STRATEGIC PLAN2018-2023

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CONTENTS

Foreword ii - iii Acronyms iv - v Executive Summary vi - xi1.0 The Methodology 12.0 Situation Analysis: Key Findings 32.1 Macro-economic environment 62.1 Internal Environment Scan 82.2 The External Environment Scan 92.3 Stakeholders’ Analysis 112.4 Key Challenges 143.0 Mission, Vision and Core Values 174.0 The Strategic Plan 184.1 Strategic Thrusts 184.1.1 The dynamics of the Four Strategic Thrusts of Business Botswana 194.2 Justification 194.3 Strategic Objectives 245.0 The Implementation Programme 345.1 The Expected Outcomes 345.1.1 Specific Expectations 345.1.2 General Expectations 366.0 Monitoring & Evaluation Framework 377.0 The Resource Mobilization Plan 388.0 Annexes 1 Logframe Matrix for Business Botswana 39-84 M & E Implementation Plan

CONTENTS

Foreword ii - iii Acronyms iv - v Executive Summary vi - xi1.0 The Methodology 12.0 Situation Analysis: Key Findings 32.1 Macro-economic environment 62.1 Internal Environment Scan 82.2 The External Environment Scan 92.3 Stakeholders’ Analysis 112.4 Key Challenges 143.0 Mission, Vision and Core Values 174.0 The Strategic Plan 184.1 Strategic Thrusts 184.1.1 The dynamics of the Four Strategic Thrusts of Business Botswana 194.2 Justification 194.3 Strategic Objectives 245.0 The Implementation Programme 345.1 The Expected Outcomes 345.1.1 Specific Expectations 345.1.2 General Expectations 366.0 Monitoring & Evaluation Framework 377.0 The Resource Mobilization Plan 388.0 Annexes 1 Logframe Matrix for Business Botswana 39-84 M & E Implementation Plan

ForewordI am delighted to introduce the organisation’s aspirations for the next five (5) years and beyond. Our last Strategic Plan ended in December 2016 and this is called for a new strategy to guide Business Botswana’s direction going forward. Business Botswana (BB) has developed a five (5) year Strategic Plan based on exten-sive consultative workshops to identify gaps and further identify solutions to ensure that BB is an inclusive institution for all organisations in consultation with Govern-ment.

It is worth emphasising that, these consultative workshops resulted in a clear direction and vision for BB as an organisation. Activities over the next 5 (five) years have been identified to guide us in making best decisions for internal and external stakeholders. The overall objective of Business Botswana has always been and remains to be to enhance the competitiveness of the private sector to continue tapping new markets and promoting sustainable development. Importantly for the Botswana business market to be outward focused as the local market is very small. Business Botswana Strategy will be guided by four (4) Strategic Thrust, twenty- four (24) Objectives and 134 Actions.

Although the priority areas and goal statements will remain constant, the measurable objectives and tactics used to reach those objectives will change over time. The strate-gic plan will periodically be evaluated and refocused as the economic environment and Business Botswana continue to evolve. Equally critical is the fact that internal resources and ability to implement remains a concern. To effectively serve our members, it is imperative that we continue to collab-orate and build on our alliances with local, national, regional and international networks; create a thriving private sector and most importantly make our services more accessible in all districts, and last but more importantly, be relevant and serve purpose to our members. Business Botswana ought to be the organisation that companies strive to belong.It is without a doubt that the strategy has outlined many crucial objectives we have set for ourselves for the next five (5) years; objectives that focus on what we believe will push private sector to achieve the goals of this nation; objectives that talk to employ-

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will push private sector to achieve the goals of this nation; objectives that talk to employment creation and wealth creation.

The role of the United Nations Development Programme (UNDP) has been very instrumental in ensuring that this strategy review and the development of the strategic direction for Business Botswana as they assisted with technical and financial support. We thank you and appreciate your assistance.

The growth of Business Botswana, and its ability to play a significant role in the growth of the economy of Botswana is significant, and as an organisation we are optimistic of the success in achieving our goals. We should all work together to achieve the goals set in the BB Strategic plan, impor-tantly achieving the goals of VISION 2036.

Business Botswana is committed to make things happen!!

Gobusamang Keebine

Business Botswana, President

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Acronyms

BB Business Botswana ACBF African Capacity Building Foundation ADR Alternative Dispute ResolutionAfCFTA African Continental Free Trade AreaAfDB African Development BankAGOA African Growth and Opportunity Act BITC Botswana Investment and Trade CentreBM Business MauritiusBNZ Business New Zealand BOCCIM Botswana Confederation of Commerce and Industry and ManpowerBQA Botswana Qualifications AuthorityCEO Chief Executive OfficerCFTA Tripartite and the Africa Continental Free Trade AreaCII Confederation of Indian Industry COMESA Common Market for Eastern & Southern AfricaCRM Customer Relationship ManagementCSI Confederation of Singapore Industry CSR Corporate Social Responsibility DANIDA Danish International Development Agency DFID Department for International Cooperation DI Confederation of Danish IndustryEAC East African CommunityEDD Economic Diversification DriveEPA Economic Partnership AgreementERCP Efficiency and Cleaner Production EU European UnionFDI Foreign direct investment GCI Global Competitiveness IndexGDP Gross domestic product GITF Gaborone International Trade FairGIZ Germany Cooperation ProgrammeGSP Generalised Scheme of Preferences HACCP Hazard analysis and critical control pointHLCC High Level Consultative Committee

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GSP Generalised Scheme of Preferences HACCP Hazard analysis and critical control pointHR Human ResourceICT Information and Communication Technology IUMP Industrial Upgrading & Modernisation ProgrammeJICA Japan International Cooperation AgencyKPI key Performance IndicatorsLLCC Local Level Consultative CommitteeM&E Monitoring & Evaluation MNCs/TNCs Multinationals Companies/Transnational CompaniesMoU Memorandum of Understanding MSME Micro,Small and Medium Enterprises NBC National Business Conference NDP National Development PlanNGO Non-governmental organizationsOECD Organisation for Economic Co-operation and DevelopmentOEM Original Equipment ManufacturingRISDP Regional Indicative Strategic Development PlanSACU South African Customs UnionSADC Southern African Development CommunitySATIH Southern African Trade and Investment HubSDG Sustainable Development GoalSEZ Special Economic ZonesSIDA Swedish International Development CooperationSLCC Sector Level Consultative CommitteeSME Small and Medium EnterpriseSOE State Owned EnterprisesSPSF SADC Private Sector ForumTFA Technical & Financial AssistanceTFTA Tripartite Free Trade AreaToR Terms of ReferenceTSI Trade Support InstitutionUN United NationsUNCTAD United Nations Conference on Trade and Development UNDP United Nations Development ProgramUNIDO United Nations Industrial Development OrganizationUSAID United States Agency for International Development

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Executive Summary(a) Background

Business Botswana (BB), registered in 2015, It is the successor organisation to the Botswana Confederation of Commerce and Industry and Manpower (BOCCIM). Business Botswana is an independent not-for-profit organization funded, owned and managed by the private sector of Botswana. BB acts as the “Voice of the private sector” and leads the way for private sector development in Botswana. It represents all the employers’ associations and the business associations and its membership includes regional chambers of commerce, sector associations, business groupings, direct corporates and enterprises, and professional bodies from all over Botswana. The governance and organizational structures of Business Botswana comprise a Board of Governance, which is the supreme authority of the organisation and a management team, which is responsible for the day to day operations. Under the NDP-11 and on the installation of the new President of the Republic of Botswana, Business Botswana is called upon to play a catalytic role in the economic develop-ment and social transformation agenda of Botswana.

(b) Context

Botswana has, since its independence in 1966, been one of Africa’s fastest growing economies on the strength of its diamond industry, political stability, prudent economic management and good governance. The country is recovering steadily, albeit slowly from the world financial crisis and the fall in diamond prices. The pre-eminence of the mining sector is declining and there is an urgent need to diver-sify the economy. This re-orientation has placed the private sector in the centre stage of economic development as the engine of development and growth. The local private sector has now to rise to the challenge to effectively create more jobs, gener-ate export earnings, accelerate transfer technology and innovation, and promote business linkages and entrepreneurship development. The Botswana’s development perspectives have been mapped out in the National Development Plan 11 and by Prof. Michael Porter. However, there is still room to add a few more layers to the economy to make development more comprehensive, inclusive and sustainable, specifically through the development of export-oriented manufacturing and value-added services sectors.

(c) Methodology

The approach adopted in the preparation of this strategy comprises extensive litera-ture review, comprehensive consultations, focus group meetings, face-to face struc-tured interviews, high level consultative workshop, visits to regional councils, mystery shopping and a National Validation workshop. The assignment has been completed with the support of the UNDP office in Botswana, the Board of Gover-nance and the Strategy Planning Committee of Business Botswana, the top manage-ment of Business Botswana, and key public and private sector stakeholders and clients of Business Botswana.

(d) Situational Analysis

The environment scan, both at the internal and external levels, reveals the main challenges, constraints and shortcomings impeding the smooth development and expansion of the private sector in Botswana, on the one hand, and the opportunities available to the them, on the other hand. The PESTLE analysis confirms the good health of Botswana as a country, which has strong political, social and economic fundamentals. However, the predominance of the public sector, the difficult business climate and the lack of competitiveness of the private sector are major impediments towards achieving the set national objectives of the National Development Plan 11.

The entrepreneurial landscape in Botswana is dominated largely by State Owned Enterprises (SOEs) and small and medium enterprises (SMEs). The private sector employed 47.7 % of total workforce and contributed only 9.7 % to total exports in 2017. The level of involvement of Botswana SMEs in export activities is relatively low. Diamond remains the main export item followed by electrical machinery and equipment and parts, beef and other manufactured products. Exports have dropped from US$ 7.3 billion in 2016 to US$ 4.9 billion in 2017, representing a 32% reduc-tion. Additionally, FDI flows into Botswana have been very erratic, falling from US$ 679 million in 2015 to US$129 million in 2016 and rising to US$ 401 million in 2017.

However, a fresh breeze of change is blowing over Botswana following the installa-tion of the new State President, who is showing strong commitment and disposition towards the private sector to take the leadership role in driving inclusive and sustain-able development and growth of Botswana.

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The service offering and service delivery have not evolved to meet the exigencies of the fast globalising world economy. The general expectation of stakeholders is for Business Botswana to graduate from a transactional (business-as-usual) to a trans-formational mode so as to improve its efficiency and effectiveness by diversifying and embedding more value for money services to meet and exceed the expectations of its stakeholders. The environment scan provides a methodical analysis of the constrains and challenges impeding Business Botswana to advance to the league of efficient and effective national apex private sector bodies, at par with other peer organisations, namely Business New Zealand (BNZ), Business Mauritius (BM), the Confederation of Danish Industry (DI), among others. The constraints and challenges were further examined at a High-Level Consultation Workshop to identify the critical gaps, which require urgent attention. (e) Critical Gaps

The deep-dive analysis categorized constraints and challenges facing Business Botswana into four themes, namely: (1) The legal, regulatory and administrative frameworks undermining the development and growth of the private sector in Botswana; (2) The programmatic (operational) challenges inhibiting private sector to achieve economic efficiency and international competitiveness; (3) The level of commitment of the private sector towards good gover-nance, ethical business practices and engagement with the community to promote sustainable and inclusive growth; and (4) The absence of institutional leadership from Business Botswana owing to internal structural and systemic problems.The above critical gaps have helped shape the new orientation of Business Botswa-na to achieve its ambitious and audacious Mission, Vision and Strategic Objectives.

(f) The Way Forward

The way forward lays out an integrated framework for the 5-year Strategic Plan, comprising the vision and mission statements, the strategic thrusts, the strategic objectives and the Implementation Programme, and management tools and platforms to measure, monitor and evaluate its performance. The strategy and Implementation Programme were presented to the stakeholders at a National Validation Workshop.

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Vision“To make Business Botswana the foremost business organization driving sustain-able and inclusive economic development and social transformation of Botswana”

Mission“To serve as the unified voice of business, striving to enhance business environ-

ment and build the vitality and competitiveness of the private sector in Botswana”

(g) The Strategic Thrusts

The strategic thrusts represent the four pillars and foundation stones of the strategic plan. These are:

1. Making business happen through policy advocacy and lobbying

The business environment was ranked 81 out of 190 countries, representing a drop of 9 ranks compared to 2016. On the other hand, Botswana improved its ranking in the Global Competitiveness Index (GCI) by 1, from 64th to 63rd during the same period. Business Botswana is called upon to play a leadership role in advocacy for improve-ment in legal, regulatory, administrative and institutional frameworks and to engage in active lobbying to bring sustainable economic reforms.

2. Building the vitality and competitiveness of the private sector

The private sector of Botswana is inward looking and competes for the small domestic market, with focus on public tenders. The economic operators are not export ready to compete and win at the regional and international levels. Botswana has so far been unsuccessful to take advantage of the preferential market access under SACU, SADC, EPA, AGOA and GSP. Business Botswana endeavours to build and strengthen the competitiveness of the local private sector through structured capacity building programmes in collaborative partnership with other agencies and institutions.

3. Engaging the private sector in promoting economic development

The commitment of the private sector to good governance, ethical business and its engagement in community services is low and erratic. To help the private sector play a more prominent role in promoting sustainable, balanced and inclusive growth, sector in economic development, ethical business and corporate social responsibilities.

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4. Making Business Botswana a more efficient and effective organisa-tion

Business Botswana is at crossroads, on its transition from the national employers’ and business association to becoming the “apex” body for all the businesses in Botswana. Business Botswana is built on the governance and organisational struc-tures of BOCCIM and is continuing to operate on a “business-as-usual” mode, providing the same services to its members, using outdated practices, processes and values that have been carried-forward onto the new organisation. Going forward, Business Botswana wishes to become an efficient, effective and relevant business organisation at par with the most performing apex bodies in the world. This calls for a complete overhaul of Business Botswana’s structures, systems, products and processes so as to provide value-added services to its members, stakeholders and clients

(h) Five-Year Strategic Plan and Implementation Programme

Business Botswana needs a new orientation to remain relevant and to contribute meaningfully to the economic development and social transformation of Botswana. This position is shared by the highest political authority, key national public and private sector institutions, and the main stakeholders and clients of Business Botswana. The Five-Year Strategic Plan (2018-2023) effectively promises to deliv-er on the set goals and objectives, which are aligned to NDP-11. The Business Botswana’s strategy presents an overarching framework for structural and systemic reforms of Business Botswana’s operations and governance structures, to transform Business Botswana into the premier national private sector organisation of Botswa-na. The integrated strategic and Implementation Programmes are built around the four Strategic Thrusts, which aim to answer the following questions: What Business Botswana can do on behalf of its members? What Business Botswana can do for its members? What Business Botswana can do with its members? How Business Botswana can become a more efficient and effective organi- sation?

Each strategic thrust aims to address an identified critical gap. The four strategic thrusts encompass 24 strategic objectives, which are Specific, Measurable,Achiev-able, Result-oriented, and Time based (SMART) and with clearly defined outcomes and milestones.and milestones.

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The 24 Strategic Objectives are further cascaded into 134 Strategic Actions, with each action aiming to accomplish a stated result within a given time frame.The integrated strategy also comprises: a.) A Measuring, Monitoring and Evaluation Framework in the style of a Logframe Matrix, with clearly spelt out key Performance Indicators (KPIs), and b.) A Resource Mobilization Plan, which is a management tool to guide the utilization of resources (human, financial and institutional) to achieving the expected outcomes.

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1.0 THE METHODOLOGYThe planning process for the development of the 5-year Strategic Plan and Imple-mentation Programme for Business Botswana was built on extensive research (literature review), broad benchmarking against performing apex private sector bodies worldwide, intensive brainstorming, comprehensive consultations with public and private sectors, structured interviews and focus group meetings, an interactive high-level workshop conducted in the style of competitive foresight exercise with key stakeholders, clients and beneficiaries, and a National Validation Workshop. This process required extensive travelling across Botswana to meet the Regional Councils and the economic operators in Gaborone, Lobatse, Kanye, Ghanzi, Selibe Phikwe, Palapye, Francistown, and Maun. The proposed strategy provides Business Botswana with home-grown solutions, co-created together with the stakeholders, and which offers specific answers to issues impeding private sector development in Botswana. The overarching objective is to design and devel-op sustainable solutions that will have positive and perennial impact on Business Botswana’s future role as the premier private sector organisation in Botswana.

The methodology combines bottom-up and top-down approaches in identifying the strategic, administrative and operational issues for co-creating home-grown sustainable solutions.The main objective of this all-inclusive analytical, learning and consultative approach was to ensure maximum participation of and buy-in by key stakeholders, clients and beneficiaries of Business Botswana.

Analytical to review and assess past experiences

Learning to capture best practices from elsewhere, and

Consultative to ensure home-grown solutions

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The main features of the methodology comprised the following actions:

• Literature Review• Benchmarking• Internal Consultations• Focus Group Meetings• Structured Interviews• High level Consultative Meetings• Visits to Regional Councils• Strategy Planning Workshop• Ears to the Ground (Mystery shopping)• Debriefing• Multi-tier Validation process The fundamental principle of the Strategy design follows the following logical framework:• It is co-created and owned by the stakeholders• It is inclusive and consultative in approach• It is capacity building oriented• It is aligned to National Development Plans and orientations• It is comprehensive in scope• It sets need-based and development-led priorities• It defines objectives and actions that are clear, specific and measurable• It is implementable

2.0 Situation Analysis: Key FindingsA comprehensive situational analysis was conducted during the diagnosis and consultation phases. Large amount of valuable quantitative and qualitative data, information and intelligence have been collected from Business Botswana and its stakeholders, clients and beneficiaries about the challenges facing and opportunities available to Business Botswana, in particular, and Botswana’s private sector, in general, in defining its role as the engine of growth. The findings are critical for the development of a viable Strategy for Business Botswana. The findings have been categorized and presented as follows: External Environment Scan Internal Environment Scan Stakeholders’ Analysis Key Challenges

2.1 The External Environment Scan

The external scan is premised on a PESTLE analysis and a review of the prevailing macro-economic conditions.

Botswana enjoys a stable political environment, with smooth transfer of power at the level of the Head of State. The Constitution provides for three arms: Legislature, Judiciary and Executive. The Govern-ment is committed to reinforcing democratic values and to drive sustainable, inclusive and balanced economic development and growth to improve the overall standard of living of the population. Govern-ment policies and development frameworks are drafted in programmes like the National Develop-ment Plan, e-Gov, Economic Diversification Drive (EDD), the National ICT Policy Master Plan, among others.The smooth installation of the new President of the Republic has infused a fresh momentum in the econ-omy through his pro-business disposition and renewed support to a private sector economic devel-opment model. This augurs well for business in Botswana.

Table 2: PESTLE AnalysisPolitical Factors

Political Stability

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Botswana is a democratic society with regular free and fair elections under a multi-party system. The President is the Head of the Executive arm and presides over the cabinet of Ministers (he is the head of state and head of government).

Government System

EconomicFactors

Globalization The economy is slowly but steadily turning around after the financial crisis and drop in diamond prices. Growth will be +5% for this year, a decent growth rate com-pared to other peer countries in Africa. Globalization presents both opportunities and threats for Botswana. As part of a global village, Botswana can benefit from the global economic opportunities. However, this also means it is equally vulnerable to the global dynamics like international business trends and competition

Regional and International Economic cooperation

Botswana is an active member of SACU and SADC, among others. Botswana also benefits from preferential market access to the EU under the EPA, to the USA under AGOA and to most of the developed markets under GSP. Botswana is also engaged in the EAC-COMESA-SADC Tripartite and the Africa Conti-nental Free Trade Area (CFTA)

National Botswana has relied heavily on its diamond industry for its economic development. Government policy is shifted from reliance on diamonds to economic diversification, with focus on value-added services like tourism, finan-cial services, ICT, and deepening agriculture and agro-processing activities. Opportunities also exist for light manufacturing and development of Special Economic Zones. The closing of the mine is causing major problems in the Selibe Phikwe region.

Social Factors

Population Demography

The population of Botswana is relatively small at 2,024 904 (2011 Population and Housing Census) but it has a high number of youths and women (over 30%) available for employment. Business suffers from a severe skills mismatch and a rigid labour market. The high preva-lence of HIV-AIDS is another major handicap. Botswa-na has the second highest HIV-AIDS infection in the world, with HIV prevalence in excess of 20% of the population in cities and towns.

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Culture Botswana has a rich culture which dates back to centu-ries. The arts and crafts, the language and lifestyle are all deeply entrenched in traditions and customs that have forged the Batswana. Gaborone and Francistown offer excellent cosmopolitan Live and Work environment.

Technologi-cal Factors

Commni-cation and interaction of people

Botswana has good internet and telephone connectivity both locally and internationally through undersea fibre optic.Social media is gaining strong foothold in Botswana.

Renewable Energy

Botswana is successfully tapping and managing renew-able energy sources, with regards to wind and solar farms and effective water resource management. Botswana may serve as a role model for other countries to emulate.

Envirometal Factors

Geogra-phy

Botswana is a landlocked country covering an area of 582,000 square kilometres, and shares borders with Zimbabwe, South Africa, Namibia and Zambia. The closure of mines is creating internal geo-political imbal-ances. Botswana is home to huge deposits of coals and other minerals

Climate & Soil

Drought is a recurrent phenomenon and most rivers are seasonal. As the rivers mostly have sources outside Botswana, the utilisation of their water is subject to ripar-ian states. About two thirds of the country is covered by soil which is infertile. There is possibility to develop new desert-based activities. The eastern part of Botswana is suitable for modern farming techniques for fruits and vegetables.

Legal Factors

Legislation and policy framework

Botswana has a dual legal system; that is the received law, Roman Dutch Law subsisting side by side with customary law. Extensive laws, regulations, codes and administrative frameworks govern doing business in Botswana. Judiciary is one of the three constitutional pillars of government together with Legislature and the Executive. Botswana is an active member of most international orga-nizations and agreements such as the United Nations, World Bank, International Monetary Fund, African Devel-opment Bank, World Trade Organisation, the Common-wealth, the African Union, Southern African Customs Union, Southern African Development Community, among others.

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2.1.1 Macro-Economic Environment

Botswana is one of Africa’s best performers in terms of continuous growth since independence, averaging over 5% growth annually. Unlike most of its peers, Botswana was more resilient to the shocks of the 2008 global financial crisis, achieving growth of 8.5% in 2010 after experiencing a negative growth of -7.6% in 2009. However, growth remains erratic, rising to 11.3% in 2013 and contracting to -1.7% in 2015, due to the drop in diamond prices. The economy has since turned around with GDP reaching 4.3% in 2016 and 4.5% in 2017. It is expected to end 2018 at 5%.

On the investment front, the situation is not too reassuring, with net inflow of FDI falling to US$ 129 million in 2016, compared to US$ 679 million in 2015. FDI regained its buoyancy in 2017 to reach US$ 401 million. Private sector investments continue to trail public investment. However, public investment is not creating enough jobs.The unemployment rate remains relatively high, more importantly women and youth unemployment, estimated at +30%. Jobs in the rural area continue to be scarce. Labour productivity is low and availability of skilled labour is difficult. Skills mismatch and labour market rigidities are major handicaps for competitive-ness and optimal resource mobilization. The closing down of mines in Selebi-Phik-we is depressing the regional economy further. The mining sector still accounts for over 85 % of total exports, with diamond accounting for over 70% of export revenue. The private sector’s contribution to overall exports was a meagre 9.1% last year. Most of the SMEs are not export ready and the products are not competitive in the regional and international markets. Moreover, Botswana is not taking full advantage of the preferential market access under its different trade agreements, most explicitly under SACU, SADC, EU-EPA, AGOA and GSPs.The informal sector remains large, which in turn affects the overall productivity and efficiency of labour and product markets. The propensity of growth of micro enterprises operating in the shadow economy is insignificant.The entrepreneurial landscape is heavily skewed in favour of Micro, Small and Medium Enterprises (MSME). The MSMEs sector is a major job creator in Botswana. The sector is dominated by subsistence entrepreneurs, who are inward looking, surviving principally on the domestic market, and lack the competitive-ness to play and win in the regional and international markets.The services sector holds good promise of development, mainly the tourism, finan-cial

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services and ICT sector. However, the level of value-added in these services is still low and can be further enhanced. Scope exists to develop a suite of new value-add-ed services in Botswana in the hospitality, property and real estate, health and well-ness, and education and skills development, and creative industry among others.The business climate, although better than other African countries, is still difficult. The World Bank Doing Business Report ranks Botswana at 81 out of 190 countries in 2017, representing a drop of 9 ranks from its performance in 2016.The legal, regulatory and administrative frameworks are not conducive and friendly to inves-tors, more particularly bureaucracy and red tape, corruption, inefficient and inade-quate infrastructure, weak institutional framework, insufficient investors’ protec-tion, and apprehension for foreign investors. The investment climate continues to suffer because of lack of policy coherence and institutional alignment. A host of public and private sector institutions presently provide a wide range of uncoordi-nated, disparate and ad-hoc services to the private sector in Botswana. This creates major overlaps and gaps in service delivery. Bloated ego of and turf fighting between these Trade Support Institutions (TSIs) are inhibiting institutional align-ment. The timing is opportune for Business Botswana to fill in the leadership space by assuming its rightful role as the driver of the private sector and asserting its man-date of the unified voice of business in Botswana. More importantly Business Botswana should strengthen its role in policy advocacy and extend its oversight on and participate more forcefully in key national issues like economic diplomacy, national budget, labour and industrial laws, fight against corruption, competition policy, promotion and national branding among others

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2.2 Internal Environment Scan Business Botswana has initiated its transition from BOCCIM to an Apex body model, since 2015. However, the governance structure, organization set-up, services offerings and delivery, processes, tools and techniques, and core values have remained unchanged, highlighting the organizational misfit to meet the exigencies of business in a fast globalizing world economy.Internal consultation with top management, in the style of a SWOT analysis and a visioning exercise revealed the structural, systemic and managerial weaknesses of the organization. The findings are presented in the SWOT analysis below.Table 3: SWOT analysis

INTERNAL FACTORSSTRENGTHS (+) WEAKNESSES (-)

• Respected policy advocacy role• Good physical infrastructure and location• Dedicated staff members• Goodwill, good relationship with Government• Only recognized employer organiza tion & Chamber of Commerce in the country• Valuable Resources: in terms of human & assets• Qualified professionals with strong experience, knowledge on the ground• National geographical coverage• Multi-sectoral membership• An established forum for working with government to improve the business environment• The champion for a thriving business environment (represents all sectors)• Recognized by government as the sole voice of business

• Governance issues• Weak financial situation• Limited human resource capabilities• Weak value proposition• Member attribution• Weak leadership (no strategic guidance)• Declining staff’s morale and motivation• Unclear process & procedures• A poor documentation of achieve ments• Clash of governance roles & responsibilities• Inability to present a simple and consistent message about why it exists• Low visibility-absence of a commu nication strategy• Inability to attract adequate financial support for its work• Absence of a proper M & E frame work• Low international footprint

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EXTERNAL FACTORSOPPORTUNITIES (+) THREATS (-)

• New opportunities under NDP-11• Potential funding from government• Collaborative partnerships• Improved government regulations• Growth of membership, multi-sect oral and multi-disciplinary • Change in Presidency: a VP friendly towards investors/expected relaxation of permits regime• Secretariat as SPSF, being recog- nized at regional level• Mandatory membership• Understanding and appreciation of Business Botswana’s role by the public• New organization and governance structures• Goodwill by sponsors (finances + technical)• Government’s willingness to consult the private sector on business regulations• New attributes and services e.g. attracting FDI and export promtion, promoting PPP• Improvement /enhancing of Botswana’s Ease of Doing Business index and other international indices

• Proliferation of associations and Chambers of Commerce and Indus- try• Loss of members• Financial worries• Loss of relevance • Collapse of the structure of dialogue with Government (HLCC, SLCC, & LLCC)• Exorbitant cost of accreditation with BQA for training courses.• Poor public perception of Business Botswana role in the business envi ronment• Loss of goodwill by government and members • Establishment of sectoral associ ations with similar objectives• Lack of common effort to demon- strate the membership benefits• Slow diversification (leads to slow economic growth)

The metamorphosis of Business Botswana, to graduate into the league of performing apex bodies, at par with efficient and effective organisations like Business New Zealand (BNZ), Business Mauritius (BM), Confederation of Danish Industry (DI), the Confederation of Indian Industry (CII), Confederation of Singapore Industry (CSI), among others, rests on four critical stages:

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Such a transformation will necessitate deep reforms at different levels and on different fronts, more precisely:

• The governance structure with regards the composition and size of the Council and their attributions;• The organisation structure with introduction of new capabilities and expansion of geographic coverage;• Diversification of services, including embedding revenue-generating services;• Speed and efficiency of service delivery;• Smarter partnership with public and private institutions and agencies.

Stage 1

Stage 2

Stage 4

Stage 3

Business as usual Think Outside the Box

Voice of Business Catalyst - Making it happen

Business singularityGood Governance,Business Ethics & Engagement with the community

Tackling MembershipChallenges Driving Economic Development

Figure 1: The 4 Stages of Business Botswana Metamorphosis

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2.3 Stakeholders’ AnalysisTo achieve its Vision and Mission, Business Botswana has to adopt a more engag-ing approach to build shared vision and understanding among all its stakeholders, clients and beneficiaries, more explicitly with the government at different levels, the public-sector agencies, private sector organisations, the economic operators, the civil society and academia, and its Council, management and staff. Business Botswana will, then, have to meet and exceed the needs and expectations of its external and internal stakeholders to effectively fulfil its mandate and win the com-mitment and buy-in of one and all. The table below provides a synopsis of the Stakeholders’ Expectation Matrix.

Table 4: Stakeholders’ Expectation Matrix

Category Business Botswana’s Expectations

Stakeholder StakeholderExpectations

Potential Strategies in

winning supportGoverme-nt

The President of the Republic,National strate-gy office

Ministry of Finance and EconomicDevelopment

Ministry of Investment, Trade and Industry

Ministry of Foreign Affairs& InternationalCooperation

Business Botswana to play a catalytic role in the economic transformation of Botswana as the engine of growth to promote sustained, inclusive, balanced and sustainable development

1. Strong and unfailing support from the Government and its public-sector agencies2. Receptive to propositions on improving the business climate of Botswana3. Timely implementation of policies and decisions 4. Some form of financial support

1. Structured and result-oriented meetings with the President at the HLCC to discuss systemic and structural problems2. Regular meet-ings with different line ministries to discuss policy reforms and solve administrative and implementation problems 3. Collaborative partnerships with public sector agencies

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Members Private sector 1.Business Botswana to play a more aggressive and proactive role in representing the members’ interests2. To provide value-adding support services 3. To promote the Brand Image of Business Botswa-na and its mem-bers

1.Active partici-pation and contributions2. Payment of dues on time3. Members to take leadership role in their respective industry and community4. To uphold high levels of good gover-nance, responsi-ble and ethical business practic-es

1. Regular feedbacks from the members2. Regular meetings to discuss impeding issues or potential threats3. Organise targeted capacity building of members4. Provide focused assis-tance and support programmes

Ministry of Agricul-ture,Develop-ment and Food Securtyminis-tries and public-sector agencies and parastatals

Ministry of Employ-ment,Productivi-ty and skills development

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Non-Mem-bers

Private sector Business Botswana to act as the Voice of all businesses in Botswana and to provide efficient advisory and support services to promote the cause of business in general

Non-members to become fee paying member of Business Botswana

1. Organise focused networking events target-ing non-mem-bers2. Provide dedicated service for non-members

Civil Society

Academia and NGOs

Better coordina-tion and coopera-tion on policy issues

Support and valuable contri-butions and proposals

Create a platform for structured consultations with civil society

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2.4 Key Challenges

Managing transition, be it economic or institutional, is a daunting task, as the biggest of all challenges is “changing mindset”. Officers in particular, and people in general, are used to their comfort zones and there is always resistance to change. The problems get compounded as the needs and requirements of economic opera-tors keep on evolving and must be met. Botswana is undergoing its economic transition and offers Business Botswana new dimensions and direction. To both these initiatives, several structural and systemic challenges have been identified during the diagnostic and consultation phases. The full list of challenges and issues impeding the smooth transition of Botswana and Business Botswana are given at Annex 4.The challenges and constraints facing the private sector occur at different levels, viz; Figure 2: Different levels of challenges

1. Challenges facing the entrepreneurs (Individuals)2. Challenges facing the companies (Firms)3. Challenges facing the sector/cluster (Industry)4. Challenges facing Botswana (Country)

The list of challenges identified are: Box 2: Key Challenges

Key Challenges

• Constraining legal, regulatory and institutional frameworks • Difficult business climate overloaded with heavy bureaucracy and red tape, and corruption • Absence of policy coherence and institutional alignment• Lack of clarity, equity and predictability of public administration• Lack of consultation of critical issues and problem areas• Absence of collaboration and cooperation among agencies (turf fighting & bloated ego)• Low ranking in international indices• Absence of evidenced-based research and policy papers• Poor competitiveness of products, firms, industry and country• Discordant industrial relation and poor work ethics• Low productivity, industrial research and innovation• Overdependence on the State and public service• Overreliance on the diamond industry and slow diversification• Non-compliance to international standards & norms • Small domestic markets• Lack of capacity building and empowerment of entrepreneurs• Inefficient and inadequate business support infrastructure • Lack of support to MSMEs, Women and Youth entrepreneurs• Low export readiness• Absence of aftercare services• Attitude and lack of accountability of civil service• Rigid labour market and skills mismatch• Deficiency in value-added support services to business• Lack of access to credit and finance• Market inefficiency for products, capital and labour• Attitude towards foreign investor and investment

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Following a high-level consultative workshop, which was conducted in the from of a strategic visioning exercise, the challenges were further distilled and priori-tized as: (i) those requiring immediate attention, and (ii) the medium-term priori-ties. The table below provides an overview of the challenges, which have been priori-tised by the stakeholders, confronting the private sector:Table 5: Short Term and Medium-Long term actions

Immediate and Short term Actions needed (Quick-wins)

Medium-Long term challenges

Address Bureaucracy and Red tape Improve Poor work ethics and aggres sive employment relations Clarity and predictability of legal and regulatory frameworks Promote Inclusive and sustainable growth Promote fair Competition Promote research, development and innovation, technology transfer Improve the processing of Work and residence permits Introduce investor aftercare programme Facilitate access to finance and credit Small domestic market – building export readiness Improve compliance to quality standards and norms Build policy coherence and institutional alignment Improve processes for Resistance and Work permits to foreign investors Promote Local Enterprise Development scheme (industries reserved for citizens) Make Licensing for business and not for premises Inward looking enterprises – Export-ori ented enterprises Strengthen entrepreneurship develop ment framework Build institutional capacity (BB) Improve revenue stream for BB

Enabling business climate/ higher Ease of Doing business rankingFight against CorruptionPromote sustainable, balanced and inclu-sive growthRobust diversification and cluster develop-ment programmesImprove accountability of the public sectorImprove Competitiveness & ProductivityReduce the dominance of the public sector in the economic life of BotswanaLower costs of doing businessStrong trade facilitationPromote regional integration to access its benefitsBuild efficient infrastructureOpen and friendly environment to FDIStrong pro-MSME policiesCapacity building of civil service and trade support institution to deliver quality servicesBuild harmonious work and industrial relationsAddress the rigid labour marketStrengthen private sector development programmesReduce dominance of the informal sectorAddress skills mismatch

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3.0 Mission, Vision and Core ValuesVISION:

“To make Business Botswana the foremost business organization driving sustain-able and inclusive economic development and social transformation of Botswa-

na”

MISSION:“To serve as the unified voice of business striving to enhance the business environment and build the vitality and competitiveness of private sector in

Botswana”

The Mission will be achieved through the following structured and focused engagements:

• Being at the forefront of business advocacy and lobbying• Providing leadership and stewardship for a pro-business environment• Empowering local businesses to achieve its full potential• Being the catalyst for change and innovation• Delivering high quality research-based papers and policies• Providing professional and value-added services• Leveraging a network of collaborative partnership • Promoting the benefits of good governance and ethical business behaviour • Promoting sustainable, balanced and inclusive growth• Organizing valuable conferences, workshops, seminars, trade fairs & exhibi-tions

CORE VALUES• Professionalism and integrity in the delivery of our high value-added services • Excellence and Result Oriented in our undertaking• Good Governance and Accountability in our commitment• Continuous learning and innovation as our guiding principle• Diversity and Inclusiveness in our scope• Collaborative and consultative in our approach

TAG LINE“Creating Prosperity for All Business”

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4.0 The Strategic Plan

The Five Year Strategic Plan (2018-2023) for Business Botswana defines the strategic orientation of the organization to complete its metamorphosis process and to emerge as the undisputed apex private sector body in Botswana by 2023.The purpose of this Strategic Plan is to harness and build the capabilities of Busi-ness Botswana and its members to make significant contribution to national devel-opment as the engine of growth promoting sustainable and inclusive development.The Business Botswana’s Strategic Plan comprise two components, namely:

1. The Strategic Thrusts2. The Strategic Objectives

4.1 Strategic ThrustsBased on the situational analysis, more particularly the prioritization of the issues and challenges facing the private sector, in general, and Business Botswana in particular, four (4) strategic thrusts have been identified for Business Botswana. These strategic thrusts represent the four pillars and corner stones of Business Botswana as the Enabler, the Builder, the Empowerer and the Doer.

Strategic Thrust 1

“Making business happen through policy advocacy and lobbying”Support services undertaken and delivered on behalf of members, stakeholders, clients and other beneficiaries of the private sector- THE ENABLER

Strategic Thrust 2

“Building the vitality and competitiveness of private sector”

Support services to members, stakeholders, clients and other beneficiaries of the private sector - THE BUILDER

Strategic Thrust 3

“Engaging the private sector in promoting economic develop-ment”Promoting sustainable and inclusive development through good governance, ethical business and corporate social responsibility - THE EMPOW-ERER

Strategic Thrust 4

“Making Business Botswana a more efficient and effective organisation”An apex body representing the interest of all economic and business operators in Botswana - THE DOER

Figure 3: The Strategic Thrusts

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The figure below provides a pictorial overview of the four strategic thrusts of Business Botswana:Figure 4: The 4 Strategic Thrusts of Business Botswana

ST1- Making business happen through policy advocacy and

lobbying

ST2- Building the Vitality and

Competitiveness of private sector

ST3- Engaging the private sector

in promoting economic devel-

opment

ST4- Making Business Botswana

a more effective and efficient organization Business

Botswana

4.1.1 The dynamics of the Four Strategic Thrusts of Business Botswana

The first three strategic thrusts (the Enabler, the Builder and the Empowerer) are mutually reinforcing, and they collectively go to strengthen the fourth strategic thrust, which deals with Business Botswana, the organization. This approach estab-lishes the centrality of Business Botswana as the indispensable player in making things happen for the private sector. The identified thrusts follow a logical explana-tion4.2 Justification

Strategic Thrust 1: Making business happen through policy advocacy and lobby-ing - The Enabler

The business environment for private sector development in Botswana is difficult. A careful analysis of the findings, more importantly the priority key challenges, and one can identify the

suite of support services that the private sector requires Business Botswana to deliver for them or on behalf of them. These relates to policy space and, which requires regular and easy access to policy makers and key higher civil servants who are responsible for implementing rules and regulations. This falls within the ambit of policy advocacy and lobbying for improvement of the business climate in a country for all economic operators. Such changes are usually done through amend-ments to existing laws and regulations, enactment of new laws and regulations, and

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through administrative notes from different line ministries. Interventions at this level requires that Business Botswana has the capability to effectively deliver, through strong research, policy formulation, forcefully making its case.

The issues listed below cannot be solved by individual economic operators as they are in the interest of a group, sector, and industry and/or for the public at large.

Box 3: General level Challenges facing the private sector

General Level Issues and Challenges:

• Eliminating bureaucracy and red tape• Improving the business environment• Eliminating corruption• Amending or enacting laws and regulations• Crafting industrial policy• Reducing the costs of doing business• Reducing the dominance of the public sector• Developing pro-MSME or pro-local enterprise policies• Taxes & incentive policies• Infrastructure development• Trade liberalization• Economic diplomacy and trade agreements• Capacity building of public service• Accountability of public service• Wages and employment rights policies• FDI policy with regards, entry, exit and expansion of invest-ment, including visa and work and resident permits• Economic diversification

The above issues/challenges are individually and collectively unfavourable to the smooth development of business in general, and the private sector, in particular. These can only be addressed through policy dialogue, lobbying, negotiations and some arm twisting. Business Botswana as the apex private sector body will de facto assume the leadership role of advocacy and lobbying. Business Botswana will be the Voice of the domestic private sector on the local, regional and interna-tional levels.

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Strategic Thrust 2: Building the Vitality and Competitiveness of private sector – The Builder

The private sector of Botswana is inward look-ing and competes for the small domestic market. Economic operators are not taking advantage of the preferential market access to available to them under SACU, SADC, EU-EPA, AGOA and GSP, due to lack of export readiness and compet-itiveness. There are several issues that are affec-

ting the business community, and which may be effectively addressed by the private sector, in the absence of an appropriate and timely response from the public sector. Business Botswana can play a catalytic role in this process to build the vital-ity and competitiveness of local private sector through smarter partnership and collaboration. More importantly, Business Botswana can play a catalytic role in creating conditions for the emergence of new industries and services and can encourage its members to take advantage of all these opportunities, such as waste management projects (recycling, composting, waste to energy, setting up of found-ries, export of metal scrap, glass blowing), agro and agri-processing, animal husbandry, desert economy, export-oriented manufacturing, fashion and design, jewellery, Basarwa handicrafts. The list is endless.Such actions will improve the visibility of the organization, gain the respect of the policy makers and the trust of the economic operators. Some of these issues are listed below:Box 4: Specific Challenges facing Botswana at the firm level

Specific Issues/Challenges

• Low entrepreneurship development• Lack of export readiness• Low productivity and competitiveness• Limited access to finance and credit• Skills mismatch• Compliance to international standards and norms• Low product development & quality improvement• Difficult industrial relations and poor work ethics• Lack of research and development, and innovation• Limited International sales and marketing• Inefficient and ineffective Institutional capacity• Out-dated production capacity and low technology adoption• Inadequate engagement in social capital development, good gover nance and healthy business practices• Absence of Alternative Dispute Resolution (ADR), Mediation & Arbi tration

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The above issues are critical for sustained development and growth. However, the issues are within the realms of private domain and stronger Trade Support Institu-tions (TSIs) are effectively taking the leadership role in addressing these issues, either on its own or in smart partnership with other public or private sector institu-tions and organizations. These challenges open up opportunities for Business Botswana to venture into newer territories of capacity building and economic empowerment of the domestic business sector. If properly designed and executed these actions can become the generator of future revenue streams for Business Botswana. In fact, Business Botswana should start where its impact will be the greatest.

Strategic Thrust 3: Engaging the private sector in promoting economic development – The Empowerer

The commitment of the private sector to good governance, ethical business practices and its engagement in community services is low and ad-hoc. Business Botswana with its long track record in promoting business and its privi-leged relations with policy makers is better placed to take the leadership role in helping

the private sector to meaningfully engage in social capital development, good governance and healthy business practices. Business Botswana can add value to its members through advisory support on the trade and investment opportunities that exist on the domestic, regional and international markets. Business Botswana can effectively promote business linkages with local corpo-rates, regional and international multinationals for joint venture collaborations, sub-contracting, OEM manufacture, franchising, licensing and strategic partner-ships.Business Botswana can collaborate with line ministries and public-sector agencies to develop schemes for the emergence of innovative businesses to promote benefi-ciation and development of local value-chains. Business Botswana can create codes of conduct and good governance for its members to be socially responsible, envi-ronmentally sustainable, fight against corruption and promoting gender equality and youth entrepreneurship.

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Box 5: Engagement sphere of private sector in economic development growth

Private Sector engagement sphere

• Transparency Good governance • Ethical business practices• Promote accountability and integrity• Participation of business in community affairs through CSR• Promoting industrial peace and harmonious employer- employee relation• Promoting inclusive growth with focus on women and youth entrepreneurs• Promote geographically balanced development and growth• Promote meritocracy through performance appraisal and reward systems

Strategic Thrust 4: Making Business Botswana a more effective and efficient organization – The Doer

Business Botswana is at crossroads, on its transition to achieving apex body status for all private business in Botswana. However, its existing organization and governance struc-tures and its service offering and delivery have not kept pace with its intended develop-

ment objectives. The level of visibility and acceptance of Business Botswana as a private sector agency that delivers value-for money services to its members and stakeholders, is respected and is consulted on all issues dealing with business, trade and investments, is still low and must be addressed in all urgency. This calls for Business Botswana to improve its efficiency and effectiveness, at all levels and fronts, to graduate into the higher league of the most performing peer organiza-tions.

Above all, Business Botswana should have a national level exposure and accep-tance. For such a transition to happen Business Botswana must undergo profound re-engineering of its structure, systems, process and procedures, support services and above all, its service delivery model. The Governance structure should also be re-moulded to make decision making fast and implementation faster. The organiza-tion structure will need to be adjusted so as to cater for more exigent requirements of its members. The new Mission and Vision statements, and the revamped set of Core-Values should bond the organisation into “a united Team” of professionals having a shared common sense of direction and purpose, that of building and strengthening the private sector to become the catalyst for economic and social transformation of Botswana.

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4.3 Strategic Objectives

Strategic Objectives are clearly defined steps to achieving each strategic thrust. Strategic Objectives need to be SMART (Specific, Measurable, Achievable, Rele-vant, Time bound). More importantly, the scope of the strategic objectives need to be aligned to Business Botswana’s Vision and Mission to become a reference apex private sector body

Table 6: Strategic Thrust 1

ST1: Making business happen through policy advocacy & lobbying

Outlook for 2023

1.Botswana has a clear, transparent, equitable, predictable and rule base framework for doing business 2.Improved ranking in international indices and survey reports

Strategic Objectives RemarksSO1.1 To become the “voice of the

private sector” for effective policy advocacy and lobby-ing

Business Botswana should use the excellent multi-tier structures put in place for public private consulta-tion: the HLCC, SLCC and LLCC. However, instead of being a silent spectator, Business Botswana should propose evidence-base, well researched and coordinated solutions and act as the co-chair of these structures.

SO1.2 To enhance the clarity and predictability of business laws and regulations and the screening and authorization process

Botswana should have “a clear, transparent, equitable, predicable, rule based and easily accessible framework” for doing business in Botswana.

SO1.4 To build smart and sustainable collaborative partnership with key public and private sector stakeholders to ensure speedy implementation of policy

Business Botswana to take the lead in building a smart partnership with all public and private sector institu-tions and agencies involved in the issue of permits, licenses, clearanc-es and approvals. This high-level platform should meet regularly, preferably under the chairmanship of Business Botswana, to review problem areas, prior to tabling the issues at the LLCC, SLCC and HLCC.

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SO1.3 To co-create an enabling business environment that fosters integrated and constant development of the private sector in Botswana

Business Botswana should elevate its role in policy making from its present state of “party to” to co-cre-ator. This calls for in-depth consul-tation with it members, conducting industry base research, benchmark-ing and preparing policy and discussion papers for consideration at higher levels

ST2: Building the vitality and competitiveness of private sector Outlook for 2023

1.Increasing number of Botswana enterprises who are successfully competing in the regional and international markets

2.The contribution of non-diamond sector to GDP exceeds 50%

3. Business Botswana to have its own Centre of Excellence

4. Business Botswana to host an Arbitration CentreStrategic Objectives Remarks

SO2.1

SO2.2

2.1 To promote industrial upgrading and Modernisation of local industry, research & development, and innovation & technology transfer

The level of technology in the man-ufacturing sector is largely old, outdated and unproductive. Research and innovation are still to become mainstream consideration. Business Botswana should lead the modernisation and technology upgrade process of the private sector, through structured training, benchmarking, familiarisation tours and incentives.

To continuously build the capacity of local businesses to compete and win at the nation-al, regional and international levels

Local companies, more specifically the SMEs, are not competitive on the regional and international markets owing to their lack of export readiness. Business Botswa-na should get more engaged in building the capacity of its mem-bers to become export ready, through structured training and capacity building of the entrepre-neur, the enterprise and the indus-

ST: Strategic Thrust SO: Strategic Objectives

Table 7: Strategic Thrust 2

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ST: Strategic Thrust SO: Strategic Objectives

the enterprise and the industry, as well as product development to satis-fy the needs and requirements of the final target consumers, including meeting the required quality standards and norms.

SO2.3 To foster industrial peace and harmony by setting appropri-ate platforms for collabora-tions, dispute resolution, nego-tiations, mediation and arbitra-tion

Botswana suffers from poor work ethics and an aggressive industrial relation. This does not augur well for economic development. Busi-ness Botswana should become the mediator per excellence to promote industrial peace and harmony through well-thought-out conflict resolution approach, mediation and arbitration.

To accelerate economic diver-sification and cluster develop-ment

Economic diversification has been identified as a priority action in the NDP-11. Business Botswana should take the leadership role to mobilise its members to promoting economic diversification and cluster development. Business Botswana to work with relevant ministries to develop appropriate schemes and programmes.

SO2.4

SO2.5 To promote networking, business linkages and business matchmaking to stimulate joint ventures, sub-contracting, licensing, franchising, and mergers & acquisitions

Networking and match-making events for local economic operators are scarce and ad-hoc. Business Botswana to become the integrator and to build platforms for well-structured events and programmes to promote effective networking and business linkages.

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Table 8: Strategic Thrust 3

ST3. Engaging the private sector in promoting economic development Outlook for 2023

1.Botswana’s businesses voluntarily adopt codes of ethical business, good gover-nance, sustainable development, CSR, to promote sustainable and inclusive growth and are engaged in their community

2. A vibrant and robust formal sector

Strategic Objectives RemarksSO3.1

SO3.2

To create ecosystems for good governance, transparency and ethical business conduct by Business Botswana members

Good governance and ethical business should become an integral part of doing business in Botswana

To promote sustainable and inclusive growth and develop-ment

Sustainable and inclusive develop-ment is a national priority of Botswana. Business Botswana to participate fully in realising it by encouraging its members and the business community to adopt envi-ronment friendly practices in their business model. Business should also support women and youth entrepreneurs.

SO3.3 To engage more business in the community through struc-tured Corporate Social Responsibility (CSR)

The level of engagement of business in the community is very low. Business Botswana should assume the responsibility to encour-age more businesses to have their own CSR programmes to address community based social issues.

SO3.4 To promote geographically balanced development of Botswana

Development in Botswana is geographically uneven and unbal-anced, with focus on Gaborone, Palapye, and Francistown.

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SO3.5

SO3.6

To accelerate the transforma-tion of informal business onto the formal sector

The incidence of informal sector in business in Botswana is large, which contributes to resource misallocation and lower productiv-ity. Business Botswana should initiate actions at the national level to encourage the movement from the informal and informal sector. Business Botswana should work with the government to craft addi-tional incentives for such transfor-mation to happen.

To enhance support to local enterprise, with specific focus on Micro, Small and Medium enter-prises (MSMEs)

The entrepreneurship landscape in Botswana is dominated by MSMEs, most of whom are subsistence entrepreneurs. Business Botswana should roll out entrepreneurship development programme using its senior members as mentors and business counsellors. The develop-ment trajectory should aim at grow-ing more micro-level firms into the small entrepreneurs’ grade and more small into medium enterpris-es. And helping the medium to become big enterprises.

The closure of mines in the Sele-bi-Phikwe region is accentuating the problem further. Business Botswana should encourage its members to mobilise more businesses in those depressed regions. Business Botswana should also work closely with the govern-ment to craft additional incentives to promoted balanced development and attract quality FDI

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ST4: Making Business Botswana a more efficient and effective organization

Outlook for 2023

Business Botswana is a strong, multi-sectoral and multi- regional, model apex body for peer organizations to emulate

Strategic Objectives Remarks

SO4.1 To make Business Botswana a learning organization with effective processes and speed of intervention

The transition from BOCCIM to Business Botswana will be slow and painful. Management should initiate change management to graduate from transactional leadership to transformative leadership. This will entail a complete overhaul of the systems and practices of day-to-day operations by incorporating new techniques and technology into man-agement

ST: Strategic Thrust SO: Strategic Objectives

Table 9 : Strategic Thrust 4

SO4.2 To build a united, capable, enthusiastic and pro-business Team willing to do the extra lap

To rise to the challenges of a fast globalising world economy, Busi-ness Botswana should build its internal capabilities, through devel-oping shared common vision and sense of purpose. This will necessi-tate strong team-building, continu-ous capacity building, motivation and cross-department collabora-tion. Management to re-engineer its work ethics to espouse outcome based rather than output-based deliverables.

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SO4.2 To promote sustainable and inclusive growth and development

SO4.3 To improve resource efficiency and financial viability of Busi-ness Botswana

To build a multi-tier membership framework with a refined fee structure based on size of business (turnover) rather than number of employees and to develop innova-tive revenue generating services. The definition of MSMEs could be used as a yardstick to developing a new membership fee structure

SO4.4 To improve the quality and diversity of services to meet and exceed stakeholders’ expectations

To remain relevant to its members, Business Botswana should keep pace with the changes in the business environment and practic-es. It should improve its efficiency and effectiveness of service deliv-ery with regards to quality and speed of service. Business Botswa-na should also diversify its service delivery, including more value-added and revenue generat-ing services.

SO4.5 To improve the Brand image and visibility of Busi-ness Botswana

Business Botswana is relatively unknown to the business commu-nity outside the greater Gaborone area. There is thus an image deficit, compared to the recognition of BOCCIM. Business Botswana should work on improving its brand image and visibility, to become a household name for business in Botswana, through a well-conceived and implemented marketing and communication strategy.

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SO4.6 To develop and reinforce strategic partnerships at the local, regional and internation-al levels

Business Botswana on its own will not be able to achieve its vision and mission. Business Botswana should build strategic partnership, at different levels, with key public and private sector agencies and institutions. Such partnership shall build common understanding among the various players and shall enable finding quicker solutions to business problems

SO4.7 To strengthen membership through retention and recruit-ment initiative

Business Botswana’s membership remains concentrated around the greater Gaborone area and is skewed towards SMEs, which account for more than 60% of its actual membership. Business Botswana is also losing members over the years. Hence, there is an urgency to review Business Botswana membership policy with regard to: (i) its fee structure, (ii) geographic spread, (iii)business size, and (iv) member engagement

SO4.8 To re-engineer Business Botswana’s organisational and governance structures

The Board of Governance of Busi-ness Botswana is very large (31 members) and is built to mirror the government establishment. The organisation structure has remained unchanged from its predecessor organisation. Neither structure is appropriate to deliver on the expectations of the govern-ment and members. There is there-fore an urgency to revisit the governance and organisation struc-tures to make Business Botswana relevant.

SO4.9 To make Business Botswana a responsible, transparent and accountable organization “to walk the talk”

Business Botswana is a member owned and funded organisation, and as such it must demarcate itself from the civil service. It should set standards for its members to emu-late in matters of transparency, accountability, business ethics and efficiency. Such orientation will bring Business Botswana closer to other performing peer apex body private sector organisations..

ST: Strategic Thrust SO: Strategic Objectives

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5.0 The Implementation ProgrammeThe Implementation Programme for 2018-2020 sets out the priority activities that Business Botswana will perform, during the two-year period, to achieve its set Vision and Mission to become the uncontested Botswana’s foremost private sector body driving economic and social transformation of the country and its Mission to be the unified voice of business, striving to enhance the business environment, build the vitality and competitiveness of private sector in Botswana. The Imple-mentation Programme should be re-actualised annually to remain on the set course.

The Actions have been designed to meet the expected outcomes of each strategic objective, which in turn reinforces each strategic thrust. The implementation plan in annex 1 provides an overview of the recommended actions and activities that Business Botswana should/could undertake in the coming two years to achieve its objectives and deliverables. The onus is on Business Botswana to monitor and evaluate the performance of the actions against set results and to take timely correc-tive actions to correct any deviation and non-performance. As an agile organization Business Botswana should after 2020 establish annual Action Plans taking into consideration national, regional and international factors.

5.1 The Expected Outcomes

The expected outcomes through the implementation of this Strategic Plan and its supporting Implementation Programme are two folds:

1. Specific expectations, and 2. General expectations

5.1.1 Specific Expectations

Specific Expectations relates to explicit targets to be reached. The following table depicts the targets set for the year 2023:

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Table 14: Private Sector Contribution: Expected Outcomes

Private sector contribution 2023

Contribution to GDP Above 50%Contribution to employment creation 60% of total employment

Contribution to export earnings 15%

5.1.2 General Expectations

The general expectations of this plan are the overall results to be delivered. These include:

Table 15: Five Elements of the Strategy

Deliverables Description1 One Team 1. A strong and united Business Botswana working in

teams with integrity and professionalism

2 Two Volumes 1. A 5-Year Strategic Plan (2018-2023)2. A 2-Year Implementation Programme (2018-2020)

3

4

Three Tactics

Four Strategic Thrusts

Five Principles

1. Consultative2. Collaborative3. Comprehensive1. Making business happen through policy advocacy and lobbying2. Building the vitality and competitiveness of private sector3. Engaging the private sector in promoting economic development4. Making Business Botswana a more efficient and effective organization1. Strong Leadership2. Timely Implementation3. Close Monitoring & Evaluation4. Timely remedial actions to correct any deviation5. Accountability

5

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6.0 Monitoring & Evaluation FrameworkThe proposed monitoring and evaluation platform is built on the log frame matrix, which is an efficient management tool for project management as it contains a robust M & E platform.The Log frame forms an integral part of strategy and Implementation Programme and is in annex 1.

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7.0 The Resource Mobilization PlanThe Business Botswana budget structure includes: 1. Membership Fees2. Revenue Generating activities3. Technical Assistance and Donor support programmes 4. Other incomes 1. Membership FeesPresently Business Botswana has 2045 members, which result in annual member-ship fees varying between P1200 to P50,000 annually, based on the criteria of number of employees.

Revenue generating activities

These activities include Trade Fair, National Business Conference, Annual Gala Dinner, Paid trainings

2. Technical Assistance and Donor support programmes Sources of non-financial support include development and donor agencies such as UNDP, EU, AfDB, etc.

3. Other incomesOther non-regular income sources will include:• Interest rates• Sales of assets • Sponsorship• Revenue-sharing activities with the public sector, like managing ATA Carnet, VAT Refund system and others.

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1.

Sta

keho

lder

s op

timis

e se

rvic

es

prov

ided

by

BB

2. M

embe

rs e

nga-

ge in

pro

mot

ing

incl

usiv

e an

d su

st-

aina

ble

deve

lop-

men

t3.

Con

tinue

d su

ppor

t of g

over

n-m

ent t

o B

B

Bus

ines

s Bot

swan

a is

a

stro

ng m

ulti-

sect

or-

al and

mul

ti- re

gion

al

mod

el a

pex

body

for

peer

org

aniz

atio

ns to

em

ulat

e

ST 1

To b

ecom

e th

e “V

oice

of

the

priv

ate

sect

or”

for

effe

ctiv

e po

licy

advo

ca-

cy a

nd lo

bbyi

ng

Gov

ernm

ent

unde

rtaki

ng

chan

ges i

n th

e bu

sine

ss e

nviro

-m

ent b

y ad

optin

g pr

opos

als f

rom

BB

2018

fig

ures

1. M

inis

try

of F

inan

ce2.

Min

istry

of

Inve

st-

men

t, Tr

ade

and

Indu

stry

Pro-

priv

ate

sect

or

open

gov

ernm

ent

1. B

otsw

ana

has a

cl

ear,

trans

pare

nt,

equi

tabl

e, p

redi

ctab

le

and

rule

bas

e fr

amew

ork

for d

oing

bu

sine

ss

2. I

mpr

oved

rank

ing

in in

tern

atio

nal

indi

ces a

nd su

rvey

re

ports

Stra

tegi

c T

hrus

ts

25

Bas

elin

eIn

terv

entio

n Lo

gic

O

bjec

tivel

y Ve

rifia

ble

indi

cato

rs o

f ac

hiev

emen

t

Targ

ets

Sour

ces &

Mea

ns

of V

erifi

catio

n Ex

pect

ed

Out

com

es

Ass

umpt

ions

ST 2

B

uild

ing

the

vita

lity

and

com

petiv

enes

s of

priv

ate

sect

or

Incr

ease

d nu

mbe

r of l

ocal

co

mpa

nies

en

gagi

ng in

to

expo

rts

7.10

%12

% o

f to

tal

expo

rts

"1. S

tatis

tics B

otsw

a-na 2.

Bot

swan

a R

even

ue

Aut

horit

y/C

usto

ms

3. M

inis

try o

f In

vest

men

t, Tr

ade

and

Indu

stry

"

"1. L

ocal

co

mpa

nies

are

op

en to

exp

and-

ing

into

exp

ort

busi

ness

2. C

ompa

nies

pa

rtici

pate

in th

e ca

paci

ty b

uild

ing

prog

ram

mes

on

deve

lopi

ng e

xpor

t

1.In

crea

sing

num

ber

of B

otsw

ana

ente

rpris

es w

ho a

re

succ

essf

ully

co

mpe

ting

in th

e re

gion

al a

nd

inte

rnat

iona

l m

arke

ts

2.Th

e co

ntrib

utio

n of

non

-dia

mon

d se

ctor

to G

DP

ST 3

En

gagi

ng th

e pr

ivat

e se

ctor

in

econ

omic

de

velo

pmen

t

Incr

ease

d nu

mbe

r of

BB

mem

bers

si

gnin

g up

to

code

s of c

ondu

ct

on g

ood

gove

r-na

nce,

eth

ical

bu

sine

ss a

nd C

SR

"1. B

B m

embe

rs

open

to a

dopt

ing

busi

ness

cod

es o

f co

nduc

t2.

BB

mem

bers

im

plem

ent t

he

code

s of c

ondu

ct"

2018

fig

ures

B

B d

ata

Bot

swan

a’s b

usin

ess

volu

ntar

ily a

dopt

co

des o

f eth

ical

bu

sine

ss, g

ood

gove

rnan

ce, s

usta

in-

able

dev

elop

men

t, C

SR, t

o pr

omot

e su

stai

nabl

e an

d in

clus

ive

grow

th a

nd

are

enga

ged

in th

eir

ST4

Mak

ing

Bus

ines

s B

otsw

ana

a m

ore

effic

ient

an

d ef

fect

ive

orga

nisa

tion

Bet

ter s

atis

fac-

tion

leve

ls fr

om

BB

stak

ehol

ders

2018

da

ta1.

Surv

ey Q

uest

ion-

naire

2.

Few

er c

ompl

aint

s on

serv

ices

and

de

liver

y of

BB

BB

per

sonn

el is

op

en to

cha

nge

One

BB

mot

ivat

ed

and

fully

col

labo

ra-

tive

Tea

m se

rvic

ing

BB

stak

ehol

ders

Bas

elin

eIn

terv

entio

n Lo

gic

O

bjec

tivel

y Ve

rifia

ble

indi

cato

rs o

f ach

ieve

men

tTa

rget

s So

urce

s & M

eans

of

Ver

ifica

tion

Expe

cted

Out

com

es

Ass

umpt

ions

SO1

-1

To b

ecom

e th

e “V

oice

of t

he

priv

ate

sect

or”

for e

ffect

ive

polic

y ad

voca

cy

and

lobb

ying

1. N

o of

mee

tings

at

tend

ed w

.r.t

LLC

,SLC

C, H

LCC

2. N

o of

pol

icy

pa

pers

subm

itted

to

Gov

ernm

ent

3. N

o of

mee

tings

at

tend

ed w

ith

gove

rnm

ent n

egot

iat-

ing

team

for d

iplo

mat

-ic

and

inte

rnat

iona

l co

oper

atio

n

4. O

nlin

e pl

atfo

rm fo

r m

embe

rs to

pos

t is

sues

5. N

o of

pre

-Bud

get

cons

ulta

tion

mee

tings

at

tend

ed

6. L

ocal

and

fore

ign

inve

stm

ents

trea

ted

equa

lly

7. N

o of

mee

tings

co

-cha

ired

with

pub

lic

sect

or.

2018

da

ta"1

. Rel

evan

t M

inis

tries

2.

Reg

iona

l &

Dis

trict

Com

mis

-si

ons

3. N

atio

nal B

udge

t Sp

eech

es

"1. P

ro-p

rivat

e se

ctor

app

roac

h of

Gov

ernm

ent

2. C

omm

itmen

t of

BB

mem

bers

3. B

B's

capa

city

to

del

iver

re

sear

ch b

ased

pa

pers

"

BB

bec

ome

an

inte

gral

par

t in

polic

y m

akin

g

Stra

tegi

c O

bjec

tives

Bas

elin

eIn

terv

entio

n Lo

gic

O

bjec

tivel

y Ve

rifia

ble

indi

cato

rs o

f ach

ieve

men

tTa

rget

s So

urce

s & M

eans

of

Ver

ifica

tion

Expe

cted

Out

com

es

Ass

umpt

ions

SO1-

2

To e

nhan

ce

the

clar

ity

and

pred

icta

bili-

ty o

f bu

sine

ss

law

s and

re

gula

tions

an

d th

e sc

reen

ing

and

auth

oriz

a-tio

n pr

oces

s

1. A

che

cklis

t of g

ood

prac

tices

dev

ised

and

di

ssem

inat

ed to

mem

bers

2. A

gui

delin

e fo

r ap

prov

al p

roce

ss w

hich

is

clea

r, tra

nspa

rent

, rul

e ba

sed

and

acce

ssib

le

easi

ly in

Bot

swan

a an

d ov

erse

as

3.

New

slet

ters

and

mai

ls

to d

esse

min

ate

info

rma-

tion

to m

embe

rs

4.

Lis

t of d

iscr

epan

cies

of

treat

men

t bet

wee

n st

ate

owne

d an

d pr

ivat

e ow

ned

ente

rpris

es th

at h

ave

been

re

mov

ed

5. N

ew c

riter

ia d

evel

oped

fo

r acc

ess t

o la

nd fo

r bu

sine

ss o

ppor

tuni

ties

6. S

eam

less

and

tim

ely

appr

oval

of v

isas

, wor

k an

d re

side

nce

perm

its fo

r ex

patri

ate

wor

kers

and

fa

mili

es.

2018

da

ta1.

Bot

swan

a's ra

nkin

g in

inte

rnat

iona

l in

dice

s2.

Fee

dbac

k fr

om

mem

bers

and

st

akeh

olde

rs

1. W

illin

gnes

s of

Gov

ernm

ent t

o im

prov

e bu

sine

ss

envi

ronm

ent

2. T

imel

y im

plem

enta

tion

of p

olic

y de

cisi

ons

Seam

less

bu

sine

ss

proc

esse

s are

pu

t in

plac

e

Stra

tegi

c O

bjec

tives

Bas

elin

eIn

terv

entio

n Lo

gic

O

bjec

tivel

y Ve

rifia

ble

indi

cato

rs o

f ach

ieve

men

tTa

rget

s So

urce

s & M

eans

of

Ver

ifica

tion

Expe

cted

Out

com

es

Ass

umpt

ions

SO1-

3To

co-

crea

te

an e

nabl

ing

busi

ness

en

viro

n-m

ent t

hat

fost

ers

inte

grat

ed

and

cons

tant

de

velo

p-m

ent o

f the

pr

ivat

e se

ctor

in

Bot

swan

a

1. B

usin

esse

s hav

e le

sser

le

gal a

nd re

gula

tory

hu

rdle

s2.

E-g

over

nanc

e in

itia-

tives

are

set i

n pl

ace

3. Im

pedi

men

ts a

nd

bottl

enec

ks re

duce

d us

ing

the

Ease

of D

oing

B

usin

ess f

ram

ewor

k4.

E-ju

dici

ary

syst

em a

nd

AD

R p

latfo

rm a

re se

t up

for c

omm

erci

al c

ases

5. R

anki

ng o

f Bot

swan

a im

prov

ed6.

No

of P

PP p

roje

cts

2018

da

ta1.

Fee

dbac

k fr

om

mem

bers

and

st

akeh

olde

rs2.

Inte

rnat

iona

l ra

nkin

g in

dice

s3.

Min

istry

of

Fina

nce

4. N

otes

of m

eetin

g of

pub

lic-p

rivat

e se

ctor

mee

tings

1. P

ro-p

rivat

e se

ctor

bus

ines

s cl

imat

e2.

Cap

acity

of B

B

to d

rive

priv

ate

sect

or d

evel

op-

men

t

Impr

oved

bu

sine

ss c

limat

e fo

r loc

al a

nd

fore

ign

inve

stor

s

Stra

tegi

c O

bjec

tives

Base

line

Inte

rven

tion

Logi

c O

bjec

tivel

y Ve

rifia

ble

indi

cato

rs o

f ach

ieve

men

tTa

rget

s So

urce

s & M

eans

of

Ver

ifica

tion

Expe

cted

Out

com

es

Ass

umpt

ions

SO1-

4

To b

uild

smar

t an

d su

stain

-ab

le co

llabo

-ra

tive

partn

ersh

ip

with

key

pu

blic

and

priv

ate s

ecto

r sta

keho

lder

s to

ensu

re

spee

dy

impl

emen

ta-

tion

of p

olic

y

1. L

ist o

f key

dep

art-

men

ts an

d ag

enci

es

prov

idin

g a f

ocal

poi

nt

2. N

o of

mee

tings

of t

he

mul

ti sta

keho

lder

foru

m

3. N

o of

pol

icy

issue

s cl

eare

d

2018

da

ta1.

Rel

evan

t dep

art-

men

ts an

d ag

enci

es

2. N

otes

of m

eetin

g of

stak

ehol

ders

foru

m3.

BB

data

1. W

illin

gnes

s of

publ

ic &

priv

ate

sect

or to

colla

bo-

rate

2. B

B's c

apac

ity

to m

anag

e suc

h co

llabo

rativ

e pl

atfo

rm

Stro

ng an

d su

stain

able

pa

rtner

ship

s es

tabl

ished

w

ith k

ey

stake

hold

ers

Stra

tegi

c Obj

ectiv

es

Base

line

Inter

vent

ion

Logi

c Ob

jectiv

ely V

erifi

able

indi

cato

rs of

achi

evem

ent

Targ

ets

Sour

ces &

Mea

ns

of V

erifi

catio

n Ex

pecte

d Ou

tcom

es

Assu

mpt

ions

SO2-

1 To

prom

ote

indu

strial

up

grad

ing &

m

oder

nisa

tion

of lo

cal

indu

stry,

rese

arch

&

deve

lopm

ent,

and i

nnov

ation

&

tech

nolo

gy

trans

fer

"1. R

egul

ar st

atus r

epor

ts on

th

e sup

ply c

apac

ity an

d po

tentia

l of B

B m

embe

rs2.

List

of B

B m

embe

rs lea

rnin

g new

tech

niqu

es an

d in

vesti

ng in

new

techn

olog

y an

d mac

hine

ry3.

List

of B

B m

embe

rs ha

ving

upgr

aded

syste

ms a

nd

proc

esse

s in t

erm

s of

indu

strial

upgr

ades

"

2018

data

"1. S

urve

y Rep

orts

2. Pr

ogra

mm

es of

ca

pacit

y bui

ldin

g3.

Prod

uctiv

ity

ratio

s"

"1. C

omm

itmen

t of

gove

rnm

ent t

o pro

mot

e tec

hnol

ogy t

rans

fer

and m

oder

nisa

tion o

f lo

cal b

usin

esse

s2.

Chan

ge in

min

dset

of bu

sines

s com

mun

ity

to im

prov

e com

peti-

tiven

ess

3. Ad

equa

te su

ppor

t ec

osys

tem "

Acce

lerate

d m

oder

nisa

-tio

n and

tec

hnol

ogy

trans

fer

Stra

tegi

c Obj

ectiv

es

Bas

elin

eIn

terv

entio

n Lo

gic

O

bjec

tivel

y Ve

rifia

ble

indi

cato

rs o

f ach

ieve

men

tTa

rget

s So

urce

s & M

eans

of

Ver

ifica

tion

Expe

cted

Out

com

es

Ass

umpt

ions

SO2

-4

To a

ccel

erat

e ec

onom

ic

dive

rsifi

ca-

tion

and

clus

ter

deve

lopm

ent

1. N

o of

ED

D m

eetin

gs

atte

nded

2.

No

of g

loba

l and

re

gion

al v

alue

cha

ins

deve

lope

d3.

No

of n

ew in

dust

rial

and

serv

ices

clu

ster

s de

velo

ped

4. N

umbe

r of S

peci

al

Econ

omic

Zon

es se

t5.

Lis

t of c

ontra

cts o

f co

-man

agem

ent o

f SEZ

's

2018

da

ta1.

Min

istry

of

Inve

stm

ent,

Trad

e an

d In

dust

ry2.

Nat

iona

l St

rate

gy O

ffice

1. C

omm

itmen

t of

gove

rnm

ent t

o dr

ive

EDD

and

clu

ster

de

velo

pmen

t2.

Will

ingn

ess o

f bu

sine

ss to

par

tici-

pate

in E

DD

and

cl

uste

r dev

elop

men

t3.

A c

ondu

cive

ec

o-sy

stem

is

crea

ted

for E

DD

an

d cl

uste

r dev

elop

-m

ent.

Econ

omic

di

vers

ifica

-tio

n an

d C

lust

er

deve

lopm

ent

Stra

tegi

c O

bjec

tives

SO2

-5

To a

ccel

erat

e ec

onom

ic

dive

rsifi

ca-

tion

and

clus

ter

deve

lopm

ent

1. B

to B

net

wor

king

pl

atfo

rm se

t up

2. N

o of

col

labo

ratio

ns3.

No

of sa

les e

vent

s or

gani

sed

4. N

o of

bus

ines

s mat

ch-

mak

ing

even

ts o

rgan

ised

5. N

o of

bus

ines

s br

eak-

fast

mee

tings

org

anis

ed in

se

lect

ed re

gion

s6.

Reg

iona

l Tra

de F

air i

n G

aber

one.

2018

da

ta1.

BB

ope

ratio

ns

team

.1.

Cor

pora

tes a

re

will

ing

to o

pen

busi

ness

to S

MEs

2. C

apab

ility

of

SMEs

to m

eet

requ

irem

ents

and

st

anda

rds.

Enha

nced

ne

twor

king

an

d bu

sine

ss

linka

ges

amon

g co

mpa

nies

Bas

elin

eIn

terv

entio

n Lo

gic

O

bjec

tivel

y Ve

rifia

ble

indi

cato

rs o

f ach

ieve

men

tTa

rget

s So

urce

s & M

eans

of

Ver

ifica

tion

Expe

cted

O

utco

mes

A

ssum

ptio

ns

SO3-

1

To c

reat

e ec

osys

-te

ms f

or g

ood

gove

rnan

ce,

trans

pare

ncy

and

ethi

cal b

usin

ess

cond

uct b

y B

B

mem

bers

1. N

o of

pro

gram

mes

de

sign

ed a

nd im

plem

ente

d on

eth

ics,

good

gov

er-

nanc

e an

d tra

nspa

rent

bu

sine

ss

2. N

o of

priv

ate

sect

or

oper

ator

s hav

ing

reco

urse

to

alte

rnat

ive

disp

ute

reso

lutio

n m

echa

nism

3. B

ette

r ran

king

in

Tran

spar

ency

Inte

rnat

iona

l an

d si

mila

r ind

ices

4. N

o of

mem

bers

en

dors

ing

BB

stan

dard

s.

2018

da

ta1.

BB

Ope

ratio

ns

team

2. In

tern

atio

nal

indi

ces.

1. B

B O

pera

tions

te

am2.

Inte

rnat

iona

l in

dice

s.

Goo

d go

vern

ance

, et

hica

l bu

sine

ss a

nd

CSR

bec

ome

inte

gral

par

t of

bus

ines

s

Stra

tegi

c O

bjec

tives

Bas

elin

eIn

terv

entio

n Lo

gic

O

bjec

tivel

y Ve

rifia

ble

indi

cato

rs o

f ach

ieve

men

tTa

rget

s So

urce

s & M

eans

of

Ver

ifica

tion

Expe

cted

Out

com

es

Ass

umpt

ions

SO3-

2

To p

rom

ote

sust

aina

ble

and

incl

usiv

e gr

owth

and

de

velo

pmen

t

1. N

o of

men

tors

hip

prog

ram

mes

del

iver

ed

2. A

ttend

ance

to

prog

ram

mes

by

yout

hs

and

wom

en e

ntre

pren

eurs

3. S

avin

gs o

n en

ergy

co

sts

4. N

o of

env

ironm

ent

prot

ectio

n pr

ogra

mm

es

laun

ched

5. N

o of

com

pani

es

emba

rkin

g on

was

te

man

agem

ent,

rene

wab

le,

carb

on e

mis

sion

and

al

tern

ativ

e en

ergy

pr

ojec

ts.

2018

da

ta1.

BB

Ope

ratio

ns

team

2. S

urve

y of

pa

rtici

patin

g co

mpa

nies

3. M

inis

try o

f In

vest

men

t, Tr

ade

& In

dust

ry4.

Min

istry

of

Envi

ronm

ent.

1. B

usin

ess i

s ope

n to

you

th a

nd g

ende

r ne

utra

lity

2. C

omm

itmen

t of

mem

bers

to

envi

ronm

ent

prot

ectio

n.

Mai

n-st

ream

ing

envi

ron-

men

tal

frie

ndly

an

d ge

nder

ne

utra

lity

in b

usin

ess

Stra

tegi

c O

bjec

tives

Bas

elin

eIn

terv

entio

n Lo

gic

O

bjec

tivel

y Ve

rifia

ble

indi

cato

rs o

f ach

ieve

men

tTa

rget

s So

urce

s & M

eans

of

Ver

ifica

tion

Expe

cted

O

utco

mes

A

ssum

ptio

ns

SO3-

3

To e

ngag

e m

ore

busi

ness

in th

e co

mm

unity

th

roug

h st

ruct

ured

C

orpo

rate

Soc

ial

Res

pons

ibili

ty

(CSR

)

1. A

nat

iona

l CSR

pr

ogra

mm

e in

trodu

ced

2. N

o of

mem

bers

im

plem

entin

g C

SR3.

No

of a

war

enes

s ca

mpa

igns

on

impo

rtanc

e of

CSR

to c

ompa

nies

4. N

o of

cap

acity

bu

ildin

g pr

ogra

mm

es5.

CSR

Fun

d se

t up.

2018

da

ta1.

BB

Ope

ratio

ns

team

1. B

B m

embe

rs

are

will

ing

to

adop

t CSR

pr

ogra

mm

es2.

A re

gula

tory

fr

amew

ork

for

CSR

is

deve

lope

d.

Incr

ease

d co

ntrib

utio

n to

th

e so

ciet

y ar

ound

en

terp

rises

Stra

tegi

c O

bjec

tives

Bas

elin

eIn

terv

entio

n Lo

gic

O

bjec

tivel

y Ve

rifia

ble

indi

cato

rs o

f ach

ieve

men

tTa

rget

s So

urce

s & M

eans

of

Ver

ifica

tion

Expe

cted

Out

com

es

Ass

umpt

ions

SO3-

4

To p

rom

ote

geog

raph

ical

ly

bala

nced

de

velo

pmen

t of

Bot

swan

a

1. L

ist o

f dep

ress

ed

regi

ons t

hat h

ave

a de

velo

pmen

t pr

ogra

mm

e2.

No

of jo

b fa

irs

cond

ucte

d 3.

No

of re

crui

tmen

ts

mad

e4.

No

of lo

cal e

ntre

pre-

neur

ship

pro

gram

mes

de

velo

ped

5. N

o of

regi

onal

leve

l in

vest

men

t wor

ksho

ps

cond

ucte

d.

2018

da

ta1.

Reg

iona

l &

Dis

trict

Com

mis

-si

ons

2. B

B O

pera

tions

te

am.

1. G

over

nmen

t's

com

mitm

ent t

o ba

lanc

ed d

evel

op-

men

t of r

egio

ns2.

Will

ingn

ess o

f bu

sine

ss to

mov

e in

to d

epre

ssed

are

as3.

Eco

syst

ems

crea

ted

to in

tegr

ate

depr

esse

d ar

eas i

nto

mai

nstre

am

deve

lopm

ent .

Bus

ines

ses

crea

ted

in

less

favo

ured

lo

catio

ns

Stra

tegi

c O

bjec

tives

Bas

elin

eIn

terv

entio

n Lo

gic

O

bjec

tivel

y Ve

rifia

ble

indi

cato

rs o

f ach

ieve

men

tTa

rget

s So

urce

s & M

eans

of

Ver

ifica

tion

Expe

cted

Out

com

es

Ass

umpt

ions

Stra

tegi

c O

bjec

tives

SO

3-5

To

acc

eler

ate

the

trans

form

a-tio

n of

info

rmal

bu

sine

ss o

nto

the

form

al

sect

or

1. N

o of

mee

tings

hel

d w

ith re

leva

nt g

over

nmen

t de

partm

ents

2. N

o of

aw

aren

ess

prog

ram

mes

, cam

paig

ns,

wor

ksho

ps, s

emin

ars,

conf

eren

ces

3. N

o of

mee

tings

with

lo

cal C

omm

unity

lead

ers

4. N

o of

info

rmal

bu

sine

sses

regi

ster

ed in

to

new

com

pani

es5.

No

of in

cent

ives

(fis

cal

& n

on-f

isca

l) to

enc

oura

ge

form

alis

atio

n of

bus

ines

s-es

.

2018

da

ta1.

Reg

istra

r of

Com

pani

es2.

Reg

iona

l &

Dis

trict

Com

mis

-si

ons

3. S

tatis

tics

Bot

swan

a4.

BB

Ope

ratio

ns

Team

.

1. W

illin

gnes

s of

info

rmal

bu

sine

sses

to

mov

e in

to th

e fo

rmal

sect

or2.

Affi

rmat

ive

actio

ns b

y G

over

nmen

t to

prom

ote

form

alis

atio

n of

bu

sine

sses

.

Mor

e bu

sine

sses

m

ovin

g fr

om

info

rmal

to

form

al se

ctor

Bas

elin

eIn

terv

entio

n Lo

gic

O

bjec

tivel

y Ve

rifia

ble

indi

cato

rs o

f ach

ieve

men

tTa

rget

s So

urce

s & M

eans

of

Ver

ifica

tion

Expe

cted

Out

com

es

Ass

umpt

ions

Stra

tegi

c O

bjec

tives

SO

3-6

To

enh

ance

su

ppor

t to

loca

l ent

er-

pris

e, w

ith

spec

ific

focu

s on

Mic

ro,

Smal

l and

M

ediu

m

ente

rpris

es

(MSM

Es)

1. N

o of

MSM

Es b

usin

ess

linka

ges c

reat

ed2.

No

of M

SMEs

win

ning

te

nder

s3.

No

of p

rogr

amm

es fo

r ca

paci

ty b

uild

ing

for

MSM

Es4.

Pla

tform

for d

isse

min

atio

n of

tend

er n

otic

es5.

SM

E D

evel

opm

ent U

nit a

t B

B a

ssis

ting

MSM

Es

6. A

Con

sulta

tive

Pape

r for

se

tting

up

of a

Nat

iona

l In

cuba

tor S

chem

e7.

Lis

t of i

ncen

tives

pre

pare

d fo

r MSM

Es8.

Por

tfolio

of B

asar

wa

craf

ts.

2018

da

ta1.

Reg

iona

l &

Dis

trict

Com

mis

-si

ons

2. B

B O

pera

tions

te

am3.

Min

istry

of

Tour

ism

4. M

inis

try o

f In

vest

men

t, Tr

ade

& In

dust

ry.

1. E

ngag

emen

t of

Gov

ernm

ent t

o de

velo

p B

asar

wa

craf

tsm

ansh

ip2.

Will

ingn

ess o

f th

e B

asar

wa

com

mun

ity to

in

tegr

ate

mai

n-st

ream

bus

ines

s3.

Ava

ilabi

lity

of

appr

opria

te sa

les

infr

astru

ctur

e fo

r ha

ndic

rafts

.

Dyn

amic

M

SME

sect

or

crea

ted

Bas

elin

eIn

terv

entio

n Lo

gic

O

bjec

tivel

y Ve

rifia

ble

indi

cato

rs o

f ach

ieve

men

tTa

rget

s So

urce

s & M

eans

of

Ver

ifica

tion

Expe

cted

O

utco

mes

A

ssum

ptio

ns

Stra

tegi

c O

bjec

tives

SO

4-1

To

mak

e B

usin

ess

Bot

swan

a a

lear

ning

org

aniz

a-tio

n w

ith e

ffect

ive

proc

esse

s and

sp

eed

of in

terv

en-

tion

1. A

n up

date

d or

gani

sa-

tion

stru

ctur

e2.

Rev

ampe

d IT

in

fras

truct

ure

2. O

pera

ting

Man

uals

3. P

roje

ct a

nd C

usto

mer

m

anag

emen

t sys

tem

s 4.

BB

is re

ady

for I

SO

certi

ficat

ion

5. M

anag

emen

t by

Obj

ectiv

es6.

No

of tr

aini

ng

prog

ram

mes

on

polic

y ad

voca

cy, i

nter

natio

nal

trade

, etc

.

2018

da

taB

B d

ata

1. T

he S

trate

gy

and

Impl

emen

-ta

tion

Plan

s are

ad

opte

d2.

The

BB

Tea

m

is w

illin

g an

d pr

epar

ed fo

r ch

ange

.

Enha

nced

de

liver

y of

B

B se

rvic

es

Bas

elin

eIn

terv

entio

n Lo

gic

O

bjec

tivel

y Ve

rifia

ble

indi

cato

rs o

f ach

ieve

men

tTa

rget

s So

urce

s & M

eans

of

Ver

ifica

tion

Expe

cted

O

utco

mes

A

ssum

ptio

ns

Stra

tegi

c O

bjec

tives

SO

4-2

To

bui

ld a

un

ited,

ca

pabl

e,

enth

usia

stic

an

d pr

o-bu

si-

ness

Tea

m

will

ing

to d

o th

e ex

tra la

p

1. S

tatu

s rep

ort

2. T

rain

ing

Nee

ds

Ana

lysi

s3.

Per

form

ance

M

anag

emen

t Sys

tem

4. N

o of

trai

ning

pr

ogra

mm

es re

ceiv

ed

by d

onor

age

ncie

s5.

No

of c

ross

-fun

c-tio

nal p

roje

cts

6. A

rew

ard

syst

em th

at

is b

ased

on

perf

or-

man

ce e

valu

atio

n.

2018

da

taB

B d

ata

1. T

he S

trate

gy

and

Impl

emen

ta-

tion

Plan

s are

ad

opte

d2.

The

Boa

rd o

f G

over

nanc

e an

d st

affs

are

will

ing

and

prep

ared

for

chan

ge.

Mot

ivat

ed

Team

with

a

com

mon

sh

ared

vis

ion

SO4

-3

To im

prov

e re

sour

ce

effic

ienc

y an

d fin

anci

al

viab

ility

of B

B

1. A

n in

tern

al a

udito

r se

ts u

p a

risk

man

age-

men

t and

gov

erna

nce

syst

em2.

Mem

bers

hip

syst

em

and

fees

are

upd

ated

3. T

he R

esou

rce

Mob

ilisa

tion

Rep

ort

deta

iling

fina

ncia

l and

no

n-fin

anci

al o

ptio

ns

of fu

ndin

g4.

A re

venu

e sh

arin

g m

odel

.

2018

da

taB

B d

ata

1. T

he S

trate

gy

and

Impl

emen

ta-

tion

Plan

s are

ad

opte

d2.

The

Boa

rd o

f G

over

nanc

e is

w

illin

g an

d pr

epar

ed fo

r ch

ange

.

Opt

imis

ed

use

of

reso

urce

s

Bas

elin

eIn

terv

entio

n Lo

gic

O

bjec

tivel

y Ve

rifia

ble

indi

cato

rs o

f ach

ieve

men

tTa

rget

s So

urce

s & M

eans

of

Ver

ifica

tion

Expe

cted

Out

com

es

Ass

umpt

ions

Stra

tegi

c O

bjec

tives

SO

4 -4

To im

prov

e th

e qu

ality

and

di

vers

ity o

f se

rvic

es to

mee

t an

d ex

ceed

st

akeh

olde

rs’

expe

ctat

ions

"1. C

usto

mer

Fee

dbac

k Su

rvey

2. A

fully

func

tiona

l co

mpl

aint

s man

age-

men

t pla

tform

3. N

umbe

r of c

ases

re

porte

d on

act

s of

corr

uptio

n, e

xtor

tion,

et

c 4.

An

esta

blis

hed

Arb

itrat

ion

Cen

tre5.

No

of a

rbitr

ator

s tra

ined

"

2018

da

taB

B d

ata

"1. T

he S

trate

gy

and

Impl

emen

ta-

tion

Plan

s are

ad

opte

d2.

The

Sta

ffs a

re

will

ing

to d

o th

e ex

tra m

ile"

Satis

fied

mem

bers

and

st

akeh

olde

rs

Bas

elin

eIn

terv

entio

n Lo

gic

O

bjec

tivel

y Ve

rifia

ble

indi

cato

rs o

f ach

ieve

men

tTa

rget

s So

urce

s & M

eans

of

Ver

ifica

tion

Expe

cted

Out

com

es

Ass

umpt

ions

Stra

tegi

c O

bjec

tives

SO4

-5

To im

prov

e th

e B

rand

im

age

and

visi

bilit

y of

B

usin

ess

Bot

swan

a

1. N

o of

indu

stry

ass

ocia

-tio

ns a

nd c

ham

bers

of

com

mer

ce c

reat

ed2.

Per

cept

ion

Surv

ey re

sults

3. N

ew lo

go o

f BB

4. M

oder

n co

mm

unic

atio

n m

ater

ials

, up-

date

d w

ebsi

te,

soci

al m

edia

ado

pted

5. N

o of

aw

ards

and

re

cogn

ition

s aw

arde

d6.

New

Reg

iona

l Offi

ce

open

ed in

Mau

n7.

Hea

dqua

rters

refu

rbis

hed.

2018

da

ta

BB

dat

a1.

The

Stra

tegy

an

d Im

plem

enta

-tio

n Pl

ans a

re

adop

ted

2. F

inan

cial

vi

abili

ty is

se

cure

d.

Incr

ease

d aw

aren

ess o

f B

B

SO4

-6

To d

evel

op

and

rein

forc

e st

rate

gic

partn

ersh

ips

at th

e lo

cal,

regi

onal

and

in

tern

atio

nal

leve

ls

1. N

o of

stra

tegi

c pa

rtner

-sh

ip a

gree

men

ts si

gned

2. N

o of

mem

bers

in

Frie

nds o

f BB

net

wor

k3.

BB

's po

sitio

ning

in

com

paris

on w

ith o

ther

pr

ivat

e se

ctor

org

anis

atio

ns.

2018

da

ta

BB

dat

a

1. T

he S

trate

gy

and

Impl

emen

ta-

tion

Plan

s are

ad

opte

d2.

Par

tner

s are

w

illin

g to

co

llabo

rate

.

Incr

ease

d po

rtfol

io o

f pa

rtner

s

Bas

elin

eIn

terv

entio

n Lo

gic

O

bjec

tivel

y Ve

rifia

ble

indi

cato

rs o

f ach

ieve

men

tTa

rget

s So

urce

s & M

eans

of

Ver

ifica

tion

Expe

cted

Out

com

es

Ass

umpt

ions

Stra

tegi

c O

bjec

tives

SO4

-7

To

stre

ngth

en

mem

ber-

ship

th

roug

h re

tent

ion

and

recr

uitm

ent

initi

ativ

e

1. N

o of

mem

bers

ad

herin

g to

the

vario

us

leve

ls o

f the

loya

lty

prog

ram

me

2. N

o of

mem

bers

in

each

sect

or fr

om e

ach

regi

on3.

No

of w

omen

and

yo

uth

mem

bers

4. N

o of

Reg

iona

l C

ounc

ils th

at a

re

oper

atio

nal

5. N

o of

bus

ines

s re

late

d in

fo a

nd a

lerts

se

nt to

bus

ines

s co

mm

unity

6.

No

of m

embe

rs

serv

iced

in th

e af

terc

are

prog

ram

me.

2018

da

taB

B d

ata

1. T

he S

trate

gy

and

Impl

emen

ta-

tion

Plan

s are

ad

opte

d2.

Bus

ines

ses a

re

keen

to b

ecom

e m

embe

r of B

B.

1. M

embe

r-sh

ip re

tent

ion

2. In

crea

sed

num

ber o

f m

embe

rs3.

Div

ersi

ty in

m

embe

rshi

p (r

egio

nal,

sect

oral

, age

an

d ge

nder

).

Bas

elin

eIn

terv

entio

n Lo

gic

O

bjec

tivel

y Ve

rifia

ble

indi

cato

rs o

f ach

ieve

men

tTa

rget

s So

urce

s & M

eans

of

Ver

ifica

tion

Expe

cted

O

utco

mes

A

ssum

ptio

ns

Stra

tegi

c O

bjec

tives

SO4

-8

To re

-eng

i-ne

er th

e or

gani

satio

n-al

and

go

vern

ance

st

ruct

ures

1. A

new

org

anis

atio

n st

ruct

ure

2. N

o of

mem

bers

and

Su

b-C

omm

ittee

s in

Gov

erna

nce

Cou

ncil

3. N

o of

Sub

-Com

mit-

tees

cha

ired

by c

apta

ins

of b

usin

ess .

2018

da

taB

B d

ata

1. T

he S

trate

gy

and

Impl

emen

ta-

tion

Plan

s are

ad

opte

d2.

Cap

tain

s of

busi

ness

will

ing

to se

rve

BB

's Su

b-C

omm

ittee

s.

Mod

ern

man

agem

ent

stru

ctur

es fo

r B

B

SO4

-9

To m

ake

BB

a

resp

onsi

ble,

tra

nspa

rent

an

d ac

coun

t-ab

le o

rgan

i-za

tion

“to

wal

k th

e ta

lk.

1. C

usto

mer

Cha

rter

and

Cor

e Va

lues

of B

B

visi

ble

2. N

o of

dis

cipl

inar

y ac

tions

3. N

o of

pro

ject

s im

plem

ente

d an

d ex

pect

ed o

utco

mes

re

alis

ed4.

Tim

e ta

ken

to re

view

an

d im

plem

ent

corr

ectiv

e m

easu

res.

2018

da

taB

B d

ata

1. T

he S

trate

gy

and

Impl

emen

ta-

tion

Plan

s are

ad

opte

d2.

The

M &

E

plat

form

is

robu

st3.

BB

has

ca

paci

ty fo

r pr

ojec

t man

age-

men

t.

A fl

agsh

ip

orga

nisa

tion

RES

PON

SIB

LE

DEP

ART

MEN

T

ST1

PA PAM

CD

PA PA PA PA PA Long

term

PAM

CD

1.1.

1.

1.1.

3

1.1.

4

1.1.

5

1.1.

7

1.1.

8

1.2.

1

1.2.

2

1.2.

3

To fi

ne tu

ne th

e ex

istin

g di

alog

ue fr

amew

ork

with

gov

ernm

ent a

nd a

utho

ritie

s (w.

r.t L

LCC

, SLC

C

and

HLC

C) T

o co

ordi

nate

the

busi

ness

com

mun

ity’s

con

sulta

tion

with

the

Hea

d of

Sta

te a

nd h

is

Min

iste

rs

To

est

ablis

h an

onl

ine

plat

form

for m

embe

rs to

pos

t pro

blem

s and

diff

icul

ties i

n ob

tain

ing

licen

ses,

perm

its, c

lear

ance

s and

app

rova

ls

To lo

bby

gove

rnm

ent f

or a

ffirm

ativ

e po

licy

mix

to e

ndow

Bot

swan

a w

ith c

ondu

cive

bus

ines

s en

viro

nmen

t ( T

o w

ork

with

stak

ehol

ders

)

To p

artic

ipat

e in

hig

h le

vel e

cono

mic

dip

lom

acy

and

inte

rnat

iona

l coo

pera

tion

(AG

OA

, SA

-EU

EP

A, W

TO, S

AD

C, E

AC

-CO

MES

A-S

AD

C T

ripar

tite,

Con

tinen

tal F

ree

Trad

e Are

a) a

s par

t of

gove

rnm

ent n

egot

iatin

g te

am w

ith p

ossi

ble

fund

ing

from

the

Stat

e

To

pro

vide

tim

ely

polic

y in

puts

on

issu

es o

f nat

iona

l im

porta

nce

(tar

get i

s com

mun

icat

ion)

To e

ngag

e w

ith th

e M

inis

try o

f Fin

ance

on

pre-

Bud

get c

onsu

ltatio

ns

To d

evis

e a

chec

klis

t of g

ood

prac

tices

to e

nhan

ce th

e ap

prov

al p

roce

sses

at l

ocal

aut

horit

ies,

inst

itutio

nal a

nd m

inis

try le

vels

( N

o of

lice

nces

, per

mits

, app

rova

ls &

cle

aran

ces)

To

co-

crea

te g

uide

lines

for t

he a

ppro

val p

roce

ss w

hich

shou

ld b

e cl

ear,

trans

pare

nt, e

quita

ble,

ea

sily

acc

essi

ble

and

rule

- bas

ed (p

roce

ss, t

ime

and

cost

)

To d

isse

min

ate

the

regu

latio

ns a

nd a

dmin

istra

tive

note

s am

ong

mem

bers

and

the

priv

ate

sect

or in

ge

nera

l

AC

TIV

I-TY

No:

AC

TIV

ITIE

S

ST1

PA PAM

CD

PA PA PA PA PA PA PA

1.2.

4

1.2.

5

1.2.

6

1.2.

7

1.3.

1

1.3.

2

1.3.

3

1.3.

4

1.3.

5

To w

ork

clos

ely

with

the

gove

rnm

ent t

o en

sure

that

priv

ate

sect

or e

nter

pris

es a

re o

ffere

d eq

ual

treat

men

t to

Sta

te O

wn

Ente

rpris

es a

s per

nat

iona

l law

s (no

exe

mpt

ion,

no

equa

l tha

n eq

uals

and

no

favo

urab

le tr

eatm

ent)

To c

lear

ly d

efin

e an

d di

ssem

inat

e th

e lis

t of p

riorit

y se

ctor

s res

erve

d fo

r loc

al e

nter

pris

es.

To w

ork

with

gov

ernm

ent t

o es

tabl

ish

clea

r and

pre

dict

able

pol

icie

s and

crit

eria

for a

cces

s to

land

fo

r bus

ines

s pur

pose

s

To w

ork

with

gov

ernm

ent t

o im

prov

e th

e pr

oces

sing

and

app

rova

l for

issu

e an

d re

new

al o

f vis

as,

wor

k an

d re

side

nt p

erm

its fo

r for

eign

inve

stor

s, in

vest

or fa

mily

and

for e

xpat

riate

wor

kers

To c

ondu

ct re

gula

tory

impa

ct a

sses

smen

t of e

xist

ing

and/

or n

ew re

gula

tions

and

pol

icie

s whi

ch

will

hav

e si

gnifi

cant

impa

ct o

n bu

sine

ss

To p

ropo

se e

vide

nce

base

d am

endm

ents

and

ena

ctm

ents

and

pol

icy

chan

ges t

o re

mov

e im

pedi

-m

ents

and

bot

tlene

cks t

hat a

re a

sphy

xiat

ing

the

busi

ness

from

hap

peni

ng (

to u

se th

e w

orld

ban

k ea

se o

f doi

ng b

usin

ess f

ram

ewor

k)

To lo

bby

for E

-Gov

erna

nce

impl

emen

tatio

n in

itiat

ive

for s

ubm

issi

on, p

roce

ssin

g an

d ap

prov

al o

f lic

ense

s, pe

rmits

, app

rova

ls a

nd c

lear

ance

s, si

mila

r to

E-fil

ing

of ta

xes a

nd S

ingl

e w

indo

w

initi

ativ

e fo

r cus

tom

s cle

aran

ces

To id

entif

y in

fras

truct

ure

prio

ritie

s for

trad

e an

d in

vest

men

t and

mai

nstre

amin

g th

em in

nat

iona

l de

velo

pmen

t age

nda

To p

ropo

se th

e se

tting

up

of a

n E-

Judi

ciar

y fo

r fas

ter h

earin

g an

d cl

osur

e of

bus

ines

s cas

es

RES

PON

SIB

LE

DEP

ART

MEN

TA

CTI

VI-

TY N

o:A

CTI

VIT

IES

ST1

PA PA PA BD

S

BD

S

Long

term

Mem

bers

hip

Mem

bers

hip

1.3.

6

1.3.

7

1.4.

1

1.4.

2

1.4.

3

1.4.

4

1.4.

5

2.1.

1

To h

elp

impr

ove

the

publ

ic-p

rivat

e-pa

rtner

ship

fram

ewor

k an

d ad

voca

te fo

r the

setti

ng o

f a

capa

cita

ted

PPP

unit

at th

e M

inis

try o

f Fin

ance

and

at k

ey m

inis

tries

To c

olla

bora

te w

ith p

ublic

sect

or a

genc

ies t

o im

prov

e th

e ra

nkin

g of

Bot

swan

a in

inte

rnat

iona

l in

dice

s and

surv

eys

To id

entif

y st

akeh

olde

rs w

ho p

lay

a re

leva

nt ro

le in

pol

icy

mak

ing,

pub

lic a

dmin

istra

tion

and

proj

ect i

mpl

emen

tatio

n

To

dev

elop

mea

ning

ful p

artn

ersh

ips w

ith k

ey a

genc

ies,

depa

rtmen

ts a

nd a

genc

ies,

in th

e st

yle

of

Mem

oran

dum

of U

nder

stan

ding

(MoU

) for

info

rmat

ion

exch

ange

and

col

labo

ratio

n

To e

stab

lish

Foca

l Poi

nts (

with

Alte

rnat

es) i

n ea

ch id

entif

ied

inst

itutio

n

To e

stab

lish

a m

ulti

stak

ehol

der f

orum

whe

re k

ey st

akeh

olde

rs c

an e

ngag

e in

syst

emat

ic o

n bu

sine

ss re

late

d di

scus

sion

s and

pro

pose

solu

tion

to a

ny p

robl

em a

reas

BB

to p

rovi

de S

ecre

taria

t ser

vice

s to

mem

bers

and

to e

nsur

e ap

prop

riate

follo

w u

p ac

tions

on

deliv

erab

les

To c

ondu

ct a

surv

ey o

n th

e su

pply

side

cap

abili

ties o

f BB

mem

bers

(man

ager

ial c

ompe

tenc

ies,

age

of m

achi

ne &

equ

ipm

ent,

prod

uctiv

ity a

nd c

apac

ity u

tiliz

atio

n, w

asta

ge, t

echn

olog

y an

d st

ate

of in

nova

tion)

RES

PON

SIB

LE

DEP

ART

MEN

TA

CTI

VI-

TY N

o:A

CTI

VIT

IES

ST2

Mem

bers

hip

BD

S

BD

S

BD

S

BD

S

BD

S

BD

S

BD

S

BD

S

2.1.

1

2.1.

2

2.1.

3

2.1.

4

2.1.

5

2.1.

6

2.1.

7

2.2.

1

2.2.

2

RES

PON

SIB

LE

DEP

ART

MEN

TA

CTI

VI-

TY N

o:A

CTI

VIT

IES

To c

ondu

ct a

surv

ey o

n th

e su

pply

side

cap

abili

ties o

f BB

mem

bers

(man

ager

ial c

ompe

tenc

ies,

age

of m

achi

ne &

equ

ipm

ent,

prod

uctiv

ity a

nd c

apac

ity u

tiliz

atio

n, w

asta

ge, t

echn

olog

y an

d st

ate

of

inno

vatio

n)

To b

uild

cap

acity

of e

ntre

pren

eurs

to m

oder

nise

, exp

and

and

dive

rsify

bus

ines

ses

To v

isit

inte

rnat

iona

l fa

irs, m

achi

nery

exh

ibiti

ons t

o m

eet w

ith n

ew te

chno

logy

par

tner

s and

te

chno

logy

pro

vide

rs.

To o

rgan

ise

a Te

chno

logy

Tra

de F

air i

n B

otsw

ana

in c

olla

bora

tion

with

mai

n te

chno

logy

and

m

achi

nery

man

ufac

turin

g co

untri

es (I

ndia

, Chi

na, T

aiw

an, S

outh

Kor

ea, E

U. U

SA, J

apan

, etc

)

To o

rgan

ise

Stud

y To

urs a

nd F

amili

aris

atio

n Pr

ogra

mm

es in

sele

cted

cou

ntrie

s (M

alay

sia,

Indi

a,

Taiw

an a

nd C

hina

)

BB

to c

olla

bora

te w

ith U

NID

O In

dust

rial U

pgra

ding

and

Mod

erni

zatio

n Pr

ogra

mm

e an

d to

ex

plor

e th

e po

ssib

ility

to h

ost t

he U

NID

O- U

IMP

proj

ect a

t BB

To c

oord

inat

e Tr

ain

the

Trai

ner p

rogr

amm

es in

col

labo

ratio

n w

ith U

NID

O-U

MIP

for s

uppo

rt in

stitu

tions

, loc

al e

xper

ts a

nd p

rofe

ssio

nals

on

indu

stria

l upg

radi

ng a

nd m

oder

nisa

tion.

To c

oord

inat

e ca

paci

ty b

uild

ing

prog

ram

mes

for e

ntre

pren

eurs

(HR

, Acc

ess t

o Fi

nanc

e, M

arke

t-in

g, P

rodu

ctio

n, A

dmin

istra

tion,

Mer

chan

disi

ng, e

tc)

To o

rgan

ise

cont

inuo

us c

apac

ity b

uild

ing

of e

nter

pris

es (S

yste

ms &

Pro

cess

es, C

ompl

ianc

es,

Cer

tific

atio

ns –

Glo

bal G

ap, H

AC

CP,

WR

AP,

Fai

r Tra

de, B

IO, e

tc)

ST2

BD

S ©

BD

S

BD

S

EO PA PA BD

S

PA PA

2.2.

4

2.2.

6

2.2.

7

2.2.

8

2.3.

1

2.3.

2

2.3.

3

2.3.

4

2.3.

5

To b

uild

the

expo

rt re

adin

ess o

f exi

stin

g an

d po

tent

ial e

xpor

ters

(co

llabo

ratio

n w

ith st

akeh

olde

rs)

To

est

ablis

h a

Dat

a B

ase

of n

atio

nal a

nd re

gion

al R

egis

tere

d Tr

aine

rs

To c

olla

bora

te w

ith lo

cal U

nive

rsiti

es, T

rain

ing

Cen

tres a

nd le

adin

g pr

actit

ione

rs to

dev

elop

and

de

liver

app

ropr

iate

trai

ning

and

skill

s dev

elop

men

t pro

gram

mes

To b

e pr

o ac

tive

and

ensu

re o

rgan

siat

ions

that

are

set u

p to

sell

Bot

swan

a pr

oduc

ts p

erfo

rm th

eir

man

date

To c

olla

bora

te w

ith IL

O t

o es

tabl

ish

a pl

atfo

rm fo

r har

mon

ious

em

ploy

er-e

mpl

oyee

rela

tions

hip

(dec

ent w

ork

coun

try p

rogr

amm

e, ri

ght t

o or

gani

se in

to tr

ade

unio

n, c

olle

ctiv

e ba

rgai

ning

, rem

uner

a-tio

n or

ders

, wor

kers

par

ticip

atio

n in

man

agem

ent,

tripa

rtite

neg

otia

ting

plat

form

, sou

nd H

R p

olic

ies,

disp

ute

settl

emen

t, am

ong

othe

rs)

To id

entif

y po

licy

gaps

and

shor

tcom

ings

in th

e ex

istin

g la

bour

law

s or i

n ne

w e

nact

men

ts a

nd m

ake

appr

opria

te re

pres

enta

tions

with

the

auth

oriti

es

To d

evel

op a

Nat

iona

l Ski

lls D

evel

opm

ent S

uppo

rt Pr

ogra

mm

e, w

ith B

B M

embe

rs, f

or in

tern

ship

and

tra

inin

g of

une

mpl

oyed

with

focu

s on

yout

h em

ploy

men

t

To p

repa

re a

Con

sulta

tive

Pape

r on

Skill

s Mis

mat

ch a

nd re

view

of t

he e

duca

tion

syst

em w

ith fo

cus o

n D

ual-E

duca

tion

Syst

em

To e

ncou

rage

BB

mem

bers

to h

onou

r all

agre

emen

ts re

ache

d w

ith th

e tra

de u

nion

or e

mpl

oyee

s’ re

pres

enta

tives

RES

PON

SIB

LE

DEP

ART

MEN

TA

CTI

VI-

TY N

o:A

CTI

VIT

IES

ST2

BD

S

PA PA PA EO EO EO EO EO Cro

ss

cutti

ng (

all

depa

rt-m

ents

)

2.3.

6

2.3.

7

2.3.

8

2.3.

9

2.4.

1

2.4.

2

2.4.

3

2.4.

4

2.4.

5

2.5.

1

To p

rovi

de e

ffect

ive

mec

hani

sm fo

r Alte

rnat

ive

Dis

pute

Res

olut

ion

(AD

R)-

Med

iatio

n an

d A

rbitr

a-tio

n

To d

evel

op a

n Em

ploy

men

t Cha

rter f

or B

B m

embe

rs d

efin

ing

Com

plia

nce

to O

ccup

atio

nal H

ealth

an

d Sa

fety

, non

child

forc

ed la

bour

and

pro

mot

ing

equa

l opp

ortu

nity

and

rem

uner

atio

n

To d

evel

op a

gui

delin

e fo

r Mig

rant

wor

kers

To a

lign

com

plia

nce

of la

bour

law

to th

e SA

DC

Priv

ate

Sect

or F

orum

gui

delin

es

To c

olla

bora

te w

ith th

e go

vern

men

t and

par

asta

tal b

odie

s to

prom

ote

Econ

omic

Div

ersi

ficat

ion

Driv

e (E

DD

) of B

otsw

ana

(Bot

swan

a Ex

celle

nce

Stra

tegy

& N

atio

nal E

cono

mic

Div

ersi

ficat

ion

Cou

ncil)

To p

rom

ote

bene

ficia

tion

of lo

cal r

esou

rces

To h

elp

deve

lop

high

val

ue a

dded

regi

onal

and

glo

bal v

alue

cha

ins

To

influ

ence

new

indu

stria

l and

serv

ices

clu

ster

s to

driv

e su

stai

nabl

e an

d in

clus

ive

econ

omic

gr

owth

(des

ert e

cono

my,

Sm

art C

ities

, Hos

pita

lity

Indu

stry

, cre

ativ

e in

dust

ry..)

©

To p

artn

er w

ith th

e go

vern

men

t to

set u

p an

d co

-man

age

Spec

ial E

cono

mic

Zon

es (S

EZs)

To

rein

forc

e th

e ex

istin

g ne

twor

king

and

bus

ines

s pla

tform

s (N

atio

nal B

usin

ess C

onfe

renc

e,

Ann

ual G

ala

Din

ner,

Bus

ines

s Bot

swan

a N

atio

nal T

rade

Fai

r)

To o

rgan

ise

stru

ctur

ed p

rom

otio

n an

d sa

les e

vent

s in

targ

eted

mar

kets

in c

olla

bora

tion

with

BIT

C

To o

rgan

ise

busi

ness

mat

chm

akin

g ev

ents

to p

rom

ote

sub-

cont

ract

ing

and

busi

ness

link

ages

RES

PON

SIB

LE

DEP

ART

MEN

TA

CTI

VI-

TY N

o:A

CTI

VIT

IES

ST2

BD

S

BD

S

BD

S

2.5.

3

2.5.

4

2.5.

5

To o

rgan

ise

stru

ctur

ed p

rom

otio

n an

d sa

les e

vent

s in

targ

eted

mar

kets

in c

olla

bora

tion

with

BIT

C

To

org

anis

e bu

sine

ss m

atch

mak

ing

even

ts to

pro

mot

e su

b-co

ntra

ctin

g an

d bu

sine

ss

linka

ges

To

org

anis

e re

gula

r stru

ctur

ed se

ctor

al B

usin

ess B

reak

fast

mee

tings

with

stak

ehol

ders

( in

di

ffere

nt re

gion

s of B

otsw

ana)

RES

PON

SIB

LE

DEP

ART

MEN

TA

CTI

VI-

TY N

o:A

CTI

VIT

IES

ST3

PA PA PA EO EO EO EO PAM

CD

EO

BD

S

BD

S

3.5.

1

3.5.

2

3.5.

3

3.5.

4

3.5.

5

3.6.

1

3.6.

2

3.6.

3

3.6.

4

3.6.

5

3.6.

6

To c

olla

bora

te c

lose

ly w

ith th

e R

egis

trar o

f Com

pani

es a

nd o

ther

age

ncie

s hel

ping

the

MSM

Es

sect

or to

mak

e th

e re

gist

ratio

n pr

oces

s of a

com

pany

eas

y, c

heap

er a

nd h

assl

e fr

ee

To

con

duct

nat

ion-

wid

e ca

mpa

igns

, wor

ksho

ps, s

emin

ars a

nd c

onfe

renc

es to

enc

oura

ge b

usin

ess-

es to

gra

duat

e fr

om th

e in

form

al to

the

form

al se

ctor

To e

ngag

e lo

cal c

omm

unity

lead

ers t

o pr

omot

e th

e be

nefit

s of o

pera

ting

in th

e fo

rmal

sect

or

To

wor

k cl

osel

y w

ith b

anks

and

non

-ban

king

fina

ncia

l ins

titut

ions

for p

refe

rent

ial t

reat

men

ts to

bu

sine

sses

ope

ratin

g in

the

form

al se

ctor

To w

ork

with

Min

istry

of F

inan

ce a

nd E

cono

mic

Dev

elop

men

t (G

over

nmen

t) fo

r add

ition

al

ince

ntiv

es p

acka

ge fo

r com

pani

es tr

ansi

tioni

ng fr

om th

e in

form

al to

the

form

al se

ctor

To p

rom

ote

busi

ness

link

ages

bet

wee

n lo

cal c

orpo

rate

s and

MN

Cs/

TNC

s with

dom

estic

MSM

Es

(sub

-con

tract

ing,

sour

cing

, mar

ketin

g)

To m

ake

mor

e sp

ace

for M

SMEs

in n

atio

nal p

rocu

rem

ent a

nd te

nder

s

To e

stab

lish

an o

nlin

e pl

atfo

rm fo

r nat

iona

l and

regi

onal

tend

ers f

or B

B m

embe

rs

To p

ropo

se sp

ecia

l inc

entiv

es a

nd fi

nanc

ial p

acka

ges f

or th

e M

SME

sect

or

To

stre

ngth

en M

SME

capa

citie

s to

pene

trate

the

dom

estic

and

regi

onal

mar

kets

To s

treng

then

the

MSM

E U

nit a

t BB

to b

ette

r ser

vice

gro

wth

-orie

nted

ent

erpr

ises

RES

PON

SIB

LE

DEP

ART

MEN

TA

CTI

VI-

TY N

o:A

CTI

VIT

IES

ST4

EO Fina

nce

and

Adm

inis

tra-

tion

EO PA

BD

S

Fina

nce

and

Adm

inis

tra-

tion

Fina

nce

and

Adm

inis

tra-

tion

EO EO EO

4.1.

1

4.1.

2

4.1.

4

4.1.

5

4.2.

1

4.2.

2

4.2.

3

4.2.

4

4.2.

5

4.2.

6

To a

sses

s and

revi

ew th

e or

gani

zatio

nal s

truct

ure

and

infr

astru

ctur

e (I

T sy

stem

s, of

fice

layo

ut a

nd

déco

r) in

line

with

the

Stra

tegi

c Pl

an 2

018-

2023

with

a v

iew

to im

prov

ing

on e

ffici

ency

and

tim

eli-

ness

of a

ctio

ns

To e

stab

lish

syst

ems a

nd p

roce

dure

s, w

ith a

ppro

pria

te P

roce

dure

Man

uals

, for

key

adm

inis

trativ

e an

d op

erat

iona

l act

ions

(CR

M, P

roje

ct M

anag

emen

t, M

&E.

.)

To

est

ablis

h cl

ear d

eliv

erab

les a

nd p

erfo

rman

ce m

atrix

for e

ach

Dep

artm

ent,

team

and

staf

f mem

ber

To b

uild

the

capa

city

of B

B to

effe

ctiv

ely

advi

se g

over

nmen

t on

polic

y ch

ange

s, re

form

s age

nda,

am

endm

ents

and

ena

ctm

ents

to im

prov

e th

e bu

sine

ss e

nviro

nmen

t of B

otsw

ana

To c

ondu

ct su

rvey

s to

iden

tify

prob

lem

s are

as/is

sues

, Tra

inin

g N

eeds

Ana

lysi

s and

gat

her n

ew p

roje

ct

idea

s fro

m B

B st

aff m

embe

rs

To c

ontin

uous

ly b

uild

and

upg

rade

the

skill

s and

kno

wle

dge

of B

B p

erso

nnel

(foc

usse

d tra

inin

g) to

al

low

staf

f mem

bers

to g

row

in st

atur

e an

d pr

omin

ence

To

recr

uit t

he ri

ght t

ype

of ta

lent

at B

B to

ens

ure

that

BB

has

the

reso

urce

s to

deliv

er se

rvic

es to

mee

t th

e ex

pect

atio

ns o

f the

stak

ehol

ders

To c

anva

ss g

over

nmen

t to

shar

e tra

inin

g pr

ogra

mm

es fr

om d

onor

age

ncie

s and

fore

ign

gove

rnm

ents

w

ith th

e pr

ivat

e se

ctor

on

a 50

:50

basi

s

To b

uild

stro

ng sy

nerg

ies a

nd e

ngag

emen

t thr

ough

team

bui

ldin

g an

d cr

oss-

func

tiona

l ini

tiativ

es

To in

trodu

ce a

Per

form

ance

Eva

luat

ion

and

Rew

ard

Syst

em fo

r BB

per

sonn

el b

ased

on

clea

r pla

n, se

t go

als a

nd o

bjec

tives

, key

del

iver

able

s and

rew

ard

syst

em

AC

TIV

I-TY

No:

AC

TIV

ITIE

SR

ESPO

NSI

BLE

D

EPA

RTM

ENT

ST4

4.

3.1

4.3.

2

4.3.

3

4.3.

4

4.4.

1

4.4.

2

4.4.

3

4.4.

4

4.5.

1

4.5.

4

Fina

nce

and

Adm

inis

tra-

tion

Mem

bers

hip

EO EO PAM

CD

PAM

CD

PAM

CD

PAM

CD

Mem

bers

hip

PAM

CD

To O

utso

urce

an

inte

rnal

aud

itor t

o es

tabl

ish

syst

emic

con

trols

to im

prov

e ef

fect

iven

ess o

f ris

k m

anag

emen

t and

gov

erna

nce

proc

esse

s

To re

view

BB

Mem

bers

hip

stru

ctur

e w

ith re

gard

s to

mem

bers

hip

of A

ssoc

iatio

ns a

nd in

divi

dual

co

mpa

nies

and

the

subs

crip

tion

fees

(few

er c

ateg

orie

s/ba

nds)

To d

evel

op a

Res

ourc

e M

obili

satio

n St

rate

gy to

iden

tify

addi

tiona

l ave

nues

for F

inan

cial

and

Tec

hni-

cal A

ssis

tanc

e pr

ogra

mm

es fr

om d

evel

opm

ent a

nd d

onor

age

ncie

s and

spon

sors

Dev

elop

reve

nue

shar

ing

serv

ices

with

Gov

ernm

ent (

VAT

Ref

und

coun

ter,

Car

net A

TA. D

own

Tow

n D

uty

Free

Sho

ps)

To c

ondu

ct re

gula

r on-

line

self-

asse

ssm

ent/

satis

fact

ion

surv

ey

To c

ondu

ct a

nnua

l nee

d an

alys

is o

f mem

bers

to ta

ilor m

ake

suita

ble

capa

city

bui

ldin

g an

d su

ppor

t se

rvic

es

To e

stab

lish

a co

mpl

aint

Man

agem

ent P

latfo

rm to

cap

ture

and

resp

ond

to M

embe

rs’ p

robl

ems m

ore

To d

evis

e an

d im

plem

ent a

regu

lar F

eedb

ack

syst

em

To fa

cilit

ate

and

nurtu

re th

e es

tabl

ishm

ent o

f Ind

ustry

Ass

ocia

tions

& C

ham

bers

of C

omm

erce

To

des

ign,

dev

elop

and

laun

ch a

new

com

mun

icat

ion

and

mar

ketin

g st

rate

gy, w

ith re

vam

ped

prom

o-tio

n to

ols a

nd m

ater

ials

(upg

rade

web

site

to a

Bus

ines

s Por

tal,

new

gen

erat

ion

of b

roch

ures

, Mon

thly

N

ewsl

ette

r, A

nnua

l Rep

ort,

enha

nced

soci

al m

edia

tool

s, ch

at fa

cilit

y (d

urin

g of

fice

hour

s), a

dver

tis-

ing,

test

imon

ials

, gift

s and

mom

ento

s

RES

PON

SIB

LE

DEP

ART

MEN

TA

CTI

VI-

TY N

o:A

CTI

VIT

IES

ST4

PA PA

MC

D

EO EO EO Mem

bers

hip

Mem

bers

hip

Mem

bers

hip

PAM

CD

Mem

bers

hip

4.5.

5

4.5.

7

4.6.

1

4.6.

2

4.6.

3

4.7.

1

4.7.

2

4.7.

3

4.7.

4

4.7.

5

Laun

ch n

ew n

atio

nal l

evel

Rec

ogni

tions

and

Aw

ards

with

hig

h pr

ofile

Aw

ard

Cer

emon

ies a

t the

NB

C

Impr

ove

the

look

and

feel

of B

B o

ffice

& se

rvic

e de

liver

y m

odes

To d

evel

op a

net

wor

k of

stra

tegi

c pa

rtner

ship

s with

pee

r org

anis

atio

ns, a

cade

mia

, thi

nk-ta

nks,

med

ia,

Bot

swan

a D

iasp

ora

and

mul

tilat

eral

age

ncie

s at t

he n

atio

nal,

regi

onal

and

inte

rnat

iona

l lev

els f

or

exch

ange

of i

nfor

mat

ion

and

expe

rienc

e, a

nd b

ench

mar

king

To c

reat

e a

netw

ork

of F

riend

s of B

B in

sele

cted

cou

ntrie

s

To

seek

tech

nica

l ass

ista

nce

from

ITC

Gen

eva

for i

ndep

ende

nt B

ench

mar

king

of B

B a

s a p

rivat

e se

ctor

trad

e su

ppor

t ins

titut

ion.

To e

stab

lish

a m

ulti-

tier M

embe

rshi

p lo

yalty

pro

gram

me

to p

rovi

de e

ffect

ive

afte

rcar

e se

rvic

es to

ex

istin

g m

embe

rs

To la

unch

a M

embe

rshi

p R

ecru

itmen

t Pla

n to

ens

ure

mul

ti-se

ctor

al, m

ulti-

disc

iplin

ary

and

regi

onal

ly

dive

rsifi

ed a

ctiv

e m

embe

rs

To re

-dyn

amiz

e th

e R

egio

nal C

ounc

ils w

ith a

new

sens

e of

pur

pose

, with

regu

lar m

eetin

gs w

ith H

ead

offic

e an

d a

dedi

cate

d lin

e of

com

mun

icat

ion

with

the

Exec

utiv

e C

omm

ittee

To

cre

ate

a pl

atfo

rm fo

r dis

sem

inat

ion

of b

usin

ess r

elat

ed in

form

atio

n an

d al

erts

to m

embe

rs (T

ende

r N

otic

es (l

ocal

, reg

iona

l and

inte

rnat

iona

l), R

egio

nal a

nd In

tern

atio

nal T

rade

Fai

rs a

nd E

xhib

ition

s, po

licy

chan

ges a

t nat

iona

l, re

gion

al a

nd in

tern

atio

nal l

evel

s) th

at m

ay im

pact

bus

ines

s

To

dev

elop

and

impl

emen

t stru

ctur

ed M

embe

rshi

p A

fterc

are

Prog

ram

mes

RES

PON

SIB

LE

DEP

ART

MEN

TA

CTI

VI-

TY N

o:A

CTI

VIT

IES

ST4

4.

8.1

4.8.

2

4.8.

3

4.9.

1

4.9.

2

4.9.

3

4.9.

4

EO EO

EO

EO EO

EO EO

To re

wor

k th

e or

gani

satio

n str

uctu

re o

f BB

to re

alig

n re

sour

ce m

obili

satio

n to

mee

t the

exi

genc

ies

of th

e ne

w st

rate

gy

To re

view

the

struc

ture

of B

B’s G

over

nanc

e Co

unci

l (fe

wer

mem

bers

and

add

ition

al su

b-co

mm

it-te

es)

To

solic

it th

e se

rvic

es o

f cap

tain

s of b

usin

ess t

o Ch

air s

peci

fic S

ub-C

omm

ittee

s with

cle

ar T

erm

s of

Ref

eren

ce

To d

evel

op a

Cus

tom

er C

harte

r and

a se

t of C

ore

Valu

es fo

r BB

To D

evel

op th

e Co

des o

f Goo

d G

over

nanc

e an

d Et

hica

l Bus

ines

s

To

esta

blish

a ro

bust

M&

E pl

atfo

rm fo

r sys

tem

atic

al re

view

of p

roje

ct m

anag

emen

t

To

take

tim

ely

mea

sure

s to

corre

ct a

ny d

epar

ture

from

set c

ours

e an

d to

adj

ust t

o ch

angi

ng

envi

ronm

ent

RES

PON

SIB

LE

DEP

ART

MEN

TA

CTI

VI-

TY N

o:A

CTI

VIT

IES

HEAD OFFICEBusiness Botswana

P. O . BOX 432Gaborone

Phone: (+267) 395 3459Fax: (+267) 3973142

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