Transcript overview of botswana`s development strategy/plan - UN

OVERVIEW OF BOTSWANA’S DEVELOPMENT
STRATEGY/PLAN
NATIONAL WORKSHOP ON THE VIENNA
PROGRAMME OF ACTION
27 October 2015
Presentation by the National Strategy Office (NSO)
Mbakiso G. Morapedi
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Introduction
The Botswana National Planning System
• Botswana has followed multi-year economic planning since
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1966;
Economic development guided by six (6) year National
Development Plans (NDPs);
Mid Term reviews of National Development Plans;
National Development goals have been achieved through
Government policies, programs and projects;
Since 1996, medium term development plans (NDPs) have
been augmented by the longer horizon National Vision (V16);
National Development plans represent the blueprint of this
National Vision;
Currently developing the Next Long Term Vision (Beyond 2016)
– Vision 2036
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Five Priority Issues
1. Eradicating extreme
poverty & reducing
inequality
5. Deepening
democracy outcomes &
strengthening
governance institutions
4. Managing trade-off
between income
generation &
environmental
sustainability
2. Strengthening
human development
outcomes
3. Generating exportled diversified growth
and employment
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Poverty and Inequality
i.
Despite remarkable economic achievement, level of poverty and
inequality remain too high.
 19.3% live below PDL and 16% below Food Poverty Line:
 Rural areas, female-headed households, households headed by those with no
formal training, are most affected.
 Around 20 percent of Botswana children under the age of 14 live in extreme
poverty, higher than any other age group.
The central thrust of poverty eradication strategy is to provide
opportunities for the poor to have a sustainable livelihood;
iii. Improving targeting and efficiency of social protection system;
iv. Interrupting the intergenerational transmission of poverty through
the eradication of child poverty;
v. Improving access of the poor to basic services, particularly shelter,
sanitation, electricity.
ii.
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Human Development Outcomes: Health
& Education
I.
Despite high spending, quality and outcomes are below
potential.
 109th out of 185 countries in UN HDI of the United Nations, 70 places
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below per capita GDP rank of 54.
Gross enrollment for senior secondary (tertiary) education is only about 62%
In international test of mathematics and science subjects, Botswana’s 9th grade
achieved 20% less than international average of 8th grade.
Vision 2016 goal of “no new infection” of HIV unlikely to be met. BAIS IV
unadjusted HIV incidence rate: 2.41%.
Botswana's LEB was 65.3 in 1991, dropped to 55.6 in 2001 and recovered to
68 in 2011, compared with 79 in high income countries.
II. Addressing quality issues while further improving access;
III. Improving health service delivery.
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Generating Export-Led Growth and
Employment: Private Sector
I. Building a vibrant private sector
 Public
sector: strengthened public policies for
competitiveness, improved business environment,
entrepreneurship education;
 Private Sector: Renewed efforts to compete in non-
government markets; enhanced sophistication of business
strategy and operations, labour relations and HR
management, product quality management, technology
adoption and absorption.
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Environmental Sustainability
• Despite rich endowments, tough trade-offs exist between
income generation and environmental sustainability that
must be recognized and managed.
Water Security
Energy Security
Food Security
Biodiversity
Mining and the environment
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Governance, Safety and Security
Democratic outcomes must be further deepened
for citizens.
II. Effectiveness and efficiency of the public sector
must be further strengthened:
I.
 Implementation bottleneck;
 Efficiency of public investment;
Crime rate must be further reduced.
II. Anti-corruption efforts must be scaled up.
I.
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Botswana in 2036: the Aspirations
Prosperity for all
Optimized
Robust exportbalance btw
Healthy and
led, jobincome
United people,
creating growth
educated
generation and
based on
citizens, highly
no extreme
maintenance of
competitivenes
productive
poverty, low
natural
workforce that
inequality,
s driven by a
endowments,
material as well
vibrant private
excels in
with food,
entrepreneursh sector in close
as spiritual
water, energy
ip, learning and collaboration
wellbeing.
security,
innovation.
with R&D
environmental
community.
sustainability.
Nation of
excellence in
governing
public affairs
with major
success in
enhancing
effectiveness
and efficiency
of the public
sector.
Michael Porter’s Competitiveness Framework
Microeconomic Competitiveness
Quality of Business
Environment
State of Cluster
Development
Sophistication of
Company Operations
& Strategy
Macroeconomic Competitiveness
Monetary & Fiscal
Policies
Human Development
& Political Institutions
Endowments
1. Productivity ultimately depends on improving the microeconomic capability of the economy
and the sophistication of local competition revealed at the level of regions and clusters.
2. Macroeconomic competitiveness sets the economy-wide context for high productivity to
emerge, but is not sufficient to achieve this outcome.
3. Endowments, i.e. natural resources, geographical location, and size, create a foundation
for prosperity, but true prosperity is created by productivity in the use of endowments.
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Beyond Aspirations: Proposed Overall Strategy
Prosperity for all
Export-led Growth and Job Creation
Manage the
trade-off
between
income and
environment
to achieve
green
growth
Competitiveness of priority
clusters
Greater realization of citizens’
potential
Improve health
and education
outcomes to build
a productive
workforce
Equip workforce
with available
and suitable
advanced
technology
Productivity in using endowments
Abundance, Uniqueness of
endowments
Strengthenin
g the public
sector to
provide
institutional
foundation
and enabling
framework
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Cluster Based Agenda
a) Economic diversification is a key objective for Botswana, and requires action at the
cluster level;
b) Cluster development focuses scarce implementation capacity on fields with
critical mass and higher potential of success;
c) There are important opportunities to upgrade existing clusters in Botswana;
d) Cluster development is a key tool to stimulate improvements in the general
business environment;
e) An action agenda for Botswana should involve a clear sequence, broadening the
scope of activities over time;
f) Action should start where the economic opportunities are most obvious.
Strengthen the Core
• Diamond
Cluster
Upgrade Traditional Fields
• Tourism Cluster
• Beef Cluster
• Mining Cluster
Energise Emerging Fields
• Financial Services
Supportive Business Environment + Essential Enablers
Transport, Education & Skills Development, Communication, Innovation & Technology
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How will the National Vision be implemented?
• Through six (6) year NDPs;
• TWGs will plan, implement and monitor and
evaluate;
i. Economy and Employment;
ii. Social Upliftment;
iii. Sustainable Environment;
iv. Governance, Safety and Security;
• First plan – National Development Plan 11
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Key Priorities for NDP 11
• Developing Diversified Sources of Economic Growth
Infrastructure Development
ii. Improving Information Communication Technology
iii. Ease of Doing Business and Competiveness
iv. Cluster Development
v. Economic Diversification Drive
vi. Improving Quality of Public Investment
• Human Capital Development
i.
Improved Quality of Education and Training
ii. Employment Creation and Productivity
iii. Research, Innovation and Development
iv. Skills Development
i.
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Key Priorities for NDP 11 continued
• Social Development
Health Sector
i.
Prevention
ii.
Rehabilitation
• Poverty Eradication and Unemployment Challenges
Continue current social protection programmes;
Development and support of SMME and the establishment of
permanent markets;
iii. Enhanced access to and provision of quality basic education;
iv. Enhanced vocational education training;
v. Promotion of food security through agricultural support
programmes;
vi. Implementation of the Local Economic Development
Framework for Botswana
vii. Provision of basic business start-up knowledge, business
planning, financial literacy and managerial skills.
i.
ii.
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Key Priorities for NDP 11 Continued
• Consolidation of Good Governance and Strengthening
National Security
Sovereignty and Territorial Integrity
ii.
Diamond Security
iii. Proceeds of crime
iv. Border Security
v.
Nuclear Materials and Weapons of Mass destruction
vi. Migration
vii. Fraudulent Acquisition of security documents etc
viii. Internal and Transnational Organized Crime
ix. Cyber Crime and Information Security
x.
Disaster Preparedness and Response
i.
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Key Priorities for NDP 11 Continued
• Consolidation of Good Governance and Strengthening
National Security (continued…)
i.
Transparency and Accountability
ii.
Citizen Participation
iii. The Rule of Law
iv. Public Sector Reforms
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Key Priorities NDP 11 Continued
• Sustainable Use of the Natural Resources
i.
ii.
iii.
iv.
Sustainable Management of Natural and Cultural
resources
Climate Change Mitigation and Adaptation
Planning for sustainable Human settlements
A healthy environment for a healthy population
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Key Priorities NDP 11 Continued
• Establishment of Effective Monitoring and Evaluation
System
i. Development of the policy framework, tools, guidelines
for performance monitoring, including for cross-sectoral
and ministerial performance frameworks, and
development of evaluation policy, national evaluation
plan and framework, tools, and competencies;
ii. Development of the National Performance Framework
(‘Results Framework’) and Key Performance Indicators
for NDP 11;
iii. Development of data and measurement strategies for
NDP 11 National-level Performance Indicators;
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Key Priorities NDP 11 Continued
• Establishment of Effective Monitoring and Evaluation
System (continued….)
i. Institutional Strengthening and Capacity Building;
ii. Design of a comprehensive M&E HR Training and
Development Strategy; and
iii. Design of a Performance M&E Change Management
tool, including risk management and communications
as well as quality assurance and initial communications
materials for the implementation of the new national
M&E system;
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Key Priorities NDP 11 Continued
• Establishment of Effective Monitoring and Evaluation
System
i. In order to address the implementation capacity
constraints, it is necessary to employ policy measures
such as privatisation and outsourcing; fast tracking the
implementation of the Public-Private Partnerships
(PPPs) policy; prioritised establishment of project
implementation units to undertake mega projects; and
harmonisation and reduction of the number of policies
and strategies.
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QUALITY OF BUSINESS ENVIRONMENT
Doing Business Reform Roadmap and Action Plan
 Approved in December 2014
 Implementation on-going.
Removal of Licensing for citizens except for defined set
of activities
One Government principle
Unique Identification Number
Introduce Regulatory Impact Assessment
Reducing frequency of taxes
Expanding use of electronic tax filing and payments
Reduce number of documents required for exports and
imports
Etc
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BUSINESS SOPHISTICATION
 Private Sector Development Strategy
 Botswana Investment and Trade Centre (BITC)
 Local Enterprise Authority (LEA)
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ECONOMIC STIMULUS PROGRAMME
 A short-term strategy (up to 3 years) to boost economic
growth and maximize the potential for job creation.
 Goals:
 Stimulate economic growth
 Diversify the economy
 Accelerate job creation
 Areas of Focus:
 Infrastructure Development
 Tourism Development
 Agriculture Development
 Manufacturing
 Skills Development
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OTHER STRATEGIES CONSIDERED
• Botswana Excellence Strategy;
• Sustainable Development Goals of the United Nations;
• Agenda 2063 of the African Union;
• Vienna Programme of Action
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Thank you….