VISION 2016 COUNCIL STRATEGIC PLAN 2004 – 2006
Thotoetso ya Tiragatso ya Tebelopeple 2016
(Facilitating the Implementation of Vision 2016)
CHAPTER 1
1.0
INTRODUCTION1
1.1
VISION 2016 – A long Term Vision for Botswana
The development plans of Botswana have always been upon the four
national principles, which are Democracy,
Development,
Self-
Reliance and Unity. These principles are still valid today, and must
be re-focused to embrace change and relate to Botswana’s current
level of development.
The fifth principle for Botswana will be Botho. Botho as a concept
must stretch to its utmost limits the largeness of the spirit of all
Batswana. It must permeate every aspect of our lives, like the air we
breathe, so that no Motswana will rest easy knowing that another is in
need.
By the year 2016, Botswana will be an educated, informed nation. All
people will be able to have good quality education that is adapted to
the needs of the country. Schooling will be universal and compulsory
to the secondary level. Good quality vocational and technical training
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Vision 2016:
1
will be available at secondary level and beyond as an alternative to
academic study.
Entrepreneurship and business skills will be an
integral part of all schooling. No student will be disadvantaged by
ethnic origin, gender, language or remoteness of settlement.
Batswana will be in the forefront of information technology with state
of the art communications equipment, and will play a full part in the
coming information age.
All people will have access to telephones,
national newspapers, radio and television services, and to computer
equipment. Information about the operations of Government of other
organizations will be freely available to all citizens.
By the year 2016, Botswana will be a prosperous, productive and
innovative nation.
Batswana will be a hard working and disciplined
people with a diversified economy. Agriculture, industry, mining and
services will be productive and vital components of economic activity.
Botswana’s development will be sustainable, and will take account of
the preservation of the environment and renewal of resources.
Incomes in Botswana will have been raised closer to those in developed
nations. All Batswana, male and female will have the opportunity of
paid employment, access to good quality housing, as well as increased
resource ownership.
By the year 2016, Botswana will be a compassionate and caring
nation. Income will be distributed equitably. Poverty will have been
eradicated, and there will be an efficient social safety net for those
who suffer misfortune. All Batswana will have access to good quality
2
health services, sanitation and nutrition. The negative impact of the
AIDS epidemic in Botswana will have been halted and reversed.
By the year 2016, Botswana will be a safe and secure nation. Violent
crime will have been eliminated, and there will be full protection of
individual rights. Batswana will have confidence in law enforcement
agencies, and standards of road safety will be high. The people and
borders of Botswana will be protected by a small, disciplined and
accountable national defence force.
By the year 2016, Botswana will be an open, democratic and
accountable nation.
There will be a system of decentralized
democracy and political tolerance. Civil society will play a full part in
the development of the country, alongside Government. The nation’s
leaders will be open and accountable to the people.
The role of
traditional leaders will have been enhanced. Freedom of expression as
well as press freedom will be fully protected.
By the year 2016, Botswana will be a moral and tolerant nation.
There will be high standards of personal morality, and tolerant social
attitudes towards people of different cultures, ethnic traditions,
religions or disabilities.
By the year 2016, Botswana will be a united and proud nation, sharing
common ideals, goals and symbols.
Society will be underpinned by
resilient family values with a strong sense of tradition and pride in its
history.
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1.2
The Vision Council
A Vision Council must be set up to monitor and evaluate the
implementation of the Vision. The Council must have statutory powers
to collect information, call authorities to account, and to guide and
monitor the policies during implementation. The meetings, hearings
and investigations of the Council will be conducted in a transparent
manner.
The Council should consist of all of the major stakeholders in the
Vision. There will be Government representatives in the Council, but
the civil society and the private sector representatives will be the
majority. The membership should be about 50 persons, appointed for
3-year term. Members will be eligible for reappointment at the end
of their terms.
The Council will have working committees that monitor the progress in
each of the main strategy sections of the Vision, and report on a
regular basis in a public and transparent manner. The Council must be
financed from the Government budget.
The Council will publish its findings widely by issuing periodic progress
reports and recommendations to public and implementing agencies.
There will be a national conference to review the Vision every two
years in order to allow more stakeholder participation, and to review
progress.
4
1.3
The Current Implementation Structure of Vision Council
Vision Council
Vision Forums
BIDPA – Vision
Secretariat
1.3.1 Dedicated Council Secretariat Staff
1.4

Vision Coordinator x 1

Publicity Manager x 1

Monitoring Specialist x 1

Forum Secretary

Council Secretary x 1

Executive Secretary x 1
x1
Vision Council Strategic Plan
A Vision 2016 Stakeholder Conference was held in 2003 to take stock
of where the nation was in terms of realizing the objectives of the
National Vision. Even though there was no definitive answer as to the
5
exact progress made so far in this regard, the Conference revealed
the need for a multi-year perspective plan to help operationalise the
goals of Vision 2016.
Following the Conference, the Vision Council expressed the need for a
strategic plan to guide and direct the effective implementation of
Vision 2016. To this end, the Council set in motion the machinery for
the development of a strategic plan with concise vision and explicit
mission statement.
A Strategic Retreat to Selebi Phikwe was
scheduled for October 20 and 21, 2003 to develop strategic plan and
help mobilize resources towards the achievement of Vision 2016 goals.
6
CHAPTER TWO
2.0
VISION, MISSION, AND VALUES
2.1
Introduction
While the vision describes the direction the Vision Council intends
taking, and what it will look like in the future in terms of efficiency
and effectiveness, the mission statement focuses on the principal
services and strategies and the reason for the Vision Council’s
existence. Related to this and derived from it over-time is the Vision
Council’s culture (values). During its existence since the appointment,
the Vision Council has developed values and beliefs, a philosophy of
life, ethical standard, attitudes, and the “chemistry” which surrounds
the work environment that gives it a definite character.
2.2
Council’s Vision
Bearing in mind the multiplicity and complexity of forces that
inevitably impinge on the environment within which the Vision Council
operates, the Council’s Vision is to re-position and re-orient itself to
address both present and future opportunities and threats, thus
becoming a World Class Vision Council.
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VISION
To be a world class Council and the nation’s leading motivator,
advocate and authority for the achievement of Vision 2016.
2.3
Council’s Mission Statement
In furtherance of this Mission and in collaboration and partnership
with relevant stakeholders, the Vision Council is responsive to the
nation’s needs, is committed to professionalism, quality and integrity
as well as to innovation and the application of the most effective
strategies in realising Vision 2016 objectives.
MISSION STATEMENT
We exist to effectively and efficiently promote, drive, monitor,
evaluate and report on the attainment of Vision 2016 goals,
ensuring active involvement and participation of all stakeholders.
2.4
Vision Council Shared Values
The Vision Council’s shared values consist of culture, philosophy and
the “modus vivendi” regulating the work environment and giving the
Council a definite character.
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SHARED VALUES





Botho
Result-Oriented
Openness, honesty and sincerity
Passion for the Vision 2016
Team Work
2.4.1 Professional Image of the Vision Council

Continually improving knowledge and expertise to
guarantee first-class implementation of Vision 2016

Working together with openness, trust and mutual
respect

Operating in a spirit of unity of purpose

Upholding the noble principles of professionalism and
integrity
The Vision Council will aspire to excellence, teamwork and dedication
to the ideals for which it was established.
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CHAPTER THREE
3.0
STRATEGIC BUSINESS MODELLING
3.1
Introduction
The chapter deals with the Council’s initiative to spell out in some
detail the paths along which its Vision and Mission will be
accomplished. In this phase of the planning process, the retreat team
reviewed the current Vision implementing structures with a view to
develop the most effective structures towards the fulfillment of the
overall Vision 2016.
The strategic business modelling generally consists of three major
elements:
1.
Identifying
the
major
implementing
structures
or
the
organization’s strategic profile that will help it to fulfill its
mission.
2.
Identifying the key activities that are undertaken in order to
achieve the objectives.
3.
SWOT analysis that assesses both the internal and external
environment of the organisation.
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3.2
Vision Council Implementing Structures and Activities
Implementing Structures
1. Vision Council
2. Forums
3. BIDPA/Vision Secretariat
Activities

Monitoring and Evaluation

Review functions of Vision Council

Reporting

Staff appointment

Resource Mobilisation

Advocacy

Promotion of Vision 2016

Promoting “Smart” Partnership

Support Vision Forums

Public hearing and Investigation

Budgeting and Planning

Policy Formulation

Strategic direction

Vision 2016 promotions

Implementing Council decisions

Reporting
 Budget and Funds Administration
 Staff Recruitment and Appointment
 Provision of Office facilities
 Staff Supervision
 Purchasing and Procurement of goods and
services
 Research and Studies
 Servicing Vision Council
 Servicing the Forums
 Vision 2016 publicity and promotion
 Monitoring and Evaluation
 Implementation of Council decisions
 Advices Vision Council
 Staff Training and Development
 Reporting
 Resource Mobilisation and allocation
 Supports Stakeholders
 Arranges and Services Conferences,
Forums and Seminars
 Develops Terms of References for
Consultancies and Studies
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

3.3
Prepares and develops implementation plans
Liaison with key stakeholders
SWOT Analysis
This process looked at both the internal and external environments of
the Vision Council. The internal environment factors are strengths
and weaknesses and external environment are opportunities and
threats.
3.3.1 Strengths

Diverse skills of Council membership

Documentation of Vision 2016

Vested interest in the success of Vision 2016

Some committed Secretariat staff

Some dedicated Council members

Monitoring and evaluation tool

Legitimate existence
3.3.2 Weaknesses

Weak Secretariat

Status of Vision Council (should be supreme)

Competing needs for Council members (no time for
Council business)

Understaffing/limited HRs for the Secretariat

Limited financial resources
12

Lack of statutory powers to enforce compliance

Constraining management contract with BIDPA

Lack of operational procedures for Council members
(charter)

Lack of role clarity – BIDPA/Secretariat/Vision Council

Lack of visibility of Vision 2016 Council

Limited administrative support systems and facilities

Dual line of reporting by Vision Secretariat

No implementation plans
3.3.3 Opportunities

Compliance to Vision 2016 of NDP9 and DDPs

Support and backing of the Office of President

Potential donor support

Goodwill of stakeholders – business community and
individuals

Strategic partnerships – NEPA, MDG, etc.

Conducive political environment

Availability of financial resources

Developed scenarios by Vision Council and BNPC

Buy-in by members of public

Population size (easily reached)

Sound national policy framework
3.3.4 Threats

Poor performance by Vision Council
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
Resistance to change

HIV/AIDS

Weak implementation capacity of National policies

Regional political instability

Globalisation

Population size (too small)

Competing needs for the national funds

Party-politicisation of Vision 2016
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CHAPTER FOUR
4.0
STRATEGIC OPTIONS AND CRITICAL SUCCESS FACTORS
4.1
Introduction
Chapter four deals with strategic options and critical success factors
that are required for the successful achievement of Council’s
strategic goals.
Capital to any organization’s strategic planning
process is its “mindset” that profoundly affects how the organization
behaves when faced with environmental challenges.
4.2
Requirements
Strategic options are the various identified courses of action open to
Vision Council in order to fulfill its mandate.
If the Council is to
successfully execute the strategic options and therefore fulfill its
mandate, certain conditions and prerequisites (critical success
factors) must be in place. The table 1 below outlines the strategic
options:
NB:
Chapter four responds to SWOT analysis and focuses on
internal capacity building to enable the Vision Council to fulfill its
mandate as articulated in Chapter five.
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Table 1:
Strategic Options, Critical Success Factors and Strategies
Strategic Options
1. Strengthen
Vision
Secretariat to
effectively drive
the
implementation of
Vision 2016.
Critical Success Factors
1.1 Competent and
motivated Secretariat
staff.
Strategies
1.1.1 Revise recruitment and selection
system to net the right people
and reprofile jobs
1.2 Adequate staff to
match the Vision
implementation
workload
1.2.1
1.3 Competitive and
attractive working
conditions.
1.3.1 Review current working
conditions of the Secretariat
staff.
2. Internal
monitoring and
Evaluation
System
2.1 Performance appraisals
2.1.1 Establish performance
management system
3. Building
Capacity of
Vision 2016
Implementing
Structures
3.1 Working Conditions
3.1.1
3.2 Monitoring and
Evaluation
Instrument
3.2.1
Review current staff
complement in context of the
Vision implementation
requirements.
Provide adequate office/
infrastructural facilities
Develop effective monitoring
and evaluation instrument.
3.2.2 Develop periodic monitoring
and evaluation plans and
schedules.
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4. Improve profile
of Vision Council
and Secretariat
4.1 High caliber and
qualified staff and
Council members
4.1.1 Develop effective job profile
for the Secretariat positions.
4.1.2 Design effective recruitment
system
4.2 Expertise to help guide 4.2.1
implementation of
Vision 2016
5. Identify project
Funding Sources
Engage qualified expertise.
4.3
Adequate Funds
4.3.1 Mobilise financial resources
4.3.2 Develop development budget
for capacity building
4.4
Enabling climate
4.4.1 Establish effective
communication system.
4.4.2 Engage in participative
management style.
4.5
Commitment to
Vision 2016
4.5.1
Full involvement of
stakeholders
5.1
Fund raising
strategies
5.1.1
Good public relations with
potential funders
Develop Vision 2016 credible
implementation strategies that
will attract funding.
Knowledge of donor
preferences
5.2.1 Study donor funding policies
5.2.2 Study bilateral agreements
with Government of Botswana.
5.2
5.3 Credibility
5.1.2
5.3.1
Keep donors and funders
abreast of Vision 2016
progress.
5.3.2 Provide funders/donors with
financial reports and relevant
documents.
5.3.3 Ensure quality delivery of all
donor funded projects.
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6. Staff Training
and Development
7. Improve physical
facilities and
Equipment
6.1 HR development
policy
6.1.1
6.2 Staff training and
development budget
6.2.1
6.3 Strategic alliances
with external similar
organizations
6.3.1
7.1 Acquiring additional
facilities
7.1.1
6.1.2
Develop in-house training
programmes
Identify credible external
programmes
Identify staff training and
development needs.
6.2.2 Secure sponsorship for
training through Government
bilateral sources
Public relations initiatives with
external organization
6.3.2 Negotiate staff secondment
with other organizations.
7.1.2
Lobby with Government to
fund/allocate adequate
facilities
Lobby for funds for
construction of new, up to
date facilities.
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CHAPTER FIVE
5.0
GOALS, KEY RESULTS AREAS (KRAs) AND KEY DELIVERABLES
5.1
Key Deliverables
Key Result Areas – Determine what
the Council will be judged upon. They
are the critical “must achieve” for the
organisation.
Goals – These are statements of
intent and are normally long term.
Goals specify the hopes of the
Organisation in terms of a
particular situation to be
reached in a futuristic period.
Strategic Objectives – They are
Key Performance Indicators –
specific statements of accomplishments
These are indicators that goals
or output the organisation is determined
and objectives are being met.
to achieve. Strategic objectives should be
SMART i.e. Specific, Measurable,
Achievable, Realistic and Time bound.
Strategic objectives are derived from goals.
5.2
Key Result Areas (KRAs)
1.
2.
3.
4.
5.
Strategic Direction and guidance
Monitoring and evaluation of Vision 2016 implementation
Publicity and promotion of Vision 2016
Resource mobilization and support services
Management and coordination of Vision 2016 activities
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5.3
Strategic Plan Log Frame for the Period 2004 – 2006
Key Performance Area
Goals
1. Strategic Direction and
Guidance

To inculcate a
culture of
excellence and
productivity in the
Vision Council and
Secretariat and the
nation at large
Strategic Objectives
Key Performance Indicators
1.1



1.2
1.3
1.4
1.5
2. Monitoring and
Evaluation of Vision
2016 Implementation

Ensure effective
implementation of
Vision 2016
2.1
2.2
2.3
2.4
To develop operational policies
and procedures to direct Vision
Council by December 2004.
To establish the operations of
the working committees and
evaluate their performance by
July 2004.
Review the effectiveness of the
operations of the forums by
June 2004
To establish networks and
strategic alliances by December
2005.
Submit periodic progress
reports to all relevant
stakeholders beginning January
2004.
To have fully operational M & E
system by December 2004.
To install fully functional M & E
system in all key stakeholders’
operations by November 2006.
To have trained all M & E endusers by December 2006.
Periodic review of the
performance of the M & E system









Activities
Operational policies
HR policies and procedures
Strategic plan (Vision,
Mission)
Corporate budgets
Committees and
implementing structures in
place
Strategic linkages and
networks with stakeholders



Monitoring and Evaluation
instruments
M & E system in place
Use of M & E by
stakeholders
M & E reports
School participation in
Vision 2016
Compliance with Vision










Council meetings
Policy formulation
Policy and procedure
approvals
Conducting workshops
and seminars
Budget development
and approvals
Benchmarking
Staffing
Technical advice by
Secretariat to both
the Council and forums.
Develop the M & E
system
Fund mobilization to
engage the consultant
Install M & E system at
CSO and other sites
Training stakeholders
Data collection and
analysis
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beginning October 2004.
2.5 To ensure alignment of NDP9 to
stakeholder plans for Vision 2016
compliance by November 2005
2016 by stakeholders



3. Publicity and
Promotion of Vision
2016
4. Resource
Mobilisation and


To mobilize the
nation to buy-in and
to uphold the
principles of Vision
2016 to enhance
ownership and
implementation.
To create efficiency
and effectiveness in
3.1 To develop a consolidated
publicity strategy by July 2004.
3.2 Host publicity strategy workshop
by July 2004
3.3 Regular production of publicity
and promotional materials.
3.4 Pilot translation of publicity and
promotional materials into two
other local languages by August
2006
3.5 To develop website by April 2004
3.6 To conduct Vision 2016 awareness
survey by September 2005.
3.7 To hold annually vision 2016
Awareness month activities
beginning March 2004
3.8 Establish Vision 2016 annual
award system by July 2004
3.9 To build/identify Vision 2016
champions in schools by
November 2006.
4.1 To continuously solicit financial
support from private sector and



Public awareness of Vision
2016
Buy-in and ownership level
of the key stakeholders
Alignment of sectoral plans
to Vision 2016
Incorporation of Vision
2016 into school curricula.
Impact assessment reports
Vision 2016 publicity and
promotional materials
Translated materials
Marketing channels


Operational budget
Support by donor and



















Workshops and
seminars
Continuous review of
the M & E system
Analysis of stakeholder
strategic plans for
compliance.
Workshops and
seminars
Kgotla meetings
Exhibiting at Trade
fairs and other shows
Media briefings
Panel discussions and
public debates.
Lobbying all the
strategic partners
Awareness week/month
Road shows
Materials translation
Drama groups
Awards ceremonies
Promotional and
publicity materials
development
Planning and budgeting
Strategy development
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Support Services
5. Management and
Coordination of
Vision 2016 Activities
the operations of
Vision 2016
implementing
structures

To develop
management and
coordination system
for quality service
delivery
donors beginning March 2004.
4.2 Develop consolidated fund
raising strategy by December
2005.
4.3 Develop financial and other
resource management control
guidelines by June 2004
4.4 To regularly encourage the
spirit of voluntarism to
strengthen involvement and
participation in Vision 2016
activities beginning July 2004.
4.5 Develop procurement policies
/procedures by December 2004
5.1 To develop staff competencies by
July 2005
5.2 To develop and put in place staff
retention strategies by
December 2004.
5.3 Review the operational systems
of Vision Secretariat by May
2004.
5.4 Develop implementation plans
annually beginning February
2004
5.5 Benchmarking and networking
with world class countries by
December 2006.










private sector
Procurement policies and
procedures
Fund raising strategy
Expenditure control system
Calendar of fund raising
and resource mobilization
events
Secretariat operational
policies/procedures
Efficiency and
effectiveness
Competent staff
Staff retention rate
Implementation plans
Benchmarking and strategic
alliances.









Tendering,
procurement and
purchasing
Fund raising events
Policy development
Fund raising road
shows
Activity planning
Training and
development
Recruitment and
selection
Performance
management
Staff supervision.
22