inadequate attention paid to the behaviour, especially in the awarding maintenance of public infrastructure of tenders; and assets, which results in their rapid deterioration and premature xiii. Mindset, cultural factors and dilapidation; and, attitudes that do not promote successful and innovative, vii. Limited skills in handling entrepreneurial activities. implementation of large-scale projects. Challenges Relating to Project Implementation Challenges Relating to the ICT Sector

6.37 Many of the challenges experienced during implementation of 6.38 Mainstreaming ICT across all infrastructure projects are cross- aspects of the economy is critical for cutting, and include: ensuring efficiency and competitiveness. However, a number of i. Inadequate project planning, challenges were similarly encountered premature inclusion of projects in 83 in relation to the ICT sector and they infrastructure development, related to: productivity and human resource development, digitalisation, improving i. Slow implementation of some of the the doing-business environment and recommendations in the National development as well as support for Broadband Strategy (NBS), e.g. small businesses. slow development of online services by Government; a) Sector Development ii. The ICT Policy framework has Manufacturing Sector remained stagnant;

6.40 The manufacturing sector is iii. High cost of broadband connectivity critical for the growth of the economy to targeted rural areas; because of the high backward and forward linkages it has with the rest of iv. Limited infrastructure capacity to the economy, as well as its export and attain recommended connectivity high job creation potential. The speeds; following actions will be implemented during the period of the TNDP: v. Insufficient monitoring and evaluation of projects resulting in i. Improving Market Opportunities for cost overruns and underestimated Locally Produced Goods: Market costs as well as service provision centres will be developed in that is below standard strategic places in cities, towns and specifications; villages across the country for the marketing of locally produced goods vi. Shortage of skills and competences and services. This is important as necessary to deliver on certain retail stores are generally not able projects, alongside high levels of to absorb all such goods and unemployment among ICT services. graduates; ii. A Deliberate Strategy to Fund vii. A predominantly factor-driven, low- Industry Development: Government knowledge economy which is unable will ensure that relevant to respond to global technological development finance institutions changes; and, (DFIs) are given additional funding to fund and incentivise the private viii.Lack of access to digital data sets sector to develop targeted projects. which can be readily exploited for economic gain and easily utilized for iii. Development of Citizen decision-making. Entrepreneurs: Government will ensure effective implementation of STRATEGIES FOR THE TNDP the National Entrepreneurship Policy (2019), Economic Inclusion Act

6.39 During the TNDP, the SED (2021), the Middle Class Strategy thematic area will be driven through six (2021), as well as youth main strategies: sector development, 84 development strategies and (components), textiles and programmes. clothing, leather and leather products, meat and meat iv. Promote Foreign Direct Investment: products, fruits and vegetables, FDI is important for driving export- and pharmaceuticals (cosmetics led growth. Through FDI, there is and essential oils). potential to access external markets and integrate into regional and vi. Leveraging opportunities offered by global value chains. Concerted Trade Agreements: Botswana is efforts will be made to attract FDI, party to several strategic trade in SEZs and elsewhere by agreements. These include SACU, developing promotional activities SADC, AfCFTA, AGOA, SADC–EU and identifying impediments to EPA, EFTA and many others. inward FDI. Equal opportunities will Government will unbundle the also be accorded to domestic existing economic opportunities and investors in relevant sectors. facilitate the private sector to leverage opportunities in these v. Implementation of Domestic and agreements. Regional Value Chains and Cluster Strategies Tourism Sector i. This will be important for job creation and the diversification 6.41 Botswana’s tourism is narrowly of industry. Through value focused on wildlife and wilderness. The chains and cluster development, sector is important for exports and job the country’s private sector can creation and it is the second largest leverage opportunities where source of foreign exchange earnings. there is comparative and During the TNDP, focus will be on the competitive advantage. following: Opportunities for domestic value chain development have been i. Tourism Product Development and identified in mineral Diversification: These will take the beneficiation, tourism, food form of mining, game processing, education, ranching/farming, waterfront agribusiness (horticulture), attractions, historical, cultural, sports cattle and small stock. The and adventure as well as business economic clusters encompass tourism. the following sectors: beef, diamond, finance, tourism and ii. Tourism destination diversification: indigenous products. In addition to the preferred tourism destinations such as Chobe National ii. Regional clusters and value Park and Moremi Game Reserve, chains will largely emerge from new ones will be promoted in line SACU and SADC trade with the NSP. These include Kalahari agreements. Sectors identified Transfrontier Park, Central Kalahari for promotion of cross-border Game Reserve and parts of the value chains and cluster Kgalagadi pans ecosystem. development include automobile 85 iii. Smart Tourism: to maximise returns i. Liberalisation of the Botswana Beef on potential tourism business to Export Market: This strategy aims Botswana, destination information at opening the sector to private will be digitized and made accessible sector participation and on different digital platforms and competition in both the domestic tools. This will enhance chances of and export market. This will be tourists viewing digital content on achieved through: Botswana tourism products online as a. Establishment of a meat well as booking and paying for regulator office to set and services online. Smart tourism will enforce standards and also allow a virtual reality experience regulations, as well as for tourists and thus encourage more encourage competition and tourists to come to Botswana for a competitiveness in the real physical experience. liberalised sector while avoiding creation of iv. Institutions: the effectiveness of distortions such as price Government entities, in particular controls; the Department of Tourism and the Botswana Tourism Organisation, will b. Attracting a strategic partner be improved so as to ensure effective and partially privatising BMC; and efficient tourism service c. Development of commodity- delivery. based trade which could take the form of concession v. Tourism Access: making the sector abattoirs owned by more accessible to locals, especially Government or the private during the off-peak season, in order sector to accommodate meat to maintain the low-volume, high- from the red zone in value principle. collaboration with the Kavango-Zambezi (KAZA) vi. Tourism Revenue Leakage: work on countries (Angola, Botswana, a strategy to domesticate a greater Namibia, Zambia and share of the tourism value chain and Zimbabwe). hence ensure that a greater share of overall tourism earnings remains within the country. ii. Development of Climate Smart Agriculture: This will entail the use Agriculture Sector of technologies such as the internet of things, sensors, location

6.42 Despite its small contribution to systems, robots and artificial GDP, the agriculture sector is important intelligence on farms, with a view to to the Botswana economy because of increasing the quality and quantity the business and export opportunities it of crops while optimising the provides as well as its centrality to rural human labour used. By way of livelihoods. Under the sector, the example, smart agriculture covers following strategies will be precision irrigation and precise implemented during the Plan period: planting nutrition; climate management control in green houses; as well as location systems 86 and communication systems. With v. Exportation of Live Cattle: The smart agriculture, farmers can export of live cattle, which started monitor processes on their farms in 2020, has reinvigorated the and take strategic decisions sector by allowing farmers access remotely from their tablets or to higher-value markets and mobile phones without being restoring the viability of cattle physically present on the farm. farming. These factors reflected Therefore, the agriculture sector lack of profitable opportunities for will be modernised in line with farmers to supply cattle Botswana’s strategy to be part of domestically. The export of live the Fourth Industrial Revolution. cattle is an important component of market liberalisation and will remain a standby policy to assist iii. Modernise Agriculture to Cope with Climate Change Challenges: farmers whenever the local Conservation agriculture measures market is unable to absorb all to combat the effects of climate cattle supply in the country at competitive prices. change and variability will be promoted. These measures include minimum tillage, crop rotation, vi. Promotion of Horticulture: In the rainwater capture and permanent crop sub-sector, horticulture soil cover and in one respect, will continued to record significant ensure sustainable water use in the growth and the TNDP will build on this momentum. Horticulture context of national water scarcity. clusters will be developed around dams (including in the Selebi- iv. Implementation of Impactful Phikwe and Shashe areas as well as Strategies Developed During NDP Mogobane Dam and Masama 11: Such strategies cover the dairy wellfield) to support the sector, beef cluster, small stock, commercialisation of agricultural apiculture and aquaculture. The production. The sector will continue Temo-Letlotlo programme, which to be supported by cautious use of replaced the Integrated Support import restrictions, through which Programme for Arable Agriculture local farmers have demonstrated Development (ISPAAD), the capacity to supply the market encourages commercialisation of competitively, while ensuring that rain-fed agriculture as well as there is minimal adverse impact on improving productivity and output. household living standards and Temo-Letlotlo will reduce the cost other sectors of the economy due of input subsidies through the to higher prices or reduced choice. formation of farmer clusters to spread costs and achieve economies of scale. Furthermore, vii. Promotion of Farmers Association: Farmers’ associations will the Bio-safety Bill is being continue to be promoted in an developed to regulate the use of effort to enhance their Genetically Modified Organisms engagement with Government. (GMOs). This engagement advances and protects the interests of the 87 farming community in a consistent the country’s mining investment and organised manner and thus attractiveness. facilitates appropriate Government interventions in the 6.44 The strategic interventions to be sector. employed include the following: viii.Use of Effluent or Treated Waste: This will be promoted in order to i. Diamond Beneficiation: expansion of produce fodder for livestock, diamond beneficiation beyond especially in the dairy sub-sector. cutting and polishing as well as developing rough diamond trading ix. Improve Productive Capacity of the by introducing alternative/additional Livestock Sector: Effective diamond supply; implementation and delivery of the outcomes of strategic interventions ii. Diversification of the Diamond in the sector will be promoted and Industry: This activity will be done facilitated during the TNDP. These through downstream activities which include upgrading the National involve jewellery manufacturing; Artificial Insemination Laboratory identifying and collaborating with (NAIL) into an export-accredited major jewellery manufacturers with facility; promoting Assisted a view to setting up operations in Reproductive Technology (ART); Botswana; as well as setting up a promoting fodder production; Diamond Special Economic Zone; proper management of bush encroachment; implementing a iii. PromotingDevelopment of the beef productivity training Diamond Cluster (Security, Banking, programme through development Tourism and Logistics): This will be cooperation with the New Zealand done by disseminating diamond Government; and development of information (including through livestock multiplication farms that branding); capacitating the diamond are expected to support the hub; and increasing utilization of ICT production of improved quality to drive efficiencies and ease of breeds. doing business in the sector; and, Mining Sector iv. Facilitating citizen participation in the diamond industry through skills

6.43 The economy of Botswana is development and establishing dependent on minerals for over 95 diamond business incubation. percent of the country’s goods export earnings. Minerals are also critical as a Non-Diamond Mining Sector source of Government revenue, and for the financing of development. The 6.45 Government will encourage strategy for the TNDP on mining will exploration for more mineral varieties focus on promoting Botswana as a and attract the private sector to invest leading mining destination for world- in mining as well as beneficiation of leading mining investors and improving base metals. Botswana has known deposits of copper, nickel, cobalt, silver, 88 uranium, manganese and iron ore. iv. Making the most of opportunities Identification and assessment of further offered by the digital transition to mineral potential will continue. develop new products and services; reducing reliance on physical

6.46 While Botswana has significant branches and processes; improving coal resources, these will be developed inclusivity and reducing the cost of cautiously in view of concerns regarding making payments and use of cash as global warming, the National Climate well as exploring the potential of Change Policy, and Botswana’s digital currencies. international commitments to reduce greenhouse gas emissions. v. Deficiencies identified during the development of the National

6.47 Improved legal and regulatory Strategy to Combat Money framework for the mining sector will Laundering, Financing of Terrorism, ensure that the mining policy as well as Financing of Arms of War, Biological regulatory and fiscal framework support and Chemical Weapons as well as the needs of both domestic and foreign legislation to combat the acquisition investors. of property from proceeds of crime will be addressed. Financial and Business Services Sector vi. BURS will concentrate on improving

6.48 The financial sector is important tax collection efficiencies and closing for the Botswana economy as both an tax gaps. New tax legislation enabler in other sectors and a business (including a revised Income Tax Act, sector in its own right. The strategies Value Added Tax Act, and a new Tax for the sector during the TNDP will Administration Act) will be enacted. focus on the modernisation of the financial sector in line with global vii. BURS will also introduce developments as well as reforming the electronic billing machines to laws and processes to achieve the improve compliance in the collection required compliance. The following will and payment of VAT by merchants. be implemented in this sector: Transport and Logistics Sector i. Adoption of global innovations, technology-based instruments and 6.49 Just like the financial sector, the other beneficial technology-driven transport and logistics sector is developments in the delivery of important as an enabler in the primary intermediary functions; economy. The sector covers air, road and rail transport. Transport and ii. Continuous review of the legislative logistics facilitate business operations, framework to support a modern the movement of goods and services, financial system; as well as the movement of natural persons in the economy. During the iii. Implementation of measures under TNDP, the sector will play its part in the the revised financial inclusion economy by employing the following roadmap to reduce financial strategies: exclusion; 89 Air Transport Road and Rail Transport

6.50 In line with the SOE 6.54 Road transport is critical for the rationalisation strategy agreed by movement of people as well as goods Cabinet in 2022, Air Botswana will be and services. This is especially restructured, its core functions important, as the NSP has shown the unbundled and a strategic partner potential for the growth of conurbations sought. in Gaborone and Francistown and their surrounding peri-urban villages. To this

6.51 Possible changes to the end, reliable and efficient transport will operations of Air Botswana, in line with be provided to these growing its Revised Air Transport Strategy 2021- conurbations. This development points 2024, include commercialisation of to the need for modern urban public Sefofane Aviation Ground Handling transport. Services (SAGS); development of an aviation training school; and growing Creative Industries and Sports Sector the air cargo business. Based on sustainable funding models, it could 6.55 The creative sector involves also include the localisation of heavy activities which have their origin in aircraft maintenance and repair as well individual creativity, skill and talent. as route diversification with new Therefore, it is anchored in the domestic and international routes, generation and exploitation of along with new aircraft. However, such intellectual property. The creative decisions will be dependent upon sector takes different forms including agreement with the strategic performing arts, crafts, visual arts, management partner to be introduced design, film and video production, food to the business. ways (cuisine), fashion and modelling, audio visuals, creative writing and

6.52 Licensed private airlines will be publishing, creative services as well as encouraged to offer services on “thin” heritage and cultural tourism. These domestic routes and to compete with industries flourish where there is Air Botswana. Domestic, regional and promotion and facilitation of innovation international airlines will be encouraged and creativity as well as protection of to offer new and more frequent cross- intellectual property. For that reason, border flights. they are businesses in their own right as well as being a source of wealth and

6.53 Government will continue the job creation - more especially for the development and upgrading of youth. Botswana airports, terminal buildings and runways in order to facilitate 6.56 To this end, the TNDP will regional and international integration. ensure implementation of the National The land parcels around Kasane, Creative Sector Strategy 2020-2025 in Gaborone, P.G. Matante (Francistown) order to reap aforementioned benefits and Maun international airports will be for the country. developed as per the planned masterplans in order for such land to 6.57 Equally important in this sector is realise its full commercial potential. sports, which will be resourced and 90 promoted to produce young more efficient north-south professional athletes who will be able to transport links; compete nationally and internationally. A programme for identifying such ii. Mosetse-Kazungula rail to athletes at primary and secondary improve north-south transport schools will be implemented. This links between Botswana and programme will ensure that Batswana southern African countries, and with sporting talent are developed more generally, to central and accordingly in order that they can east Africa; and, benefit from this well-paying profession. iii. Trans-Kalahari rail which has potential benefits in terms of b) Infrastructure Development diversifying import and export routes as well as linking southern

6.58 Development of industry support Africa with Namibian ports, infrastructure takes different forms especially for the transportation including road, rail, air, ICT, as well as of petroleum products. water and electricity infrastructure. The sections that follow provide the Water Infrastructure strategies for developing support infrastructure in various sectors of the 6.61 Government will continue to economy. increase access to potable water and sanitation services in order to cater for Tourism Infrastructure Development increasing demand through the following ways:

6.59 The Kazungula Bridge will be leveraged to develop a green i. Development of water commercial city and an SEZ with a infrastructure for industries in gateway to SADC and other African order to support value chains and markets in the north as well as an outlet enhance private sector to the tourism activities in the participation. Kazungula area, the Chobe National ii. Development of water Park, Moremi Game Reserve and other transmission infrastructure to tourist areas in the region. supply demand centres that are facing water deficit. Strategic Industry Support Infrastructure iii. Rehabilitation of water networks to ensure conservation and

6.60 These will include the following optimal distribution of water. key rail infrastructure initiatives which iv. Rehabilitation, expansion and will facilitate efficient movement of development of new sanitation goods and services from various parts schemes. of the country: v. Identification and development of water sources and harnessing i. Mmamabula–Lephalale rail/road regionally shared water resources. primarily for coal exports and 91 vi. Development of infrastructure to land utilization through the following increase the level of wastewater programmes: re-use for human consumption and industrial applications. i. Identifying the true shortfall in the supply of serviced plots by vii. Review of water infrastructure rationalising waiting lists and tariffs and finding alternative removing those who have made financing options for water duplicate applications and already projects. own plots. This will be done through electronic registration of Road Infrastructure applications. ii. Fast-tracking land servicing for

6.62 National road infrastructure will residential and commercial use. continue to be developed, with a focus on improving the quality and capacity of iii. Development and implementation key trunk road links and cross-border of a land management reform connections. There will also be more agenda, whose overall objective is focus on maintenance. Where there are to transform the land sector and sufficient existing or projected traffic ensure speedy and efficient land volumes, opportunities for introducing allocation as well as to unlock land road tolling will be explored. value.

6.63 Urban and village internal road 6.65 New projects to be considered infrastructure will also be upgraded in for full land servicing during TNDP are line with need and availability of Gaborone Extension, Greater Gaborone resources. In place of unlimited growth and Greater Francistown. A number of in car usage, urban road infrastructure villages around the country will benefit will support improved public transport – from minimal land servicing. in one respect, through dedicated bus lanes. 6.66 Government will continue to fund the land servicing programme Infrastructure Maintenance during the TNDP while simultaneously exploring other funding mechanisms to

6.64 Timely maintenance of augment its resources. infrastructure will remain a priority so as to preserve the existing Optimising Electricity Security of infrastructural assets and ensure they Supply cover their full lifespan and yield return on investment. 6.67 During the TNDP, Government will develop a strategy for optimising Land Servicing and Management the use of solar power, and harness it to supply the rural and countryside

6.65 Government will expedite the dwellers, especially the farming process of making land available for community. It will also allow private social and economic development, suppliers to supply power into the distributing land equitably and ensuring national grid. 92

6.68 Government and the Botswana Ensuring Availability of a Competitive Power Corporation will prioritise the and Productive Human Resource development and strengthening of the national electricity grid to make it 6.72 A competitive and productive capable of distributing electricity human resource with a good work ethic generated from renewable sources and industry-relevant skills is a pre- located across the country. Cross- requisite for moving Botswana to high- border grid links will be developed to income status and prosperity for all by facilitate the export of power. 2036. Guided by the National Employment Policy of 2021, Optimising National Petroleum Security Government will prioritise: of Supply i. Promoting a link between tertiary

6.69 Government will ensure education institutions and industry optimization of national petroleum to ensure production of graduates security of supply. According to a 2014 with relevant industry skills. National Petroleum Programme Study, Botswana’s strategic petroleum storage ii. Re-tooling and up-skilling capacity stands at 62.5 million litres unemployed graduates in line with and, at the current national current and future employment consumption of 1.2 billion litres per opportunities as a way of improving annum, can last for only 15 days. chances for their employability.

6.70 However, the required import iii. Promoting training in cover for normal fuel supplies into entrepreneurship to ensure that Botswana is 60 days. Projections graduates with entrepreneurship indicate that national consumption will acumen are able to choose double to 2.4 billion litres by 2030. entrepreneurship as a viable career path.

6.71 Government will ensure that, during the TNDP, ongoing construction iv. Consolidation of the Employment work on the development of strategic Bureau and the Directorate of storage facilities at the Francistown Public Service Management (DPSM) Depot, Ghanzi Oil Depot and Tshele jobseeker platforms with the Hills Depot, which are expected to be Botswana Labour Market complete by July 2024, April 2025 and Information System (LMIS) so as to December 2025 respectively, is reduce the unemployment rate to a successfully carried out. These depots single digit by 2036. are expected to increase strategic fuel stocks from the current 18 days to at v. Improving the flow of information least 60 days as well as facilitate the between job seekers and job diversification of petroleum supply openings; strengthening labour routes. market monitoring and research; as well as developing a framework for c) Productivity and Human coherent and coordinated policies Resource Development with systematic monitoring and evaluation. 93 a digital economy, digital inclusion, vi. Development of a Botswana Labour smart environment, and smart Market Observatory and government. This will be made possible Information System to enable the by the use of digital technologies to country to effectively formulate, create 1Bw; positioning ICT as a sector monitor and evaluate the that can contribute directly to the implementation of education and growth of the economy; digital employment policies as well as transformation of enterprises, people other labour market programmes. and Government; and harnessing the The latter include the Education power of emerging technologies like big Information Management System data, artificial intelligence, robotics, (EMIS), the National Employment blockchain, Internet of Things and Services System (NESS), and the cloud computing. National Jobseeker Database.

6.75 The focus for the Botswana’s vii. Development of a national skills digital transformation during the TNDP profile to provide the current and period shall be in four key interrelated expected future landscape of skills, policy dimensions of equal weight: competencies and qualifications. i. Technology: Botswana shall develop viii. Development of entrepreneurs in best-in-class digital infrastructure line with the Entrepreneurship and services deployment as well as Policy (2019), Middle Class Strategy open innovation-focused regulation. (2022) and the Economic Inclusion Act (2021) in contrast with previous ii. Capabilities: Botswana will develop Plans which focused on graduate future-oriented, skilled digital employees. human capital to sustain its innovation ecosystem. d) Digitalisation iii. Ecosystem: Botswana will be a

6.73 Digitalisation of all sectors of the preferred private sector destination. economy will be pivotal to transforming the country into a digital economy. This iv. Industry: Alongside the will result in increased productivity that development of digital enterprises will take the following forms: i) and start-ups, Botswana will grow increased efficiency (and effectiveness) the ICT sector with the aim of in the delivery of services in both the enhancing its direct contribution to public and private sector; ii) increased the economy. revenues for Government, individual citizens and enterprises; iii) citizen 6.76 Structures for implementation empowerment through job and and monitoring will be strengthened to business opportunities; and iv) ensure timely delivery and effective improved electronic governance and monitoring and evaluation of electronic services in the economy. digitalisation programmes and projects to ensure attainment of Vision 2036’s

6.74 Efforts will be made towards the aspirations and in line with the attainment of a smart nation based on: SmartBots Strategy. 94 their continuous monitoring and

6.77 The e-Government Strategy will evaluation. The Regulatory Impact be reviewed with a view to Analysis will be used before new incorporating the exploitation of regulations are introduced, to avoid emerging technologies in the provision imposing additional regulations that of the Government’s online services. could unduly hinder business activity. Implementation of online services will be accelerated and barriers that have f) Development and Support of slowed rollout of these services during Small Businesses NDP 11 will be removed. The Strategy will also be reviewed to ensure co- 6.82 The construction of creation and private sector participation infrastructure support projects for the in the provision of public sector services informal sector remains a priority online. The exporting of public sector during the Plan period. There were services into the region and the rest of implementation challenges during the world will also form part of the new NDP11 and in order to address this, a e-Government Strategy. The aim of the project management office will be latter will be to increase the economic established with a view to expedite contribution of the ICT sector to GDP. project implementation. During the Data from the public sector’s online TNDP, SME business hubs along the A1 services will be anonymised and made Highway and Francistown will be available to Statistics Botswana (the constructed with an objective of custodian of the official statistics in the providing decent business premises in country) for analysis. order to attract customers.

6.78 The ICT Policy, legal framework 6.83 Community entrepreneurship is and all strategies - such as the National one other area which has been found to Broadband Strategy, will be reviewed. be of paramount importance. There are already business areas where

6.79 Phases 2 and 3 of the Village communities need to be facilitated to Connectivity Project will be completed. better organise themselves for doing business. It is envisaged that during e) Improving the Doing TNDP, community projects such as the Business Environment Letsholathebe Community Horticulture, Zutshwa Salt (Hukuntsi), Motlhware

6.80 Doing business will remain a Community Trust (Letlhakeng) will be priority during the TNDP. Even though supported. there has been some progress with legal and administrative reforms for 6.84 Programmes which, to a large doing business, the impact of these extent, promote entrepreneurship for reforms on the economy is yet to be youth, women, graduates, rural felt, and much more still needs to be communities and people with done. disabilities, will be prioritized. This support will be based on three key

6.81 On the basis of the foregoing, pillars: entrepreneurial mindset change focus during the TNDP will be on the and culture; financing implementation of reforms as well as on entrepreneurship; and 95 entrepreneurship capacity building. The chain development will be objectives of entrepreneurial mindset infrastructure development, digital change and culture are to promote development and enhancing productive entrepreneurship and innovation capacities for cooperatives. It is also programs, and will entail hosting events crucial to adopt a livelihood perspective for both start-ups and investors; by conducting community-based identify high-growth start-ups and groundwork and mobilization of innovative SMEs and support their producer groups or clusters. SME development; promote export hubs developing local and entrepreneurship to vulnerable groups indigenous brands will be given grants. (youth, the poor, people with These hubs will work with established disabilities and women) as well as the anchor firms in each sector’s value middle-class. chain to take of advantage of opportunities in both the domestic and

6.85 The entrepreneurship financing international market. objectives are to provide support for innovative start-ups (e.g. capital 6.87 The implementation of the Local ventures and other alternative funding Economic Development (LED) options); review the existing schemes framework remains a priority. The and programmes and consolidate them objective is to ensure that supply and into a single entrepreneurship value chains become more socially promotion fund (EPF); and establish inclusive, benefiting a greater number partnerships with key players in the of underprivileged members of the financial sector to facilitate their society and securing their position in engagement with SMEs, thus making formal markets. Assessing the current available broadened financing options. state of regions, as well as identifying As for entrepreneurship capacity value propositions and establishing building and support, the objectives are partnerships with the regions will be to increase accessibility and supply of undertaken during the Plan period. It support services for will be important to engage anchor businesses; establish a national register institutions (such as district councils, of consultants, mentors, incubators and health organisations and schools) in a accelerators; consolidate and integrate certain locality to maximize their impact databases for enterprises (YDF and in creating community wealth through cooperatives); as well as create cooperative development. Private interactive entrepreneurship portals for entities with a common purpose will be dissemination of information and online engaged with a view to understanding services. their supply chain and identifying services that offer potential for

6.86 Value chain development has cooperative models of delivery. been identified as a priority which can develop and support small businesses. CONCLUSION Its aim is to help the country transition from traditional to organized value 6.88 A review of the performance of chains by addressing resource the NDP 11 indicates that deep efficiencies in order to achieve structural reforms, coupled with economies of scale. Priority for value capacity to implement, will be required 96 to take the country to the next level of high export-growth potential, and high development. The strategies outlined in job creation opportunities and will be this Chapter form the basis for implemented by the various sectoral transformation and will position the teams under the Sustainable Economic economy on the path to high-income Development pillar to deliver on the status. They are game-changers, with goals of this two-year TNDP. high forward and backward linkages; 97 CHAPTER 7 HUMAN AND SOCIAL DEVELOPMENT INTRODUCTION well as enhancing the capacity of the poor and vulnerable to better manage

7.1 The Human and Social risks they are exposed to in their Development pillar aims to achieve a everyday lives. dignified life for all citizens. Accordingly, its realisation involves ensuring the 7.3 This Chapter mainly focuses on creation, recognition and management two areas: social development and of opportunities to attain higher levels health. The priority areas include of sustainable economic growth, reducing the consequences of poverty, leading, in one respect, to employment ensuring access to basic services creation.25 The aims of this pillar are (education, housing, sanitation, water also reflected in several of the SDGs, in and health), food security and nutrition, particular SDG 1 (End Poverty), SDG 2 arts and sport development, (End Hunger, Promote Food Security), strengthening prevention intervention SDG 3 (Healthy Lives), SDG 4 and rehabilitation services. (Education), SDG 5 (Gender Equality), and SDG 10 (Reduced Inequality). 7.4 Botswana continues to experience numerous challenges that

7.2 The key result area (KRA) under threaten the attainment of objectives this pillar is social development, defined outlined in the social development as a “process of enhancing the well- pillar. Such challenges include health being of people by developing risks (malnutrition, illness, and sustainable strategies that promote pandemic outbreaks), economic risks social and economic participation of the (unemployment, inflation), life-cycle nation”. Such strategies include social risks (old age, disability and mortality), inclusion and the development of natural risks (animal diseases and policies that ensure equitable access to droughts) and social risks (domestic services and opportunities. The latter and gender-based violence). The 2020 include mainstream social services such Global Multi-dimensional Poverty Index as education and health, household report showed that 17.2 percent of food security, and targeted Batswana are multi-dimensionally poor. programmes for vulnerable Moreover, about 49 percent of children populations. The KRA covers areas such under 18 are also multi-dimensionally as agriculture, housing, social poor. protection, youth development, education and health. Its specific REVIEW OF PERFORMANCE objectives are geared towards reducing DURING NDP 11 vulnerability to poverty, helping the poor graduate from dependency on 7.5 This section reviews social protection/safety handouts as performance of the two focal areas 25 The World Bank’s Human Capital between investments in health, education, and Index (HCI) draws a clear evidence-based link childhood nutrition and economic productivity. 98 during NDP 11 based on the key ix. Strengthening health service performance indicators. It assesses delivery whether what was planned was Implementation of the Rural implemented and details the depth of Development Policy such implementation.

7.7 The Rural Development Policy is Social Development aimed, among others, at poverty reduction, increased agricultural

7.6 Key performance indicators that productivity as well as promoting a were to be achieved using NDP 11 participatory rural development strategies are outlined below: process, and sustainable livelihoods. Some of its key initiatives are outlined i. Implementation of the Rural below. Development Policy. ii. Development of Sports, Arts and Constituency Community Programme Culture.

7.8 Government introduced the iii. Development and support of small Constituency Community Programme businesses. (CCP) in 2017. The Programme aims to iv. Provision of social safety nets. strengthen local communities’ v. Eradication of absolute poverty. participation in the design and implementation of development vi. Provision of quality and equitable projects. It thus adopts a community- education (inclusive education and driven development model which is development of vocational life “intended to promote community skills). empowerment by strengthening the vii. Promotion of access to basic process by which citizens take the lead services (shelter, sanitation, in initiating and proposing solutions for education, health and information). indigenous challenges”. Table 7.1 shows a declining number of projects viii.Harmonization of social protection and associated employment created programmes. between 2017/18 and 2022/23. TABLE 7. 1: CCP PERFORMANCE : 2017/18-2022/2326 Financial Year Projects Employment Created 2017/18 1,598 7,109 2018/19 1,305 5,354 2019/20 1,212 4,412 2022/23 738 Projects not commenced Source: MLGRD (unpublished programme data) 26 In 2020/21 and 2021/22 there no projects were implemented 99 The Remote Area Development Programme (RADP) iii) Regarding early childhood, funding was provided for the

7.9 The Remote Area Development construction of day care centres. Programme (RADP) aims to support Projects are ongoing and are community development in remote anticipated to be completed by the areas by providing essential social end of the 2022/2023 financial year. services and promoting economic growth. The programme provides 7.11 With the support of UNDP, the broad strategies that various sectors RADP was reviewed. The findings and are to pursue to promote accelerated recommendations are being studied to development in officially recognised determine the way forward to improve remote area settlements. The RADP is programme implementation. implemented in 72 recognised settlements in the seven districts of Sport Development Central, Ghanzi, Kgalagadi, Kgatleng, Kweneng, Southern and North West. 7.12 A key component of the country’s sport development model is

7.10 In 2014, Government developed the school sport system, where the an Affirmative Action Framework (AAF) majority of junior athletes are nurtured. for Remote Area Communities to The school sport programme has been ensure (through close monitoring of assessed and resultantly, a policy that implementation and fast-tracking of will improve the efficiency and programmes) that remote area effectiveness of the school sport system communities evidently benefit from has been developed. In addition to the national programmes across sectors. implementation of sport development The following are highlights of the programmes, a Rewards and Incentives progress made. Policy for National Team Athletes has been in place since 2012. The monetary i. Under the RADP communal reward has motivated athletes and farms initiative, eleven out of improved competitiveness. Other twenty–two RADP farms were development programmes include funded. Out of these, five farms centres of sport excellence, Elite are operational, two are nearing Scholarship Fund and the Zebra Fund. completion, and the development of other farms 7.13 Due to these programmes, the continues. general performance of Botswana sport has continued to improve. Botswana`s ii. The Framework entails provision 4x400m relay team won a silver medal of housing to those found to be during the 2020 Olympics in Japan and in need. During NDP 11, a each of the six athletes was rewarded cumulative total of 1,324 with a housing unit. Botswana athletes housing units were completed have also won three gold medals, a against a target of 1,716. silver medal and a bronze medal at the Construction of the remaining 2018 Commonwealth Games in Gold units is ongoing at various Coast, Australia. stages of completion. 100

7.14 Botswana has successfully policies and initiatives by all Ministries, hosted major sporting events while, Parastatals and relevant partners. BTV promoting sport tourism. These events News is a news channel which provides include the Africa Karate all-day coverage of local news, ensuring Championships, Zone 6 Boxing that viewers are kept informed Championships, International Working throughout the day. These Group (IWG) World Conference on developments provide vast Women, Sport 2018, Rugby Africa opportunities for job creation as Women’s Sevens Tournament and the Ministries and Departments are African Union Sports Council (AUSC) expected to engage the youth to Region 5 Youth Games in 2018. produce their content for airing.

7.15 To improve the regulatory 7.17 During NDP 11, a deliberate framework and the general landscape effort was made to empower local of Botswana sport, a review of the youth (film and television producers) by BNSC Act of 2013 commenced in 2021. procuring their content, thereby Drafting has commenced and the contributing to job creation. A total of resulting legislation will, among others, P65 million was spent on local content create an apex body for Botswana sport acquisition since inception of the and address key issues such as channel in March 2018. More than 70 duplication of efforts, wastage of local companies, which in turn created resources and enhance role clarity 1,800 jobs, benefited from this among all sport sector players. The initiative. revised Act is expected to be in place during the 2023/24 financial year. 7.18 To promote cultural preservation Similarly, a National Anti-Doping and diversity during NDP 11, cultural Organisation (NADO) Bill is being events and festivals, as well cultural drafted following the establishment of exchange programmes, were financed the National Anti-Doping Coordination and various international instruments Office (NADCO) in 2020. This were ratified. National celebrations development will enhance compliance such as Presidents Day and with international sporting statutes. Independence Day were held until the advent of COVID-19 in 2020/21 when Arts and Culture Development they were suspended but resumed in 2022.

7.16 Significant strides have been made in the broadcasting sector with 7.19 In April 2020, Botswana became the launch of three channels under the a State Party to the UNESCO 2005 Botswana Television bouquet. Under Convention on the Protection and this arrangement, the former Now TV Promotion of the Diversity of Cultural has been rebranded as BTV1. It Expressions. The main objective of this broadcasts youth-related content such Convention is to create an enabling as entertainment and sports and will environment for arts and culture continue to source content from private practitioners to create, produce and production entities. BTV 2 focusses on distribute their goods and services for information and education with socio-economic benefit. emphasis on programs, projects, 101

7.20 Other initiatives included 50 percent of the labour force, they reviewing the 2001 National Policy on comprise 67 percent of the unemployed Culture and the 1970 Cinematograph population. Act as well as establishing a call centre that can be accessed through the 7.23 Through the Botswana National telephone and social media platforms. Youth Council (BNYC), the Government undertakes a social contracting model

7.21 Cultural exchanges were to implement character-building undertaken to improve relations initiatives in the five National Policy between Botswana and other countries thematic areas of Alcohol and and promote the country`s cultural Substance Use, Comprehensive tourism. Traditional dance troupes Sexuality Education, Character Building, performed in France, Australia, Zambia, Youth Leadership and Capacity Mozambique, and Dubai, among Building. others. These trips exposed local artists to the international market, opening 7.24 To that end, 68,336 youth avenues for them to engage in (against a target of 96,800) were financially rewarding events. Another absorbed in the internship and major milestone was the enactment of volunteer programmes. Upon the National Arts Council of Botswana completion of the programmes, 3,088 (NACB) Act of 2020, which established interns were permanently employed by the Council as a parastatal organisation. organisations that had enlisted them. In The primary aim of the NACB is to 2016/17, the internship programme facilitate and drive growth, promotion, recorded 1,109 interns who were investment and marketing of the arts as absorbed into the labour market. a sector. For a long time, the sector However, the numbers declined when lacked a coordination structure and had placement in the private sector was to contend with overwhelming requests discontinued during the 2017/18 for financial and technical assistance. financial year. The Council will, therefore, be instrumental in driving the cultural and 7.25 The YDF implementation was creative industries to realise their full subjected to reforms to improve service potential. delivery to the clientele. Government considered entrepreneurship Youth Empowerment development a crucial aspect of youth empowerment. It continues to assist

7.22 According to the Multi-Topic young people to develop as Household Survey, Quarter 4, 2021 by entrepreneurs and to make the Statistics Botswana, the youth environment conducive for their population (aged 15-35 years) in nascent businesses to thrive, using YDF Botswana is estimated at 851,545, of as the primary vehicle for financing which the youth labour force amounts youth start-ups, training and, where to 486,706. The number of employed possible, developing operational youth was estimated at 319,489 (65.6 spaces. From the YDF inception in 2009 percent of the labour force), and that of to the 2021/22 financial year, 10,734 the unemployed at 167,216 (34.4 youth businesses in the country created percent). Whereas the youth make up 20,064 job opportunities for youth. 102 However, the YDF suffers from character-building programmes across problems of a low level of repayment of the country. The Character Building loans by participants, hence Strategy aimed at empowering youth sustainability issues. by providing lifelong skills was implemented. Monitoring and

7.26 The above notwithstanding, evaluation of youth programmes was youth unemployment continued to rise undertaken in 2020. due to limited opportunities to absorb them into the economy. Skills mismatch Provision of Social Safety Nets has been cited as a major contributing factor. 7.28 Table 7.2 shows enrolment patterns in selected social safety net Development of Vocational and Life programmes. Destitute persons, old Skills age pension and disability cash transfers increased over time, while

7.27 During NDP 11, some those for Community Home-based Care achievements were realised regarding (CHBC), Orphans and Vulnerable partnerships, social contracting and Children (OVC) and World War II character development. NGOs were Veterans declined. funded annually to implement TABLE 7. 2: SOCIAL SAFETY NETS ENROLMENT IN NDP 11 Program Baseline 2017/18 2018/19 2019/20 2022 (2016/17) Destitute Persons 35,366 36,513 37,934 35,162 40,737 CHBC 1,313 1262 1218 1050 1010 Old Age Pension 95,649 103,726 110,896 116,103 130,767 Orphan Care 29,375 27,517 25,780 24,151 19,847 WW II Veteran 1,569 1,396 1,349 1,293 959 Vulnerable Children 35,550 35,693 37,606 34,549 30,261 Disability Cash 4,709 5,368 6,583 7,360 8,479 Transfer Source: MLGRD, 2022

7.29 Furthermore, along with the Ipelegeng Programme Anti-Human Trafficking Act of 2014, the welfare of all victims of human 7.30 The Ipelegeng Programme trafficking in the country is taken care contributed to employment creation, of. This includes providing shelter, enhancing the social inclusion of meals, toiletries and other basic needs targeted vulnerable populations and pending the repatriation and promoting local economic reintegration of the victims into their empowerment. The programme has countries/communities. Ninety-nine cumulatively involved, a total of (99) victims of human trafficking have 4,009,687 participations (97 percent), been supported since 2016. on rotational basis, out of the targeted 4,133,584 to date, at a total cost of P3 billion. Enrolment increased each year from 2017/18 to 2019/20, but was cut 103 back sharply in 2020/21 due to costs to the total), concerns have been restrictions imposed on social and raised about whether it yields value economic activity caused by COVID-19. commensurate with the amount of Vulnerable groups continue to money spent on it. This partly explains dominate the programme, with females why the process of re-engineering the comprising an average of 69 percent programme is underway. and youth at 33 percent. While official data shows that the programme scores high in labour intensity (share of labour TABLE 7. 3: TRENDS IN IPELEGENG EMPLOYMENT : 2017-2021 (MONTHLY AVERAGE ) Year Target Actual 2017/18 73,814 69,611 2018/19 73,814 70,984 2019/20 73,814 72,740 2020/21 49,209 48,467 2021/22 73,814 72,338 Source: MLGRD Unpublished programme data

7.31 These safety nets contributed to analysed from a poverty perspective. As the declining incidence of poverty problematic is lack of a centralised recorded at the time of the last national information management system for survey in 2015/16. However, even as Government programmes and services poverty declined, it remains high for to enhance data integrity. Botswana as an upper-middle-income country. Poverty Eradication Programme

7.32 There are many reasons for this 7.34 The Poverty Eradication condition. To some extent, Programme provides economic programmes addressing poverty are opportunities to the most vulnerable not well co-ordinated, resulting in populations, including remote-area errors of inclusion and exclusion. communities. At the start of NDP 11, Inadequate monitoring and evaluation 26,229 projects had been funded and of programmes addressing poverty out of that number, 20,541 were results in uninformed policy decision- operational. As of August 2022, 14,744 making. The emergence of COVID-19 in additional projects had been funded, the later years of the plan negatively most before the outbreak of COVID-19. impacted the programme's In total, of the 40,973 projects funded effectiveness. since inception, 29,564 are operational, thus contributing to improved livelihood

7.33 There is also a lack of national for beneficiaries. The operational statistical data on poverty as evidenced 29,564 projects created employment by the last national survey having taken for 34,553 people. place in 2015/16. Further, available data from the quarterly multi-topic 7.35 The following are some of the household surveys is not being key achievements: (i) reduction in the 104 backlog from over 17,647 approved and continued to 2019/20. Thereafter, there not packaged applications to around was no graduation assessment because 5,809, and attainment of a turnover of of COVID-19 restrictions but it resumed more than a million Pula by two after the end of the state of emergency projects, one engaged in toilet paper in 2021. Overall, 3,114 beneficiaries manufacturing and the other in the have graduated since the production of detergents; (ii) implementation of the strategy. A development of a data management monitoring and evaluation framework system for storage and management of for the programme was developed and beneficiaries’ data; (iii) creation of implemented with tools to guide data partnerships with key stakeholders, requirements for tracking programme which include the Botswana Bureau of performance. Standards for product certification; Botswana International University of Food Security Science and Technology for technical support; supermarkets for sale of 7.37 The agricultural, social products; and development partners protection and empowerment such as UNDP, Food and Agriculture programmes that were implemented Organization (FAO) and European during NDP 11 are the Integrated Union (EU) for strategic focus in the Support Programme for Arable endeavour; and (iv) development of Agriculture Development (ISPAAD) and value chains around poverty eradication the Livestock Management packages for the engagement of other Infrastructure Development (LIMID). contributory players to enhance the The multi-policy response approach sustainability of the projects. adopted by the Government comprises participation by several stakeholders.

7.36 An exit strategy was introduced Table 7.4 summarises crop production in 2018 to graduate beneficiaries with data under ISPAAD for the period 2017 improved livelihood. It covers support to 2021. It shows an increase in the actions from beneficiary identification area planted, but cereal production is through training, packaging, mentoring below the target throughout the Plan and psycho-social support to eventual period. graduation from the programme as successful/sustainable businesses. Graduation assessments were started in the 2018/19 financial year and 105 TABLE 7. 4: SUMMARY OF ARABLE P RODUCTION UNDER ISPAAD: 2017/18- 2021/22 Year Area Production Yield Cereal Cereal Legume Legume Beneficiaries Planted (tonnes) (t/ha) Target production Target Production (Hectare) (t) (t) (t) (t) 2017/18 268,530 135,408 0.50 216,000 76,929 9,000 17,671 62,646 2018/19 263,752 65,048 0.25 216,000 44,518 9,000 8,908 69,511 2019/20 367,813 275,620 0.75 216,000 158,119 9,000 39,528 92,664 2020/21 341,829 195,168 0.57 216,000 116,401 9,000 31,004 90,892 2021/22 321,184 173,282 0.54 216,000 94,209 9,000 55,199 84,936 Source: MoA, 2022

7.38 LIMID Phase II increased beginning of NDP 11, 1,613 housing distribution and ownership of small units have been delivered. stock and “Setswana” (indigenous breed) chickens, contributing to 7.41 With regard to the Public Officers improved livelihood in rural areas. The Housing Scheme for D4 scale and LIMID programme contributed to below, 1001 housing units have been increased production of chevon (goat delivered against 1152 planned housing meat) and mutton from 31 percent to units. Under the Destitute Housing 38 percent and 42 percent to 62 Programme, 3,532 houses were built percent of national demand, against the target of 4,367, indicating respectively. In addition, 71 percent of the programme`s annual the resource-poor beneficiaries under underperformance. LIMID reported a positive impact on their quality of life, whereas 76 percent 7.42 Other milestones include the of beneficiaries reported an increase in review of the National Housing Policy of the number of assets acquired. 2000 and the Housing Needs Assessment. The latter is aimed at Promotion of Access to Basic assessing housing needs in Botswana in Services order to provide a basis for future housing plans and policies. Housing Education

7.39 Progress has been made in housing provision. The following are 7.43 During 2017-2022, early some of the achievements: childhood care education enrolment in public schools increased from 20, 361

7.40 Out of a total of 3,160 housing to 27, 519 learners, while enrolment at units funded since the beginning of NDP primary schools increased from 333, 11 under the SHHA Turnkey 455 to 351, 672 and from 170, 972 to Development Scheme, 2,880 units have 192, 151 for secondary schools. On the been delivered to targeted other hand, enrolment at tertiary level beneficiaries. Concerning the Home increased from 53,450 in 2017/18 to Improvement Scheme, out of 1,648 53, 930 in 2018/19, and to 56,660 in housing units funded since the 2019/20. 106

7.44 Notable progress in the form of 7.47 A second concern relates to the access, equity, quality, relevance and distribution of resources through the accountability was made during NDP 11 education system, with a well-funded on the major pillars of the Education tertiary education sector and an under- and Training Sector Strategic Plan funded primary education sector. The (ETSSP). For example, strides have result of lack of resources and an been made to improve access to early inexact pedagogical approach is that childhood and pre-primary education, educational foundations are with 84.2 percent of primary schools inadequate. In due course, these offering reception classes and the adverse conditions manifest themselves remaining schools expected to offer in the form of poor student classes during the first half of the performance in secondary school TNDP. Through the ERTP, school examinations. digitalisation was prioritized to provide electronic gadgets, e-content and 7.48 There is also a problem of capacity building for senior secondary inadequate infrastructure throughout school students and teachers. To date, much of the public primary and procurement of the devices and their secondary education system. For distribution to senior secondary schools instance, while at secondary school is ongoing. level there is a slight difference between overall pupil-teacher ratios in

7.45 The senior secondary school private and Government schools, there curriculum was reviewed to address is a big gap in the provision of quality and improve relevance. Thirty- classrooms between the two segments, eight (38) subjects have been reviewed with a far higher number of pupils per to facilitate a shift from content-based classroom in the Government sector as to outcome-based education (OBE) compared to the private sector. instruction. A learner profiling framework was developed to guide and 7.49 Finally, special needs education profile students on their academic is under-resourced. Government placement. operates an inclusive education policy in which many learners with mild

7.46 There remains a number of disability are catered for in mainstream challenges in the education sector. schools. It works in partnership with the Students graduate from secondary or civil society, through NGOs, to provide tertiary education with inadequate soft special needs education, for instance, skills, in areas such as, problem- to people with disabilities (PWDs). solving, innovative thinking and However, funding from Government adaptability. This is due to emphasis on has remained static in recent years and rote learning - which encourages as a result, the sector has inadequate repetition rather than enquiry, resources. For instance, it cannot match throughout almost the entire education the salaries paid to teachers in the system. Such a background makes private sector. A purpose-built facility, many school leavers ill-suited to the which will increase access to education world of work and needs of the for learners with severe and multiple economy. 107 disabilities is still under construction in of different social protection Maun. programmes, the Single Social Registry (SSR) is part of the NSPF. Data on National Archives and Records national protection programmes is Management System being uploaded to the SSR, and is approximately 70 percent complete.

7.50 In an endeavour to transition to The SSR will be used to improve the the Fourth Industrial Revolution, where efficiency and targeting of social the use of ICT is embraced and where programmes. there is realisation of the necessity to gravitate towards quality management 7.53 Disability mainstreaming is not and coordination of records, the taking place as it should be. As a result, Botswana Government introduced the PWDs’ lives are still lagging behind and National Archives and Electronic sectors still abdicate their Records Management System. This responsibilities to plan and mainstream System is designed to perform the disability in their programmes. primary function of records keeping, archiving and storage. Disaster Risk Management Harmonization of Social Protection 7.54 The main focus during NDP 11 Programmes was to establish and implement robust disaster risk management strategies as

7.51 Following approval of the well as plans to enhance communities’ National Social Protection Framework resilience against disaster situations. In (NSPF) by Cabinet in 2020, an this regard, the review of the National implementation plan was developed to Policy on Disaster Management of 1996 operationalise its vision. The top priority and the National Policy on Disaster Risk within the plan is to consolidate the Management is a notable achievement. existing programmes and put in place, The Policy is expected to be approved implementation of the institutional by Parliament before the end of NDP arrangements to facilitate this reform. 11. A functional multi-sectoral National In order to achieve an integrated Emergency Operations Centre was system, the NSPF will strengthen the established primarily to respond to delivery of some programmes and COVID-19. The Centre is currently recalibrate others. To date, managing other hazards and emerging Government and UNDP have conducted disaster risks. Disaster preparedness consultations and research on the and response plans have been efficiency of social protection developed and implemented at programmes in six districts: Mahalapye, national, sectoral and district levels. Lobatse, Tsabong, Kasane, Okavango These are critical to ensure readiness to and Sowa. respond to disaster situations. Single Social Registry 7.55 In addition, Risk and Vulnerability Assessments (RVAs) were

7.52 As an archive of structured and conducted in Gaborone and systematised information about Francistown. These RVAs will empower beneficiaries and potential beneficiaries urban communities to prioritize and 108 apply effective decision-making on risk- health policies and strategies to support prone areas within the limits of those the health system. The following have cities to safeguard human life and been completed and adopted for protect property and essential services implementation: Infection Prevention infrastructure such as hospitals, schools and Control Policy; Expanded Program and other public infrastructure. on Immunization Policy (2018); Early Furthermore, national disaster Childhood Development Policy response operations have been Framework (2018); Botswana National decentralized. Hospice and Palliative Care Policy; Policy on Infant and Young Child Health Feeding; Healthy and Active Ageing Strategy (2022); Botswana National

7.56 Under this focal area, the four Nutrition Strategy (2016-2021); strategic components were (i) National Safe Male Circumcision strengthening prevention interventions, Strategy (2017-2022); Botswana Multi- (ii) improvement of access to quality Sectoral Strategy for the Prevention health care services for all, (iii) and Control of Non-Communicable strengthening rehabilitation services Diseases (2018-2023); and the and (iv) sustainable health and health National Malaria Strategic Plan (2018- care services for all. The achievements 2023). are outlined below: Improvement of Access to Sustainable Strengthening of Prevention Quality Healthcare Services Intervention

7.59 The National Health Quality

7.57 Strengthening prevention Standards (NHQS) for health care interventions has enhanced ethe facilities have been developed, institutional framework through the providing a yardstick for measuring following: (i) the Tobacco Control Act of their performance. In 2020, a total of 2021 which was passed by Parliament 539 facilities, including public and in August 2021 and assented to in mission hospitals and clinics October 2021. The regulations of the implemented these standards, and their Act are being drafted; (ii) the quality improvement performance development and launch of the stood at 52 percent against a target of Botswana Multi-sectoral Strategy for 65 percent. Eleven healthcare facilities the Prevention and Control of NCDs out of 18 have attained accreditation 2018-2023; and (iii) the establishment status, three (3) of which are hospitals of the Botswana Medicines Regulatory while eight (8) are clinics. However, all Authority in 2018 to ensure effective eleven healthcare facilities are currently regulation and control of medicines and waiting for re-accreditation, which was related substances as well as the delayed due to COVID-19 related cross- National Health Council in 2019. These border movement restrictions. The are critical milestones in improving the remaining seven (7) facilities are being regulatory environment. assisted to address pending issues towards attaining accreditation status.

7.58 There were also the A set of 19 NHQS for different private development and review of critical and independent health facilities have 109 been developed and are to be disseminated. 7.63 Healthcare workers were trained on primary care-based management of

7.60 The Medicines and Related diabetes as well as cardiovascular and Substances Subsidiary Act was enacted chronic lung diseases. Cancer in 2019 and the following were treatment guidelines have been developed to achieve universal health endorsed to attract partners to work coverage: (i) draft national tariffs together to address issues of NCDs. roadmap, (ii) cost recovery plan to inform the setting of tariffs and (iii) a 7.64 As part of the implementation harmonised resource tracking tool for process, most critical speciality areas collection of data for National Health have been addressed by sending Accounts. officers for further studies. In the first half of the NDP 11, focus was mainly on

7.61 Government has made a medical and nursing specialisations, deliberate move to improve access to while in the second half, greater focus emergency and trauma care services to was on critical programs and reduce mortality and morbidity related addressing skills gaps within public to non-communicable diseases, health facilities. During the plan period, including trauma. Thirteen emergency 80 of 335 medical officers, 648 of 1112 medical service centres have been nurses, and 27 of 459 allied established. professionals completed specialisation training. Furthermore, 225 of 673

7.62 The Botswana Health Data officers completed health systems Collaborative (BHDC) Roadmap and the strengthening, and 17 of 246 e-Health Strategy (2020 – 2024) were professions completed public health launched in March 2020. Each district training. hospital has at least five basic specialists. The achievement is as Strengthening rehabilitation services follows: Internal Medicine, 100 percent; Paediatricians, 86 percent; 7.65 The National Health Anaesthesiologists, 33 percent; and Rehabilitation Policy, Rehabilitation General Surgery, 50 percent. This Strategy and the Monitoring and progress is mainly attributable to the Evaluation Framework, whose focus is memoranda of understanding with on rehabilitation services, are being Cuba and China to provide health reviewed. A building in Francistown is specialists. There is an ongoing being renovated to house Botswana’s initiative to strengthen paediatric first National Specialist Rehabilitation critical care services (inclusive of Centre. This Centre will provide both in neonatal critical care) in referral and outpatient rehabilitation services. hospitals as well establishing them in the four upgraded district hospitals 7.66 The formulation of the 2021- (Letsholathebe, Sekgoma, Scottish 2027 Alcohol and Substance Use Livingstone, and Mahalapye). MoUs Strategic Plan is complete, the have led to the sourcing of 129 construction of an in-patient alcohol specialists, 40 from China and 89 from and substance abuse rehabilitation China. centre in Serowe is ongoing. Nine NGOs 110 were funded to provide outpatient for 2025. According to the BAIS V services throughout the country for preliminary results, the 95-95-95 Global those having substance use disorders. Targets stand at 95 percent for the first Efforts are now being made to increase 95 (people tested and know their HIV the number of organisations to be status); 98 percent for the second 95 funded, especially in areas where there (people on treatment) and 98 percent are no NGOs offering rehabilitation for the third 95 (virally suppressed). services. In addition, 54 health Projections indicate that professionals, social workers, epidemiological control will be achieved psychologists and psychiatrists were by 2024. Effective control of HIV/AIDS trained on Universal Treatment is one of Botswana’s great healthcare Curricula. This is an addition to the first successes but that could be reversed by training where 70 officers from different ongoing problems such as shortage of Government Departments and NGOs anti-retroviral drugs. were trained. The number of officers trained on Universal Prevention 7.69 The Mother to Child Curricula currently stands at 27. Transmission (MTCT) rate for HIV decreased from 0.64 percent in 2018 to

7.67 Together with other strategies, 0.56 percent in 2021. In recognition of notably the implementation of the the progress made towards reaching Integrated Health Service Plan, the elimination of Mother-to-Child above initiative led to the following: a Transmission (eMTCT) of HIV, decline in the Tuberculosis notification Botswana applied to be validated on the rate from 218 per 100 000 in 2017 Path to Elimination. The application was against a target of 270, to 116 per based on the successful preliminary 100 000 population in 2021 against a review of process and impact indicators target of 236 and Malaria incidence for 2017 – 2019. Botswana utilised the reduced from 0.84 cases per 1 000 in recommended WHO eMTCT tools and 2017 to 0.30 cases per 1 000 followed the criteria and processes for population in 2021. This was achieved validating eMTCT of HIV and syphilis. through, amongst others, the rolled out Maternal Mortality Ratio (MMR) was ‘Communities Acting Together to 156.6, 143.2, 133.7, 166.3 and 130.5 Eliminate Malaria’ to all malaria per 100 000 live births in 2016, 2017, endemic districts, a fully functional 2018, 2019 and 2020 respectively. Malaria Surveillance System which is in These are more than the average MMR place in all Districts, and a well- rates for upper-middle income coordinated Malaria case management countries of 70. The MMR for 2021 has programme. not been computed yet. However, the number of deaths has been aggravated

7.68 The 90-90-90 HIV/AIDS Strategy by COVID-19, with 132 deaths targets were achieved by December reported. 2020. The first 90, 92 percent (people tested and know their HIV status); the 7.70 During NDP 11, the health sector second 90, 94.6 percent (People on in Botswana faced the following treatment); and the third 90, 98 challenges: percent (virally suppressed). The new set of targets of 95-95-95 has been set 111 i. Shortage of skilled human as well as high prevalence of resources, especially medical Schizophrenia), especially during specialists. the COVID-19 pandemic. ii. High cost of referrals to local and xi. Increased road traffic accidents, international private health care substance abuse, assault, injuries as facilities due to unavailability of well as communicable and non- specialised equipment, inadequate communicable diseases and an maintenance of available equipment increase in paediatric neurological and infrastructure, and shortage of conditions. specialized skills. xii. Inadequate rehabilitation personnel iii. The underweight prevalence and rehabilitation experts such as amongst under-five children in rural psychiatrists, physiotherapists, districts is underpinned by poverty rehabilitation nurses, audiologists, due to household food insecurity as orthotics and prosthetics in the well as inappropriate distribution country. within households of supplementary xiii.The national coverage of Vitamin A feeding rations provided by supplementation for under-fives Government. declined from 89 percent in 2017 to iv. High prevalence of non- 75.95 percent in 2021. The supply communicable diseases among chain challenges which were older persons. attributed to the COVID-19 pandemic resulted in low v. The COVID-19 pandemic consuming resources and attention, with a immunization coverage due to a danger of neglecting other critical global shortage of some childhood diseases such as HIV/AIDS. vaccines. vi. Increase in overweight and obesity xiv. NCDs, particularly prevalence. cardiovascular disease, cancers, diabetes and chronic respiratory vii. Limited primary care level services disease, are rising at an addressing NCDs. unprecedented rate in Botswana. viii.Late presentation and diagnosis of They account for 46 percent of NCD patients, leading to more deaths, the same proportion of expensive treatments and poor deaths as communicable, maternal, outcomes. perinatal and nutritional conditions combined. Program data show that ix. High TB mortality, especially among over 1,400 cancers are diagnosed TB/HIV co-infected clients, resulting yearly, with the majority being from inadequate case finding and diagnosed late when there is little testing using WHO-approved chance of cure and treatment. Late molecular tests due to persistent diagnosis more expensive and toxic down time of Gene-Xpert machines. to patients. x. Escalated number and burden of xv. According to the Botswana mental health illnesses (with Demographic Survey (2017), the increased incidence of depression, under-5 mortality rate increased anxiety disorders and suicide cases from 28 per 1,000 live births in 2011 112 to 56 per 1,000 live births in 2017; and expedite the profiling exercise the infant mortality rate increased to ensure no one is left behind. from 17 per 1,000 live births in 2011 Profiling of the Multidimensional to 38 per 1,000 live births in 2017. Poverty Index continues in some of Based on hospital clinical audits, the the hardest hit districts following its neonatal (0-28 days) deaths successful conclusion in the account for more than 60 percent of Okavango District. As it continues under-5 deaths. The major causes to be rolled out to the rest of the of neonatal deaths include gross country, it is expected that inclusion prematurity, birth asphyxia, sepsis, and exclusion errors will be lower respiratory infection, and eliminated and further that congenital anomalies. Major causes appropriate interventions are of death in infants and young implemented to respond to the children are diarrhoea, malnutrition, drivers of poverty. In between every pneumonia and sepsis. five years, BMTHS which is the main data source of poverty estimates, STRATEGIES FOR THE TNDP will be compiled using poverty predictors from the Quarterly Multi-

7.71 The following strategies are Topic Surveys (QMTS). proposed to address the above challenges and to further enhance the iii. Establishing organised markets for attainment of performance indicators: local product uptake, Lack of or poor access to markets presents one of Social Development Strategies the biggest challenges faced by empowerment programme Eradicate Absolute Poverty and products. Collection centres for Exclusion products which would then be transmitted to markets should be

7.72 It remains a priority of established. Product marketing and Government to eradicate absolute quality improvement will be poverty and address inequality as intensified through collaboration espoused in Vision 2036 and and engagement with key international commitments in line with stakeholders in the business sector. the SDGs. This will be attained by: iv. Refocusing empowerment i. Creating sustainable income programmes in line with resilient generation opportunities through project types, value chains and economic empowerment managing the import bill. Value programmes. This will be facilitated chains around existing packages by adopting appropriate business have been developed and will be models focusing on enterprises that considered for packaging, together respond to the needs of with other high-impact enterprises communities and markets within the in the areas of horticulture, food localities they will be operating. processing, and fodder/feed production. ii. Implementation of the NSP to strengthen identification processes 113 v. Enhancing public awareness and i. Digitalisation of the creative and partnerships with the private sector cultural industries (CCIs). This and neighbouring countries. This development will offer a platform represents an opportunity for other for an online integration with role players to partner with Botswana’s cultural goods and Government in the fight against services. poverty. Partnerships have been ii. Strengthening collaborations cultivated with the private sector between the Ministry of Youth and donor community in Gender Sport and Culture implementing projects that could (MYSC) and the Ministry of contribute to poverty reduction Education and Skills through employment creation as Development as well as well as support to farmers and the institutions of learning, by education sector. infusing culture into their curricula. vi. Efforts will also continue to improve the effectiveness and targeting of social safety nets. This will be done iii. Implementation of the National in order to minimise exclusion Creative Industries Strategy, (potential needy beneficiaries who Industrial Property Act, are not included) and wastage Copyright and Neighbouring (giving social benefits to those who Rights Act, the Intellectual are not needy). Property Policy and the draft Human Resource Development vii. Ultimately, poverty reduction will be Plan for the creative industry. best assured by robust economic growth that will create sufficient iv. Preserving culture by acquiring jobs and bring down the rate of and preserving of national unemployment, using the strategies documentary heritage. outlined in the chapter on Sustainable Economic Development. v. Development of purpose-built facilities to improve access to Enhance Heritage, Arts and Sports arts and heritage activities. Development Developing and Strengthening Sport Development Botswana Culture and Heritage

7.74 Government recognises that

7.73 Recognising and leveraging the leveraging sport can benefit the nation value of Botswana’s cultures and the in various ways. The sport industry has creative industries is important. Cultural emerged as a significant contributor to tourism has great potential to create the economies of most countries employment, while the creative through job creation and sport tourism. industries also present growth In order to harness this benefit as well, opportunities for the youth. This goals Government will: will be attained by, among others: 114 i. Develop and implement a 7.77 Digital transition offers many national sport strategy to aid opportunities to use digital services and sport entrepreneurship. e-education to improve education ii. Improve sport governance by delivery and efficiency. The connectivity reviewing legislation and being provided under the SmartBots capacity building for sport project will be utilised to address administrators and technical capacity constraints in the education personnel. system as well as to improve the delivery of education services. iii. Develop purpose-built facilities to improve access to sporting 7.78 Special Education needs will be activities. adequately resourced to ensure that iv. Promote sport tourism by vulnerable learners do not fall further hosting major sporting events behind. This includes providing and international competitions. sufficient funding to NGOs that are responsible for delivering a large v. Professionalise sport through portion of Special Needs Education. reward and recognition of national team athletes. 7.79 Education curricula will be vi. Develop and enhance sport revised to address the shortfalls development structures such as identified by employers and shift the centres of sport excellence, sport emphasis from rote learning to learning academies, and high by enquiry. performance centres. Ensure Food Security and Access to Quality Basic Needs and Nutrition Services Support Schemes for Household Food

7.75 The third priority will be Security and Small-Scale Farmers improving access to quality basic needs and services such as education, 7.80 The Government will implement housing, sanitation, water and health. efficient cost-effective and sustainable support programmes designed to

7.76 To enable effective policy increase agricultural productivity and formulation and implementation, the food security at both household and Education Information Management national levels. These will cover: System (EMIS) will be prioritised to ensure quality educational data and i. Gender in Agriculture Strategy: facilitate decision-making to improve The Government will implement this efficiency and effectiveness in providing Strategy to achieve gender equity and equitable education. The sector’s equality for all farmers by providing priorities will be anchored on the four equal access to productive resources. ETSSP pillars: access, equity, quality ii. Food and Nutrition Security relevance and accountability at all Strategy: In support of the SADC Food levels of education. and Nutrition Security Strategy, Government intends to domesticate and develop the National Food and 115 Nutrition Security Strategy. The aim is to ensure that the country’s food 7.82 Focus will be on strengthening system is nutrition-sensitive. This health workforce planning, production, process will include conducting drought management and deployment to attract and household food security and retain the required staffing levels. vulnerability assessments. Partnerships with relevant stakeholders will be enhanced to ensure that supply and demand issues in human resources Health Strategies for health are adequately addressed. This will enable the implementation of Improving Access to Quality Health the EHSP. Other areas to be considered Care Services include:

7.81 The Government will continue to i. A review of the Botswana Human ensure that health care facilities deliver Resource Strategic Plan for Health services consistent with the Essential (2008-2016); Health Service Package (EHSP). In this regard, resources will be mobilized to ii. Developing and implementing offer services at all levels, focusing on Workload Indicators of Staffing promotive, preventative, curative and Norms (WISN); rehabilitative health care. Successful iii. Implementing the Integrated implementation of the EHSP will go a Human Resources Information long way in improving access, reducing System (IHRIS); referrals, unnecessary delays and health inequalities, as well as promoting iv. Strengthening specialised services affordable health care services and by recruiting and training more their utilisation. To improve the quality specialists as well as in-sourcing of health care services, an effort will be specialists in public health facilities; made to incorporate control measures and, into private and public healthcare v. Reviewing conditions of service for facilities in quality improvement health workers. initiatives as well as into measures to

7.83 To promote universal access to ensure compliance. To this end, and as health, the Botswana National Supply per the National Health Policy, priority Chain Strategy (2014-2019) will be will be given to the following areas: reviewed and implemented to strengthen the national supply chain i. Development of regulatory system as well as to support all policies, standards and guidelines for associated interlinking processes to monitoring and evaluating the achieve consistent availability of performance of the health sector. healthcare commodities. In all, the ii. Periodic auditing of health care availability of safe, efficacious, quality facilities to ensure adherence to norms and affordable medicines is central to and service standards; and, universal health coverage. iii. Licensing of all health care facilities and establishments. 116 Strengthening of Prevention regulation is fragmented: the Ministry Interventions of Health regulates environmental health, food safety, health care facilities

7.84 Botswana has recognised and research. This leads to a conflict of primary healthcare as a cornerstone to interest. Other regulatory bodies, such attaining Universal Health Coverage as the Botswana Health Professions (UHC) and achieving SDG targets. To Council, are semi-autonomous even this end, a commitment has been made though they function largely under the to strategically create a balance in ambit of the Ministry. There is need to healthcare service delivery that is review the Public Health Act of 2013 sustainable, community-oriented and with a view to aligning it with the responsive, preventative, curative, Botswana Public Health Institute Bill, rehabilitative and palliative care to which is envisaged to address attain one’s maximum functional and surveillance of diseases and public economic participation. health emergency responses.

7.85 The response to both HIV and Strengthening of Rehabilitation NCDs will be multi-pronged in that the Services TNDP will focus on addressing the multiplicity of known risk factors which 7.87 Rehabilitation services are highly predispose people to these pandemics. needed to combat the ever-increasing The response to HIV and AIDS will trends in the chronicity of disease address the pandemic`s key risk factor (specifically non-communicable of unsafe sexual practices. To diseases) injuries, ageing populations, specifically deal with this key risk factor, as well as impairments and there will be a particular focus and developmental delays in children. emphasis on behavioural change, Therefore, the provision of service provision to priority populations rehabilitation services will go a long way (key and vulnerable populations) and in reducing what could turn up to be specific geographic locations, permanent disabilities and lifetime comprehensive condom programming, dependence for certain individuals. The HIV testing and treatment, access to provision of rehabilitation services is pre-exposure prophylaxis and voluntary also aligned to the (WHO) endorsed male medical circumcision. Further initiative, Rehabilitation 2030: A Call for special focus will be given to human Action programme, which requires rights programming so as to remove Member States to prioritize legal and structural barriers to HIV rehabilitation within their health care services. systems. Improvement of Health Regulatory 7.88 To equally deal effectively with System the increase in NCDs, particular attention will be paid to addressing the

7.86 Government will streamline risk factors that predispose individuals regulatory processes and improve to them, such as tobacco use, excessive regulation by making legal provisions to alcohol consumption, physical inactivity demarcate health care regulation and and unhealthy eating habits. Other implementation. Currently, health targeted interventions will include 117 reducing the risk factors through raising principles (democracy, development, awareness about NCDs and promoting self-reliance, unity and botho – a healthy lifestyle; treating and humanness) should be at the forefront mitigating the impact of NCDs through in this endeavour. Effort to attain both health system orientation and early national targets and those of SDGs will detection of diseases; strengthening be geared towards reducing partnerships for NCD response as well dependency on Government through as performing monitoring, surveillance programme graduation strategies. and research to understand the burden Moreover, mindset change, as part of of diseases and identify appropriate the Reset Agenda, will be pursued by all interventions. (programme beneficiaries, implementers, healthcare system users CONCLUSION and entrepreneurs). It is also essential to indicate that the proposed strategies

7.89 To realise the implementation of will infuse spatial planning for effective the proposed strategies, the national and efficient implementation. 118 CHAPTER 8 SUSTAINABLE ENVIRONMENT INTRODUCTION economic well-being today while not compromising the ability of future

8.1 Sustainable management and generations to enjoy the same utilization of natural and cultural benefits. resources provides a basis for transformation of the economy and iii. Social Sustainability: providing upliftment of livelihoods. This access to basic resources to ensure transformation will be achieved through a high level of social fulfilment, the implementation of approved including the end to poverty and legislation, policies, strategies, hunger, better standards of programmes and projects. In order to education and healthcare, as well as realize maximum impact during the improved sanitation and water TNDP, participation of other key sectors quality. of the economy should be enhanced. These include, but are not limited to,

8.3 Environmental sustainability is the private sector, civil society, key to this matrix because social and academia, informal sector, communities economic sustainability are ultimately and youth. dependent upon a clean and healthy environment.

8.2 Achieving environmental and economic sustainability requires A Healthy Environment for a preservation of ecosystems while Healthy Nation guaranteeing a high quality of life for Batswana - which implies that the

8.4 This priority area focuses on needs of both the environment and maintaining a clean and safe human society should be met in a environment through ensuring clean sustainable manner. It further means air, clean water, improved sanitation that the three pillars of the SDGs, which and efficient management of solid are all necessary for achieving and waste and chemicals. The country maintaining complete sustainability, endeavours to deal with environmental must remain solid. The three pillars are: risks that could have an impact on the prevalence of environmental diseases. i. Environmental Sustainability: Such risks include water pollution, conserving ecosystems, air quality, disease vectors, indoor and outdoor air integrity and sustainability of pollution, poor sanitation and waste resources to provide a clean and management. healthy environment. ii. Economic Sustainability: providing a satisfactory level of 119

8.5 The Sustainable Environment important that these commitments are chapter of the TNDP focuses on the adhered to. priority areas outlined below. Integrated Development for Sustainable Management of Sustainable Human Settlements Natural and Cultural Resources

8.8 The current high demand for

8.6 This area entails conservation of land resources as input for natural assets and the balance of needs development could outstretch the of current and future generations for ecosystem beyond its regenerative the maintenance of life on land abilities if not addressed. Government resources. Currently, the demand for has, therefore, introduced plans such natural resources as inputs for as the NSP, regional plans, and land use developmental initiatives is stretching plans to guide and coordinate ecosystems beyond their regenerative developments, for efficient planning of abilities. The realization of beneficial settlements, infrastructure and use of natural and cultural resources investment. must be preceded by value addition that transforms these resources to yield REVIEW OF PERFORMANCE tangible public benefits. Consequently, DURING NDP 11 Botswana should continue using natural resources in a way and at a rate that 8.9 During NDP 11, a number of maintain and enhance the resilience of policy reforms and legislation geared ecosystems. towards achieving a sustainable environment were put in place in the Climate Change Mitigation and areas of waste management, water and Adaptation sanitation, land management, climate change, natural and cultural resources,

8.7 Botswana is a semi-arid country and renewable energy. Generally, and is vulnerable to climate change. performance in NDP 11 was satisfactory This is evidenced by higher despite challenges the country faced temperatures, unreliable rainfall, with the COVID 19 pandemic and drought, and desertification. These persistent droughts. factors have adverse effects on agriculture, water resources, transport, 8.10 The review of the performance energy and health. Mitigation and under sustainable environment focuses adaptation strategies should, therefore, on the four priority areas as outlined be employed to manage the risks and below. uncertainties posed by climate change. As a member of the global community, A Healthy Environment for a Botswana has made commitments to Healthy Nation implement mitigation measures that will contribute to global effort to reduce Achievements the emissions of greenhouses gases (GHGs) that are the cause of global i. The level of quality of the air we warming and climate change. It is breathe continued to be good as it 120 improved from 85 percent in 2016/17 to 100 percent in 2021/22. iv. To date, 24 air quality monitoring stations have been established ii. At 83 percent between 2016/17 and across the country to assist 2020/21, the proportion of bodies of Batswana to measure the status of water with good ambient water the quality of the air they breathe. quality has remained fairly stable The information generated enables and of good quality. policy and other decision-makers to better regulate air-polluting iii. Turnaround times for reviewing of industries and thus protect citizens the Environmental Impact from polluted air. Assessment (EIA) reports have now been reduced from 60 to 14 days, v. The amendment of the hence improving ease of doing Environmental Assessment Act of business. 2020 facilitates the ease of doing business by reducing the number of Outputs projects subjected to the EIA, without compromising i. The Botswana sanitation roadmap environmental integrity as well as by was developed in 2019 to improve reducing the turnaround time of public health through universal reviewing EIA project documents. access to sanitation services, prevent This will result in reduced cost of both water-resources pollution and undertaking EIA for Batswana. In water-borne diseases as well as addition, Government is in the protect the environment. A national process of developing a national sanitation strategy is under strategic environmental assessment development and is expected to be tool to facilitate development and completed in November 2022. landscape level environmental management. ii. Studies on demarcation of water catchment management areas and vi. The Integrated Waste Management water pricing were completed during Policy was developed in 2021. The 2021/22 financial year with the aim Policy is geared towards creating a of defining approaches to be platform for integrated sustainable adopted in improving management waste management through of water catchment areas and adequate planning and resourcing, possible financing mechanisms. improving waste regulation and governance as well as increased iii. Through Statutory Instrument No. shared responsibility among 198 of 2018 on Food Control (Food stakeholders for the protection of Safety Alerts and Recall Procedures) public health and the environment. Regulations 2018, the Government Converting waste into resourceful has efficiently carried out food recall products will empower the business through an efficient, rapid community through job creation, identification as well as removal of poverty alleviation and conservation hazardous food from the distribution of biodiversity. This will further chain and by informing consumers augment the Community-based where necessary. 121 Natural Resources Management iv. Inadequate data: the sector does not (CBNRM) Policy where such have adequate data to facilitate opportunities will, in turn, be informed decision-making. extended to rural communities for local economic development. Sustainable Management of Natural and Cultural Resources Challenges Achievements i. Inadequate infrastructure: The percentage of the population with i. The area of land that has been access to improved sanitation rehabilitated increased steadily from declined from 85 percent in 2016/17 16,486 hectares in 2016/17 to to 77 percent in 2021/22. The 17,725 hectares in 2021/22, decline is a result of unavailability of indicating a reduction in land that infrastructure in most parts of the has been degraded. country. This scenario, therefore, signals the need to pay attention to ii. Abundance of selected wildlife the provision of requisite species with the population of infrastructure in the country. elephants as proxy indicators has increased from 127,249 in 2016/17 ii. Inadequate and deteriorating waste to 134,582 in 2021/22, management infrastructure: The demonstrating a growth in percentage of the population with Botswana’s wildlife species. access to regular solid waste collection services declined from 69 iii. The number of species on the percent in 2016/17 to 48 percent in International Union for Conservation 2021/22 due in part to inadequate and Nature (IUCN) Red List of and deteriorating waste Threatened Species remained management infrastructure. Given constant at 37 between 2017/18 and the absence of convenient facilities 2021/22. for residents to dispose of solid waste in, one of the consequences is Outputs the rapid proliferation of illegal dumping, particularly around i. Consistent with the Reset Agenda, Gaborone. the use of natural resources in the development of a value chain by iii. Limited infrastructure for valorisation communities was encouraged. of solid waste: The proportion of Examples are the use of morula for solid waste recovered remained oil, fruit juice and snacks; constant at around 2 percent against mongongo for oil; phane for snack, a target of 15 percent in 2021/22. food and fodder; sengaparile for The latter indicates a need to medicine; mowana for snack and accelerate the development of a powder; and morama for oil. circular economy strategy. ii. During NDP 11, Government made a deliberate decision to support start-up ventures for Batswana who 122 showed interest and met the managing human-elephant conflict requisite criteria for keeping game while harnessing benefits from this in ploughing fields (masimo). Those important resource. The review of who qualified were assisted with the Human Wildlife Conflict various species of game such as Compensation Guidelines was also impala, gemsbok, eland and zebra. completed. iii. Implementation of Prosopis vii. The National Anti-Poaching (Sexanana) Management Strategy Strategy and the Rhino continues to contribute to the Conservation and Management eradication of invasive species Strategy were completed and it is through beneficiation/value chain anticipated that their development by communities. One implementation will bring rhino example is the use of prosopis in poaching under control. Kgalagadi for the production of charcoal and fodder by members of viii. The Forest and Range Resources the BORAVAST community: Bill was finalised and, once enacted Bokspits, Rappelspan, Vaalhoek, into law, is expected to contribute and Struizendam. to improved livelihoods through increasing opportunities for iv. Review of the Moremi Game Batswana in the sustainable use of Reserve and Chobe National Park range resources. Management Management Plans to improve plans were developed for Chobe, protected areas and expand Kasane and Kasane Extension opportunities for tourism sector. Forest Reserves. Park entry and fee structures for national parks and game reserves ix. Fire Management Risk Reduction have been reviewed to make them Plans for Kgalagadi, Ghanzi, competitive internationally. There is Ngamiland, Chobe and Central also internet access in all protected Districts (Boteti and Mahalapye Sub areas, removing the need to districts) were developed during manually collect gate entry NDP11. Fire-fighting vehicles and revenues. equipment were procured to assist with wildland fire management. v. After extensive stakeholder The National Action Programme to consultation and following a five- Combat Desertification has been year moratorium, hunting was re- developed and was officially instated in 2019. This allowed launched on 17th June 2022. communities to generate considerable revenues amounting x. The Access to Natural Resources to P50 million over two years and Benefit Sharing Bill has been (2021/2022) for their development completed and, once enacted into projects. law, will ensure that traditional knowledge and genetic resources vi. The National Elephant Management are utilized to create industries and Plan was reviewed during NDP 11. products that can be traded This Plan provides a framework for internationally, and in the process, 123 create sustainable jobs. The State iii. There are still frequent outbreaks of of Environment Report was wild land fires, which result in decline finalised in line with desire to build in forest and woodland cover. a knowledge-based economy. The Environmental Impact Assessment iv. The outbreak of diseases such as Act was also amended in order to foot and mouth disease, cattle lung streamline processes, facilitate disease, bovine malignant catarrhal developments and enable the fever, maize lethal necrosis and incorporation of climate-related avian influenza as well as the impacts into EIAs. incidence of pests like locusts and fall armyworm has significant xi. Development and launch of environmental impacts. guidelines for keeping game in ploughing fields (masimo) was v. Spreading of alien invasive species in done and to date, about 67 farmers some parts of the country. Once an were assisted with 377 wild animals alien plant has invaded a habitat, it of various species such as impala, changes the conditions of that gemsbok, eland and zebra. environment, resulting in reduction in pasture land. xii. The levy on plastic bags has been introduced to provide a deterrent to vi. There remain challenges in litter and pollution, as well as to convincing some international bodies encourage the use of reusable regarding the rationale and merits of shopping bags instead of throw- the national policy regarding away plastic bags. The money hunting. This resistance has a collected from the sale of plastic potential negative impact on the bags goes into the National tourism sector. Environmental Fund and is used in the effort to take better care of the Climate Change Mitigation and country’s environment by Adaptation managing waste better, reducing litter and pollution, as well as Achievements managing other environmental concerns. i. The number of people recorded as being affected by climate-related Challenges disasters has decreased steadily from 5,300 in 2017/18 to 4,600 in i. Human-wildlife conflict continues to 2019/20. be a challenge to livelihoods and food security in rural communities. ii. Emissions of greenhouse gases (GHGs) are estimated to have fallen ii. The country has seen an increase in from 30,900Gg in 2017/18 to the number of rhino poaching 24,700Gg in 2019/20, showing an incidences from 51 in 2018 to 220 in improvement in the level of 2021. This threatens the extinction emissions. of the species. 124 Outputs i. The Climate Change Policy was v. A National Drought Management approved by Parliament in April Plan has been developed to mitigate 2021. This Policy is expected to Botswana’s vulnerability to drought assist in mainstreaming climate - which has been exacerbated by change and sustainability into climate change. This Plan will assist development planning. the country to reduce the negative effects of drought on food security, ii. The Climate Change Strategy and nutrition, human health and the Action Plan has been developed to national economy. operationalize the aforementioned Policy. Such development will vi. A National Water Conservation and enable the country to address Demand Management Strategy challenges posed by climate change (2022) has been developed. The within the broader context of Strategy, which is meant to curb sustainable development. water challenges in the country, will build a water-wise and secure iii. Botswana’s NDC submitted to the climate resilient Botswana. The UN Framework Convention on Strategy recommends the Climate Change (UNFCCC) is being development of water and updated. The NDC details the sanitation infrastructure, legal and country’s intentions regarding institutional reforms capacity reduction in GHG emissions up to building, and an integrated water 2030. The updated NDC will be resource management (IWRM) accompanied by an associated approach. monitoring, recording and verification (MRV) system, to vii. The country’s Integrated Resource provide evidence of achievement of Plan (IRP) for electricity generation these commitments. over the next two decades entails a major shift towards renewable iv. In 2020, Government launched the energy (from solar and wind power) Rooftop Solar Programme to create and less reliance on energy an environment in which, electricity generated from fossil fuels. end-users can generate their own electricity and sell the excess to the Challenges Botswana Power Corporation. The Programme has so far received i. An increase in the frequency and positive response in terms of severity of droughts exacerbates applications, some of which have poverty levels, especially amongst already been processed and the rain-fed, small-scale farmers. This root-top units installed and situation has increased the number commissioned. of dependents on the Government’s social grant programmes which are aimed at eradicating poverty. 125 ii. Botswana no longer experiences of processes and amendment of the “soft” rains that allow for conditioned Tribal Land Act and Deeds Registry soil moisture but rather, heavy rains Act aimed at ensuring synergy and that wash away top soil and seeds efficiency in land use and and result in low yields and flooding. administration. Such trends also have the effect of exerting undue pressure on disaster ii. Preparation of development plans risk management and mitigation has been completed for the practices as more resources are following areas: Molepolole, Kanye, required for coping strategies. Tlokweng, Sentlhane-Crocodile Pools Structure Plan in the South- iii. The country is still reliant on fossil East District, the Kasane-Kazungula fuels as the main source of energy. Redevelopment Plan, and Selebi While there are other options such as Phikwe, Francistown, and Lobatse solar and wind-generated energy, revitalization plans. The plans have this still poses negative been gazetted for implementation environmental impacts. purposes and are being used as development guiding tools. Integrated Development for Goodhope Sub District Rural Cluster Human Settlements Plan, and the Serule, Sefhare, Segoditshane, Lentsweletau/ Achievements Kopong and Kang structure plans have been approved and are i. Government developed the National awaiting completion of the strategic Spatial Plan (2036) as a mainstay environmental assessment. reference in guiding spatial growth and development (social and iii. In accordance with the Botswana economic) in Botswana. To that Land Policy of 2015, all districts effect, eleven (11) spatial planning except Kweneng and Southern have regions (Gaborone, Kang, Tsabong, been declared as planning areas. Gantsi, Gumare, Maun, Kasane, Letlhakane, Serowe/Palapye/ iv. National Reference Framework: Mahalapye, Francistown, Selebi Continuously Operating Reference Phikwe) have been identified for Stations (CORS) have been purposes of improving service constructed within Government provision. institutions across the country. Further, surveying of beacons in the ii. Production of topographic mapping western and central parts of (medium to small scale) covering the Botswana was done to enable whole country is complete while the provision of transformation mapping revision cycle at a national parameters. scale is on-going. v. Reaffirmation of boundaries and Outputs maintenance of fences: Work on the Botswana/Namibia boundary has i. Re-engineered land delivery been completed, and a treaty was processes through standardization signed in February 2018 by the 126 Heads of State. With regard to the Challenges Botswana/Zimbabwe boundary, the land-based boundary has been i. The increased concentration of reaffirmed and demarcated, while people in and around peri-urban and work is in progress on the riverine urban centres has placed boundary. Additional work on the tremendous pressure on basic Botswana/South Africa and services such as safe and affordable Botswana/Zambia boundaries is still housing, water and sanitation at consultation level. The Tribal Land services in these areas. Act and Deeds Registry Act were amended. The amendments were ii. There is a rapid increase in demand aimed at ensuring synergy and for land over the years, resulting in a efficiency in land use and long list of applicants awaiting land administration. The amended Deeds allocation for various uses. This Registry Act enables the registration development outpaced the available of tribal land at the Deeds Registry supply and poses land degradation and subsequent issuance of secure risks. land titles (SLTs). iii. The expansion of settlements vi. The re-enacted Tribal Land Act of encroaches into wildlife territories 2018 introduced a market-value leading to an increase in wildlife compensation model, thus doing movement into human settlements. away with compensation guidelines This has resulted in an increase in prescribed in its earlier version. human-wildlife conflict. vii. The development of the Land iv. Prolonged land allocation processes Information System was completed (land acquisition, planning, in December 2020 and the System assessment and surveying) continue itself has been operationalized by to deter efforts towards expediting converting land delivery processes land allocation. This challenge is into digital information. Unique exacerbated by the unwillingness of numbering of land parcels and owners to hand over the land to land location addressing have been authorities due to the unattractive developed. The new system was compensation rates offered by piloted in Gaborone Block 7 and 8 as Government. well as in Tshane and Hukuntsi. STRATEGIES FOR THE TNDP viii. Regarding land registration, activities that facilitate the process 8.11 The Sustainable Environment include surveying of plots. A total of Thematic Area has four priorities which, 473,362 plots have been adjudicated through national strategies, will deliver against a target of 831,806 (56.9 two national priorities, being “Green percent. Adjudication of land rights Transition” and “Business Environment and printing of SLTs is ongoing. Reform and Value Chain Development”. In turn, these will drive sustainable and optimal use of natural resources, leading to a sustainable environment. 127 energy. It will further reduce the export

8.12 The four strategies at thematic of biological resources to produce value level which will address environmental added products to boost the economy challenges are Circular Economy, Bio as well as create employment. Economy, Green Growth and Climate Change, and Sustainable Land 8.16 Through the strategy, integrated Management. These strategies, which and inclusive resilient measures will be are discussed below, will be guided by adopted to ensure social and economic the NSP. recovery from COVID-19 pandemic. The Government will also strengthen Circular Economy the natural capital accounting (NCA) framework to ensure that

8.13 In aligning with the fourth environmental impacts (such as priority of the Reset Agenda, which biodiversity, pollution and climate advocates for value chain development impacts as well as consumption of for economic advantage, the circular natural resources) are adequately economy strategy will provide a reflected in statistical reporting. platform for entrepreneurial opportunities for individuals and 8.17 Legislation, policies, and communities. The strategy has strategies approved during the NDP 11 potential benefits, which include: job to enhance the contribution of the creation, revenue generation, resource natural capital to sustainable economic efficiency, extended life span of waste development will be implemented. management facilities such as landfills, Effective and adaptive measures for the wastewater treatment plants and conservation and management of pollution prevention. forestry and wildlife resources, more especially illegal off-take and human-

8.14 The Integrated Waste wildlife conflict, will also be Management Policy of 2021 provides a implemented. basis for the adoption of a circular economy where the principles of Green Growth and Climate reduce, reuse and recycle are applied. Change The Policy will lead to sustainable production and consumption practices 8.18 This strategy sets to achieve which, in turn, will contribute to the both economic and environmental reduction of the amount of solid waste growth including mitigation and going into landfills by 50 percent by adaptation to climate change, thus 2030, and for waste water reuse, creating a climate change-resilient increasing to 96 percent by 2036. society. It will further enhance the MRV framework and facilitate transition to a Bio Economy greener economy through reforms in the power sector.

8.15 This strategy aims at the utilization of renewable biological 8.19 Climate change resilience is resources such as crops, forests and about successfully coping with and animals to produce food, health managing the impacts of climate materials and products, textiles and change while preventing such impacts 128 from getting worse. A climate-resilient land management, with a view to society would be low-carbon and ensuring effective utilization, equipped to deal with the realities of a management and administration, as warmer world. Adaptation is achieved well as equitable distribution of land. through formulation of strategies, programmes and regulatory 8.23 The TNDP’s strategic intent will frameworks that will create an enabling focus on initiatives such as the environment for wide stakeholder automation of the land delivery process participation. (provision of services online); digitization of land records; registration

8.20 The Climate Change Policy, of land titles; and issuance of SLTs in Strategy and Action Plan will enable the line with the national and global country to address the challenges aspirations of promoting digitization. posed by climate change within the broader context of sustainable CONCLUSION development.

8.24 The implementation of the Sustainable Land Management strategies identified under the Strategy Sustainable Environment thematic area will be pursued during the TNDP period

8.21 The proposed Strategy is aimed in order to contribute to the Vision 2036 at transforming the land sector, with objective of sustainable and optimal particular emphasis on improving land use of natural resources, whilst use planning and land delivery simultaneously tackling climate and processes in order to ensure speedy environmental challenges. Preserving and efficient allocation of land. The and restoring ecosystems and Strategy will provide guidance on how biodiversity remains critical since those the management of land will contribute systems provide essential services to the achievement of national priorities which contribute to improvement in the such as food and water security while wellbeing of people. Therefore, the ensuring long-term sustainability and exploitation of natural resource value securing livelihoods. chains will be pursued in order to create job opportunities and generate incomes

8.22 There is a need for Government for the benefit of local communities. to develop a strategy for sustainable 129 CHAPTER 9 GOVERNANCE, PEACE AND SECURITY INTRODUCTION iii. Transparency and Accountability.

9.1 The Governance, Peace, and iv. Public Safety and Protection; Security pillar promotes a thriving and, electoral democracy based on a v. Territorial Integrity and plurality of political views. It protects Sovereignty. diverse points of view and is underpinned by accountable and REVIEW OF PERFORMANCE transparent leadership in all sectors of DURING NDP 11 the economy. Such leadership robustly prevents corruption, and promotes and Achievements under Participatory protects human rights through an Democracy independent, fair and equitable justice system. Botswana’s security forces 9.4 Participatory democracy refers exist to protect lives, property, and to consistent involvement of citizens in national security. By exhibiting the development or improvement of professionalism at home and abroad, laws, policies, and strategies, to fulfil they enhance Botswana’s capacity to commitments of Government to the express her ‘soft-power’ and export public. In 2019, the Ibrahim Index of democratic and human rights values. African Governance (IIAG), ranked Botswana 2nd out of 54 countries with a Key Result Areas score of 73.7 percent in Overall Governance. In the 2020 IIAG,

9.2 Key result areas under the Botswana’s performance declined, as Governance, Peace, and Security pillar she ranked 5th out of 54 countries, with are: a score of 66.9 percent. In the i. Accountable, Transparent and Participation, Human Rights, and Effective Governance; and Inclusion indicator, Botswana scored 67.5 percent, ranking 6th out of 54 ii. Peaceful and Secure Nation. countries. Key Deliverables 9.5 Notable progress during NDP 11 period include successfully holding

9.3 Key deliverables of the general elections, appointing a Governance, Peace and Security pillar Constitutional Review Commission, and are: a Delimitation Commission. Additionally, a Decentralisation Policy i. Participatory Democracy; was drafted, while Parliament launched ii. The Rule of Law; its virtual meetings. 130 Constitutional Review National Assembly

9.6 During NDP 11, Botswana 9.9 To enhance democratic formally began the process of reviewing participation, Parliament introduced the constitution of 1966, as amended digital broadcasting of proceedings from time to time, and public and the Botswana Speaks consultations on the Constitutional Programme. The National Assembly Review were concluded in September also commenced convening virtually 2022. through live broadcasting in 2021/22. These initiatives will Electoral System and Political strengthen openness, Representation responsiveness, and accountability of Parliament. To promote

9.7 Botswana, one of Africa’s most community participation in stable, long-established democracies, monitoring and evaluation of service has consistently held regular, free and delivery, Parliament conducted fair elections since 1965. In the 2019 community scorecards in some General Election, the total population sectors and public programmes. eligible to vote was 1,592,350. A total of 925,478 citizens registered to vote, Public Sector Reforms translating to 58 percent of the population eligible to vote. Some 55 9.10 Significant reform measures percent of these were women and 45 undertaken to improve the efficiency of percent were men. A voter turnout of the public service include the 778,343 or 84 percent of registered rationalisation of ministries and state- voters was realised, representing 49 owned enterprises, drafting a policy on percent turnout of the population productivity and competitiveness, eligible to vote. To improve voter agreeing on a collective labour turnout, a study to establish possible agreement, and establishing an causes of voter apathy was conducted, assessment and development centre. and stakeholder outreach programmes To promote and sustain meritocracy in targeting specific sectors of the public service recruitment, the Public electorate - women, youth and people Service Assessment and Development with disabilities - were undertaken. Centre commenced operations in 2020. Delimitation Commission 9.11 Improving Botswana’s productivity and competitiveness is a

9.8 Following the National Housing major prerequisite to turn Botswana and Population Census of 2021, a into a high-income country by 2036. Delimitation Commission was appointed However, Botswana consistently ranks to undertake public consultations for poorly in the World Economic Forum’s redrawing constituency boundaries. It Global Competitiveness Reports which has since commenced work. measure competitiveness and productivity. In 2021, the World Economic Forum (WEF), ranked Botswana 61 out of 64 middle and high- income nations, and 91st out of 141 131 economies under consideration. To legal services; civil and criminal justice; improve labour relations, a collective promotion and protection of human labour agreement (CLA) was reached in rights; alternative dispute resolution; 2019 between the Directorate of Public and law reform. For the Safety and Rule Service Management (DPSM) of Law indicator, in 2017, the IIAG representing the Botswana Government ranked Botswana 2nd out of 54 as employer, and public service trade countries with a score of 79.6 percent. unions. In 2020, Botswana ranked 3rd out of 54 nations with a score of 72.8 percent, Decentralisation indicating a decline in Botswana’s rankings. The Land Tribunal has been

9.12 Decentralisation promotes placed under the Ministry of Justice for participation of communities, effective coordination and consolidation individuals, and organisations in public of justice. This is also meant to promote affairs. To attain Vision 2036 objectives separation of powers and improve of promoting participatory development service delivery. and community driven development, Government developed a draft National Judicial Reforms Decentralisation Policy. During the 2022/23 financial year, Government, 9.14 To enhance service delivery and with the assistance of UNDP, developed improve public confidence in the justice the Decentralisation Implementation system, capacity-building programmes Strategy which comprises were undertaken. These include political/administrative, and fiscal training judges in anti-human decentralisation dimensions. The Draft trafficking, and court reporters and law Fiscal Decentralisation Strategy is enforcement officials in anti-money complete and awaiting approval. To laundering. For effective coordination further enhance the benefits of and consolidation of the justice sector, decentralisation mentioned above, legislation is being developed to place Government approved the upgrading of the Industrial Court under the 11 sub-districts to full districts during Administration of Justice. During NDP NDP 11. These are the Good Hope, 11, Parliament enacted Acts to improve Molepolole, Mogoditshane, Letlhakeng, the justice system. These include the Mahalapye, Tutume, Boteti, Maun, Constitution (Amendment) Act, 2021, Okavango, Tsabong, and Hukuntsi sub- amendment of the Magistrate Court districts. These will form part of the Act, and the Penal Code and the Sex local authorities located under the Offenders Registry Act. Enactment of Ministry of Local Government and Rural these laws will enhance institutional Development. capacity and protection of human rights. To combat gender-based Achievements under the Rule of violence (GBV) as a national priority, Law the justice sector introduced specialised GBV courts at Chief Magistrate stations.

9.13 Botswana’s justice system provides a just, law-abiding nation with 9.15 To improve access to services, accessible justice. Priorities under this High Court Rules were revised for area include provision of judicial and simplification, while tariffs were 132 reviewed for affordability. Access to Anti-Money Laundering justice was further enhanced by establishing a new High Court division 9.17 Through her membership in the in Maun. Improvements in turnaround Eastern and Southern Africa Anti- times of cases were made through the Money Laundering Group (ESAAMLG), introduction of court-annexed Botswana is an affiliate of the Financial mediation, and judicial case Action Task Force (FATF). In October management. To expedite legal 2018, the country made a high-level services and minimise litigation across political commitment to the FATF to Government, the Attorney General strengthen the effectiveness of its Anti- established legal units in Ministries and Money Laundering/Counter-Financing some independent Agencies. of Terrorism/Counter Proliferation Jurisdiction of customary courts in civil Financing (AML/CFT/CPF) regime and matters was extended for citizens who address related technical deficiencies. cannot afford legal representation by Botswana continues to strengthen its building 24 customary court offices in frameworks for AML/CFT/CPF. 10 districts, and the completion of Accordingly, Parliament amended the maintenance works at some Kgotla Proceeds and Instruments of Crime Act, offices. Land Tribunal regulations the Trust Property Control Act, the (incorporating the rules) have been Extradition Act, and the Mutual Legal drafted and are awaiting finalisation. Assistance in Criminal Matters Act. When complete, this reform process will Parliament also passed the Criminal enhance access to the Tribunal. Procedure and Evidence (Controlled Additionally, a new Legal Aid Centre Investigations) Bill. Consequently, was established in Palapye. To improve Government strengthened regulation of the accountability of lawyers, and the non-profit organisations by amending self-regulating Law Society of the Societies Act to provide for risk- Botswana, the Legal Practitioners Act based supervision and monitoring. was amended.

9.18 To comply with FATF anti-money

9.16 In line with the Reset Agenda laundering/counter terrorism financing objective of adopting new methods to requirements and standards, accelerate service delivery, the justice Government continued to make sector embarked on digitalising its periodic review of legislation. processes. Projects include real-time court reporting that will produce Promoting the Human Rights verbatim transcripts of proceedings and Agenda eliminate transcription of notes. Additionally, courts will utilise digital 9.19 During NDP 11, Parliament platforms to facilitate hearings and amended the Ombudsman Act of 1995 filings - which will also reduce costs. to confer a human rights mandate on Mobile courts, specialised courts, the Office of the Ombudsman. As a alternative dispute resolution and result, the Ombudsman was judicial case management were reconstituted as a national human introduced to eradicate case backlogs. rights institution in accordance with the United Nations High Commission for 133 Human Rights and the African governance and promote accountability Commission recommendations. and integrity. To improve access to services, the Directorate on Corruption Improving Labour Relations and Economic Crime (DCEC) continues to open service centres, including

9.20 To promote harmonious labour satellite offices. Governments’ relations during NDP 11, focus was infrastructural development projects to placed on reviewing existing labour enhance service delivery embarked laws and policies and setting up upon include the construction of DCEC structures for sound labour relations. staff houses and upgrading of vehicle Some areas of reform include labour fleet. Key projects delivered during NDP and occupational health inspections, 11 include the DCEC Structural Review, trade disputes resolution and industrial multi-media studio and the National relations. Public Opinion Survey. To strengthen anti-corruption measures, government Achievements under developed and refined legal and policy Transparency and Accountability instruments, including the Proceeds and Instruments of Crime Act (PICA),

9.21 Transparency, accountability, Declaration of Assets and Liabilities Act, responsiveness, efficiency, and and Whistle Blowing Act. effectiveness in public service delivery undergird good governance, which is a 9.24 A Draft National Anti-Corruption necessary condition for economic Policy is undergoing review prior to development. tabling in Parliament.

9.22 In February 2019, Botswana 9.25 To achieve service excellence, became the 38th African country to Government embraced the accede to the African Peer Review International Standard Organisations’ Mechanism (APRM). In so doing, the ISO 90001:2015 standards. The DCEC country opened up to peer-to-peer acquired the Quality Management assessment on a number of governance System Certification in October 2021 indicators, including democracy and through Botswana Bureau of political governance, economic Standards. To strengthen public sector governance and management, efficiency, effectiveness, and corporate governance, and socio- accountability, the DCEC introduced economic development. Botswana’s results-based monitoring and civil society has already leveraged evaluation (M&E) system in assistance from the South African collaboration with the UNDP. Institute of International Affairs (SAIIA) to make a submission under the APRM Performance and Accountability on 12 key governance issues. of State-owned Enterprises

9.23 In 2013, Botswana hosted the 9.26 There is an important role to be Commonwealth Africa Anti-Corruption played by State Owned Enterprises Centre (CAACC). The Centre supports (SOEs) given the economic and social member states in developing measures transition taking place in Botswana, and to combat corruption, improve capacity gaps in the private sector. 134 However, prudent management of b. Creation of the Ethics and Integrity resources by SOEs is essential. Many Directorate through the Declaration SOEs incur losses, and some operate in of Assets and Liabilities Act (Act No. areas that can now be served by the 12 of 2019). The Directorate is a private sector. functionally autonomous entity that promotes and reinforces integrity

9.27 To improve performance of and accountability in public offices, SOEs, Government developed a and monitors the interests, incomes, Governance Code for State-owned assets, and liabilities of persons Enterprises. The Code seeks to improve specified in the Act for purposes of SOE’s corporate governance, preventing and detecting corruption, performance, transparency, and money laundering and acquiring accountability. Its Implementation property from proceeds of crime. Action Plan will optimize the resource use and performance monitoring of Competition and Consumer SOEs. To improve accountability of Protection SOEs, and other public interest entities within the remit of the Financial 9.30 Oversight of competition and Reporting Act of 2010, the Financial consumer protection was improved Reporting Regulations of 2021 that through the rationalization of functions became operational in April 2022 will of the Competition Authority, and those strengthen oversight of SOEs. of the Department of Consumer Affairs. Furthermore, some SOEs have been The resulting Competition and rationalised to reduce overlaps and Consumer Authority deals with anti- promote efficiency in the delivery of competitive practices and enforces service, while others will be partially or consumer rights through investigation, wholly privatised or restructured. prohibition, and control of unfair business practices.

9.28 To improve measures of deterring fraud and misappropriation of Improving the Human Rights public funds, the Office of the Auditor Agenda General strengthened external audit scrutiny by increasing audit coverage. 9.31 The Office of the Ombudsman This was partly achieved through performs oversight in areas of establishment of a specialised audit maladministration, and human rights. It division with forensic audit capability received 3554 complaints of that will also audit SOEs. maladministration from March 2017 to September 2022. Forty-three percent Other Measures of Accountability (1532) of the cases were resolved. While the mandate of public education

9.29 Other important measures to was not legally conferred on the promote public sector transparency and Ombudsman, the Office implemented accountability include: public education activities during the plan period, including, Kgotla meetings, a. Adoption by Parliament of the trade fairs, full council meetings and National Performance Monitoring engaging Parliamentary Portfolio and Evaluation Policy in 2017. Committees. Such meetings imparted 135 knowledge of the Ombudsman’s crime response systems and improve mandate. crime prevention stakeholder engagements to mobilise support.

9.32 The Ombudsman Act No. 5 of Significant initiatives are the use of 1995 was amended, resulting in the closed-circuit television (CCTV) and enactment of the Ombudsman Act No. crime surveillance infrastructure under 22 of 2021. The amendment conferred the Safer City Project as well as digital a human rights mandate on the evidence capacity-building. Ombudsman, resulting in a hybrid institution with dual administrative 9.36 Botswana Prison Service justice and human rights mandate. The priorities included enhancing effectiveness of the Office was rehabilitation and reintegration of compromised by inaccessibility of its offenders through the Offenders’ services as offices were restricted to Rehabilitation Policy, Alternative Gaborone and Francistown. To improve Sentencing Policy, Offender Case access to services, two additional Management programmes, and the offices were opened. Prison Food Security Strategy. Another priority area is Safe and Humane Achievements under Public Safety Custody of Prisoners. The percentage and Protection of prisoners who escaped lawful custody was reduced from 0.22 percent

9.33 Botswana continues to deploy in the 2017/2018 financial year to 0.20 strategies for protection of life and percent in the 2021/2022 financial year. property; prevention and detection of Re-offending decreased from 472.9 per crime; and the apprehension of 1,000 prison admissions in 2015 to offenders. The Public Safety and 337.8 in 2021. Protection sub-sector prioritises protection of the public from all forms 9.37 During NDP 11, infrastructure of crime, including GBV, cybersecurity, and facilities were improved. public transport safety, radioactive Refurbishment of some prison facilities materials and disasters. and improvement of prison security in major centres were carried out. To

9.34 Despite the increased scale of enhance safety and security of prison transnational organised crime and the officers and prisoners, a comprehensive sophistication of criminality, there were prison security audit was completed in improvements in safety outcomes. June 2021. As a result, rapid response Violent, intrusive and serious crimes per teams as well as prison intelligence unit 10,000 population declined from 67.4 and prison police units were crimes in 2015 (baseline year) to 61.1 established. Specialised vehicles for the incidents in 2021. transportation of high-risk prisoners were also procured. Consultancies for

9.35 The internal security apparatus development of an integrated security continues to adapt strategies to solution and establishment of a prison manage the evolving criminal air wing are planned for the 2022/2023 landscape. These strategies include financial year to address the gaps using advances in technology to identified. The development of strengthen law enforcement processes, 136 Offender Case Management Framework for the Prison Service is ongoing. Immigration Gender Mainstreaming 9.40 In order to make Botswana a choice destination for international

9.38 Gender mainstreaming and tourists and investors, and to make it management of GBV were prioritized in more facilitative and attractive, there is NDP 11. Significant milestones include need to explore strategies to address adoption of the Botswana Climate challenges which focus on our systems, Change Policy by the Ministry of processes and structures. A number of Environment and Tourism and the reforms have been introduced and they National Energy Policy by the Ministry include the following: of Minerals and Energy. Both policies have specific chapters on gender. The i. Establishment of an express National Disaster Management Office desk to service applications developed a Draft Policy on Disaster sponsored by the Diamond Hub Risk Management, which also has a and Botswana Investment Trade chapter on gender. A Government Centre (BITC). Officers have Strategy on Mainstreaming Gender in been seconded to BITC to the Water Sector that focuses on river facilitate the One-stop Service basins along the Okavango, Orange, Centre in order to expedite the and Limpopo Rivers is in place. processing of applications for residence permits and visas.

9.39 Capacity-building for Dikgosi (traditional leaders) on mainstreaming ii. Introduction of issuance of visa gender continued in NDP 11. Some 178 at port of entry. This will enable of them were trained on mainstreaming Botswana to continue to gender in customary justice. Some effectively compete with the rest councillors were trained on gender of the world in areas of trade, mainstreaming and GBV response. investment and tourism as well Women and Sport Botswana developed as create a conducive a Women and Sport Gender Strategy. environment for business To address rising cases of GBV, an development, thus creating job Inter-Ministerial Committee on Gender- opportunities in the long run. based Violence was established. Administration of Justice established iii. The processing of visa special courts to expedite the hearing of applications was decentralised to GBV cases, and Botswana Police Botswana’s diplomatic missions. Services established a Gender and Child Visa fees were also revised in Protection Unit for reporting GBV. To order to enhance the country’s guide Government on housing GBV ability to compete for persons survivors, a feasibility study on the with scarce skills and investors of strengthening and establishment of high value. safe havens was completed. iv. In order to ease service access as well as to facilitate the turnaround time for applications, 137 an online visa application 9.44 Additionally, air-to-ground very platform was launched in August high frequency (VHF) air traffic control 2021. radio communication sites were strategically located to ensure total

9.41 Government introduced the radio communication coverage of Botswana Blue Card (BBC) to allow Botswana airspace. An improvement to persons who ceased to be citizens of the ground-to-ground data Botswana (such as those who have communication between Botswana and renounced Botswana citizenship) to other countries was made for retain the right to unlimited stay in the transmission of Notice-to Air-Man country. BBC holders have the right to (NOTAM), and flight plans or visit, live and work in Botswana. meteorological data through the However, they are not entitled to hold upgrade of Aeronautical Fixed a Botswana passport or national Telecommunication Network (AFTN) to identity card (Omang). The BBC Air Traffic Service Message Handling enables citizens by birth or descent, System with the aim of digitizing all who have lost their citizenship by virtue data communications for of Section 15 of the Citizenship Act, to harmonization. retain the right to permanent residency in the country. 9.45 Significant progress was made in the development of air navigation Transport Safety Systems services infrastructure. These include upgrading the primary surveillance

9.42 Road transport safety is radar (PSR) at the Sir Seretse Khama essential for Botswana’s economic International Airport (SSKIA), development, including trade upgrading SSKIA and the Maun facilitation. Road traffic accidents were Monopulse Secondary Surveillance reduced from 29.3 accidents per 1,000 Radar (MSSR) to Mode S radar as well motor vehicles in 2015 to 20.4 in 2021. as the supply and installation of Mode S Road fatalities decreased from 18.8 radar in the eastern sector. Emphasis deaths per 100,000 population in 2015 was placed on optimizing the use of to 17.0 in 2021. available resources to meet the supply and demand for air traffic and increase

9.43 NDP 11 focused on addressing capacity to handle more passengers. gaps in air navigation systems Maun International Airport was infrastructure to meet growing refurbished and now accommodates demands in spatial planning, health and significantly more passengers. education facilities, cross-border, and Implementation of projects to improve internal transportation infrastructure infrastructure in the four international (rail, road and air) connectivity, water airports resulted in installation of resource development, conveyance and navigation aids equipment. Increased distribution networks, energy security threats necessitated remote generation, etc. Establishment of monitoring and installation of closed- navigational aids in some centres was circuit television (CCTV) at all air fully achieved to ensure safe passage of navigation services equipment sites to aircraft through Botswana’s airspace. enhance physical security. 138 Chemical, Biological Radiological, Registration Act No. 11 of 2017; and Nuclear Safety Proceeds and Instruments of Crime (Amendment) Act No. 8 of 2018; Trust

9.46 The use of chemical, biological, Property Control Act No. 11 of 2018; radiological and nuclear (CBRN) Illicit Trafficking in Narcotic Drugs and weapons by state and non-state actors Psychotropic Substances Act No. 15 of underlines the complexity of achieving 2018; Penal Code (Amendment) Act their permanent banning. CBRN threats No.21 of 2018; Arms and Ammunition underline the importance of Act No.19 of 2018; Cybercrime and maintaining and strengthening Computer Related Crimes Act No. 18 of cooperation to enhance security 2018; Nuclear Weapons (Prohibition) through international agreements, Act No. 17 of 2018; Biological and Toxin identification of obstacles impeding Weapons (Prohibition) Act No.27 of cooperation, and exploring ways to 2018; Chemical Weapons mitigate the threats. (Amendment) Act No.16 of 2018; Anti- Human Trafficking (Amendment) Act

9.47 The CBRN Chemical Weapons No. 13 of 2018; and Extradition Management Authority was established (Amendment) Act No.12 of 2018. to implement laws, treaties, and conventions relevant to CBRN. The Achievements under Territorial Authority is responsible for the Integrity and Sovereignty management of scheduled chemicals, nuclear materials, controlled agents, 9.50 Peace and security are a pre- and toxins. It coordinates and monitors requisite for realizing goals for all materials indicated in the relevant sustainable economic development. laws and powers conferred therein. The peace and security sector has two main focus areas: Territorial Integrity

9.48 In relation to radiation safety and Public Safety and Protection and security, Botswana is party to the through which Botswana can attain the “Joint Convention on the Safety of key result area of a Safe, Secure and Spent Fuel Management” and the Peaceful Nation. Protection of “Safety of Radioactive Waste territorial integrity is the foundation for Management” and its guidance on the the existence of Botswana. This sub- “Management of Disused Radioactive sector identifies frameworks, Sources”. Botswana also acceded to the structures, and strategies, which will supplementary guidance to the Code of enable Botswana to preserve her Conduct on the Safety and Security of sovereignty. Radioactive Sources. Critical ports of entry have been identified to install 9.51 Various international measures radiation detection portal monitors. The of peacefulness - such as the Global National Threat Assessment (NTA) was Peace Index and the Global Terrorism developed to enhance detection and Index, continue to rank Botswana response to nuclear security incidents. highly. These rankings enable Botswana to influence regional and

9.49 Pursuant to the realisation of multilateral systems on issues of these achievements, several laws were democracy, good governance, rule of enacted, including: National law as well as peace and security. High 139 rankings are realised through enhanced CHALLENGES EXPERIENCED national security strategies, border DURING NDP 11 control, aviation safety and security, operational readiness, and participation Challenges in Participatory in regional and global peace-building Governance and security initiatives. Several collaborative platforms are critical to 9.53 Challenges experienced under this and they include Joint Permanent participatory democracy during NDP 11 Commissions of Cooperation (JPCCs), include issues such as electoral Joint Permanent Commissions on participation, slow decentralisation, Defence and Security (JPCDs) and policy adoption and service delivery. African Union/United Nations Peacekeeping Missions. Joint Electoral Systems and Permanent Commissions of Participation Cooperation with Zimbabwe, South Africa, and Namibia were elevated to 9.54 A key challenge in electoral National Commissions. systems and participation is illicit voter registration. Leading up to the 2019

9.52 Botswana continues to General Election, 1549 objections participate in peace building and (compared to 633 in 2014) were raised. conflict resolution initiatives These objections related to voter coordinated by the Southern African registration. Additionally, 24 election Development Community (SADC). One petitions were received after the 2019 such is the SADC Mission in General Election. The repealing the Mozambique (SAMIM). Botswana also Electoral (Amendment) Act of 2016 led participates in regional and to abandonment of automation of international bodies such as the AU and electoral processes, while the outbreak UN – the country is participating in the of COVID-19 resulted in the suspension UN Organisation Stabilisation Mission in of by-elections and reduced the Democratic Republic of Congo stakeholder engagement on elections (MONUSCO). As a member of the and democracy. Low representation of international community, Botswana is women in parliament remains a party to several international concern. The proportion of instruments which impose certain parliamentary seats held by women is obligations on it. An Inter-Ministerial 11.1 percent and 19.1 percent in Local Committee on Treaties, Conventions Government. and Protocols has been established to ensure compliance with these Bogosi obligations. A notable achievement is the development of a database for all 9.55 The institution of bogosi international instruments to which (inherited traditional leadership) is Botswana is a party. critical to governance systems in Botswana. In addition to managing customary courts and administering customary law, this institution is also the custodian of customs and traditions of various cultural communities spread 140 out across the country. During NDP 11, services across the entire Government Botswana’s bogosi experienced system. In the area of human rights, challenges that suggest an institution in the pandemic necessitated the flux. These challenges include imposition of a state of emergency - difficulties in identifying successors; which led to the suspension of some dikgosi dabbling in the divisive constitutional rights, notably freedom enterprise of political activism in of movement and assembly. There are significant numbers, contrary to their low levels of human rights education traditional role as unifiers in their nationally as well as low rates of human respective communities; and, rights reporting, implementation and skirmishes with the Government. mainstreaming. Additionally, bogosi is faced with the challenge of asserting authority over a Challenges in the Rule of Law westernised, youthful population. In all, these challenges raise questions about 9.58 During NDP 11, challenges how bogosi can be modernised. around judicial reform included slow case disposal rates, transcription of Decentralisation case records, use of a manual case management system, slow

9.56 Current arrangements for the implementation of development provision of public sector functions on a projects, and lack of legal advice for decentralized basis involve a range of many - which has the effect of different administrative structures that compromising the efficiency of the legal do not align geographically. For system. Poor generation, use, and instance, there are different maintenance of statistics partially administrative regions for education, explains Botswana’s grey listing in anti- health, and agriculture, and none of money laundering/counter terrorism these coincide with census districts or financing. Collection and optimal local government boundaries (district maintenance of regular, usable data is and urban councils). This makes the co- critical to understanding the extent of ordination of decentralized functions money laundering in Botswana. Equally more difficult and prevents the important is the need to improve the provision of comprehensive data and efficiency of financial investigations in information across a range of measures order to ensure that appropriate for particular geographical areas. sanctions are taken when court processes have been completed. Service Delivery Challenges (Manual Processes and COVID- Challenges in Accountability and 19) Transparency

9.57 Among others, the use of 9.59 Challenges to accountability and manual Government business transparency during NDP 11 included a processes continued to hinder service decline in Botswana’s anti-corruption delivery. Added to the foregoing, public rankings; low reporting and education service efficiency was severely on human rights; constraints to compromised due to COVID-19, which evidence-based decision making; disrupted the provision of public inadequate integration of performance- 141 based monitoring and evaluation in Africa’s least corrupt country under public sector management functions; Transparency International’s and, low reaches and enforcement of Corruption Perception Index (CPI). In audit processes to enhance 2018, Botswana was overtaken by transparency. Seychelles and relegated to the second spot in Africa. Table 9.1 shows CPI Declining Anti-corruption scores and rankings for Botswana Rankings during NDP 11. Botswana’s 2021 score of 55 is its lowest ever and should

9.60 For close to two decades, provide an impetus for improved Botswana uninterruptedly ranked as performance during TNDP and beyond. TABLE 9. 1: B OTSWANA ’S C ORRUPTION PERCEPTION INDEX (2015-2021) Year 2015 2016 2017 2018 2019 2020 2021 Score 63 60 61 61 61 60 55 Africa Ranking 1 1 1 1 2 2 3 Source: Transparency International, (various years)

9.61 However, the slow Resource Constraints to Audit implementation of anti-corruption recommendations from audits, 9.63 At 0.08 percent, the external transaction monitoring and risk audit scrutiny budget falls below the management in the public sector, and one percent required for the the delayed adoption of National Anti- comprehensive coverage of the entire Corruption Policy (NACP) frustrate national budget. Implementation of efforts to fight corruption in Botswana. audit resolutions remained a challenge during NDP 11. Challenges Facing Office of the Ombudsman Challenges in Public Safety and Protection

9.62 Resource challenges have constrained the Ombudsman’s ability to 9.64 An important challenge to effectively discharge its functions. Botswana’s peace and security (as well Contrary to what its mandate as management of issues relating to prescribes, the Office doesn’t have a anti-corruption, human rights and dedicated public education unit which, territorial integrity) is the lack of a in some cases, has resulted in legal national security strategy. Such a investigators being diverted from their strategy would set clear terms for core functions to provide public governance of the sector, resource education. The Ombudsman continually sharing and other collaborative experiences resistance from Ministries measures between justice, policing, and Departments who take long to intelligence and prison functions and respond to its queries. the civil society. The current institutional framework in the security sector is underpinned by fragmentary 142 statutes governing the Botswana Police Poaching Service, Botswana Prison Service, Botswana Defence Force, Department 9.67 During NDP 11, Botswana of Wildlife and National Parks, experienced spikes in poaching activity, Directorate on Corruption and particularly of the endangered Economic Crime, Directorate of rhinoceros’ species. Clarification of roles Intelligence and Security Services and of services in the protection of wildlife, others. While these are all conceptually their strategies for information, and at the service of one country, there is other resource-sharing activities also no mechanism to set clear terms of how needed improving. The increase in they collaborate in doing so. poaching activities, particularly along water courses shared with

9.65 Despite efforts to continue neighbouring countries, poses a danger mitigating public safety problems, the to not only animals but to the ever-evolving criminal landscape relationship between Botswana and continues to present new and some of its neighbours as well. challenging threats. These include a rise in contemporary crimes, incidence Cybersecurity of traffic accidents, re-offending of criminals, irregular migration, radiation 9.68 Growth in use of ICT applications safety and security, and disasters. in Government, finance, and education, will lead to increased attempts to Rape exploit insecurities in ICT networks in

9.66 According to the 2019 World Botswana. Cybersecurity issues include Population Review, Botswana had the disinformation campaigns, email scams, second highest rape incidence in the ransom attacks and data theft. Table world in 2019, recording 92.9 per 100 9.2 below shows Botswana’s 000 population. performance in the Global Cybersecurity Index. TABLE 9. 2: B OTSWANA 'S C YBERSECURITY INDEX PERFORMANCE : 2018-2020 YEAR 2018 2020 GLOBAL RANKING 88 88 AFRICA RANKING 10 12 Source: International Telecommunications Union, 2020

9.69 Botswana’s performance in the GBV and high prevalence of HIV and Global Cybersecurity Index has been AIDS among young women and steady, though at very low positions. adolescent girls remain a concern. As a The major concerns are shortage of result, it is imperative that gender trained personnel in cybersecurity, lack mainstreaming is adopted as an integral of budget support for cybersecurity, strategy for development planning. and exclusion of cybersecurity in institutional plans by most 9.71 Surveillance coverage in organisations in Botswana. Botswana’s airspace, especially the western sector, remains a major safety

9.70 Poverty, low female concern. A significant challenge to representation in political leadership, aviation during NDP11, particularly 143 during the Covid-19 emergency, was will cause changes or buttress several lack of funds to expeditiously important provisions in the constitution, implement national projects. Some including separation of powers, aviation sector priorities were made Government functions and efficiency, redundant by advancements in human rights, and others. technology. Bogosi

9.72 Threats related to CBRN use are evolving rapidly alongside changes in 9.75 The role of bogosi and its place the political environment and in a modern, urbanizing society with a developments in technology. A multi- youthful population will be reviewed. sectoral approach is critical when Many dikgosi now rule urban centres responding to CBRN incidents. The where the majority of residents might availability of dual-use products and not necessarily be their “subjects”. technologies presents a particular challenge. Some CBRN materials, which Human Rights are available for medical or industrial use, can become dangerous if 9.76 In order to promote and mishandled. While there are measures enhance human rights culture in to prevent such materials being Botswana, the implementation of obtained by people with criminal appropriate constitutional amendments intentions, it is difficult to control all following the constitutional review will listed chemicals and precursors as be prioritized. The Comprehensive some toxic industrial chemicals are Human Rights Strategy and National available for mundane uses. Action Plan (CHRSNAP) will be implemented following Government STRATEGIES FOR THE TNDP verification and adoption. Urgent effort is required to promote the capacity of Strategies for Participatory communities to know, defend, and Democracy enforce their rights. Outreach Programmes Public Sector Reforms

9.73 To increase electoral 9.77 To improve productivity and participation, outreach programmes competitiveness, a policy and strategy specific to youth and women on productivity and competitiveness will representation in political leadership be formulated, with assistance by the and decision-making must be European Union Delegation in prioritized. Botswana. Government will prioritize attainment of a high-performing public sector through adoption of a strategic Constitutional Reform human resource management and organisational cultural transformation.

9.74 During the TNDP, amendments to Botswana’s constitution following the constitutional review consultations will be a major priority. The amendments 144 Alignment of Boundaries Police Service, all to be completed in 2025.

9.78 Action will be taken to align boundaries for different administrative 9.82 Legal Aid Botswana will and statistical functions, as per the increase its role in the criminal justice accepted recommendations of the first system through higher uptake of and second Presidential Commissions criminal cases and service children up on Local Government Structure, and as to 18 years and adults not covered by recommended in the National Spatial the Administration of Justice’s pro-deo Plan. These reforms will improve the system. The latter will require the efficiency of service delivery and enable establishment of dedicated units coherent, evidence-based analysis at specialising in criminal legal aid. the sub-national level to pinpoint areas of need and track progress. 9.83 The Criminal Procedure and Evidence (Controlled Investigations) Strategies for the Rule of Law Act will be implemented by developing supporting regulations, conducting

9.79 Key strategies to improve the training exercises and appointing rule of law will include strengthening members to the Controlled the integrity of the justice system, law Investigations Committee in order to reform and equity. protect the interests of interception subjects and receive complaints in

9.80 The Judicial Services respect to the use of warrants. Commission will continue to ensure that the best calibre of judicial officers are Digitalization of the Justice appointed to deliver fair, transparent, System and equitable justice. Government will enhance access to justice through 9.84 Government continues to establishment of a sexual offenders expedite digitalization of services register. A computerized database will through the SmartBots initiative. be set up under the custody of Services such as telephone and video Commissioner of Police to facilitate conferencing/visitation systems are information-sharing. A child-friendly being introduced in courts and prisons. justice system will also be E-learning programmes for officers and implemented. automation of private security licensing will be implemented. Through

9.81 Furthermore, Government will SmartBots, dikgotla will be connected continue to amend and enact laws to public Wi-Fi networks. To align with pertinent to enhancing the rule of law the Government digitalization agenda, and access to justice. This process will Legal Aid Botswana will upgrade its ICT entail the following: development of infrastructure to enhance cyber security legislation on bail and one to regulate and ensure efficiency through Deputy Sheriffs; review of the Criminal automation of some functions. Procedure and Evidence Act; review of the Bogosi Act of 2008; and, a strategy to hive off the Department of Public Prosecutions (DPP) from the Botswana 145 Infrastructure Development sharing by integrating inspectorate functions and systems.

9.85 New magistrates courts will be constructed in Kasane, Gantsi and ii. Establishment of an independent Francistown while a new high court will dispute resolution structure to be constructed Palapye. High courts are reduce delays in dispute resolution necessary to offer diverse services and enhance the integrity and similar to those offered at the Masters independence of conflict resolution Office, including the administration of systems. estates, trust, liquidations and the Guardian’s Fund. In order to enhance iii. Establishment of industry-level joint efficiency and extend services, Legal industrial councils as voluntary Aid Botswana will establish new centres social dialogue structures for in Gantsi and Letlhakane. specific industries or as parts of industries’ representative of Alternative Measures of Justice employers and trade unions.

9.86 To complement the introduction Efficiency of Judicial Service of alternative dispute resolution and Delivery through Digitalization mediation into Administration of Justice system, Legal Aid Botswana will 9.88 The judicial system will digitalize establish mediation and dispute some functions to ensure efficient, resolution units. These will provide timely delivery and speedy resolution of systematic and uniform approaches to matters. Candidate areas include case alternative dispute resolution (including management, employment services, mediation by specialised units) for labour inspection, registration of trade speedy, cost-effective resolution of unions, and collective agreements. disputes. To enhance public Other upgrades in the justice sector will confidence, the justice system will include e-courts, and public legal embark on an exercise to inform the education to enhance accessibility, public about its operations and services. transparency and accountability of the Public education and awareness justice system. measures and enforcement of the Judicial Officers’ Code of Conduct will Strategies for Building be implemented. Accountability and Transparency Labour Sector Reforms 9.89 Through the APRM, Botswana will gain an opportunity to improve her

9.87 To promote healthy labour governance institutions and processes. relations, the following will be During the TNDP, Botswana will emphasized: prioritize setting up domestic institutions required to implement i. Enhanced monitoring to ensure accession to the APRM, and begin compliance to labour and formal processes of review. occupational, health and safety (OHS) laws through a coordinated approach to encourage resource 146 Capacity-Building Accountability of State-owned Enterprises

9.90 Government will continue the Capacity-building Reforms Programme 9.93 Government will increase to improve efficiency and provide oversight of SOEs through the necessary tools to coordinate Ownership Policy for State-owned Government reforms and other change Enterprises which is being developed. initiatives. The reforms will reduce This Policy will be reinforced with the resistance to change by developing Financial Reporting Act of 2010 and the mitigation actions and strengthening new Financial Reporting Regulations of the labour inspection system through 2021. Additionally, the Public Audit Act the Decent Work Country Programme of 2012 is being reviewed to broaden and review of labour laws. Specific aims the mandate of the Office of the Auditor are to: address gaps and facilitate ease General by bringing SOEs under this of doing business; alignment of laws to office. This will give the Auditor General international labour standards that unfettered access and remove Botswana has ratified; and through the limitations of lack of access to private Botswana Council of Non-Governmental accounts during investigations of those Organisations, develop a civil society who do business with Government. organisations’ programmes database to monitor and evaluate performance and Accountability of the Legal contribution of civil society to national Profession development.

9.94 The amended Legal Freedom of Information Practitioners Act will improve the accountability of the Law Society of

9.91 Access to information on the Botswana (LSB) and individual functioning of the state undergirds an practicing attorneys. It will provide for accountable and transparent system of the auditing of practicing attorneys governance. In the years ahead, through submission of audited introducing a freedom of information accounting records to the LSB. As a new law will be a priority. The law will define obligation, the LSB will be required to the rights and responsibilities of submit audited accounts to the Government, the media, communities Attorney General to improve and other stakeholders in engendering accountability. and maintaining accountability and transparency in governance. Anti-corruption Initiatives Enhancing Audit through 9.95 Government will continue to Digitalization develop and implement anti-corruption strategies to ensure prudent, effective,

9.92 A digitalised economy requires and efficient use of public resources. the security for the ICT infrastructure Enhancement of anti-corruption as well as capabilities of real-time legislation and adoption of the National remote auditing to detect irregular Anti-Corruption Policy will be transactions. prioritized. To counter growth in cross- border economic crimes, Government 147 will build a DCEC satellite office in the Financial Intelligence Agency to Kasane in order to expedite detection identify and investigate money and prevention of corrupt practices. laundering and track assets. Other strategies will include collaborating with regional anti- Competition and Consumer corruption agencies and utilizing Protection existing bi-national treaties and commissions. 9.99 In 2018, the Competition and Consumer Tribunal was established to

9.96 To improve evidence-based provide oversight on competition and decision making, annual national anti- consumer protection issues. Capacity corruption public opinion surveys will be building for the Tribunal, through continued. Government will set up the collaboration with the United Nations Botswana National Anti-Corruption Conference on Trade and Academy to drive specialised anti- Development (UNCTAD), UNDP and corruption courses and programmes for related institutions will strengthen both the public and private sector. oversight over competition and consumer mandates. Office of the Ombudsman Strategies Strategies for Public Safety and Protection

9.97 The Office of the Ombudsman will prioritise promotion of public sector 9.100 To enhance collaboration in accountability through holistic safety and security, including on approaches to investigation and case aspects of human rights and anti- resolution, and extensive engagement corruption, Botswana will expedite the with Ministries and Departments to development of a National Security expedite resolution of complaints. A Strategy (NSS) to enhance measures computerised case management for collaboration in protection and system will be developed to facilitate safety. The NSS will also set clear terms remote access. Appropriate resourcing of how various services will interpret will assist the Office’s public education their mandates in relation to each goals. other, communities and the pursuit of national interest. Strategies for AML/CFT

9.101 To strengthen public safety, the

9.98 Botswana will undergo a review sector will continue deploying focused of the FATF between 2024/2025, to crime-prevention strategies supported examine the actual effectiveness of the by efficient response mechanisms. anti-money laundering regime over Programmes will include the National technical compliance. Inter-agency Road Safety Strategy, Prison Food cooperation and collaboration will be Security Strategy and Nuclear Security key to attaining success in this area. Detection Architecture Strategy. The Other important measures include capacity development programme will working through the Supervisory Forum include process improvement, to improve compliance. To sustain prevention and reduction of theft and these measures, agencies must support violence - including GBV, Offender Case 148 Management Programme and the construction of a comprehensive Traffic Decongestion Programme. rehabilitation facility and a prison farm to increase engagement of prisoners in

9.102 ICT will be deployed towards rehabilitation, will be implemented improvement of crime management through a Development Manager processes. The Crime and Criminal model. Recording System (CCRS) will be updated to increase benefits of digital Measures to Ensure Safety by policing. Migrating policing processes Managing CBNR and services from manual to e-service platforms will be used to provide for 9.105 Measures to prevent Chemical, online reporting of crime and traffic Biological, Nuclear and incidents as well as production of online Radiological (CBNR) weapons, crime- management reports. Monitoring of related activities and attacks will be crime-prone areas and major implemented nationally through such intersections through CCTV surveillance means as: cameras (the Safer City Project) will continue to enhance law enforcement i. establishing appropriate and support expanded demand for regulatory frameworks for police services. To improve access to CBNR; safety and security, construction of police facilities - including satellite ii. ensuring appropriate sanctions offices and operational support centres for perpetrators; with adequate specialist response and investigation skills, will be continued. iii. preparation of emergency services responsiveness; and, Prioritizing the Fight against Rape iv. enhancing regional cooperation

9.103 As a form of GBV, rape affects and harmonization of regional women and girls more than it does legislation regarding the import, men. A multi-sectoral approach export as well as trans-boundary involving Government, the faith-based and trans-shipment of CBRN sector, internal security organs and materials. other stakeholders is urgently needed to address the rape problem. Develop Performance Indicators for Vulnerabilities Safe Custodial Care and Corrections to Offenders 9.106 Relevant performance indicators for gender, people living with disability,

9.104 The Prison Service will improve youth, children, and the elderly will be safety and security outcomes for the set. Once disaggregated, such data will community through reduction in re- inform the design of policies, offending and successful reintegration programmes, projects, systems and of prisoners into the community. Safe, plans of concerned demographics. secure and humane treatment of offenders and provision of opportunities for rehabilitation and reintegration, 149 Proposed Gender Related ii. Maintenance of air navigation Interventions systems infrastructure; and,

9.107 To reduce poverty amongst iii. Deployment of digital technology women and improve their to further improve safety and representation in political leadership, lower manual workloads in the gender responsive budgeting (GRB) will aviation sector. be implemented. This initiative will also Addressing Cybersecurity Risks contribute to reducing GBV and HIV and AIDS among young women and

9.110 To protect end-users, data adolescent girls. networks, and businesses from cyber criminality, Government and

9.108 Other proposed gender-related stakeholders will expedite the projects during NDP 12 are as follows: establishment of the National Cybersecurity Council and the National i. Establishing a GBV case Cybersecurity Incidence Response management system that will Team as recommended in the National utilise ICT and other Cybersecurity Strategy. technologies. Human Development ii. Establishment of more safe havens to augment existing

9.111 During the TNDP, effort will be ones, which are operated by civil invested in addressing human resource society organisations. capacity constraints to ensure a skilled workforce in order to address iii. The next iteration of National objectives of law enforcement. Relationship Studies, carried out Envisaged interventions include every five years to improve affiliating the Prison Staff College with measures for tracking and learning institutions locally, regionally, mitigating GBV in Botswana, is and internationally; introducing welfare scheduled for the TNDP/NDP 12 programmes; and developing a human period. resource strategy for prisons. Accompanying interventions will include Aviation Safety development of appropriate, relevant, and conducive standing operational

9.109 The aviation industry is critical to standards and norms and related policy the growth of the economy. In support guidelines. Pursuing a skills transfer of a robust air transport system, the programme through the Prisons Food Civil Aviation Authority of Botswana Security Strategy will be pursued. (CAAB) seeks to implement the Offender rehabilitation and following programmes: reintegration will be intensified by implementing the Offender Case i. Development and upgrading of Management Programme and the air navigation services Rehabilitation and Reintegration infrastructure and airports; Strategy. Programmes will be tailor- made to cater for different categories of 150 prisoners such as young offenders and refugees, internal migration as well as female prisoners. migration and environment. A plan of action to guide and aid the Infrastructure Development implementation of the National Migration Policy is being developed with

9.112 To improve safety and security assistance from the International outcomes, several priorities will be Organisation for Migration (IOM). The pursued. These include development Plan of Action will elaborate specific and upgrading existing infrastructure; activities to be undertaken and identify intensification and use of modern and responsible agencies, resources and secure equipment; introduction of air timeframes. transportation and surveillance platforms and weaponry; use of digital The Radiation Protection Act and security solutions; and integration of Regulations existing solutions and equipment. Quality of prison infrastructure will be 9.115 The Radiation Protection Act and improved to meet the UN’s Standard its regulations are being reviewed to Minimum Rules for the Treatment of broaden their scope and fulfil the Prisoners as well as other international requirements of international nuclear requirements and standards. agreements that Botswana is party to. In addition, a Nuclear Security Road Safety Detection Architecture Strategy is being developed to address Concepts of

9.113 The National Road Safety Operations (CONOPS) for identified Strategy for Botswana will continue to sites. provide the framework for improving road safety. Complementary efforts Poaching from key stakeholders and development partners will deliver 9.116 To manage the poaching benefits of strategic importance. The problem, interagency collaboration demand for road space in major amongst Botswana’s internal and economic centres has prompted external security organs will be critical. Government to develop a traffic Furthermore, the Ministry of Foreign decongestion programme. Affairs will prioritize diplomatic channels to reduce demand for trophies and National Migration Policy parts of endangered species.

9.114 The National Migration Policy Strategies for Territorial Integrity has been developed to provide strategic and Sovereignty vision on migration management. The Policy identifies key pillars on migration 9.117 During the TNDP, Botswana will management and provides do the following to enhance its comprehensive guidelines on the territorial integrity and sovereignty: following thematic areas: border management, citizenship, travel i. Develop and adopt a national documents and permits, migration and security strategy to enhance development, irregular migration, 151 collaboration, resource-sharing CONCLUSION and data development.

9.119 Ensuring enhanced capabilities ii. Nurture and foster bilateral in Governance, Peace, and Security is relations with strategic partners critical to supporting measures for in the region, and with economic growth and prosperity for all international organizations in by 2036. Collaborative strategies are order to advance issues of critical to attaining governance national interest. objectives, including for purposes of preventing corruption, money- iii. Strengthen national security laundering and poaching, abetting GBV capabilities in line with the as well as delivering communal and National Security Strategy. safety and security.

9.118 Continue to ensure the 9.120 To enhance governance and inviolability of national territory and implementation capacity during the effective control by employing available TNDP, Botswana must find practical, instruments of national power, and workable measures for ensuring including through diplomacy, private sector and NGO participation in intelligence, military and the economy. the implementation, as well as oversight, monitoring, evaluation and alignment of policies, in order to get the country closer to the Vision 2036 ideal of “Achieving Prosperity for All”. 152 CHAPTER 10 IMPLEMENTATION, MONITORING AND EVALUATION INTRODUCTION

10.1 Implementation has been a implementation of policies, strategies long-standing challenge for Botswana. and programmes and their associated Significant Government resources have projects. Programme implementation been allocated each year to entails a multi-sectoral chain of actors, development programmes and projects their accountabilities as well as covering economic infrastructure, social processes that have to be coordinated development and human capital and facilitated for each to deliver to development, with the aim of creating standard in order for intended results prosperity for all citizens. However, and impact to be realised. Risks and poor project implementation and factors that hinder or enhance delivery have undermined these good implementation must be timeously intentions, causing underspending of attended to by the leadership with a the development budget by, on view to safeguarding the trust of average, 15-20 percent in the past beneficiaries, stakeholders and years. Although there are frequent collaborators. claims that projects are held back by lack of funding, the fact that the 10.4 Achievement of Vision targets is development budget is almost always premised on the timely achievement of underspent shows that this is not the annual targets and the quality of case. products and services, which in turn enable the necessary multiplier effects

10.2 Poor implementation also arising from downstream activities. To applies to programmes and policies, support this, the TWG approach was which do not generally have high introduced, in one respect, to ensure spending needs, indicating that the coordinated involvement of non-state problems relate more to institutions actors in promoting sectoral and processes rather than funding. This cooperation and planning, budgeting, means that transformation and the rate implementation monitoring, evaluation at which it has to occur has not been and reporting. embedded into policy-making processes of Government. This remains 10.5 The National Monitoring and a concern as well and it is therefore Evaluation System (NMES) introduced critical to address these challenges and during NDP 11 provides the full scope strengthen accountability to ensure of parameters that help identify the necessary transformation as well as data and information required for effective and efficient delivery of effective management of services. implementation for results. Quality data and information is required to afford

10.3 Attainment of development implementers the opportunity to gauge results is a function of the quality of progress and address any bottlenecks 153 as well provide the quality assurance Systems (PMES). Since then, NMES has for desired results. evolved from development to implementation stage with a number of

10.6 The NMES is a comprehensive key achievements. The NMES manual performance management framework was developed to operationalize the aimed at facilitating the effective Policy and guide sectors on undertaking delivery of national policies, strategic performance monitoring and plans, programmes and projects. Of evaluation. paramount importance is the use of results and information to improve Performance Indicator Framework planning and provide feedback to citizens. 10.10 The NDP 11 Performance Indicator Framework was developed to

10.7 To be effective, NMES needs to guide monitoring the implementation of be anchored in the following NDP 11. The document articulates foundational elements: integration of sectoral indicators with clear baselines strategic planning, budgeting, public and targets for the plan period. investment management and Consequently, implementing entities performance management functions; developed their performance systematic evaluation of policies, frameworks to facilitate monitoring at programmes and projects; sufficient institution level in alignment with the human resources capacity in both national framework. monitoring and evaluation functions and analytical skills; quality data and Vision 2036 Methodology Index information as well as a leadership culture that embraces the use of 10.11 A Vision 2036 Methodology performance information as an Index was developed in 2022. The important aspect of the decision- Index provides detailed overall making process. progress towards achieving prosperity for all and ensures alignment of REVIEW OF PERFORMANCE programmes to the aspirations outlined DURING NDP 11 by Batswana in Vision 2036.

10.8 Considerable progress was Performance Reviews and Reporting made in the development and institutionalisation of the NMES during 10.12 A more results-focused reporting NDP 11. process was introduced to reduce duplications and improve utility of Performance M&E Policy results. Performance review and reporting is the basis for

10.9 The adoption of the National troubleshooting, problem-solving and Performance Monitoring and Evaluation learning. The use of performance (PM&E) Policy was a landmark for reports is intended to advance the Botswana. The Policy has defined the integration of PM&E in existing public architecture and processes needed to sector management systems and make be in place for a well-functioning Government systems more ‘results’- Performance Monitoring and Evaluation focused. This will improve service 154 delivery and accountability as well as The purpose of these evaluations was institute a culture and mind-set change to generate demand and interest, build in implementing entities. capacity in evaluations, as well as pilot the evaluation function. Government is The Annual Performance Report currently developing a National Evaluation Plan (NEP) as a way of

10.13 The inaugural Annual instituting systematic evaluations in Performance Report (APR) was order to ensure informed decision produced for the financial year making in planning, programme 2020/21. The APR provides progress /project design, budgeting and update on NDP implementation implementation. towards the attainment of Vision 2036 for any given year. The APR facilitates Data Management Government to be more performance- oriented in the delivery of services and 10.16 Evidence-based decision-making projects, and use a more evidence- relies on quality data and information to based approach in the development of support and inform objective, new policies, programmes and projects. systematic analysis of performance. It is also key in informing budget Guidelines were developed, with the negotiations and the integration of prospect of automation, to guide data results in the budget. It also informs management and facilitate decision Cabinet, Parliament, the public and making, implementation and required other key stakeholders on progress interventions. Progress has also been made towards the achievement of made on the enhancement of the national development goals. Development Projects Monitoring System (DPMS) which started in May Performance M&E Capacity Building 2021. This System is pivotal in the management, coordination and

10.14 A capacity-building Programme implementation monitoring of on Performance M&E has been development projects within developed at the Botswana Public Government. Service College (BPSC) and complements training programmes Implementation Challenges offered by the University of Botswana (UB), Institute of Development 10.17 Notwithstanding progress made, Management (IDM) as well as private there are longstanding challenges that training institutions. Furthermore, need to be addressed for effective institutional rationalization for M&E implementation of policies, oversight has been consolidated within programmes and projects. These the NPC. include, but are not limited to: Institutionalisation of Evaluations i. The weak implementation rate and effectiveness of fund

10.15 As a way to institutionalize the utilization incurred, with huge evaluation function, three rapid financial losses due to delays and evaluations were undertaken in the cost escalations and overruns. Health, Education and Tourism sectors. Additionally, there is poor scoping 155 and weak monitoring. These cost vi. Absence of accountability at the overruns and delays impede level of MDAs for the commencement of new projects. implementation of programmes Inaccurate costing of projects is and policies remains a challenge. also one of the main causes of delays in commencing projects. Monitoring and Evaluation Challenges ii. Ineffective appraisal of projects, including lack of a rigorous cost 10.18 Key challenges in the benefit analysis, leading to implementation of effective M&E ineffective prioritisation to ensure include the following: high-return and high-impact projects. i. Unavailability of data and/or poor data quality. Most of the iii. Fragmentation has led to too administrative data generated by many projects requiring sectors is of poor quality or monitoring and the envisaged co- provided with very long time lags. ordination benefits of the TWGs There is insufficient relevant and as a result, has not been fully readily available data to populate realized. indicators for performance management or policy analysis. Inconsistencies exist in data for iv. The programme-based approach, key performance indicators in zero-based budgeting and other areas such as poverty, child and Public Finance Management maternal health - which are (PFM) reforms are yet to be fully critical for Botswana’s implemented. development. The reliance on international sources of data v. Lack of coordination at TWG level especially in the Governance, among implementing entities has Peace and Security pillar is an led to improper sequencing of area of concern as it might not projects and has also caused necessarily measure what is budgets to be prepared in important to an ordinary isolation by MDAs, leading to non- Motswana. functional infrastructure. While the TWGs are intended to play this ii. There has also been little progress co-ordinating role, responsibility in making use of available data, for the implementation of policies, however imperfect. In many programmes and projects, as well cases, even where ideal data is as legal accountability for not available, “second-best” budgets, remain at the level of indicators can be prepared, which MDAs. This disjoint between the can usefully inform performance co-ordinating role of the TWGs assessment. and the legal roles of MDAs is yet to be addressed. iii. Lack of M&E integration to other public sector management functions of planning and 156 budgeting limits the use of 10.20 There is need to foster broader performance information to accountability for implementation. This inform decisions in planning, will improve ownership of the budgeting and public investment monitoring system to improve use and management. ensure sustainability. Implementation of the NMES should be the iv. There are also challenges in responsibility of MDAs with the NPC performance M&E capacity across providing technical assistance and sectors. The greatest capacity gap facilitation. lies in the lack of evaluation capacity across the system, and 10.21 Championship of the NMES at this has resulted in only a few the highest level is required: Leadership policies, programs and projects and consistency in the implementation being evaluated. In general, of the adopted M&E reforms is crucial project prioritisation and for institutionalisation and roll out of programme and policy design, are the reforms. not sufficiently evidence-based. This may, in part, reflect a 10.22 There is need for a phased reluctance to be guided by the approach to roll out the NMES: The roll results of data-based analysis. For out of the system should be instance, evidence-based incremental, prioritising and prioritisation of projects reduces sequencing activities/sectors within a the scope for more subjective particular timeframe for effective processes in determining the implementation. This is important to choice of projects. demonstrate results. v. There is also insufficient 10.23 Adoption of a legal framework: resourcing, (human, financial and There is a need to adopt a law that technological) to enable enforces implementation of operationalization of performance performance M&E. This will ensure M&E across sectors. utility and sustainability of the NMES. Lessons Learned 10.24 There is need for a stronger commitment to using evaluations as a

10.19 There is a need to address tool for learning and improving implementation challenges: Despite the policymaking: As an example, a policy framework, implementation rigorous ex-post evaluation of the continues to be a challenge on account response to COVID-19 could be of weaknesses in the regulatory undertaken – as is being done in some framework and a lack of rigorous other countries – to determine lessons accountability processes. This calls for learnt that can inform future responses a review the existing processes in order to unexpected events. Such an to expedite service delivery if the evaluation could address issues such as country is to succeed in its economic whether the institutional structure diversification efforts. adopted was appropriate; was decision- making effective and efficient?; were adequate resources used effectively?; 157 was the best use made of the Implementation Reforms information available at the time?; and, with hindsight, what could and should Co-ordination of MDAs and TWGs have been done differently? i. Government will introduce rigorous STRATEGIES FOR THE TNDP problem solving mechanisms/technologies to unlock M&E Reforms implementation challenges and ensure effective and efficient

10.25 PM&E must be integrated as a delivery of policies, programmes management tool with other public and projects through the TWGs and sector management functions. This relevant technical committees. integration is key towards Problem solving should bring out transformation as well as effective and radical, practical and innovative efficient service delivery for the benefit solutions to very complex issues of the economy. and problems.

10.26 Resources for data management ii. Government will also ensure and associated requirements will be improvements in coordination enhanced in order to respond to and among implementing entities and address needs identified at all levels of breaking of silos amongst/across the PMES. Relevant human resource MDAs functions. skills and sufficient change management processes will be iii. National spatial planning will be prioritised to support key players in thoroughly integrated into projects implementation, monitoring, evaluation and programmes. and data development. iv. A performance culture will be

10.27 Use of evaluation results for established within the system to programming purposes will be ensure implementation and emphasised. Furthermore, capacity for accountability by MDAs. There will management, planning, also be rigorous tracking and implementation and utilization of monitoring of programme and evaluations to produce evidence based project implementation. information that will be used to inform policy and decision making will be v. The TWGs will be revamped to developed. ensure better implementation and improvement on coordination of

10.28 The focus will be on implementing entities. institutionalisation and improvement of the NMES under the TNDP and NDP 12. Project Selection and Appraisal MDAs will take a leading role in the rollout and utilization of the tools and 10.29 Reforms to strengthen project guidelines to improve sector selection and appraisal process will be performance management. introduced. This will leverage on the current PFM reform programme looking at the legal and institutional framework, 158 budget planning and execution control; 10.33 The NPC, as the Government’s Public Investment Programme (PIP) to delivery unit, will pay particular guide selection of programmes and attention to the implementation and projects and continuous updating of the management of major projects by Planning Manual. This means rigorous Ministries. approaches to prioritisation, project appraisal and feasibility assessments Monitoring and Evaluation of the TNDP for projects will be introduced. and Vision 2036 Operational Improvements 10.34 An Indicator Framework for the Plan will be developed to monitor

10.30 Government will introduce the progress on the attainment of targets Development Manager approach to during the Plan period. The Indicator project delivery, a concept where major Framework will be derived on the basis public projects are packaged and their of key result areas as reflected in Table implementation outsourced to private 10.1 overleaf. companies.

10.35 The Vision 2036 Index will also

10.31 The turnkey system will be be generated on an annual basis to employed for smaller projects, where a review progress made on all the contractor is appointed to handle the parameters relating to the Pillars of the entirety of design, management, and Vision. construction and is paid on handover to Government.

10.32 The management and maintenance of selected Government- owned buildings will be outsourced to the private sector through facilities management contracts, while others will be disposed of under sale and leaseback arrangements. 159 TABLE 10. 1: EXPECTATIONS OF THE NATION-VISION LONG-TERM GOALS KEY R ESULT AREAS/OUTCOMES Pillar* Vision 2036 Long-term NDP Key Result Areas/Outcomes Goals 1. Sustainable By 2036, Botswana will be a Sustainable, Inclusive and Economic high-income country, with an Competitive Economy Development export-led economy x Digitalisation Transition underpinned by diversified, x Export-led growth inclusive and sustainable x Value Chain Implementation growth driven by high levels Development of an effective of productivity. x Productive monitoring and Infrastructure evaluation 2. Human and By 2036 Botswana will be a Enhanced Social Wellbeing system Social moral tolerant and inclusive x Reduction in Poverty Development society that provides and Inequality opportunities for all. x Food Security and Nutrition x Access to Quality Health Care Services x Improved Access to Quality Education x Access to Decent Shelter 3: Sustainable By 2036 sustainable and Sustainable Environment Environment optimal use of our natural x Clean and Safe resources will have Environment transformed our economy and x Sustainable uplifted our people’s Management of Natural livelihoods. Resources x Climate Change Mitigation & Adaptation x Sustainable Human Settlements 4. Governance, By 2036 Botswana will be a Peaceful Nation Peace and land of peace, freedom and x Transparency & Security progressive government. Accountability x Promotion of Peace and Security x Rule of Law x Participatory Democracy Source: National Planning Commission 160 Indicator Framework below represents the underlying architecture upon which the NMES is

10.36 To report on progress and based. This also represents the notional performance of the TNDP in driving hierarchy of indicators that have been Vision goals, the Plan will rely on the identified to measure performance and National Monitoring and Evaluation elaborates the linkages at the macro- System (NMES), which provides a level of Vision 2036, the SDGs, the systematic approach to measuring, NDPs, and the more operational level of monitoring, evaluating and reporting on Ministries. performance of the Plan. Figure 10.1 FIGURE 10.1: PMES INDICATOR HIERARCHY AND DEFINITIONS Vision Indicators: High level- Vision 2036 Indicators impacted over ‘Prosperity for All’ longer time frame 1. Sustainable Economic Development 2. Human and Social Development 3. Sustainable Environment 4. Governance, Peace and Security Overarching indicators not unique to any themeatic area NDP Indicators NDP Indicators 1. Developing diversified sources of income 2. Human Capital Development Indicators 3. Social Development specifically 4. Sustainable Use of Natural Resources Higher level influenced by 5. Consolidation of Good Governance entity indicators Entity Entity implementing And Strengthening of National Security that are Indicators Indicators entity 6. Implementation of a effective M&E system included in the NDP Entity Entity Indicators Indicators Entity Entity Entity Indicators Indicators Indicators Source: National Planning Commission CONCLUSION

10.37 An Annual Performance Report and this socialized fully into all policies, (APR) will be produced each year to programmes and projects. This would report progress on the implementation enable the choices and consequences of the TNDP. made across all sectors and implementing entities to be broadly

10.38 Despite the good policy understood and internalised. There will framework, implementation continues also be need to continue to strengthen to be a challenge for the economy. To the Project Management Function address the long-standing issues of across Government. The newly implementation, Government will established NPC will facilitate continue with the transformation of implementation of national priorities by institutions, the economy and society at implementing agencies and the full large. In addition, it will be critical to institutionalisation of an effective M&E map the pathway to “Prosperity for All’’ System. 161 PART II Public Investment Programme April 2023 – March 2025 TABLE OF CONTENTS PREFACE ...........................................................................................................................................................IV SUMMARY OF PLANNED DEVELOPMENT EXPENDITURE BY MINISTRY/DEPARTMENT ......... 1 0100 NATIONAL ASSEMBLY ......................................................................................................................... 3

1.0 MODERNISATION OF NATIONAL ASSEMBLY FACILITIES AND SERVICES ...................................................................... 3 0200 MINISTRY FOR STATE PRESIDENT ................................................................................................. 4

1.0 CONSULTANCIES............................................................................................................................................ 4 2.0 COMPUTERISATION........................................................................................................................................ 5

3.0 INFRASTRUCTURE .......................................................................................................................................... 6

4.0 IMPROVEMENT TO BROADCASTING SERVICES ...................................................................................................... 7

5.0 IMPROVEMENT TO BOTSWANA PUBLIC SERVICE COLLEGE (BPSC) INFRASTRUCTURE .................................................. 7

6.0 SOCIAL PROTECTION AND DISASTER PREPAREDNESS............................................................................................. 8 7.0 STRENGTHENING OF DIRECTORATE OF INTELLIGENCE AND SECURITY SERVICES (DISS) ................................................ 8 8.0 STRENGTHENING DIRECTORATE ON CORRUPTION AND ECONOMIC CRIME (DCEC) CAPABILITIES .................................. 9

9.0 HIV/AIDS AND HEALTH PROGRAMMES ............................................................................................................ 9

10.0 STRENGTHENING OF THE OFFICE OF THE AUDITOR GENERAL ........................................................................... 10

11.0 STRENGTHENING OF THE DIRECTORATE OF PUBLIC SERVICE MANAGEMENT (DPSM) .......................................... 11 0300 MINISTRY OF FINANCE ............................................................................................................ 12

1.0 ICT DEVELOPMENT...................................................................................................................................... 12

2.0 STATISTICAL SURVEYS AND STUDIES PROGRAMME ............................................................................................. 13

3.0 CONSULTANCIES PROGRAMME ...................................................................................................................... 14

4.0 INFRASTRUCTURE DEVELOPMENT PROGRAMME ................................................................................................ 15 0400 MINISTRY OF LABOUR AND HOME AFFAIRS .................................................................... 16 1.0 COMPUTERISATION...................................................................................................................................... 16

2.0 FACILITIES .................................................................................................................................................. 17

3.0 CONSULTANCIES.......................................................................................................................................... 17 0500 MINISTRY OF AGRICULTURE.................................................................................................. 18

1.0 AGRICULTURAL SUPPORT SCHEMES ................................................................................................................ 18

2.0 ANIMAL AND PLANT DISEASES CONTROL ......................................................................................................... 19

3.0 INFRASTRUCTURE DEVELOPMENT ................................................................................................................... 20

4.0 COMPUTERISATION...................................................................................................................................... 21

5.0 CLIMATE CHANGE RESILIENCE ........................................................................................................................ 22

6.0 RESEARCH SUPPORT PROGRAMME ................................................................................................................. 23

7.0 BOTSWANA MEAT COMMISSION FINANCES...................................................................................................... 23 0600 MINISTRY OF EDUCATION AND SKILLS DEVELOPMENT .............................................. 24 1.0 COMPUTERISATION...................................................................................................................................... 24

2.0 SECONDARY EDUCATION............................................................................................................................... 25

3.0 SPECIAL EDUCATION .................................................................................................................................... 26

4.0 CONSULTANCIES.......................................................................................................................................... 26

5.0 BOTSWANA EXAMINATIONS COUNCIL (BEC) .................................................................................................... 27

6.0 EDUCATION FACILITIES ................................................................................................................................. 27

7.0 TERTIARY EDUCATION FACILITIES .................................................................................................................... 28

8.0 BRIGADES AND SKILLS CENTRES ...................................................................................................................... 28

9.0 BOTSWANA UNIVERSITY OF AGRICULTURE AND NATURAL RESOURCES (BUAN) ...................................................... 29 0700 MINISTRY OF TRADE AND INDUSTRY ................................................................................. 30 1.0 INFRASTRUCTURE DEVELOPMENT ................................................................................................................... 30

2.0 COMPUTERIZATION...................................................................................................................................... 30 i

3.0 DOING BUSINESS REFORMS ........................................................................................................................... 31 0800 MINISTRY OF LOCAL GOVERNMENT AND RURAL DEVELOPMENT ............................ 32

1.0 SOCIAL WELFARE PROGRAMMES .................................................................................................................... 32

2.0 LOCAL GOVERNMENT INFRASTRUCTURE AND SERVICES ....................................................................................... 33

3.0 DEVELOPMENT OF PRIMARY EDUCATION SERVICES ............................................................................................ 35

4.0 TRIBAL ADMINISTRATION INFRASTRUCTURE DEVELOPMENT................................................................................. 36 1000 MINISTRY OF MINERALS AND ENERGY .............................................................................. 38

1.0 ELECTRICITY GENERATION, TRANSMISSION AND DISTRIBUTION ............................................................................ 38

1.1 Electricity Generation ........................................................................................................................ 38

1.2 Electricity Transmission Infrastructure Project .................................................................................. 39

1.3 Distribution Networks Project ............................................................................................................ 40

2.0 NATIONAL SECURITY OF PETROLEUM SUPPLY.................................................................................................... 40

3.0 RESEARCH AND DEVELOPMENT ...................................................................................................................... 41

4.0 MINING AND MINERALS GOVERNANCE ........................................................................................................... 42 1100 MINISTRY OF HEALTH ...................................................................................................................... 43

1.0 VEHICLE FLEET EXPANSION............................................................................................................................ 43

2.0 COMPUTERISATION...................................................................................................................................... 43

3.0 CONSULTANCIES.......................................................................................................................................... 44

4.0 HOSPITAL SERVICES ..................................................................................................................................... 45

5.0 PRIMARY HEALTH CARE SERVICES................................................................................................................... 46 1201 ADMINISTRATION OF JUSTICE ............................................................................................. 48

1.0 AOJ INFRASTRUCTURE .................................................................................................................................. 48

2.0 CONSULTANCIES.......................................................................................................................................... 49

3.0 COMPUTERIZATION...................................................................................................................................... 49 1301 ATTORNEY GENERAL’S CHAMBERS ...................................................................................... 50

1.0 DEVELOPMENT OF ATTORNEY GENERALS CHAMBERS INFRASTRUCTURE AND SERVICES ............................................. 50 1500 MINISTRY OF FOREIGN AFFAIRS ......................................................................................... 51

1.0 INFRASTRUCTURE ........................................................................................................................................ 51 1601 INDEPENDENT ELECTORAL COMMISSION ........................................................................ 52

1.0 FACILITATION OF ELECTIONS .......................................................................................................................... 52 1701 OFFICE OF THE OMBUDSMAN ................................................................................................. 53

1.0 OMBUDSMAN INFRASTRUCTURE .................................................................................................................... 53 1800 MINISTRY OF LANDS AND WATER AFFAIRS ..................................................................... 54 1.0 INFRASTRUCTURE DEVELOPMENT – DEVELOPMENT OF ADDITIONAL WATER SOURCES ............................................. 54 2.0 INFRASTRUCTURE DEVELOPMENT - REHABILITATION OF WATER NETWORKS ........................................................... 55

3.0 LAND DEVELOPMENT ................................................................................................................................... 56

4.0 MLWA FACILITIES ...................................................................................................................................... 57

5.0 INFORMATION COMMUNICATION TECHNOLOGY (ICT) DEVELOPMENT ................................................................... 57

6.0 SUSTAINABLE LAND USE MANAGEMENT .......................................................................................................... 58

7.0 CLEAN WATER AND SANITATION .................................................................................................................... 59

8.0 WATER RESOURCE MANAGEMENT ................................................................................................................. 60 2000 MINISTRY OF ENVIRONMENT AND TOURISM .................................................................. 61

1.0 BROADENING TOURISM BASE ........................................................................................................................ 61 2.0 INFRASTRUCTURE DEVELOPMENT ................................................................................................................... 62

3.0 COMPUTERISATION...................................................................................................................................... 63

4.0 WILDLIFE SPECIES MANAGEMENT .................................................................................................................. 64

5.0 ENVIRONMENT PROTECTION ......................................................................................................................... 65 2101 INDUSTRIAL COURT .................................................................................................................. 66 ii

1.0 INDUSTRIAL COURT INFRASTRUCTURE ............................................................................................................. 66 2200 MINISTRY OF YOUTH, GENDER, SPORT AND CULTURE ................................................ 67

1.0 STRENGTHENING MYSC OPERATIONS ............................................................................................................. 67 2.0 INFRASTRUCTURE DEVELOPMENT ................................................................................................................... 68

3.0 DEVELOPMENT OF CULTURAL INFRASTRUCTURE AND PROGRAMMES ..................................................................... 69 2300 MINISTRY OF TRANSPORT AND PUBLIC WORKS ........................................................... 70 1.0 INFORMATION AND COMMUNICATION TECHNOLOGY (ICT) DEVELOPMENT ............................................................ 70

2.0 ROADS INFRASTRUCTURE .............................................................................................................................. 71

3.0 BUILT INFRASTRUCTURE................................................................................................................................ 73

4.0 RAILWAY INFRASTRUCTURE ........................................................................................................................... 73

5.0 AIRPORT INFRASTRUCTURE............................................................................................................................ 74

6.0 AIR BOTSWANA FINANCES ............................................................................................................................ 75

7.0 SOCIAL AND AFFORDABLE HOUSING................................................................................................................ 76 2400 MINISTRY OF COMMUNICATIONS, KNOWLEDGE AND TECHNOLOGY ..................... 77

1.0 INFORMATION, COMMUNICATION AND TECHNOLOGY (ICT) ................................................................................ 77

2.0 RESEARCH AND DEVELOPMENT ...................................................................................................................... 78

3.0 RADIATION PROTECTION INSPECTORATE .......................................................................................................... 78 2500 MINISTRY OF DEFENCE AND SECURITY ............................................................................. 79

1.0 MDS HEADQUARTERS ................................................................................................................................. 79

1.1 Procurement of ICT Equipment .......................................................................................................... 79

1.2 Vehicle Fleet Expansion ..................................................................................................................... 79

2.0 DEVELOPMENT OF BOTSWANA DEFENCE FORCE (BDF) ...................................................................................... 80

3.0 BOTSWANA POLICE SERVICE (BPS) ................................................................................................................. 80

3.1 BPS Facilities ...................................................................................................................................... 80

3.2 Police Telecommunications ............................................................................................................... 82

3.3 Unmanned Aerial Vehicles (UAV) ...................................................................................................... 82

4.0 BOTSWANA PRISON AND REHABILITATION SERVICES .......................................................................................... 83 Prison Facilities ............................................................................................................................................ 83 2800 ETHICS AND INTEGRITY DIRECTORATE....................................................................................... 84

1.0 ETHICS AND INTEGRITY INFRASTRUCTURE ......................................................................................................... 84 2900 MINISTRY OF JUSTICE .............................................................................................................. 85

1.0 COMPUTERISATION...................................................................................................................................... 85

2.0 INFRASTRUCTURE DEVELOPMENT ................................................................................................................... 86 3000 MINISTRY OF ENTREPRENEURSHIP .................................................................................... 87

1.0 INFRASTRUCTURE DEVELOPMENT ................................................................................................................... 87

2.0 MOE COMPUTERIZATION ............................................................................................................................. 88

3.0 DOING BUSINESS REFORMS ........................................................................................................................... 89

4.0 WEALTH CREATION ..................................................................................................................................... 90 iii PREFACE The Public Investment Programme (PIP) for the Second Transitional National Development Plan (TNDP) covers investment projects and other development expenditure items of Central Government, Local Authorities and State-owned Entities which are financed wholly, or partially by Government. The PIP aims to ensure that: a) Public sector investments are aligned to Vision 2036 pillars; b) Identified projects and programmes support strategies of the TNDP; c) Resources are channelled to priority areas and spread over the Plan period consistent with available funding and capacities; and, d) Outputs and outcomes impact positively on the lives of Batswana. Implementation of projects during NDP 11 was affected by the COVID-19 pandemic, which caused a serious backlog, and a number of projects were either delayed or failed to get off the ground. As a result, the PIP for the TNDP is largely intended to clear this backlog. The PIP details a pipeline of programmes and projects planned for implementation in the medium term. It provides an estimate of the amount of investible resources that are projected to be allocated to various Ministries, Departments and Agencies to drive the national development agenda during the two years (April 2023 – March 2025) of the TNDP. It also broadly describes what the programmes and projects entail without delving into specific details about their make-up, implementation schedules as well as start and end dates. It has a medium-term focus and is dissimilar to the annual budget, which carries much more detail and normally spans twelve months. Project summaries developed for each of the projects contained in the PIP provide an overview, goals and objectives of the projects, including their various components. The projects have been organized according to the following categories: i. Ongoing Projects: This refers to projects for which funds have been approved by the Minister responsible for Finance and are being implemented. The contracts for these projects have been signed and funds already committed. This category also refers to initiatives with annual investment requirements, earmarked for implementation in various locations across the country. Funding for these projects is subject to annual budget project reviews and is allocated according to the level of activity and progress made in their implementation. ii. New Projects: These are projects that have been identified, assessed and found to be consistent with relevant policies and TNDP priorities, but are yet to be prepared in detail and appraised prior to implementation. iv As part of the Plan, the PIP is expected to set the tone for the formulation of annual budgets of Ministries, Departments and Agencies to deliver the national budget objectives. Therefore, it is imperative that budget planning is in sync with aspirations of the Plan. The projects in the PIP will be implemented using various sources of financing, be they public/private loans or grants. Where appropriate, implementation of projects will also be done through the Public Private Partnership method. The annual budget process provides an opportunity to primarily appraise proposals for consistency with the criteria of fiscal sustainability, affordability, prioritisation, value for money, ability of projects to change lives, potential for growing and transforming the economy, sustaining livelihoods, among others, but also mindful of the capacity within and outside Government. The Development Manager Model is but one of the methods to be employed to enhance project implementation during the TNDP. Government will continue to seek other ways to improve implementation of projects in order to address the urgent need for infrastructure development across the country, improve local skills and expertise, and overall, improve the lives of Batswana. v SUMMARY OF PLANNED DEVELOPMENT EXPENDITURE BY MINISTRY/DEPARTMENT PULA Million Ministry/Department Funding Status As % of 2023/24 2024/25 Total TEC Estimated Cost (TEC) 1. National Assembly Total 16,50 17,30 33,80 0,1% Ongoing 13,50 12,30 25,80 New 3,00 5,00 8,00 2. State President Total 1 131,90 1 068,10 2 200,00 3,4% Ongoing 1 012,50 956,60 1 969,10 New 119,40 111,50 230,90 3. Finance Total 819,10 690,40 1 509,50 2,4% Ongoing 207,10 328,90 536,00 New 612,00 361,50 973,50 4. Labour and Home Total 112,20 120,00 232,20 0,4% Affairs Ongoing 83,00 57,00 140,00 New 29,20 63,00 92,20 5. Agriculture Total 1 371,20 1 067,80 2 439,00 3,8% Ongoing 796,20 441,80 1 238,00 New 575,00 626,00 1 201,00 6. Education and Skills Total 904,10 954,60 1 858,70 2,9% Development Ongoing 830,60 811,60 1 642,20 New 73,50 143,00 216,50 7. Trade and Industry Total 105,30 208,30 313,60 0,5% Ongoing 68,00 138,00 206,00 New 37,30 70,30 107,60 8. Local Government Total 3 108,70 4 778,77 7 887,47 12,3% and Rural Ongoing 2 029,40 1 851,40 3 880,80 Development New 1 079,30 2 927,37 4 006,67 9. Minerals and Total 1 525,20 2 621,40 4 146,60 6,5% Energy Ongoing 1 069,20 1 212,40 2 281,60 New 456,00 1 409,00 1 865,00 10. Health Total 822,70 1 209,50 2 032.20 3.2% Ongoing 351,70 399,00 750,70 New 471,00 810,50 1 281,50 11. Administration of Total 55,50 121,60 177,10 0,3% Justice Ongoing 42,50 80,10 122,60 New 13,00 41,50 54,50 12. Attorney General's Total 25,00 9,00 34,00 0,1% Chambers Ongoing 0,00 0,00 0,00 New 25,00 9,00 34,00 13. Foreign Affairs Total 235,90 58,50 294,40 0,5% Ongoing 85,90 38,50 124,40 New 150,00 20,00 170,00 14. Independent Total 164,90 364,00 528,90 0,8% Electoral Commission Ongoing 119,00 354,00 473,00 New 45,90 10,00 55,90 15. Ombudsman Total 29,90 5,40 35,30 0,1% Ongoing 24,00 5,00 29,00 1 New 5,90 0,40 6,30 16. Lands and Water Total 8 823,00 8 978,00 17 801,00 27,8% Affairs Ongoing 7 983,00 6 263,00 14 246,00 New 840,00 2 715,00 3 555,00 17. Environment and Total 802,00 915,30 1 717,30 2,7% Tourism Ongoing 458,10 407,30 865,40 New 343,90 508,00 851,90 18.Industrial Court Total 4,90 16,50 21,40 0,0% Ongoing 0,00 0,00 0,00 New 4,90 16,50 21,40 19. Youth, Gender, Total 274,20 1 308,40 1 582,60 2,5% Sport and Culture Ongoing 100,50 59,30 159,80 New 173,70 1 249,10 1 422,80 20. Transport and Total 4 240,20 5 308,00 9 548,20 14,9% Public Works Ongoing 767,40 447,30 1 214,70 New 3 521,80 5 025,70 8 547,50 21. Communications, Total 2,6% Knowledge and 960,00 730,00 1 690,00 Technology Ongoing 830,00 640,00 1 470,00 New 130,00 90,00 220,00 22. Defence and Total 2 577,20 3 553,60 6 130,80 9,6% Security Ongoing 2 330,10 2 927,30 5 257,40 New 247,10 626,30 873,40 23. Ethics and Total 2,70 0,60 3,30 0,0% Integrity Directorate Ongoing 0,00 0,00 0,00 New 2,70 0,60 3,30 24. Justice Total 72,50 47,90 120,40 0,2% Ongoing 1,00 0,00 1,00 New 71,50 47,90 119,40 25. Entrepreneurship Total 836,00 937,00 1 773,00 2,8% Ongoing 281,00 339,00 620,00 New 555,00 598,00 1 153,00 Grand Total Total 29 449,56 34 657,21 64 106,77 100% Ongoing 19 856,88 18 110,16 37 967,04 New 9 592,68 16 547,05 26 139,73 2 0100 NATIONAL ASSEMBLY

1.0 Modernisation of National Assembly Facilities and Services Total Estimated Cost: P31.80 Million The objective of the Programme is to develop infrastructure and facilitate associated services for the National Assembly. It covers refurbishment of the Ntlo Ya Dikgosi Chamber, improvement of security within Parliamentary precincts, computerisation and establishment of printing facilities for Parliament. It further entails preparing the Chamber to facilitate live broadcasting of proceedings, comprising installation of state-of-the-art studio, lights and production equipment. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

1.1 Parliament Security 1.50 1.50 3.00

1.2 Refurbishment of Parliament 5.00 5.00 10.00 Buildings

1.3 Roll-out of Botswana Speaks 1.50 1.50 3.00 Ongoing 1.4 Live Broadcasting 4.00 0.50 4.50

1.5 Computerisation - National 1.50 3.80 5.30 Assembly Sub Total 13.50 12.30 25.80

1.6 Ntlo Ya Dikgosi Chamber 1.00 2.00 3.00 New

1.7 Development and 2.00 1.00 3.00 Implementation of the New Organisational Structure Sub Total 3.00 3.00 6.00 Total Estimated Cost 16.50 15.30 31.80 3 0200 MINISTRY FOR STATE PRESIDENT

1.0 Consultancies Total Estimated Cost: P116.00 Million The Programme aims at procuring consultancies to assist in areas where there is lack of internal capacity or expertise. Several consultancies aimed at strengthening public sector efficiency and effectiveness and promoting good governance will be undertaken. The Programme will also cover the preparation of NDP 12. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

1.1 National Monitoring and 5.00 10.00 15.00 Evaluation

1.2 Project Management 4.00 4.00 8.00 Ongoing Consultancies

1.3 Capacity Building - Reforms 5.00 5.00 10.00

1.4 National Transformation 1.00 0.00 1.00 Strategy

1.5 NDP 12 Consultancies 6.00 4.00 10.00 Sub Total 21.00 23.00 44.00

1.6 Review National Population 1.00 1.00 2.00 Policy of 2010

1.7 Implementation of the Reset 5.00 5.00 10.00 Agenda New 1.8 Office of the President 30.00 30.00 60.00 Facilitation and Support Sub Total 36.00 36.00 72.00 Total Estimated Cost 57.00 59.00 116.00 4

2.0 Computerisation Total Estimated Cost: P413.40 Million The objective of this Programme is to facilitate connectivity to the Government data network and the Government multimedia network. The Programme will also facilitate computerisation of the Ministry projects. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

2.1 Village Connectivity 200.00 190.00 390.00 Ongoing Sub Total 200.00 190.00 390.00 2.2 e-Cabinet 6.40 0.00 6.40

2.3 Digitalisation – MSP and OP 10.00 3.00 13.00 New (Presidency)

2.4 Digital Competency 1.00 1.00 2.00 Framework

2.5 Broadband Infrastructure and 1.00 1.00 2.00 Utility Map Sub Total 18.40 5.00 23.40 Total Estimated Cost 218.40 195.00 413.40 5

3.0 Infrastructure Total Estimated Cost: P177.00 Million The objective of this Programme is to provide suitable accommodation to the Presidency and District Administration offices across the country. The focus is on refurbishing the relevant facilities. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

3.1 Refurbishment of 21.00 0.00 21.00 State Guest Houses Ongoing

3.2 Refurbishment of 20.00 15.00 35.00 Orapa House

3.3 Refurbishment of 15.00 6.00 21.00 District Administration Offices Sub Total 56.00 21.00 77.00

3.4 Office of the 50.00 50.00 100.00 New President – Office Accommodation Sub Total 50.00 50.00 100.00 Total Estimated Cost 106.00 71.00 177.00 6

4.0 Improvement to Broadcasting Services Total Estimated Cost: P402.00 Million The objective of this Programme is to provide infrastructure for the media industry (radio and television) to enable the development of the creative industry and contribute to knowledge-based economy. Radio frequency upgrades, television equipment and transmission systems will be improved. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

4.1 Infrastructural Development 60.00 70.00 130.00 for Radio and TV

4.2 Facilitation of Creative 140.00 132.00 272.00 New Industry Total Estimated Cost 200.00 202.00 402.00

5.0 Improvement to Botswana Public Service College (BPSC) Infrastructure Total Estimated Cost: P25.00 Million The Programme aims to refurbish the dilapidated administration block and improve IT systems for enhanced learning. Projects 2023/24 2024/25 Total Estimated Cost PULA Million 5.1 e-Learning 12.00 3.00 15.00 Ongoing Project

5.2 Refurbishment of 5.00 5.00 10.00 College Facilities Total Estimated Cost 17.00 8.00 25.00 7

6.0 Social Protection and Disaster Preparedness Total Estimated Cost: P52.00 Million The Programme aims at setting up developmental strategies to tackle disaster occurrences in the country as well as formulating economic empowerment programmes for people with disabilities. It will include constructing and equipping disaster preparedness facilities. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

6.1 Risk and Vulnerability 2.00 2.00 4.00 Assessment Study

6.2 Construction of National 15.00 30.00 45.00 Ongoing Emergency Operations Centre

6.3 Disability Economic 1.50 1.50 3.00 Empowerment Total Estimated Cost 18.50 33.50 52.00

7.0 Strengthening of Directorate of Intelligence and Security Services (DISS) Total Estimated Cost: P737.20 Million The Programme aims to provide the necessary infrastructure in order to assure an environment of peace and security. It will cover communications, IT equipment, infrastructure and consultancies. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

7.1 DISS Communications 38.00 38.00 76.00

7.2 DISS Computer Equipment 60.00 60.00 120.00 Ongoing

7.3 DISS Geospatial 10.00 7.00 17.00

7.4 DISS Security Equipment 50.00 50.00 100.00

7.5 DISS Infrastructure 162.70 158.50 321.20

7.6 DISS Vehicles 21.50 21.50 43.00

7.7 DISS Consultancies 30.00 30.00 60.00 Total Estimated Cost 372.20 365.00 737.20 8

8.0 Strengthening Directorate on Corruption and Economic Crime (DCEC) Capabilities Total Estimated Cost: P15.40 Million The objective of this Programme is to strengthen the DCEC’s capabilities in investigating corruption, conducting public education and reinforcing corruption prevention initiatives within public entities. It will also focus on providing security and equipment as well as skills enhancement in order to respond to the complex and ever-evolving corruption environment. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

8.1 Technical Works Program 4.10 4.10 8.20

8.2 DCEC Capacity Building 3.20 4.00 7.20 Ongoing (Enhance Skills and Equipment) Total Estimated Cost 7.30 8.10 15.40

9.0 HIV/AIDS and Health Programmes Total Estimated Cost: P195.00 Million The Programme consists of complementary funding to the Global Fund and the US President’s Emergency Plan for AIDS Relief (PEPFAR) which provides resources to the national response to HIV/AIDS, TB and Non-Communicable Diseases. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

9.1 Epidemiology Research and 10.00 10.00 20.00 Surveillance Ongoing

9.2 Implementation of Treat All 53.00 50.00 103.00 Strategy, PMTCT and Behaviour Change

9.3 Strengthening TB and HIV 36.00 36.00 72.00 Interventions and CCM Funding Total Estimated Cost 99.00 96.00 195.00 9

10.0 Strengthening of the Office of the Auditor General Total Estimated Cost: P17.50 Million The Programme will cover procurement of software, construction of offices and review of the legal framework for Office of the Auditor General. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

10.1 Procurement of IDEA, Team 2.00 0.00 2.00 Mate and Oracle Audit Vault Ongoing Software Sub Total 2.00 0.00 2.00

10.2 Review of Public Audit Act of 0.00 0.50 0.50 2012 (Legal Framework) New 10.3 Construction of Offices for 5.00 10.00 15.00 the Auditor General Office Sub Total 5.00 10.50 15.50 Total Estimated Cost 7.00 10.50 17.50 10

11.0 Strengthening of the Directorate of Public Service Management (DPSM) Total Estimated Cost: P49.50 Million The Programme aims at improving human resources management within the public service. This will cover the development of an information and decision support system on recruitment, deployment, development, retention as well as post- retirement counselling and empowerment. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

11.1 Development of a Strategic 4.00 0.00 4.00 Workforce Planning and Roadmap for the Botswana Public Service Ongoing

11.2 DPSM Network ICT 3.50 0.00 3.50 Infrastructure Upgrade

11.3 Infrastructure Development 2.00 10.00 12.00 for Assessment and Development Centres

11.4 Oracle Human Capital 10.00 0.00 10.00 Management (HCM) Upgrade and Enhancement Sub Total 19.50 10.00 29.50

11.5 Comprehensive 10.00 10.00 20.00 New Restructuring of Ministries and Departments Sub Total 10.00 10.00 20.00 Total Estimated Cost 29.50 20.00 49.50 11 0300 MINISTRY OF FINANCE

1.0 ICT Development Total Estimated Cost: P170.30 Million The objective of the Programme is to enhance the Ministry’s information systems. The Programme caters for the upgrading of the Government Accounting and Budgeting System (GABS), procurement of IT equipment, e-procurement system, migration from cash to accrual-based accounting, enhancement of Integrated Procurement Management System (IPMS), and provision of Enterprise Resource Planning (ERP) solution. It will also provide for digitalization for the Ministry’s parastatals. Projects 2023/24 2024/25 Total Estimated Cost PULA Million 1.1 e-Procurement 1.80 0.00 1.80 Ongoing

1.2 Migration from Cash to Accrual- 8.80 8.80 17.60 based Accounting

1.3 Development Project 4.00 4.00 8.00 Monitoring System Sub Total 14.60 12.80 27.40

1.4 Relocation of FIA ICT 15.00 0.00 15.00

1.5 GABS Upgrade 50.00 20.00 70.00

1.6 Micro Computers 6.30 2.20 8.50

1.7 Integrated Procurement 0.00 2.00 2.00 Management System (IPMS) New 1.8 Provision of Enterprise 2.50 0.80 3.30 Resource Planning (ERP)

1.9 Public Procurement 15.00 10.00 25.00 Management System (PPMS)

1.10 FIA Digital Transformation 2.00 5.00 7.00 Programme

1.11 Digitalization of NBFIRA 2.10 10.00 12.10 Sub Total 92.90 50.00 142.90 Total Estimated Cost 107.50 62.80 170.30 12

2.0 Statistical Surveys and Studies Programme Total Estimated Cost: P259.10 The aim of the Programme is to undertake, analyse and disseminate statistical surveys and studies. Amongst others, these will cover the Botswana Quarterly Multi- topic Survey, Informal Sector Survey, Botswana National Literacy Survey and Agricultural Census. It will also strengthen the National Statistical System (NSS) so that it can provide more reliable statistics for informing the national, regional and international development agendas. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

2.1 Botswana Quarterly Multi- 30.00 27.00 57.00 topic Household Survey

2.2 National Strategy for 9.40 9.00 18.40 Development of Statistics (NSDS) 2.3 2022 Population and Housing 6.00 0.00 6.00 Census

2.4 ICT Household Surveys 1.30 18.10 19.40

2.5 Agricultural Census 0.00 86.60 86.60 Ongoing

2.6 CPI Rebasing 0.50 3.00 3.50

2.7 National Accounts Rebasing 0.50 0.50 1.00

2.8 Botswana National Literacy 0.50 2.50 3.00 Programme Survey 2024

2.9 Development of Official 1.00 1.00 2.00 Statistics at Sectors

2.10 Census of Enterprises and 0.00 1.50 1.50 Establishment (CEE)

2.11 Botswana Multi-topic 2.00 55.00 57.00 Household Survey

2.12 SDG Indicators and 1.80 1.90 3.70 Coordination and Dissemination Total Estimated Cost 53.00 206.10 259.10 13

3.0 Consultancies Programme Total Estimated Cost: P850.60 Million The Programme aims to undertake consultancies to investigate key issues of strategic significance in order to inform planning and budgeting decisions. It is intended to finance research studies on financial inclusion and consultancies on Public Private Partnerships (PPP) as one of the alternative modes of programme and project delivery as well as address issues of money laundering. It will also cover the re-capitalisation of the National Development Bank (NDB) following a decision to transform it into a fully-fledged agricultural bank. The programme will also fund Temo Letlotlo, a crop-farming support scheme that will replace ISPAAD. Temo Letlotlo funds will be managed by NDB and will promote cluster farming, empower farmers to graduate out of the programme, create a comprehensive database of farmer profiles and develop a robust monitoring and evaluation system which was not in place in previous programmes. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

3.1 Public Private 10.00 10.00 20.00 Partnerships (PPP) Ongoing Sub Total 10.00 10.00 20.00

3.2 Finscope Study 5.00 0.00 5.00

3.3 Collateral Registry 7.00 8.00 15.00

3.4 Credit Reporting System 3.00 0.00 3.00

3.5 Making Access to 1.00 0.00 1.00 Financial Services Possible New 3.6 FATF Fourth AML/CFT 0.10 1.00 1.10 Mutual Evaluation

3.7 Establishment of a 3.00 2.50 5.50 Research Section

3.8 Recapitalisation of NDB 500.00 300.00 800.00 Sub Total 519.10 311.50 830.60 Total Estimated Cost 529.10 321.50 850.60 14

4.0 Infrastructure Development Programme Total Estimated Cost: P229.50 The objective of this Programme is to provide for office space for the Ministry of Finance’s sundry Departments and Agencies, refurbishment of headquarters for both the Ministry and the Public Procurement and Regulatory Authority (PPRA) as well as construction of an office building for the Financial Intelligence Agency (FIA). These projects will improve both public safety and access to services. The Programme will also cover the completion of the construction of the Machaneng Revenue Office. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

4.1 Machaneng Revenue Office 0.50 0.00 0.50 Block

4.2 Construction of FIA Office 60.00 70.00 130.00 Ongoing Building

4.3 Refurbishment of MoF 30.00 30.00 60.00 Headquarters

4.4 Refurbishment of PPRA 39.00 0.00 39.00 Headquarters Total Estimated Cost 129.50 100.00 229.50 15 0400 MINISTRY OF LABOUR AND HOME AFFAIRS

1.0 Computerisation Total Estimated Cost: P111.40 Million The objective of the Programme is to develop a multi-faceted and secure Electronic National Identification System (e-NIS) that has the capability to produce national identification documents like national identity cards (Omang) and passports and facilitate online applications for residence permits and citizenship. It will also upgrade the Ministry’s LAN and facilitate automation of labour administration functions. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

1.1 Electronic Identification System 50.00 35.00 85.00 Ongoing (Biometric Identity Card)

1.2 Online Application for 2.00 2.00 4.00 Residence Permit

1.3 LAN Upgrade 1.00 2.00 3.00 Sub Total 53.00 39.00 92.00

1.4 Online Application for 2.00 2.00 4.00 Citizenship New 1.5 Procurement of ICT Equipment 1.00 1.00 2.00

1.6 Automation of Labour 3.40 10.00 13.40 Administration Functions Sub Total 6.40 13.00 19.40 Total Estimated Cost 59.40 52.00 111.40 16

2.0 Facilities Total Estimated Cost: P 93.00 Million The aim of the Programme is to provide a secure environment for citizens, protect civil and national registration equipment, data and records as well as to assure business continuity. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

2.1 Refurbishment of Block 8 25.00 10.00 35.00 Ongoing Building

2.2 MLHA Staff Housing 5.00 5.00 10.00

2.3 MLHA Porta Cabins 0.00 3.00 3.00 Sub Total 30.00 18.00 48.00

2.4 MLHA Office 0.00 15.00 15.00 Accommodation New 2.5 Off-Site Business Continuity 10.00 20.00 30.00 Production Centre Sub Total 10.00 35.00 45.00 Total Estimated Cost 40.00 53.00 93.00

3.0 Consultancies Total Estimated Cost: P 27.80 Million The aim of the Project is to undertake consultancy services for the establishment of an autonomous dispute resolution structure as well as workers’ compensation and social protection schemes. The dispute resolution structure will aid better industrial relations while the two schemes will cushion employees against the adversity of workplace accidents, occupational diseases or death, retrenchments, invalidity, incapacity and loss of financial and material support. The proposed sub-projects listed below are deliverables under the Botswana Decent Work Country Programme 2020-2024. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

3.1 Transformation of Workers’ 1.00 0.00 1.00 Compensation System - Establishment of Worker’s Compensation Fund

3.2 Establishment of an 5.00 15.00 20.00 Independent Dispute Resolution New Structure

3.3 Establishment of Social 5.00 0.00 5.00 Insurance for the Workforce

3.4 Construction of a Customised 1.80 0.00 1.80 Facility for Overarching Occupational Health and Safety Authority Total Estimated Cost 12.80 15.00 27.80 17 0500 MINISTRY OF AGRICULTURE

1.0 Agricultural Support Schemes Total Estimated Cost: P969.00 Million The Ministry is implementing various programmes that have been designed to promote availability, accessibility, affordability, and sustainability of farming inputs in order to improve food security at national and household level and consequently reduce the food import bill. The Integrated Support Programme for Arable Agriculture Development (ISPAAD), has been extended for another year to support farmers with inputs while awaiting the launch of the new programme named Temo Letlotlo. The objective of Temo Letlotlo is to commercialise agriculture in order to make it more focused and productive. The Horticulture Support Fund was introduced after the closure of borders to support production and infrastructure development after the suspension of importation of some horticultural products. Drought subsidy covers feeds after drought has been declared. Projects 2023/24 2024/25 Total Estimated Cost PULA Million 1. 1 ISPAAD 300.00 0.00 300.00

1.2 Livestock Management and 130.00 130.00 260.00 Infrastructure Development Ongoing (LIMID) II

1.3 Livestock Support (Drought 30.00 0.00 30.00 Subsidy)

1.4 Horticulture Support 50.00 20.00 70.00 Sub Total 510.00 150.00 660.00

1.5 Temo-Letlotlo (Input Subsidy 144.00 165.00 309.00 New for Resource-poor Farmers) Sub Total 144.00 165.00 309.00 Total Estimated Cost 654.00 315.00 969.00 18

2.0 Animal and Plant Diseases Control Total Estimated Cost: P175.00 Million The objective of the Programme is to prevent and control Foot and Mouth Disease and other contagious diseases, which have potential to undermine livelihoods at household and national level. Therefore, this Programme will facilitate compliance to international standards set by the World Organization of Animal Health on effective animal and animal-product traceability and disease surveillance as well as maintenance of cordon fences. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

2.1 Control and Eradication of 25.00 40.00 65.00 Ongoing Foot and Mouth Disease

2.2 Emergency Animal and Plant 5.00 5.00 10.00 Diseases Control. Sub Total 30.00 45.00 75.00

2.3 Cordon Fences 50.00 50.00 100.00 New Sub Total 50.00 50.00 100.00 Total Estimated Cost 80.00 95.00 175.00 19

3.0 Infrastructure Development Total Estimated Cost: P1, 065.00 Million The objective of the Programme is to provide agricultural infrastructure and services in order to improve productivity. Consequently, roads, telecommunications, electricity and water infrastructure will be provided to production areas. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

3.1 Refurbishment of Bee-keeping 1.00 5.00 6.00 Multiplication Centre (Ramatlabama)

3.2 Palapye Water Irrigation 9.00 3.00 12.00

3.3 Zambezi Agro-commercial 3.00 5.00 8.00 Development

3.4 Refurbishment of 50.00 50.00 100.00 Ramatlabama AI

3.5 Construction of Service 20.00 20.00 40.00 Centres

3.6 Construction of Staff Houses 0.20 0.20 0.40

3.7 Construction of Integrated 2.00 0.00 2.00 Ongoing Offices

3.8 Dairy Farming Support 1.00 0.00 1.00 (Pitsane and Serowe)

3.9 Beef Cluster Initiatives 2.70 3.00 5.70

3.10 Provision of Abattoirs and 2.00 4.00 6.00 Processing Plant (Mmasebotse)

3.11 Management of Pests of 3.30 3.60 6.90 Economic Importance

3.12 Construction of Agricultural 70.00 50.00 120.00 Infrastructure in Production Areas

3.13 Maintenance of Agric. 9.00 5.00 14.00 Extension Offices

3.14 Refurbishment of MoA 2.00 45.00 47.00 Headquarters

3.15 Kang Hatchery 3.00 2.00 5.00 Sub Total 178.20 195.80 374.00

3.16 Establishment of Meat 20.00 20.00 40.00 Industry Regulatory Authority (MIRA)

3.17 Refurbishment of Irrigation 9.00 5.00 14.00 Systems

3.18 Small Stock Development 20.00 20.00 40.00 New (Mantshwabisi, Impala)

3.19 Temo-Letlotlo; (Cluster 268.00 309.00 577.00 Infrastructure Development at Masunga, Leshibitse, Mookane, Malwelwe and Kgoro)

3.20 Crop Management System 20.00 0.00 20.00 Development Sub Total 337.00 354.00 691.00 Total Estimated Cost 515.20 549.80 1,065.00 20

4.0 Computerisation Total Estimated Cost: P68.00 Million The objective of the Programme is to enhance the animal and animal-product traceability system. It will also provide end-to-end electronic solution for agricultural services. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

4.1 Animal Information and 30.00 30.00 60.00 Ongoing Traceability System

4.2 Agricultural Information 1.00 5.00 6.00 Management System Sub Total 31.00 35.00 66.00

4.3 Procurement of Drones 2.00 0.00 2.00 New (Tracking and Monitoring) Sub Total 2.00 0.00 2.00 Total Estimated Cost 33.00 35.00 68.00 21

5.0 Climate Change Resilience Total Estimated Cost: P25.00 Million The Programme aims to address land degradation through strengthening institutions, support systems, ecosystem services, biodiversity and regenerative grazing in order to reduce greenhouse gases, and ultimately promote green livestock value chain. It will also manage land pollutants as a means of contributing to the achievement of national priorities such as food and water security while ensuring long-term sustainability and safeguarding livelihoods. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

5.1 Management of Obsolete 2.00 1.00 3.00 Pesticides and Containers Ongoing Sub Total 2.00 1.00 3.00

5.2 Green Climate 10.00 10.00 20.00 Resilience-Communal Rangelands Restoration 1.00 1.00 2.00 New

5.3 Land Degradation Evaluation and Husbandry Sub Total 11.00 11.00 22.00 Total Estimated Cost 13.00 12.00 25.00 22

6.0 Research Support Programme Total Estimated Cost: P122.00 Million The Programme aims to conduct high-quality, needs-based research and development across the whole agricultural value chain for optimal beneficiation and commercialization. It will improve data collection, analysis and dissemination of information in order to facilitate increased agricultural productivity. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

6.1 NARDI Research and 60.00 60.00 120.00 Development Ongoing Sub Total 60.00 60.00 120.00

6.2 Agricultural Sector Statistics 1.00 1.00 2.00 New Planning Sub Total 1.00 1.00 2.00 Total Estimated Cost 61.00 61.00 122.00

7.0 Botswana Meat Commission Finances Total Estimated Cost: P15.00 Million The Programme aims to improve the Botswana Meat Commission’s (BMC) production efficiency. It will cover the construction of the Maun Effluent Treatment Plant, which is an integral part of production processes with relevance to wastewater at BMC Maun. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

7.1 Maun BMC Support 15.00 0.00 15.00 Ongoing Total Estimated Cost 15.00 0.00 15.00 23 0600 MINISTRY OF EDUCATION AND SKILLS DEVELOPMENT

1.0 Computerisation Total Estimated Cost: P797.00 Million The Programme aims to facilitate education planning for pre-primary to tertiary education through the use of the Education Management Information System (EMIS) as well as provision of ICT devices to learners from upper primary to senior secondary. It will further implement the National Labour Market Information System (LMIS) to help map available skills and needs in order to guide human resource development. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

1.1. Education Management 15.00 25.00 40.00 Information System Ongoing

1.2. Labour Market Information 25.00 15.00 40.00 System

1.3. Schools Digitalisation 350.00 350.00 700.00 Sub Total 390.00 390.00 780.00

1.4. ICT Equipment 0.00 10.00 10.00 New 1.5 Enterprise Resource 2.00 5.00 7.00 Management System Sub Total 2.00 15.00 17.00 Total Estimated Cost 392.00 405.00 797.00 24

2.0 Secondary Education Total Estimated Cost: P760.00 Million In line with the Education and Training Sector Strategic Plan (ETSSP), the Programme aims to provide quality, efficient, equitable and relevant education to all. It will cover maintenance and expansion of both junior and senior secondary schools; teachers’ accommodation; as well as electrification of primary schools country-wide. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

2.1. Schools Power Upgrading 5.00 5.00 10.00

2.2. Maintenance of Senior 75.00 60.00 135.00 Secondary Schools

2.3. Maintenance of Burnt Facilities 20.00 20.00 40.00 Ongoing

2.4. Moeng College Pathways 10.00 15.00 25.00

2.5. Maintenance of Junior 75.00 75.00 150.00 Secondary Schools

2.6. Secondary Schools Staff 60.00 60.00 120.00 Housing

2.7. Secondary Schools Expansion 100.00 100.00 200.00 Sub Total 345.00 335.00 680.00

2.8. Construction of New Junior 20.00 20.00 40.00 New Secondary Schools

2.9. Construction of New Senior 20.00 20.00 40.00 Secondary Schools Sub Total 40.00 40.00 80.00 Total Estimated Cost 385.00 375.00 760.00 25

3.0 Special Education Total Estimated Cost: P15.00 Million The Programme covers the construction of centres with appropriate infrastructure which shall enrol children with severe to profound intellectual and multiple disabilities in order to bridge existing gaps in the provision of education and ensure that all learners enjoy the right to education. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

3.1. Expansion of Children’s 0.00 5.00 5.00 Resource Centre - Tlokweng New 3.2. Centre for Severe and Multiple 0.00 10.00 10.00 Disabilities (Kang) Total Estimated Cost 0.00 15.00 15.00

4.0 Consultancies Total Estimated Cost: P35.00 Million The Programme aims to facilitate implementation of inclusive and outcome-based education. It will cover the review of the general education curriculum at primary and junior secondary levels to support outcome-based education in line with the Education and Training Sector Strategic Plan (ETSSP). Furthermore, learners will be profiled to align their competences with their interests. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

4.1. Review of General 10.00 5.00 15.00 Education Curriculum Ongoing Sub Total 10.00 5.00 15.00

4.2. Learner Profiling 10.00 10.00 20.00 New Sub Total 10.00 10.00 20.00 Total Estimated Cost 20.00 15.00 35.00 26

5.0 Botswana Examinations Council (BEC) Total Estimated Cost: P48.20 Million The Project aims to transform the Botswana Examination Council (BEC), into a high- performance organisation in order to accommodate its expanded mandate to include early childhood education, out-of-school education and training, as well as technical and vocational education and training (TVET). It covers the development of an assessment system aligned to the National Credit and Qualifications Framework (NCQF) as well as the development of policies, regulations, structures and systems that will ensure its operationalization. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

5.1 BEC Transformation 26.60 21.60 48.20 Ongoing Total Estimated Cost 26.60 21.60 48.20

6.0 Education Facilities Total Estimated Cost: P10.00 Million The Programme aims to refurbish the Mochudi Multi-media Centre to support the Schools Digitalisation Project, rehabilitate water reticulation and sewage networks at schools as well as connect some schools to the sewer network. Projects 2023/24 2024/25 Total Estimated Cost PULA Million New 6.1. Refurbishment of Mochudi 0.00 10.00 10.00 Multi-media Centre Total Estimated Cost 0.00 10.00 10.00 27

7.0 Tertiary Education Facilities Total Estimated Cost: P75.00 Million This Programme aims to expand all colleges of education and institutes of health sciences; carry out maintenance work on existing facilities, ranging from staff houses to administration blocks and multi-purpose halls, in order to address shortage of accommodation. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

7.1. Maintenance of Tertiary 20.00 30.00 50.00 Education Facilities Ongoing Sub Total 20.00 30.00 50.00

7.2. Expansion of Tertiary 10.00 15.00 25.00 Education Facilities New Sub Total 10.00 15.00 25.00 Total Estimated Cost 30.00 45.00 75.00

8.0 Brigades and Skills Centres Total Estimated Cost P88.50 Million The objective of this Programme is to carry out maintenance work on facilities and procure equipment to provide quality, efficient and relevant vocational training education. The Programme will also cover the construction and expansion of vocational training facilities. Its ultimate aim is to increase uptake of vocational training and skills development through rapid skills centres as well as ensure that the curriculum is relevant to the needs of the economy. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

8.1. Brigades Workshop Equipment 9.00 0.00 9.00 Ongoing

8.2. Maintenance of Brigades 30.00 30.00 60.00 Sub Total 39.00 30.00 69.00

8.3. New Rapid Skills Centres 2.00 5.00 7.00 New

8.4. Construction of CITF Head 2.00 4.00 6.00 Office

8.5. Expansion of Satellite Centres 2.50 4.00 6.50 Sub Total 6.50 13.00 19.50 Total Estimated Cost 45.50 43.00 88.50 28

9.0 Botswana University of Agriculture and Natural Resources (BUAN) Centre for Integrated Aquatic and Agricultural Farming Total Estimated Cost: P40.00 Million The aim of this programme is to develop adaptive home-grown technologies aimed at supporting integrated aquaculture models for Botswana. These models will be tested at BUAN in collaboration with other local institutions like BITRI, BIUST, UB and the Botswana National Food Technology Research Centre. The facility will be used as a centre to demonstrate integrated aquatic and agriculture farming before upscaling the technology for commercialisation. The programme will also cover the development of Sebele Biocity which will create a biosciences driven economic zone, to support the educational, research, development, innovation and commercialization environment for aquatic and agriculture farming in Botswana. Projects 2023/24 2024/25 Total Estimated Cost PULA Million New

9.1. Fisheries Centres of 0.00 10.00 10.00 Excellence

9.2. Construction of Sebele Bio- 5.00 25.00 30.00 city and Research Labs Total Estimated Cost 5.00 35.00 40.00 29 0700 MINISTRY OF TRADE AND INDUSTRY

1.0 Infrastructure Development Total Estimated Cost: P199.00 Million The objective of this Programme is to provide infrastructure development for trade and investment promotion and services. The envisaged development projects will contribute towards local enterprise development and drive an export-led economy. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

1.1 Special Economic Zones 30.00 20.00 50.00 Common Facilities - Pandamatenga Ongoing Silos

1.2 Mathathane Village-Platjan Post 20.00 100.00 120.00 Road (European Union Funding) Sub Total 50.00 120.00 170.00

1.3 Installation of SSKIA Investor 9.00 20.00 29.00 Factory Shells (PPP) New Sub Total 9.00 20.00 29.00 Total Estimated Cost 59.00 140.00 199.00

2.0 Computerization Total Estimated Cost: P16.00 Million The objective of the Programme is to provide an information management system for the Ministry as well as to facilitate connectivity to the SPEDU region. It also covers digitalization to facilitate online business services. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

2.1 Upgrade of MTI Management 4.00 4.00 8.00 Ongoing Information System Sub Total 4.00 4.00 8.00

2.2 Promote Digital Business 4.00 4.00 8.00 New Transformation – IP Model Office Sub Total 4.00 4.00 8.00 Total Estimated Cost 8.00 8.00 16.00 30

3.0 Doing Business Reforms Total Estimated Cost: P98.60 Million The Programme aims to accelerate ease of doing business to improve Botswana’s doing-business environment and thus attract both domestic and foreign investors into various sectors of the economy. It will cover provision of tailor-made business advisory services, mentoring and reform the trade and industry policy landscape. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

3.1 Transactional Advisory 10.00 10.00 20.00 Services For Special Economic Zones Ongoing

3.2 Development of e- 3.00 2.00 5.00 Commerce Strategy for Botswana.

3.3 Implementation of the Doing 1.00 2.00 3.00 Business Roadmap Sub Total 14.00 14.00 28.00

3.4 Development of 1.00 3.00 4.00 Accreditation Laboratories and Standards

3.5 Implement National Export 0.30 0.30 0.60 Strategy and Botswana Exporter New Development Programme to Grow and Diversify Exports

3.6 Trade and Industry 3.00 3.00 6.00 Economic Research and Policy Reforms

3.7 Industrial Upgrading and 20.00 40.00 60.00 Modernization Programme Sub Total 24.30 46.30 70.60 Total Estimated Cost 38.30 60.30 98.60 31 0800 MINISTRY OF LOCAL GOVERNMENT AND RURAL DEVELOPMENT

1.0 Social Welfare Programmes Total Estimated Cost: P1 762.50 Million This Programme aims to provide social welfare through social safety nets, empowerment schemes for remote areas as well as community projects that are intended to graduate beneficiaries from reliance on government hand-outs. It will also create a platform for automation of social protection services. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

1.1 Development of Single Social 6.50 6.00 12.50 Registry

1.2 Ipelegeng Program 633.00 633.00 1,266.00

1.3 Construction of Destitute 120.00 120.00 240.00 Ongoing Houses (16 Districts)

1.4 RADP Early Childhood 4.00 9.00 13.00 Development

1.5 RADP Community Projects 5.00 15.00 20.00

1.6 Procurement of Reception Class 20.00 20.00 40.00 Equipment – Backlog Sub Total 788.50 803.00 1,591.50

1.7 Refurbishment of Food Relief 12.00 12.00 24.00 Services Warehouses, Offices and Ablution Blocks (Tsabong, Charleshill)

1.8 Implementation of District 10.00 10.00 20.00 Local Economic Development Strategies and Plans New1.9 Procurement of All-terrain Bus 6.00 6.00 12.00 (North West, Ghanzi and Kgalagadi)

1.10 Rural Development Council 30.00 15.00 45.00 Projects

1.11 Digitalization of Social 20.00 50.00 70.00 Protection System Sub Total 78.00 93.00 171.00 Total Estimated Cost 866.50 896.00 1,762.50 32

2.0 Local Government Infrastructure and Services Total Estimated Cost: P4, 034.10 Million The Programme seeks to provide and maintain existing internal roads infrastructure in villages and towns to facilitate ease of doing business. The Constituency Community Project (CCP) will focus on the development of village internal roads, with particular preference for local contractors, in order to stimulate local economies countrywide. The Programme will also cover the implementation of the Botswana’s Strategy on Waste Management which is premised on a linear economy where goods are produced, used, and disposed of with no benefits to the economy. Thus it entails the promotion of the circular economy concept where a good proportion of waste is reclaimed, recycled and reused. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

2.1 Implementation of Green 1.50 0.00 1.50 Ongoing Technology Toilets

2.2 Constituency Community 570.00 610.00 1,180.00 Program Sub Total 571.50 610.00 1,181.50

2.3 Gaborone City Transfer 10.00 20.00 30.00 Station and Sorting Centre

2.4 Village Infrastructure 59.00 100.00 159.00 Development (Construction of Internal Roads to Bitumen Standard, Tlokweng 25km)

2.5 Village Infrastructure 58.00 100.00 158.00 Development (Construction of Internal Roads to Bitumen Standard, Mogoditshane 25km)

2.6 China-aided roads - 44.00 0.00 44.00 Construction of Legolo Road and Associated Drainage Works New

2.7 China-aided Roads - 42.00 0.00 42.00 Construction of 9km Road from Mmopane to Block 8)

2.8 Development of District 3.00 3.00 6.00 Waste Management Plans (Consultancy)

2.9 Waste Information 8.00 0.00 8.00 Management System

2.10 Maintenance and Upgrading 117.00 325.00 442.00 of Internal Roads

2.11 Village Infrastructure 50.00 800.00 850.00 (Expansion of Main Village Roads) and Construction of Internal Roads to Bitumen Standard with 33 Stormwater Drainage and Solar Street-lighting in Molepolole (25km), Kanye (25km), Serowe (25km), Maun (25km), Palapye(25km) and Ramotswa (25km)

2.12 Village Infrastructure 70.00 250.00 320.00 (Design and Construction of Internal Roads and Stormwater Drainage and Solar Street-lighting in Letlhakane (25 km), Mabutsane (25 km), Mmadinare (25 km) and Mmathubudukwane (25 km)

2.13 Village Infrastructure 50.00 430.00 480.00 (Design and Construction of Stormwater Drainage Master Plan) in Mahalapye, Francistown, Gaborone, Thamaga

2.14 Consultancy Services for 15.00 20.00 35.00 Construction/Upgrading of Bus Ranks and Truck Inns: Mahalapye (Truck Inn), Francistown (Rank), Gaborone (Rank), Maun (Rank), Nata (Truck Inn) Kang (Truck Inn) and Palapye (Truck Inn)

2.15 Installation of Solar Street- 10.00 30.00 40.00 lighting along Existing Infrastructure

2.16 Landfill Equipment 24.30 24.30 48.60

2.17 Waste Management 30.00 30.00 60.00 Infrastructure

2.18 Introduction of Separation of 0.00 130.00 130.00 Waste from Source in Seven (7) Districts: Maun, Gaborone, Francistown, Selebi Phikwe, Kasane, Lobatse and Jwaneng. Sub Total 590.30 2,262.30 2,852.60 Total Estimated Cost 1,161.80 2,872.30 4,034.10 34

3.0 Development of Primary Education Services Total Estimated Cost: P 1,721.27 Million The Programme aims to address some of the recommendations of the Revised National Policy on Education, which advocates for a classroom/ratio of 30 pupils to one teacher (30:1) in all public schools in line with Government priority on education and human capital development. The Programme provides for new and additional facilities like primary schools, eradication of facilities backlog and construction of recreational facilities. The Programme will also cover electrification of schools in villages which recently benefited from the National Rural Electrification Project or from solar power where the BPC grid is accessible. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

3.1 Purchase of Tablets for 15.00 15.00 30.00 Primary Schools

3.2 Construction of New Primary 350.00 200.00 550.00 Schools (Gaborone (2), Kweneng (2), Southern (2), Central, North Ongoing West (2), Kgatleng (1) and Francistown (1))

3.3 Primary School Facilities 105.40 105.40 210.80 Backlog Eradication (Countrywide)

3.4 Maintenance Of Primary 74.00 0.00 74.00 Schools Sub Total 544.40 320.40 864.80

3.5 Construction of New Primary 160.00 190.67 350.67 Schools (Kgwakgwe, Letoreng, Lentsweletau, Kopong, Gumare, Mahalapye, Ramokgonami, Borolong, Shashemooke, Goodhope, Moshupa, Tlokweng, Ghanzi, Charleshill, Gaborone (Block 10), Chadibe (Tswapong), New Tsetsebjwe, Tonota and Molepolole

3.6 Primary School Facilities 105.40 105.40 210.80 Backlog Eradication (Countrywide)

3.7 Maintenance Of Primary 74.00 200.00 274.00 Schools

3.8 Construction of Reception 7.00 14.00 21.00 Classes Sub Total 346.40 510.07 856.47 Total Estimated Cost 890.80 830.47 1,721.27 35

4.0 Tribal Administration Infrastructure Development Total Estimated Cost: P387.60 Million The Programme will cover construction and extension of customary courts and Department of Tribal Administration offices - which will include electrification and networking. It will also cover restructuring of seven (7) District Councils, being Central, Southern, Kweneng, North West, South East, Kgalagadi and Ghanzi. The restructuring exercise is meant to achieve administrative expediency and enhance citizens’ participation by transferring decision-making powers and resources to local governments. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

4.1 Construction of Customary 42.00 68.00 110.00 Court Offices in Molepolole, Maun Ongoing and Mochudi

4.2 Networking of Customary 8.00 0.00 8.00 Courts

4.3 Restructuring of Councils 75.00 50.00 125.00 Sub Total 125.00 118.00 243.00

4.4 Electrification of Customary 9.60 6.00 15.60 Courts (Bothatogo, Khwai, Qwangwa, Habu, Xai Xai, Chukumuchu, Ghani, Tobera, Tshwaane, Lefhoko, Mokgenene, Ngwatle, Xhwaga and Danega)

4.5 Expansion of Type 3 8.00 8.00 16.00 Customary Court Offices (Letlhakane and Shakawe)

4.6 Expansion of Type 2 17.00 18.00 35.00 Customary Court Offices (Etsha 6, Sepopa, Seronga, Matopi, Mulambakwena, Gambule, Patayamatebele, Pole, Eretsha, New Somelo, Kajaja, Matsaudi, Sekondomboro, Tsodilo, Nxaraga, Mokgacha, Xhaoga, Legothwane, Nokaneng, Qhorotsha, Lobatse, Charles Hill, Kole, McCarthys Rust, Ngwatle, Ncaang, Monong, Sefhophe, Francistown (Phase 4), Francistown (Gerald), Selebi Phikwe, Kachikau, Parakarungu, Lentsweletau, Kazungula, Mabele, Kavimba, Satau, Lesoma, Hatsalatladi, Pandamatenga, Mmopane, Tshootsha, Ncojane, Karakubis, Kacgae, West Hanahai (Ghanzi), Rakops, Ramokgonami 36 and Pitsane)

4.7 Computerization of Kgotla 30.00 30.00 60.00 Facilities Sub Total 64.60 62.00 126.60 Total Estimated Cost 189.60 180.00 369.60 37 1000 MINISTRY OF MINERALS AND ENERGY

1.0 Electricity Generation, Transmission and Distribution Total Estimated Cost: P2,953.40 Million The Programme aims at doubling the current generating capacity of 732MW (Morupule A and B thermal power stations) and combining it with the development of new power generation plants with a total generation capacity of 795MW, as well as improving transmission and distribution networks. The Programme is packaged into three components:

1.1 Electricity Generation Total Estimated Cost: P1, 143.40 Million This will entail remediation works for Morupule B and construction of new power generation plants that will be connected to the existing electricity grid. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

1.1.1 Renewable Energy Projects 5.00 10.00 15.00 (Solar- and Wind-powered Projects) 1.1.2 10-100MW Coal Bed Methane 5.00 5.00 10.00 Ongoing Power Plants 1.1.3 300MW Coal-fired Power Plant 6.00 6.00 12.00 (IPP)

1.1.4 Morupule B Remedial Works 0.20 0.20 0.40

1.1.5 Botswana Power Corporation 500.00 500.00 1,000.00 Support Sub Total 516.20 521.20 1,037.40

1.1.6 Off-grid Solar Solutions 50.00 0.00 50.00 Programme

1.1.7 Botswana Electricity Supply 10.00 0.00 10.00 Industry (ESI) Reform Study New1.1.8 Licensee and Energy Regulatory 5.00 13.00 18.00 Management System

1.1.9 Power Sector Reforms Strategy 13.00 11.00 24.00

1.1.10 Botswana Energy Master Plan 4.00 0.00 4.00 Sub Total 82.00 24.00 106.00 Total Estimated Cost 598.20 545.20 1,143.40 38

1.2 Electricity Transmission Infrastructure Project Total Estimated Cost: P1, 545.00 Million The development of electricity transmission infrastructure project will increase grid access and address network reliability in areas where network performance is below the desired standard. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

1.2.1 Transmission Backbone 5.00 0.00 5.00 Ongoing (Mochudi and Tlokweng) Sub Total 5.00 0.00 5.00

1.2.2 Distribution Network 100.00 300.00 400.00 Reinforcement

1.2.3 ZIZABONA Study 5.00 5.00 10.00

1.2.4 Cross-border Electricity 100.00 500.00 600.00 Supply Project New

1.2.5 North West Transmission 50.00 150.00 200.00 Grid Connection (NWTGC) Phase 2

1.2.6 BOSA Interconnector 30.00 150.00 180.00

1.2.7 Morupule-Isang 0.00 50.00 50.00

1.2.8 Smart Grid And Advanced 25.00 75.00 100.00 Metering Sub Total 310.00 1,230.00 1,540.00 Total Estimated Cost 315.00 1,230.00 1,545.00 39

1.3 Distribution Networks Project Total Estimated Cost: P250.00 Million In addition to connecting gazetted settlements, the Rural Village Electrification and Network Expansion Programme will be continued in places where growth of settlements has outgrown the national electricity grid. 2023/24 2024/25 Total Estimated Cost Project PULA Million

1.3.1. Rural Village 50.00 200.00 250.00 Ongoing Electrification and Network Extensions Total Estimated Cost 50.00 200.00 250.00

2.0 National Security of Petroleum Supply Total Estimated Cost: P920.00 Million The Programme aims to develop more strategic storage facilities and expand existing ones to improve strategic stock-holding capacity for petroleum products. Expanded capacity will translate into a minimum of 60 days of national strategic stock cover. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

2.1 Tshele Hills Oil Storage 10.00 20.00 30.00

2.2 Francistown Depot Expansion 400.00 300.00 700.00 Ongoing

2.3 Ghanzi Depot 30.00 120.00 150.00

2.4 Cross-border Multi-product 5.00 10.00 15.00 Supply Pipeline Sub Total 445.00 450.00 895.00

2.5 Ikaegeng XTL Project 10.00 15.00 25.00 New Sub Total 10.00 15.00 25.00 Total Estimated Cost 455.00 465.00 920.00 40

3.0 Research and Development Total Estimated Cost: P156.20 Million The objective of the Programme is to provide data that will facilitate project identification, assessment and exploitation of minerals and other commodities. It will also explore, inventorise and develop mineral resources for sustained economic growth as well as improve energy efficiency. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

3.1 Natural Capital Accounting 15.00 15.00 30.00 (Energy Accounts)

3.2 Interpretation of Aeromagnetic 15.00 15.00 30.00 Ongoing Geoscience Data

3.3 Diamond Beneficiation Study 2.00 2.00 4.00

3.4 Waste to Energy (Rolling Out 10.00 3.20 13.20 of Biogas)

3.5 National Integrated Geoscience 5.00 0.00 5.00 Information System (NIGIS) Sub Total 47.00 35.20 82.20

3.6 Mineral Resource Development, 5.00 10.00 15.00 Exploitation and Value Chain (Beneficiation) Strategy

3.7 Core shed for the Storage of 5.00 5.00 10.00 Exploration Geoscience Drill Cores New (Gumare)

3.8 Recapitalization and 20.00 25.00 45.00 Commercialization of Botswana Geoscience Institute (BGI) Labs

3.9 National Geochem Survey 4.00 0.00 4.00 Sub Total 34.00 40.00 74.00 Total Estimated Cost 81.00 75.20 156.20 41

4.0 Mining and Minerals Governance Total Estimated Cost: P132.00 Million The Project aims to rehabilitate old mines and undertake environmental studies that will facilitate rehabilitation of the Selebi Phikwe region. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

4.1. Rehabilitation of Mines 6.00 6.00 12.00 Ongoing (Rehabilitation of Moshana and Old Francistown Mines) Sub Total 6.00 6.00 12.00

4.2 Rehabilitation of the Selebi 20.00 100.00 120.00 New Phikwe Region Sub Total 20.00 100.00 120.00 Total Estimated Cost 26.00 106.00 132.00 42 1100 MINISTRY OF HEALTH

1.0 Vehicle Fleet Expansion Total Estimated Cost: P40.00 Million The objective of the Programme is to increase the Ministry vehicle fleet in line with the upgrading and construction of new hospitals across the spectrums of secondary, tertiary and quaternary health services. The Programme provides for procurement of ambulances, mini-buses, pick-ups and saloon cars to facilitate the smooth running of health facilities. Projects 2023/24 2024/25 Total Estimated Cost PULA Million New

2.1 Ambulance Fleet 10.00 10.00 20.00

2.2 Non-ambulance Fleet 10.00 10.00 20.00 Total Estimated Cost 20.00 20.00 40.00

2.0 Computerisation Total Estimated Cost: P113.00 Million The objective of the Programme is to establish a centralised Electronic Medical Records System that will make it possible for clinicians to access patients’ record or history irrespective of the location. Implementation of this e-health System, which is intended to eliminate use of paper-based medical cards/records, is underway. The new projects include digitalisation of health services project and ICT infrastructure development. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

1.1 Quality Information 10.00 9.00 19.00 Ongoing Management System 1.2 e-Health (Electronic 12.00 15.00 27.00 Medical Records) Sub Total 22.00 24.00 46.00

1.3 Digitalization of Health 20.00 20.00 40.00 New Services Project

1.4 ICT Infrastructure 17.00 10.00 27.00 Development Sub Total 37.00 30.00 67.00 Total Estimated Cost 59.00 54.00 113.00 43

3.0 Consultancies Total Estimated Cost: P4.20 Million The objective of the Programme is to procure consultancy services for the development of a health financing strategy, health care standards and research on COVID-19. It will be undertaken with the assistance of development partners who will augment the Ministry’s internal capacity. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

3.1 Development of Health Care 1.70 0.00 1.70 Ongoing Standards Sub Total 1.70 0.00 1.70 New

3.2 Research Study on COVID-19 1.50 0.50 2.00

3.3 Health Financing Strategy 0.50 0.00 0.50 Sub Total 2.00 0.50 2.50 Total Estimated Cost 3.70 0.50 4.20 44

4.0 Hospital Services Total Estimated Cost: P1 109.00 Million The Programme is aimed at facilitating construction, upgrading and refurbishing of health facilities. It will cover a number of ongoing projects and those to be delivered through the PPP model. Among the facilities to be covered are Moshupa Hospital and staff housing, Shakawe Primary Hospital and staff housing, Rakops Operating Theatre, old Maun and Scottish hospitals, BoMRA Laboratory and Offices, DRM and Kanye Hospital, Kasane, Palapye and Bobonong hospitals. Projects 2023/24 2024/25 Total Estimated Cost PULA Million 150.00

4.1 Moshupa Hospital 100.00 50.00

4.2 Construction of Tutume 120.00 Hospital 20.00 100.00

4.3 Construction of Gumare 120.00 Hospital Level 1 20.00 100.00 Ongoing

4.4 Shakawe Primary Hospital and 32.00 Staff Houses 30.00 2.00

4.5 Refurbishment of Old 0.00 10.00 Hospitals 10.00 10.00

4.6 Rakops Operating Theatre 10.00 0.00

4.7 Construction of BoMRA Lab 20.00 and Offices 10.00 10.00 Sub Total 262.00 462.00 200.00

4.8 Construction of Kasane 20.00 Hospital 10.00 10.00

4.9 Construction of Letlhakane 20.00 Hospital 10.00 10.00

4.10 Construction of Kanye 20.00 Hospital 10.00 10.00

4.11 Upgrading of Palapye 20.00 Primary Hospital 10.00 10.00 0.00 10.00

4.12 Upgrading of DRM Hospital New 10.00

4.13 Refurbishment of Athlone 25.00 Hospital 10.00 15.00

4.14 Refurbishment of Sbrana 0.00 20.00 Psychiatric Hospital 20.00

4.15 Refurbishment of Referral 110.00 Hospitals 50.00 60.00 (Princess Marina and Nyangabgwe)

4.16 Refurbishment of Selebi 20.00 Phikwe Hospital 10.00 10.00 45

4.17 Refurbishment of 15.00 Mmadinare Primary Hospital (TB 0.00 15.00 Ward)

4.18 Francistown TB Laboratory 0.00 7.00 Expansion 7.00

4.19 Ghanzi Hospital Laboratory 10.00 Expansion 0.00 10.00

4.20 Construction of Primary 100.00 150.00 250.00 Hospital Level 1 (Lerala) 330.00 507.00 Sub Total 217.00 519.00 1109.00 Total Estimated Cost 517.00

5.0 Primary Health Care Services Total Estimated Cost: P866.00 Million The objective of the Programme is to improve access to quality primary health care services. The Programme entails upgrading and constructing primary facilities, and providing related medical equipment and furniture, ambulances and staff housing. There will be focus on completing the construction of clinics and upgrading of health posts to clinics with or without maternity services. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

5.1 Electrification of Primary Health 17.00 10.00 27.00 Facilities

5.2 North West Ngami Staff 7.00 0.00 7.00 Housing

5.3 Upgrading to Clinic With 5.00 0.00 5.00 Maternity Services - Sepopa

5.4 Upgrading to Clinic Without 2.00 0.00 2.00 Maternity Services - Makgophana

5.5 Upgrading to Clinic Without 6.00 0.00 6.00 Maternity Services - Ngarange

5.6 Upgrading to Clinic Without 1.00 0.00 1.00 Ongoing Maternity Services -Toteng

5.7 Upgrading to Clinic With 10.00 10.00 20.00 Maternity Services - D’Kar Health Post

5.8 Construction of New Health 3.00 0.00 3.00 Post in Borotsi in Mahalapye- Sefhare Constituency

5.9 Upgrading of Kauxwi Health 4.00 3.00 7.00 Post to a Clinic without Maternity Services

5.10 Upgrading of Dibete Health 15.00 2.00 17.00 Post to a Clinic with Maternity Services

5.11 Upgrading of Maboane Clinic 7.00 1.00 8.00 46

5.12 Upgrading to Clinic with 5.00 6.00 11.00 Maternity Services - Kumakwane

5.13 Upgrading of Makalamabedi 8.00 1.00 9.00 Clinic

5.14 Public Officers Housing 10.00 10.00 20.00 Initiative (POHI)

5.15 Upgrading Letlhakeng Clinic to 10.00 10.00 20.00 Level 1 Primary Hospital

5.16 Upgrading of Maunatlala Clinic 8.00 10.00 18.00

5.17 Construction of Staff Houses 10.00 50.00 60.00 Sub Total 128.00 113.00 241.00

5.18 Construction of Zwenshambe 5.00 30.00 35.00 Clinic without Maternity Services

5.19 Construction of Mosetse Clinic 3.00 30.00 33.00 without Maternity Services

5.20 Construction of Semitwe Clinic 2.00 30.00 32.00 without Maternity Services

5.21 Construction of Port Health 10.00 30.00 40.00 Staff Houses

5.22 Refurbishment and 50.00 50.00 100.00 Maintenance of Clinics and Health Posts

5.23 Donor Funded Clinics 45.00 45.00 90.00 (Equipment, Furniture, Ambulances and Staff Houses)

5.24 Construction of Level 1 5.00 40.00 45.00 New Primary Hospitals in Tsabong, Tonota and Shoshong

5.25 Construction and Upgrading 30.00 50.00 80.00 of Health Posts and Clinics without Maternity Services in Kazungula, Modipane, SHHA Health Post (Gantsi), Boatlaname, Kudumatse, Mogorosi and Makgaba

5.26 Construction and Upgrading 40.00 100.00 140.00 of Health Posts and Clinics with Maternity Services in Borolong (Francistown), Lentsweletau, Kopong, Ncojane, Takatokwane, Mabule, Mokubilo, Mogojogojo, Mathangwane and Pilikwe

5.27 Community Health Centre in 5.00 25.00 30.00 Mogoditshane Sub Total 195.00 430.00 625.00 Total Estimated Cost 323.00 543.00 866.00 47 1201 ADMINISTRATION OF JUSTICE

1.0 AOJ Infrastructure Total Estimated Cost: P130.00 Million The objective of the Programme is to provide adequate court facilities, together with houses for magistrates and witnesses’ quarters throughout the country. Planned projects include establishment of a commercial court in Gaborone; maintenance of court facilities countrywide; construction of magistrate courts and staff houses in Serowe, Ghanzi and Kasane; provision of temporary office accommodation at Maun, Takatokwane, Charles Hill and Mogoditshane; improvements to houses for magistrates countrywide; construction of Palapye High Court; and procurement of vehicles. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

1.1 Maintenance of Court 10.00 20.00 30.00 Facilities

1.2 Serowe Magistrate Court 4.00 20.00 24.00 and Staff Houses

1.3 Maintenance of Judges 2.00 3.00 5.00 Ongoing Houses

1.4 Procurement of Furniture 2.00 3.00 5.00

1.5 Improvements to Houses for 2.00 3.00 5.00 Magistrates

1.6 Procurement of Vehicles 5.00 5.00 10.00

1.7 Temporary Office 3.00 2.00 5.00 Accommodation (Maun) Sub Total 28.00 56.00 84.00

1.8 Establishment of Commercial 1.00 3.00 4.00 Court (Extension of Gaborone High Court)

1.9 Kasane Magistrate Court 0.00 5.00 5.00

1.10 Ghanzi Magistrates Court 0.00 5.00 5.00

1.11 Francistown Magistrate NewCourt 0.00 5.00 5.00

1.12 Temporary Office 10.00 12.00 22.00 Accommodation (Takatokwane, Charleshill and Mogoditshane)

1.13 Development of Palapye 0.00 5.00 5.00 High Court (Architectural Design) Sub Total 11.00 35.00 46.00 Total Estimated Cost 39.00 91.00 130.00 48

2.0 Consultancies Total Estimated Cost: P 4.00 Million The Project aims to cater for the establishment of court-annexed mediation. Responsibilities of the mediation consultant will include the provision of training, guidance and practical assistance to the Administration of Justice and other stakeholders. The Project is planned to start at the Gaborone, Lobatse and Francistown high courts and thereafter, will be rolled out to other courts. Projects 2023/24 2024/25 Total Estimated Cost PULA Million 1.00 3.00 4.00 New

2.1 Court-annexed Mediation Total Estimated Cost 1.00 3.00 4.00

3.0 Computerization Total Estimated Cost: P43.10 Million The main objective of this Programme is to digitalize data and services for the AoJ. Amongst others, the Programme entails making improvements to court security, libraries and electronic records management as well as developing the court records management system (e-filing). Projects 2023/24 2024/25 Total Estimated Cost PULA Million

3.1 Improvements to Court 5.00 10.00 15.00 Security Ongoing

3.2 Improvements to Libraries 1.00 1.10 2.10

3.3 Computerization of AoJ 6.50 8.00 14.50

3.4 Development of Court Records Management (e-filing) 2.00 5.00 7.00 Sub Total 14.50 24.10 38.60

3.5 Electronic Records 1.00 3.50 4.50 New Management Sub Total 1.00 3.50 4.50 Total Estimated Cost 15.50 27.60 43.10 49 1301 ATTORNEY GENERAL’S CHAMBERS

1.0 Development of Attorney Generals Chambers Infrastructure and Services Total Estimated Cost: P34 Million The Programme aims to construct and refurbish the Attorney General’s Chambers’ facilities, opening of satellite offices and fleet expansion. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

1.1 Refurbishment of AGC 12.00 0.00 12.00 New Facilities

1.2 Take-over of Prosecution 3.00 3.00 6.00 Functions from Botswana Police Service and Opening of Satellite Offices in Kasane

1.3 Vehicle Fleet Expansion 10.0 6.00 16.00 Total Estimated Cost 25.00 9.00 34.00 50 1500 MINISTRY OF FOREIGN AFFAIRS

1.0 Infrastructure Total Estimated Cost: P294.40 Million The objective of the Programme is to procure and maintain immovable property locally and in countries where Botswana has foreign missions. It will cover the completion of chancery building in Ethiopia; maintenance and refurbishment of facilities across mission offices and two (2) facilities in Gaborone; as well as procurement of chancery building in Japan. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

1.1 Construction of Chancery and 40.00 0.00 40.00 Diplomat Apartments in Addis Ababa, Ethiopia

1.2. Renovations of VVIP Lounge at 5.00 0.00 5.00 SSKIA

1.3 Refurbishment of Windhoek 3.00 2.00 5.00 Mission Property in Namibia

1.4 Refurbishment of MFA 20.00 25.00 45.00 Headquarters Ongoing

1.5 Refurbishment of Lusaka 1.50 1.00 2.50 Mission Property in Zambia

1.6 Renovation of Mission 3.00 1.00 4.00 Properties in Beijing, China

1.7 Refurbishment of Chancery 6.40 6.00 12.40 Building in Washington D.C., United States

1.8 Renovation and Maintenance of 4.00 2.00 6.00 Chancery Building in Brussels, Belgium

1.9 Renovation of Properties in 3.00 1.50 4.50 London, United Kingdom Sub Total 85.90 38.50 124.40

1.10 Purchase of Chancery Building 150.00 20.00 170.00 Newin Tokyo, Japan Sub Total 150.00 20.00 170.00 Total Estimated Cost 235.90 58.50 294.40 51 1601 INDEPENDENT ELECTORAL COMMISSION

1.0 Facilitation of Elections Total Estimated Cost: P528.90 Million The objective of the Programme is to provide for smooth electoral processes and enhanced security in the management of electoral data for fulfilment of the constitutional imperative as well as democratic duty to hold elections every five years. The different components of the Programme represent various inter- related processes that will culminate in the delivery of the 2024 general election. Such processes include voter registration, demarcation of polling stations and administration of the election management system. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

1.1. Voter Registration 115.00 65.00 180.00 Ongoing 1.2 2024 General Election 0.00 289.00 289.00

1.3. Election Management 4.00 0.00 4.00 System Sub Total 119.00 354.00 473.00

1.4 Establishment of Polling 30.90 0.00 30.90 Districts and Polling Stations New (Demarcation)

1.5 Review of Electoral 15.00 10.00 25.00 Processes (Automation) Sub Total 45.90 10.00 55.90 Total Estimated Cost 164.90 364.00 528.90 52 1701 OFFICE OF THE OMBUDSMAN

1.0 Ombudsman Infrastructure Total Estimated Cost: P35.30 Million The Programme aims to construct and refurbish office accommodation and staff housing under the Office of the Ombudsman. It will also cover development of a case management system that will improve efficiency in service delivery. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

1.1 Maun Office 22.00 2.00 24.00 Ongoing

1.2 Case Management System 2.00 3.00 5.00 Sub Total 24.00 5.00 29.00

1.3 Refurbishment of 3.90 0.40 4.30 New Francistown Staff Housing

1.4 Maun Staff Housing 2.00 0.00 2.00 Sub Total 5.90 0.40 6.30 Total Estimated Cost 29.90 5.40 35.30 53 1800 MINISTRY OF LANDS AND WATER AFFAIRS

1.0 Infrastructure Development – Development of Additional Water Sources Total Estimated Cost P 8, 457.00 Million The Programme aims at identification, acquisition, development, operation and maintenance of complimentary water sources and transference of these water resources from source to storage facilities. Human settlements which expand and spread uncontrollably exacerbate the limitation of existing water resources and infrastructure. The water supply infrastructure footprint will be extended to optimize both coverage and access through expansion of water sources and water supply reticulation to new population growth points. Projects 2023/2024 2024/2025 Total Estimated Cost PULA Million

1.1 North South Carrier 2.2 3,000.00 1,600.00 4,600.00 (NSC 2.2)

1.2 North South Carrier 2.3 98.00 0.00 98.00 (NSC 2.3)

1.3 Molepolole-Gamononyane 360.00 200.00 560.00 NSC Connection

1.4 Lobatse Water Master 50.00 0.00 50.00 Plan

1.5 Kasane/Kazungula Water 25.00 0.00 25.00 Network Rehabilitation

1.6 Goodhope Water Supply - 500.00 200.00 700.00 Phase 2.2

1.7 Botswana Emergency 500.00 332.00 832.00 Water Supply and Efficiency Programme Boteti Ongoing (Letlhakane) and Sowa as well as Sector Reforms and Institutional Support

1.8 Bridging the National 500.00 332.00 832.00 Water Supply Gap – Emergency Water Supply (Itholoke, Mababe, Gugama, Molapo, Mothomelo and Lubu)

1.9 Seronga-Gudigwa Water 150.00 50.00 200.00 Supply (Mogotho/Ngarange)

1.10 Thune Dam Project 10.00 100.00 110.00 (Pipeline 3B: Bobonong– Lepokole and Pipeline 3C: Mathathane-Motlhabaneng)

1.11 Ncojane Wellfield– 150.00 200.00 350.00 Kgalagadi North Water Supply 54 Sub Total 5,343.00 3,014.00 8,357.00

1.12 Namibia-Botswana 10.00 10.00 20.00 Water Saline Desalination

1.13 Chobe Zambezi Water 20.00 30.00 50.00 Transfer Scheme New 1.14 Lesotho-Botswana 10.00 10.00 20.00 Water Transfer Scheme

1.15 Rainwater/Stormwater 10.00 0.00 10.00 Harvesting (Gaborone, Sowa, Kgalagadi and Boteti) Sub Total 50.00 50.00 100.00 Total Estimated Cost 5,393.00 3,064.00 8,457.00

2.0 Infrastructure Development - Rehabilitation of Water Networks Total Estimated Cost: P4 230.00 Million The objective of this Project is to develop, rehabilitate and expand water sources in the country. This requires quality standard for an economic and health imperative, but also has a bearing on human rights. Therefore, there is need to improve the efficiency of existing water infrastructure to ensure continuity of supply. To attain minimum operational efficiencies and supply the correct volumes of water at the right quality, rehabilitation and restorative optimization of existing potable water infrastructure networks will be undertaken through maintenance, restorative and infrastructure replacement projects in existing potable water supply areas and zones. Projects 2023/24 2024/25 Total Estimated Cost Pula Million

2.1 Maun Water Supply and 1,500.00 1,000.00 2,500.00 Ongoing Sanitation (Phase 2) Sub Total 1,500.00 1,000.00 2,500.00

2.2 Kanye Network Rehabilitation 100.00 300.00 400.00 and Expansion

2.3 Tutume and North East Water 10.00 100.00 110.00 Supply

2.4 Molepolole Water Supply and 100.00 800.00 900.00 New Network Rehabilitation

2.5 Greater Gaborone Masterplan 10.00 100.00 110.00 Network Rehabilitation

2.6 Greater Francistown Water 0.00 50.00 50.00 Masterplan

2.7 Selebi Phikwe Water Master 10.00 150.00 160.00 Plan Sub Total 230.00 1,500.00 1,730.00 Total Estimated Cost 1,730.00 2,500.00 4,230.00 55

3.0 Land Development Total Estimated Cost: P2 350.00 Million The objective of this Programme is to develop land to provide for infrastructure necessary for economic development. Land servicing will be done at selected cities, towns and villages and shall cover various land uses such as commercial, industrial, residential, civic and community. Projects 2023/24 2024/25 Total Estimated Cost Pula Million

3.1 Land Servicing of Various Towns 320.00 750.00 1,070.00 and Villages: Metsimotlhabe, Mmopane, Mogoditshane (Ledumadumane), Gantsi, Maun CBD, Mochudi, Palapye, Ramotswa (Seuwane), Sowa Block 3, Tsolamosese Kasane (Nnyungwe and Plateau) Francistown, Segoditshane and Gaborone Master Plan Ongoing

3.2 Land Servicing - SPEDU 90.00 340.00 430.00 (Industrial Park, Molabe and Mothwane Dams, Motloutse River Abstraction as well as Groundwater Investigation and Development)

3.3 Land Servicing - Special 200.00 620.00 820.00 Economic Zones (SSKIA, Design and Build in Lobatse and Francistown as well as Master Planning in S/Phikwe, Palapye, Pandamatenga and Tuli Block) Sub Total 610.00 1,710.00 2,320.00

3.4 Minimal Land Servicing 10.00 20.00 30.00 (Kachikau and Letlhakane- New Letsibogo) Sub Total 10.00 20.00 30.00 Total Estimated Cost 620.00 1,730.00 2,350.00 56

4.0 MLWA Facilities Total Estimated Cost: P277.00 Million The aim of the Programme is to develop new documents’ storage facilities and optimization of existing storage spaces through renovations and facelifts. Projects 2023/24 2024/25 Total Estimated Cost Pula Million

4.1 Development of Record 10.00 80.00 90.00 Centres (Tawana, Ghanzi, Tlokweng, Tati, Chobe, Kgatleng and Gaborone) Ongoing

4.2 Refurbishment of Surveys and 2.00 5.00 7.00 Mapping Building

4.3 Development of Land Board 30.00 150.00 180.00 Offices (Tawana, Tsabong and Letlhakeng) Total Estimated Cost 42.00 235.00 277.00

5.0 Information Communication Technology (ICT) Development Total Estimated Cost: P55.00 Million The objective of the Programme is to facilitate the digital identification, categorization, storage and archiving, retrieval, analysis and utilization of all land and water information resources for organizational efficiency and increased customer satisfaction. Projects 2023/24 2024/25 Total Estimated Cost Pula Million

5.1 LAPCAS - ICT Development 15.00 40.00 55.00 (Expansion of Land Information Ongoing System (LIS) and Provision of Equipment for Land Boards and Departments) Total Estimated Cost 15.00 40.00 55.00 57

6.0 Sustainable Land Use Management Total Estimated Cost P679.00 Million The Programme is aimed at facilitating orderly and progressive land use planning for optimum utilization of land resources where competing needs for use in sectors are rationally and strategically assessed and optimally planned. It will also include land administration based on simplified procedures, correct information on land parcels and rights, as well as robust and inter-operable information systems that can be maintained and supported in a sustainable way. Projects 2023/24 2024/25 Total Estimated Cost Pula Million

6.1 Land Acquisition 110.00 110.00 220.00

6.2 Production of Cadastral Plans 10.00 10.00 20.00 (Systematic Surveying of Arable Fields and Ranches)

6.3 Establishment and Re- 4.00 4.00 8.00 Affirmation of Cadastral Ongoing Boundaries (Local and International)

6.4 Preparation of Regional Spatial 29.00 50.00 79.00 Plans

6.5 Implementation of Location 10.00 30.00 40.00 Addressing

6.6 Production of Geodetic 0.00 10.00 10.00 Stations, Aerial Photography and Topographic Maps Sub Total 163.00 214.00 277.00

6.7 Development of Strategic 0.00 30.00 30.00 Environmental Assessments

6.8 Preparation of Major Centres 0.00 50.00 50.00 Development Plans

6.9 Development and Expansion of 20.00 150.00 170.00 Spatial Data Infrastructure New6.10 Implementation of MoU Action 0.00 2.00 2.00 Plan between Botswana and UN- Habitat

6.11 Development of Asset 15.00 5.00 20.00 Register

6.12 Preparation of Detailed Layout 10.00 20.00 30.00 Plans and Land Surveying Sub Total 45.00 257.00 302.00 Total Estimated Cost 208.00 471.00 679.00 58

7.0 Clean Water and Sanitation Total Estimated Cost: P1 575.00 Million This Programme aims at improving access to sanitation services through policy and systems strengthening, improving efficiency and resilience of sanitation infrastructure. This will be done through development of additional sanitation infrastructure, optimization of existing infrastructure networks, environmental protection and scaling up the re-use of wastewater. This Programme also seeks to safeguard the integrity of water sources through minimization of wastewater disposal practices that pose pollution risks. Projects 2023/24 2024/25 Total Estimated Cost Pula Million

7.1 Kanye Sanitation 200.00 0.00 200.00 Ongoing

7.2 Moshupa Sanitation 100.00 50.00 150.00

7.3 Glen Valley Wastewater 10.00 0.00 10.00 Reclamation (PPP) Sub Total 310.00 50.00 360.00

7.4 Molepolole Sanitation 400.00 600.00 1,000.00

7.5 Francistown Wastewater 35.00 0.00 35.00 Network

7.6 Selebi Phikwe Sanitation 0.00 50.00 50.00 New

7.7 Gaborone Wastewater 0.00 100.00 100.00 Network

7.8 Upgrading of Water and 5.00 25.00 30.00 Sanitation Network (Education Facilities) Sub Total 440.00 775.00 1,215.00 Total Estimated Cost 750.00 825.00 1,575.00 59

8.0 Water Resource Management Total Estimated Cost: P178.00 Million The Programme aims at attaining efficiencies of water resource planning, development, distribution and optimal usage through legislative and policy reforms, institutional strengthening and strategy formulation and implementation. Projects under this Programme are geared towards optimization of institutional tools such as water pricing, cost minimization, efficiency and productivity improvement, management efficiency and deployment of technologies. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

8.1 Development of Total Water 40.00 68.00 108.00 Management System New

8.2 Development of Water and 15.00 30.00 45.00 Sanitation Master Plan

8.3 On-site Sanitation Management 10.00 15.00 25.00 Assessment Total Estimated Cost 65.00 113.00 178.00 60 2000 MINISTRY OF ENVIRONMENT AND TOURISM

1.0 Broadening Tourism Base Total Estimated Cost: P428.60 Million The objective of the Programme is to broaden Botswana’s tourism base through development and diversification of products such as wildlife, museums and monuments. It will cover the completion of the National Tourism Strategy and master plan to operationalize the Revised Tourism Policy, development of tourism facilities and services as well as the involvement of communities in tourism activities. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

1.1 Ntsweng Museum Construction 20.00 0.00 20.00

1.2 Refurbishment of National 22.00 28.00 50.00 Museum Ongoing

1.3 Natural History Museum and 20.00 50.00 70.00 Botanical Garden

1.4 Refurbishment and Installation 15.00 40.00 55.00 of Exhibitions at Regional Museums Sub Total 77.00 118.00 195.00

1.5 Development of District 16.00 40.00 56.00 Monuments

1.6 Khuis Tourism Park 6.00 2.20 8.20 Development - Phase 2

1.7 Old Palapye Site Museum 20.00 40.00 60.00

1.8 Creation of Cultural Villages 12.40 15.00 27.40 New

1.9 Commercialisation of Gaborone 10.00 10.00 20.00 Plantation

1.10 Commercialisation of Veldt 10.00 20.00 30.00 Products

1.11 Implementation of National 7.00 25.00 32.00 Tourism Strategy and Master Plan of 2022 Sub Total 81.40 152.20 233.60 Total Estimated Cost 158.40 270.20 428.60 61

2.0 Infrastructure Development Total Estimated Cost: P657.80 Million The Programme aims to develop and refurbish the Ministry’s infrastructure. It will also cover the transformation of Kasane-Kazungula into a sustainable tourism destination to benefit both the tourism sector and the local community. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

2.1 Kasane-Kazungula 316.40 236.00 552.40 Ongoing Redevelopment Project Sub Total 316.40 236.00 552.40

2.2 Refurbishment of MET 15.00 16.90 31.90 Facilities

2.3 Design and Construction for 10.00 20.00 30.00 Seronga Camp New 2.4 Design and Construction of 0.90 11.20 12.10 BWTI and Staff Housing

2.5 Design and Construction of 3.20 28.20 31.40 DFRR Offices and Staff Houses at Molepolole Sub Total 29.10 76.30 105.40 Total Estimated Cost 345.50 312.30 657.80 62

3.0 Computerisation Total Estimated Cost: P27.90 Million The objective of the Programme is to digitalise data on environment as well as tourism activities and services. This includes the upgrading of the wildlife management system for booking and payment of fees at park entry points; upgrading of the meteorological systems that provide quality early warning data; and digitalisation of museums and monuments services to enhance accessibility of Botswana heritage, thus boosting the economy. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

3.1 Integrated Wildlife 0.50 5.00 5.50 Management System

3.2 Digital Migration of Exchange 2.10 0.00 2.10 Ongoing of Operational Meteorological Data

3.3 Upgrading of Satellite 2.60 0.00 2.60 Distribution System

3.4 Upgrading of IT infrastructure 2.70 0.00 2.70 Sub Total 7.90 5.00 12.90

3.5 Digitalisation of Services of 7.00 8.00 15.00 New Museums and Monuments Sub Total 7.00 8.00 15.00 Total Estimated Cost 14.90 13.00 27.90 63

4.0 Wildlife Species Management Total Estimated Cost: P179.70 Million The objective of the Programme is to construct cordon fences to reduce human wildlife conflict as well as to prevent cattle from mixing with wildlife - especially buffaloes which harbour the foot and mouth virus. Khawa and Kang/Tsetseng gates as well as Khutse airstrip will also be constructed to unlock opportunities for domestic tourism and meaningful participation by the locals in the tourism sector. The airstrip will quicken the response time by law enforcement officials to respond to cases of destructions by predators, which are terrorizing the residents around Khutse Game Reserve and providing an alternative for quick evacuation of both tourists and members of the community. This Programme will also cover the completion and implementation of the Anti-poaching Strategy. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

4.1 Rhino Range Expansion 2.40 0.50 2.90

4.2 Kang APU Construction 4.00 4.00 8.00 Ongoing

4.3 APU Camps 5.60 10.00 15.60

4.4 Fence Development and 25.00 25.00 50.00 Maintenance Makgadikgadi (Package B and C)

4.5 Aviation Maintenance 5.00 5.00 10.00 Sub Total 42.00 44.50 86.50

4.6 Khawa Disease Control Gate 10.00 10.00 20.00

4.7 Kang/Tsetseng Disease Control 10.00 10.00 20.00 Gate New 4.8 Khutse Airstrip 8.20 0.00 8.20

4.9 Fence Development and 20.00 25.00 45.00 Maintenance Makgadikgadi (Package D) Sub Total 48.20 45.00 93.20 Total Estimated Cost 90.20 89.50 179.70 64

5.0 Environment Protection Total Estimated Cost: P423.30 Million The aim of the Programme is to expand the air-quality monitoring network for pollution levels; undertake a countrywide, tree-planting initiative to create carbon sinks; provide early warning systems to harness socio-economic benefits; and, institute measures for protection of the environment by managing and controlling invasive species such as Prosopis. The Programme also aims to provide a framework for sustainable waste management and procurement of waste management infrastructure. The latter will facilitate development of value chains on natural resources. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

5.1 Expansion of Air Quality 5.00 3.00 8.00 Monitoring Network

5.2 Tree Planting/Afforestation 0.80 0.80 1.60 Ongoing

5.3 Land Degradation and 3.30 0.00 3.30 Restoration

5.4 Greening of MENT and DMS 2.00 0.00 2.00 Headquarters Buildings

5.5 Botswana Early Warning 3.70 0.00 3.70 Hydrologic System Sub Total 14.80 3.80 18.60

5.6 Waste Management 150.00 200.00 350.00 Infrastructure

5.7 Domestication of Nagoya 3.50 3.50 7.00 Protocol on Access and Benefit Sharing

5.8 Procurement of Weather 10.00 0.00 10.00 Radiation Detection And Ranging (LIDAR) System New 5.9 Procurement of Vertical Wind 12.00 0.00 12.00 Profilers for Airports

5.10 Procurement of Upper Air 0.00 16.00 16.00 Observing Stations for Installation at SSKIA, Maun, Letlhakane and Tsabong Meteorological Stations

5.11 Management of Invasive 2.70 7.00 9.70 Alien Plant Species Sub Total 178.20 226.50 404.70 Total Estimated Cost 193.00 230.30 423.30 65 2101 INDUSTRIAL COURT

1.0 Industrial Court Infrastructure Total Estimated Cost: P21.40 Million The objective of the Programme is to establish new Industrial Court divisions at Kanye and Maun and provide resources for efficient management thereof. The Programme will also cover expansion of the Gaborone Division, to provide for additional operational space as well as cater for the procurement of a vehicle fleet for the new Court divisions. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

1.1 Establishment of Kanye 0.40 4.90 5.30 Division

1.2 Expansion of the Gaborone 1.00 10.0 11.0 New Division

1.3 Vehicle Fleet Expansion for 0.80 0.00 0.80 Maun and Kanye divisions

1.4 Establishment of Maun 2.70 1.60 4.30 Division Total Estimated Cost 4.90 16.50 21.40 66 2200 MINISTRY OF YOUTH, GENDER, SPORT AND CULTURE

1.0 Strengthening MYSC Operations Total Estimated Cost: P43.50 Million The Programme aims to provide an integrated communications network and records management in aid of accuracy and timely access to information to support public sector operations. In addition, the Library will be digitalised in order that it can offer e-resources. The Programme also caters for vehicle fleet expansion for the Ministry. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

1.1 Development of IT 2.50 2.70 5.20 Infrastructure

1.2 Vehicle Fleet Expansion 3.70 3.70 7.40

1.3 Computerisation of National 5.00 7.50 12.50 Archives Records Management System (NARMS) New 1.4 MYSC Information System - 2.50 2.10 4.60 Consultancy - Additional Modules

1.5 Development of Library 0.80 5.00 5.80 Management System

1.6 Audio Visual Archives 6.00 0.00 6.00

1.7 National Archives and Records 1.50 0.50 2.00 Management Policy Total Estimated Cost 22.00 21.50 43.50 67

2.0 Infrastructure Development Total Estimated Cost: P1, 456.20 Million The Programme entails refurbishment of facilities to increase access and participation in sport for the promotion of healthy lifestyles. These facilities will be built in different centres around the country, including in Francistown, Lobatse and Gaborone. The facilities are also needed to support Botswana’s bid to host the 2027 Africa Cup of Nations (AFCON) in partnership with Namibia as well as for a future in which Botswana hosts other major sporting events. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

2.1 Community Sport Facilities 90.00 48.00 138.00 Ongoing Sub Total 90.00 48.00 138.00

2.2 Francistown Stadium Roof 50.00 55.00 105.00

2.3 Refurbishment of MYSC 20.00 38.00 58.00 Facilities

2.4 AFCON Hosting 50.00 1,084.00 1,134.00 New

2.5 Indoor Sport Hall 2.00 10.00 12.00

2.6 Refurbishment of BNYC and 10 4.50 4.30 8.80 District Youth Centres

2.7 Development of an Operational 0.00 0.40 0.40 Model for BNYC and District Youth Centres Sub Total 126.50 1,191.70 1,318.20 Total Estimated Cost 216.50 1,239.70 1,456.20 68

3.0 Development of Cultural Infrastructure and Programmes Total Estimated Cost: P82.90 Million The Programme aims to construct purpose-built facilities which will serve as research and reference points on Botswana’s heritage. The services offered by these facilities will increase public access to information on Botswana’s heritage. Projects 2023/24 2024/25 Total Estimated Cost (PULA Million)

3.1 State Theatre (Gaborone) 10.00 10.00 20.00 Ongoing

3.2 National Art Gallery 0.50 1.30 1.80 Sub Total 10.50 11.30 21.80

3.3 Botswana National Library 5.00 10.0 15.00 Service

3.4 Records Centres (Ghanzi and 5.00 5.00 10.00 Gaborone)

3.5 Art Centres (Tsabong and 1.20 0.80 2.00 New Gumare)

3.6 Rothschild Libraries 2.00 4.60 6.60

3.7 Public Libraries (Maun and 2.00 2.00 4.00 Mochudi)

3.8 Mobile Library - Bus 0.00 3.50 3.50

3.9 Creative Content Development 10.00 10.00 20.00 Sub Total 25.20 35.90 61.10 Total Estimated Cost 35.70 47.20 82.90 69 2300 MINISTRY OF TRANSPORT AND PUBLIC WORKS

1.0 Information and Communication Technology (ICT) Development Total Estimated Cost: P70.00 Million The objective of the Programme is to upgrade the Local Area Network and equipment, enhance ICT-related transport systems and automate services. The Programme will prioritise digitalisation, enhance project management and modernise services such as issuance of drivers’ licenses. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

1.1 Computerisation of Driver Testing 2.10 0.00 2.10 Ongoing Sub Total 2.10 0.00 2.10

1.2 Local Area Network (LAN) 5.00 3.00 8.00 Infrastructure and Related Facilities

1.3 Procurement of ICT Equipment 1.50 0.40 1.90 New 1.4 Development of the Fleet 20.00 10.00 30.00 Tracking, Maintenance and Management System

1.5 Upgrading of CAAB ICT 13.00 15.00 28.00 Equipment Sub Total 39.50 28.40 67.90 Total Estimated Cost 41.60 28.40 70.00 70

2.0 Roads Infrastructure Total Estimated Cost: P8 512.20 Million The Programme aims to improve the national road infrastructure. It will cover the construction, reconstruction and expansion of the road network, thereby providing alternative routes; connect production areas with market centres; and, facilitate movement of goods locally and internationally. These developments will stimulate economic activity and value chain development. The projects will be delivered through the use of new construction methods and technologies such as In-Situ Cold Recycling and New Gravel Stabilisation. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

2.1 Revision of Botswana Road 2.00 2.00 4.00 Design Manual (BRDM) and Standard Specifications for Bridge Works

2.2 Gaborone-Boatle Road 10.00 0.00 10.00 Dualling (24km)

2.3 Mulambakwena-Tshesebe 50.00 0.00 50.00 Road via Mosojane with a Junction to Masunga (25km)

2.4 Mohembo Bridge 5.00 0.00 5.00

2.5 Upgrading of 3 Grades 6.00 0.00 6.00 Intersections of KT Motsete Drive (Western Bypass, Gaborone) - BITP - Supervision Ongoing

2.6 Upgrading of 3 Grades 60.00 0.00 60.00 Intersections of KT Motsete Drive (Western Bypass, Gaborone) - BITP (100% OFID) - Construction

2.7 Traffic Signal Modernisation 55.00 55.00 110.00 and Centralised Traffic Control for Greater Gaborone - BITP

2.8 Access to CBD - Detailed 15.00 0.00 15.00 Design and Construction

2.9 OPRC Monitoring Consultancy 15.00 6.00 21.00

2.10 Package 1 (OPRC) 170.00 10.00 180.00 Mankgodi-Jwaneng Road

2.11 Integrated Transport Sector 7.00 5.00 12.00 Project - Training, Technical Monitoring and Audit

2.12 Implementation of National 5.30 4.50 9.80 Multi-modal Transport Master Plan (BITP)

2.13 Goodhope-Kgoro-Gathwane 30.00 50.00 80.00 Road

2.14 A1 Dualling Boatle-Lobatse 120.00 200.00 320.00 Road (46km) Sub Total 530.30 332.50 882.80 71

2.15 Mogoditshane-Gabane- 584.00 876.00 1,460.00 Mankgodi Junction (Dualling) - 27km

2.16 Mmandunyane- 300.00 450.00 750.00 Mathangwane Road (65km)

2.17 Package 2 (OPRC) Rakhuna- 94.80 189.10 283.90 Mabule Road

2.18 Makalamabedi-Motopi Road 70.00 100.00 170.00 (30km)

2.19 Nata-Maun Road 260.00 320.00 580.00 Reconstruction (300km)

2.20 Francistown-Nata Road 700.00 1, 100.00 1,800.00 Reconstruction (200km)

2.21 Maun-Mohembo Road 400.00 523.00 923.00 Reconstruction (Design) 384km

2.22 Mmathethe-Tswaaneng- 100.00 250.00 350.00 Bray - Werda Road (250km) - (Two Packages, 125km per Newpackage)

2.23 Nata-Kasane Road 114.00 285.00 399.00 Reconstruction (64km)

2.24 Palapye-Martin's Drift Road 150.00 229.50 379.50 Reconstruction (111km)

2.25 Molepolole Bypass 30.00 48.00 78.00

2.26 Three (3) Grade Separated 15.00 30.00 45.00 Interchanges at Molapo Crossing, Block 8 Traffic Circle and Airport Junction (Gaborone)

2.27 Consultancy for Bankable 5.00 5.00 10.00 Feasibility Study for Tolling of Roads

2.28 Martins Drift Bridge 60.00 100.00 160.00

2.29 Medie-Lentsweletau Road 21.00 60.00 81.00 (25km)

2.30 Modipane-Mabalane Road 60.00 100.00 160.00 (24km) Sub Total 2,963.80 4,665.60 7,629.40 Total Estimated Cost 3,514.10 4,998.10 8,512.20 72

3.0 Built Infrastructure Total Estimated Cost: P149.30 Million The objective of the Programme is to expand and refurbish built infrastructure under the Ministry and in other priority sectors of the economy. It will cover refurbishment and expansion of existing offices, especially in areas that have just been declared districts. The Programme will also replace obsolete mechanical and electrical systems and building materials with new, environmentally and energy-efficient ones. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

3.1 Refurbishment of Department 2.00 1.30 3.30 Facilities Management Offices at Ongoing Shakawe

3.2 Government Building 3.00 1.00 4.00 Consultancies

3.3 Refurbishment of Department 1.00 0.00 1.00 Facilities Management Depots

3.4 Refurbishment of Secondary 41.00 20.00 61.00 Schools

3.5 Refurbishment of Colleges of 30.00 15.00 45.00 Education Sub Total 77.00 37.30 114.30

3.4 Refurbishment of MTPW HQ 10.00 10.00 20.00 Building New 3.5 Refurbishment and Renovation of 5.00 10.00 15.00 Five (5) MTPW Offices in Gaborone and at Area Offices. Sub Total 15.00 20.00 35.00 Total Estimated Cost 92.00 57.30 149.30

4.0 Railway Infrastructure Total Estimated Cost: P235.00 Million This Programme aims at improving regional connectivity and facilitating trade. It will cover feasibility studies for Mosetse–Kazungula, Trans-Kalahari and Mmamabula– Lephalale rail links. The three projects have been earmarked for development through Public Private Partnerships (PPP). Upon completion, the Mosetse–Kazungula and Mmamabula–Lephalale rail links will unlock Botswana’s export potential by creating a direct rail route between markets in the southern and northern parts of Africa, thus making Botswana a transport hub. In addition, the two rail links, which will connect to the just-completed Kazungula Rail/Road Bridge, will open the north- south corridor, which is the shortest route through Botswana to the southern coast. 73 The Trans-Kalahari rail link will connect Botswana to the western coast, thus providing alternative access to Walvis Bay port in Namibia. Construction of new rail infrastructure (such as Mmamabula-Lephalale and Mosetse-Kazungula rail links) will require capacitation of dry ports at Walvis Bay and inland. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

4.1 Mmamabula-Lephalale Rail 80.00 0.00 80.00 Link Ongoing

4.2 Mosetse-Kazungula Rail Link 60.00 0.00 60.00 Sub Total 140.00 0.00 140.00

4.3 Optimal Utilisation of the Dry 10.00 30.00 40.00 Port at Walvis Bay Facility

4.4 Development of Inland Dry 10.00 20.00 30.00 New Ports

4.5 Trans-Kalahari Railway Link 5.00 20.00 25.00 (Connecting Gobabis-Ghanzi- Kuke) Sub Total 25.00 70.00 95.00 Total Estimated Cost 165.00 70.00 235.00

5.0 Airport Infrastructure Total Estimated Cost: P586.60 Million The Programme aims to provide safe, secure, and accessible aviation infrastructure in line with the ICAO Standards and Recommended Practices (ICAO SARPs). It will cover airports and airfield refurbishment as well as improvement of aeronautical, aviation safety and security systems. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

5.1 Improvement of Botswana 77.70 67.80 145.50 Airspace Project - Next Generation ATS Surveillance System – WAM with ADS-B; Transition to Next Generation Aeronautical System Wide Information Management and New Cyber Security

5.2 Maun Airport Development 60.00 0.00 60.00 (Compensation)

5.3 Installation and Improvement 60.00 0.00 60.00 of Airports Security Systems and Procurement of Airport Safety Equipment 74

5.4 Maun Airport Development 4.00 10.00 14.00 (Feasibility Study)

5.5 Airports Maintenance 49.20 49.20 98.40

5.6 Installation and Improvement 38.50 40.50 79.00 of Airports Security Systems and Procurement of Airport Safety Equipment

5.7 Upgrading of Air Navigation 42.50 57.50 100.00 Services Infrastructure

5.8 Seronga, Shakawe, Gumare 18.00 11.70 29.70 and Mamuno Airfield Development Sub Total 349.90 236.70 586.60 Total Estimated Cost 349.90 236.70 586.60

6.0 Air Botswana Finances Total Estimated Cost: P133.60 Million The objective of the Programme is to enhance the operational efficiency and ensure financial sustainability of Air Botswana. The Programme will cover refurbishment of facilities, privatisation of some parts of operations, acquisition of new equipment and building strategic partnerships with other airlines. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

6.1 Mandatory Engines and 91.50 0.00 91.50 (Components) Replacement

6.2 Maintenance of Grounded 12.10 0.00 12.10 Aircraft New 6.3 Air Botswana Privatization 25.00 5.00 30.00 Projects (Upgrade of Maintenance and Repair Facility) Total Estimated Cost 128.60 5.00 133.60 75

7.0 Social and Affordable Housing Total Estimated Cost: P181.50 Million The Programme aims at facilitating provision of affordable housing through a revolving credit scheme. It covers the provision of affordable loans to those eligible for the SHHA and Integrated Poverty Alleviation and Housing schemes, as well as to officers remunerated at D4 scale and below to enable them to build and refurbish their houses so as to promote home ownership by citizens. The Programme will also cover provision of residential accommodation for officers based at districts. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

7.1 Self-Help Housing Agency 0.00 17.40 17.40 (Home Improvement)

7.2 Self-Help Housing Agency - 69.00 70.00 139.00 Turnkey Development Scheme Ongoing

7.3 Integrated Poverty Alleviation 0.00 5.00 5.00 and Housing Scheme

7.4 Public Officers Housing 0.00 3.50 3.50 Scheme for D4 Scale and Below

7.5 Public Officers Housing 0.00 11.60 11.60 Scheme for D4 Scale and Below

7.6 District Housing Programme 0.00 5.00 5.00 Total Estimated Cost 69.00 112.50 181.50 76 2400 MINISTRY OF COMMUNICATIONS, KNOWLEDGE AND TECHNOLOGY

1.0 Information, Communication and Technology (ICT) Total Estimated Cost: P1, 160.00 Million The Programme focusses on digitalisation infrastructure network to ensure that the economy exploits technological solutions and unlocks opportunities for employment and wealth creation. The Programme will cover expansion, upgrading and deployment of network infrastructure and will also provide the pre-requisite ecosystem for research, development and innovation. Projects 2023/24 2024/25 Total Estimated Cost Pula Million

1.1. Government Data Network 120.0 150.00 270.00 1.2. e-Services 150.00 50.00 200.00

1.3. Government of Botswana 60.00 60.00 120.00 Ongoing Enterprise Architecture

1.4. Local Access Network 80.00 40.00 120.00

1.5. Backbone Network 80.00 40.00 120.00 16. International Connectivity 35.00 35.00 70.00

1.7. Cyber Security 25.00 15.00 40.00 Sub Total 550.00 390.00 940.00

1.8. ICT Policies and Governance 35.00 20.00 55.00 Framework

1.9. Aggregation of Citizen 10.00 5.00 15.00 Identifiers (eID)

1.10. Service Management 25.00 25.00 50.00 Robotics and Analytics (AI)

1.11. Program, Portfolio and 10.00 5.00 15.00 New Project Management Systems

1.12. Procurement and Contract 10.00 5.00 15.00 Management

1.13. Asset, Facilities, Vehicle 10.00 5.00 15.00 Fleet and Fuel Management

1.14. Documents and Records 10.00 5.00 15.00 Management Systems

1.15. Land and GIS Management 20.00 20.00 40.00 System Sub Total 130.00 90.00 220.00 Total Estimated Cost 680.00 480.00 1,160.00 77

2.0 Research and Development Total Estimated Cost: P495.00 Million The objective of the Programme is to promote research and development. Among others, Programme components include research capacity building and research funding for technology innovation, culture, indigenous knowledge, climate change and natural resources as well as electronics and building material studies. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

2.1. Research Capacity Building 40.00 40.00 80.00

2.2. Research Funding 35.00 45.00 80.00

2.3. Implementation of Research, 30.00 30.00 60.00 Science and Technology Innovation

2.4. Climate Change Projects 20.00 5.00 25.00 Research Studies Ongoing

2.5. Natural Resources and Material 10.00 10.00 20.00 Projects Research Studies

2.6. ICT and Electronics Research 10.00 10.00 20.00 Studies

2.7. Energy Research Studies 10.00 10.00 20.00

2.8. Building Materials Research 10.00 0.00 10.00 Studies

2.9 Innovation Funding 100.00 80.00 180.00 Total Estimated Cost 265.00 230.00 495.00

3.0 Radiation Protection Inspectorate Total Estimated Cost: P35.00 Million The objective of the Programme is to provide funding for the detection and surveillance of radioactive materials both along national borders and within the country and ensure their safe and secure storage and disposal. These measures will enhance the capacity of Botswana as a member of the International Atomic Energy Agency, to provide robust and reliable data management systems for storage of nuclear data and its usage. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

3.1. Radioactive Material Border 5.00 10.00 15.00 Ongoing Detection Systems

3.2. Orphan Radioactive Storage 10.00 10.00 20.00 Facility Total Estimated Cost 15.00 20.00 35.00 78 2500 MINISTRY OF DEFENCE AND SECURITY

1.0 MDS Headquarters

1.1 Procurement of ICT Equipment Total Estimated Cost: P3.30 Million The Programme entails the enablement of security licensing and the procurement of new ICT equipment for the newly established Drug Enforcement Agency (DEA) and the Chemical, Biological, Radiological and Nuclear Management Authority (CBRNMA). The equipment includes desktop computers, laptops, printers and related ICT gadgets. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

1.1.1 Automation of Security 2.20 0.00 2.20 Ongoing Licensing Sub Total 2.20 0.00 2.20

1.1.2 Procurement of ICT 1.00 0.10 1.10 New Equipment Sub Total 1.00 0.10 1.10 Total Estimated Cost 3.20 0.10 3.30

1.2 Vehicle Fleet Expansion Total Estimated Cost: P1.60 Million The objective of this Project is to procure vehicles for the newly established Drug Enforcement Agency and the Chemical, Biological, Radiological and Nuclear Management Authority. Project 2023/24 2024/25 Total Estimated Cost PULA Million

1.2.1 MDS Vehicle Fleet 1.60 0.00 1.60 New Expansion Total Estimated Cost 1.60 0.00 1.60 79

2.0 Development of Botswana Defence Force (BDF) Total Estimated Cost: P4, 259 Million The objective of the Project is to provide infrastructure, equipment, aircraft and vehicles in order to address security challenges, including emerging threats. Project 2023/24 2024/25 Total Estimated Cost PULA Million

2.1 Development of BDF 1,944.70 2,314.30 4,259.00 Ongoing Total Estimated Cost 1,944.70 2,314.30 4,259.00

3.0 Botswana Police Service (BPS)

3.1 BPS Facilities Total Estimated Cost: P1, 342.50 Million The aim of the Programme is to construct new police stations, expand and refurbish existing facilities as well as acquire residential accommodation for BPS staff. There is a total of eight (8) projects covering 250 housing units and 10 police posts in various locations. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

3.1.1 Block 10 (Gaborone) Police 10.00 110.00 Station 100.00

3.1.2 Block 10 (Gaborone) Police 10.00 3.00 13.00 Staff Houses

3.1.3 Construction of Police Posts 20.00 20.00 40.00 and Base Camps in Tsau, Mapoka, Kaudwane, Tshidilamolomo, Khakhea, Motlhabaneng and Dimajwe Ongoing

3.1.4 Letlhakane Police Station and 40.00 100.00 140.00 28 Staff Houses

3.1.5 Forensic Laboratory and 20.00 20.00 40.00 Forensic Science Equipment

3.1.6 BPS Hangar at Sir Seretse 0.50 0.50 1.00 Khama International Airport

3.1.7 Semolale Police Station and 0.50 0.00 0.50 26 Staff Houses

3.1.8 Maitengwe Police Station and 10.00 10.00 20.0 31 Staff Houses

3.1.9 Air Support 30.00 80.00 110.0 80 Projects 2023/24 2024/25 Total Estimated Cost

3.1.10 Purchase of Specialised 20.00 20.00 40.00 Vehicles

3.1.11 Maintenance of Estate and 20.00 25.00 45.00 Equipment, CPS and Urban (Gaborone) and Molepolole

3.1.12 Global Surveillance 15.00 15.00 30.00 Monitoring System

3.1.13 Smartzone 10.00 10.00 20.00

3.1.14 Roll Out of HRMS 8.00 10.00 18.00

3.1.15 Crime Analysis Systems 2.00 2.00 4.00 (ABIS)

3.1.16 Safer City 80.00 160.00 80.00 Sub Total 296.00 495.50 791.50

3.1.17 Construction of 22 Police 100.00 156.00 256.00 Posts with Seven (7) Houses Each and Base Camps in Marapong, Sebina, Mankgodi, Makaleng, Khawa, Dobe, West Hanahai, Mogoditshane (Tsolamosese), Eretsha and Serowe (Basimane Ward)

3.1.18 SSG Francistown, Workshop 5.00 60.00 65.00 and 150 Staff Houses New

3.1.19 Molepolole Police Station 0.00 10.00 10.00 and 150 Staff Houses

3.1.20 Re-construction of 53 Peleng 10.00 40.00 50.00 Staff Houses

3.1.21 Maintenance of Estate and 20.00 20.00 40.00 Equipment in CPS Francistown, Mabutsane, Kanye Staff Houses (Sejelo) and Kasane

3.1.22 Provision of Staff Houses at 10.00 50.00 60.00 Various Locations

3.1.23 Police Headquarters 10.00 60.00 70.00 Expansion Sub Total 155.00 396.00 551.00 Total Estimated Cost 451.00 891.50 1,342.50 81

3.2 Police Telecommunications Total Estimated Cost: P47.10 Million The objective of this Programme is to enhance connectivity and access to services by citizens, while improving the intelligence capacity of the BPS in dealing with cyber security issues. The Project entails improvement to police infrastructure and the use of digital technology in policing. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

3.2.1 Installation of Multi-media 0.00 12.10 12.10 Area Network New 3.2.2 Cyber Security and 0.00 35.00 35.00 Intelligence Management Sub Total 0.00 47.10 47.10 Total Estimated Cost 0.00 47.10 47.10

3.3 Unmanned Aerial Vehicles (UAV) Total Estimated Cost: P85.00 Million The objective of this Project is to enhance surveillance and crime investigations in the Police Service. It entails the acquisition of drones to serve as eyes in the sky for police officers on the ground, providing the police with a much larger aerial field of view. The Project will also map and recreate crime scenes, resulting in improved crime scene management and response time. Project 2023/24 2024/25 Total Estimated Cost PULA Million Unmanned Aerial Vehicle (UAV) 10.00 75.00 85.00 technology New Total Estimated Cost 10.00 75.00 85.00 82

4.0 Botswana Prison and Rehabilitation Services Prison Facilities Total Estimated Cost: P392.30 Million The objective of the Programme is to improve prison security through provision of facilities for the Botswana Prison and Rehabilitation Services. This entails construction of housing units for both staff and prisoners as well as offender rehabilitation and service delivery within the Prison Service. Additional prison officers will be recruited to enhance the ability of the prison service to carry out its mandate in a more efficient and effective manner. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

4.1.1 Fencing of Prison Facilities - 15.00 25.00 40.00 Selected Prisons

4.1.2 Refurbishment of Prison 20.00 20.00 40.00 Facilities

4.1.3 Prison Security Equipment 10.00 20.00 30.00

4.1.4 Installation of Standby 2.00 0.50 2.50 Ongoing Generators

4.1.5 Computerisation of Prison 8.50 2.40 10.90 System

4.1.6 Integrated Prison Security 0.40 0.00 0.40 Solution

4.1.7 Communication Equipment 10.00 3.00 13.00

4.1.8 Staff Housing - Department 21.30 46.60 67.90 of Prisons Sub Total 87.20 117.50 204.70

4.1.9 Vehicle Fleet Expansion 20.00 15.00 35.00

4.1.10 Prisons Headquarters 6.00 0.50 6.50 Building

4.1.11 Establishment of 10.00 1.60 11.60 Rehabilitation Centre at Lobatse

4.1.12 Framing Infrastructure and 25.50 5.00 30.50 Equipment

4.1.13 Introduction of Offender 1.00 6.00 7.00 Case Management

4.1.14 Relocation of Kasane 10.00 50.00 60.00 New Prison

4.1.15 Improvements to 0.50 5.00 5.50 Gaborone Women's Prison

4.1.16 Construction of Staff 5.00 10.00 15.00 Houses - Various Locations

4.1.17 Construction of Security 0.00 5.00 5.00 Wing, Farm and Staff Houses at Sepopa

4.1.18 Establishment of Prison Air 1.50 10.00 11.50 Wing Sub Total 79.50 108.10 187.60 Total Estimated Cost 166.70 225.60 392.30 83 2800 ETHICS AND INTEGRITY DIRECTORATE

1.0 Ethics and Integrity Infrastructure Total Estimated Cost: P3.30 Million The objective of this Programme is to facilitate submission of complete and correct declarations by declarants in line with the Declaration of Assets and Liabilities Act. A project to digitalize the Botswana’s assets and liabilities declaration system is currently being developed. This will make it easier for declarants to complete and send declaration forms electronically. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

1.1 ICT Equipment 1.50 0.00 1.50 New

1.2 Vehicle Fleet (Expansion) 1.20 0.60 1.80 Total Estimated Cost 2.70 0.60 3.30 84 2900 MINISTRY OF JUSTICE

1.0 Computerisation Total Estimated Cost: P14.00 Million The Programme entails the development of the asset management system for the Office of the Receiver and Legal Aid Botswana ICT infrastructure (upgrade and digitalisation) which includes, among others, case management and electronic records management systems. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

1.1 Development of Project 7.00 1.00 8.00 Management System New 1.2 Legal Aid Botswana ICT 5.00 1.00 6.00 Infrastructure (Upgrade and Digitalization) Total Estimated Cost 12.00 2.00 14.00 85

2.0 Infrastructure Development Total Estimated Cost: P106.40 Million This Programme is aimed at enhancing government effectiveness, rule of law, voice and accountability. It comprises different infrastructure projects which include water supply and rehabilitation; construction of conference facility, offices and staff housing; construction of access road; and, paving of internal roads at the Dukwi Refugee Camp. The Project also covers office relocations, development of the Receiver’s warehouses, and establishment of Legal Aid Botswana’s offices in Ghanzi and Letlhakane as well as expansion of vehicle fleet. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

2.1 Upgrading of Dukwi Refugee 1.00 0.00 1.00 Ongoing Camp Clinic Sub Total 1.00 0.00 1.00

2.2 Dukwi Water Supply 5.80 0.50 6.30 Rehabilitation

2.3 Construction of Conference 2.50 0.00 2.50 Facility and Offices - Dukwi Refugee Camp 24.5 3.8 28.3

2.4 Development of Office of the Receiver Warehouse - Gaborone

2.5 Development of Office of the 0.00 11.10 11.10 Receiver Warehouse - Francistown

2.6 Development of Office of the 0.00 0.60 0.60 Receiver Warehouse - Lobatse New 2.7 Establishment of Legal Aid, 12.00 7.20 19.20 Ghanzi Office.

2.8 Relocation of Francistown, 6.00 7.30 13.30 Kasane and Maun Centres

2.9 Establishment of Legal Aid 0.00 12.00 12.00 Letlhakane Office.

2.10 Vehicle Fleet Expansion - MoJ 1.20 3.40 4.60

2.11 Construction of Access Road 3.50 0.00 3.50 from A1 Highway and Paving of Internal Roads - Dukwi Refugee Camp

2.12 Maintenance of Facilities - 4.00 0.00 4.00 Old Staff Houses, Office Facilities and Community Hall Sub Total 59.50 45.90 105.40 Total Estimated Cost 60.50 45.90 106.40 86 3000 MINISTRY OF ENTREPRENEURSHIP

1.0 Infrastructure Development Total Estimated Cost: P462.00 Million The objective of this Programme is to support infrastructure development as well as build capacity of the SMEs with the aim of enhancing their productivity and competitiveness towards sustainable and inclusive economic growth through a cluster-based approach. The built infrastructure will support the establishment of SME business hubs with affordable and appropriate Common Facility Centres (CFCs). The hubs will work with established anchor firms in priority value chains to take advantage of both local and export opportunities. The Programme will also help to promote resource efficiencies and achieve economies of scale in value chain development by increasing the accessibility and supply of support services for businesses. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

1.1 Development of the Leather 150.00 100.00 250.00 Industry Park

1.2 Livestock Marketing 20.00 72.00 92.00 Ongoing Concentration Centre in Tsabong and Serowe

1.3 National Agro-processing 10.00 50.00 60.00 Centre in Gaborone and Francistown Sub Total 180.00 222.00 402.00

1.4 Construction of SME Business 10.00 50.00 60.00 New Hubs (e.g. Horticulture Hubs along A1 Highway and in Francistown) Sub Total 10.00 50.00 60.00 Total Estimated Cost 190.00 272.00 462.00 87

2.0 MoE Computerization Total Estimated Cost: P32.50 Million The Programme aims to develop infrastructure to facilitate entrepreneurs to access online services in order to develop their enterprises. It will cover electronic cooperative registration, e-commerce, and agricultural marketing application. Projects 2023/24 2024/25 Total Estimated Cost PULA Million

2.1 MoE Management 3.00 0.00 3.00 Information System (Electronic Ongoing Cooperative Registration)

2.2. MoE Management 3.50 8.00 11.50 Information System (Agricultural Marketing Application) Sub Total 6.50 8.00 14.50

2.2. MoE Management 0.00 18.00 18.00 Information System (e- New Commerce and Development of Integrated Critical Management System for Cooperative Centre) Sub Total 0.00 18.00 18.00 Total Estimated Cost 6.50 26.00 32.50 88

3.0 Doing Business Reforms Total Estimated Cost: P1, 085.00 Million The Programme aims to accelerate the growth of Small, Medium and Micro Enterprises (SMMEs) as well as support capacity building of some selected enterprise development institutions through provision of tailor-made business advisory services, monitoring and financial support. 2023/24 2024/25 Total Estimated Cost Projects PULA Million

3.1. Enterprise Competitiveness 5.00 5.00 10.00 - TOKAFALA Ongoing 3.2. Cluster Development 0.30 0.33 0.63 Sub Total 5.30 5.33 10.63

3.2 Promotion of Entrepreneurial 20.00 20.00 40.00 Culture and Mindset Change – e.g., through National Campaigns and Stakeholder Engagement New 3.3 Hosting Entrepreneurship 25.00 10.00 35.00 Summits

3.4 Entrepreneurship Financing 500.00 500.00 1,000.00 (Recapitalize CEDA for Value Chain Financing) Sub Total 545.00 530.00 1,075.00 Total Estimated Cost 550.00 535.00 1,085.00 89

4.0 Wealth Creation Total Estimated Cost: P193.50 Million The Wealth Creation Programme will continue to address issues affecting the livelihoods of Batswana at community level. The aim of this Programme is to eradicate poverty and ensure food security through relevant programmes in the agriculture, housing, social protection, youth development and education sectors. The Programme will reduce inequality and vulnerability as well as help the poor and vulnerable to graduate from dependency on social protection/hand-outs and better manage risks they are exposed to in their day-to-day lives. Its ultimate objective is to reduce subsistence and increase market-oriented activities that integrate informal and micro-enterprises into value chains that create sustainable jobs and improve livelihoods. Project 2023/24 2024/25 Total Estimated Cost PULA Million

4.1 Development of Micro 89.50 104.00 193.50 Ongoing Enterprises Total Estimated Cost 89.50 104.00 193.50 90