annual report - hrdc

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HUMAN RESOURCE DEVELOPMENT COUNCIL OF BOTSWANA DRIVING BOTSWANA’S HUMAN CAPITAL AGENDA
H R
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M IL
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N E Partnership between
HRDC and International Organisation for Migra- tion (IOM) and Ministry of Investment Trade &
Industry (MITI)
on the implementation and operational
isation of the Student Affairs Services (SAS) Norms and Standards
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3 Student Leadership
Training Successfully Held.
Providers (TEP)
(TVET) Pitso
Policy
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(LMIS) Statement of User Requirements (SOUR)
9 Production of 2019 Tertiary Education Statistics Report
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Education Institutions (TEI’s) and relevant
stakeholders in Technology Transfer
Resource Development Skills (BHRDS) Fair and
Career Clinics Conducted
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Institutional Planning
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Contents 1.0 INTRODUCTION 05 1.1 About the Human Resource Development Council (HRDC) 06 1.2 Mission, Vision and Values 08 1.3 Corporate Profile 10 1.4 Functional Structure 11 2.0 GOVERNANCE 13 2.1 Chairperson’s Statement 14 2.2 Corporate Governance Report 16 2.2.1 Internal Audit Report 17 2.3 HRDC Board 18 2.4 HRDC Board Members 20 2.5 Board Committees 26 2.6 Chief Executive Officer’s Report 32 2.7 Executive Management Team 35 3.0 OPERATIONAL PERFORMANCE REPORTS 37 3.1 Organisational Performance 38 3.2 Determining Demand for Human Resource Development Report 39 3.3 Membership of all 12 Sector Committees 42 3.4 Coordinating Supply of Human Resource Development Report 45 3.5 Funding Workplace Training and Skills Development Report 53 3.6 Data Management, Research and Innovation Report 55 3.7 Stakeholder Engagement Report 60 3.8 Corporate Social Responsibility (CSR) Report 62
4.0 ENABLING ENVIRONMENT REPORT 65 4.1 Information, Communication and
Technology (ICT) Report 66 4.2 Quality Management Systems (QMS) Report 67 4.3 Human Resource (HR) Report 68 4.4 Corporate Budget and Expenditures Report 70 4.5 List of Figures, Charts and Tables 71 4.6 Abbreviations 72
5.0 ANNUAL FINANCIAL STATEMENTS 76 For the year ended 31 March 2020 Statement of responsibility by board members 77 Report of the independent auditors 78 Statement of comprehensive income 82 Statement of financial position 83 Statement of changes in funds 84 Statement of cash flows 85 Accounting policies 86 Notes to the financial statements 99 Detailed Expenditure statement Annexure I 109
Development of plans for the Transfer of
Unemployed Graduate Database (UGD).
Published.
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Development Fund (HRDF)
Memorandum of Understanding (MoU) signing with Ministry of Local Government
and Rural Development (MLGRD).
Pic Force and Cabinet
Mmankgodi.
Successfully held.
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Council (HRDC)
1.3 Corporate Profile
1.4 Functional structure
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The Human Resource Development Council (HRDC) is responsible for providing policy advice on all matters of national human resource development; coordination and promotion of the implementation of the National Human Resource Development Strategy; development of the National Sector Human Resource Development (HRD) Plans and advising on Tertiary Education Financing and Workplace Learning.
Chairperson of the HRDC Board Mrs Moggie Mbaakanyi
Chief Executive Officer (CEO) Dr Raphael Dingalo
1.1 ABOUT THE HUMAN RESOURCE DEVELOPMENT COUNCIL (HRDC)
Registered Office Plot 60113, Block 7, Ext 48, Sekoma Road Gaborone West, Botswana
Private Bag BR108, Gaborone, Botswana
+267 393 0741
+267 393 0740
@BotswanaHRDC
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MISSION
To advise, plan, fund and coordinate the development of Botswana’s human resource to achieve a knowledge based economy by engaging and integrating stakeholders.
VALUES
Botho We personify and promote the common good of society and recognise humanness as an essential element of human development.
Excellence We commit to doing our best individually and collectively to drive success on a daily basis.
Team Work We will work together cohesively, towards a common goal.
Transparency We are open and honest in all our dealings
Accountability We act responsibly and commit to being answerable for our decisions and actions
1.2 MISSION, VISION AND VALUES
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To make Botswana’s human resource globally competitive by 2036.
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VALUES
Botho We personify and promote the common good of society and recognise humanness as an essential element of human development.
Excellence We commit to doing our best individually and collectively to drive success on a daily basis.
Team Work We will work together cohesively, towards a common goal.
Transparency We are open and honest in all our dealings
Accountability We act responsibly and commit to being answerable for our decisions and actions
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1.3 CORPORATE PROFILE
The Human Resource Development Council (HRDC) was established under the HRDC Act CAP.54:07 which became effective on the 8th
November, 2013. Acting as Government’s advisor on human resource development, HRDC provides a platform for the Public, Private Sector and Civil Society to act in concert to drive the National Human Resource Development Strategy (NHRDS). Specifically, HRDC coordinates efforts by all parties to guide Botswana’s education and skills development mechanism.
Additionally, HRDC assesses its impact on national priorities, identifies barriers to effective delivery of the NHRDS and mutually agrees on targeted solutions that should be implemented in the short, medium and long term in alignment with the strategic intent (as pronounced in the NHRDS). The implementation of the above targeted solutions is driven by a set of clear initiatives that are coordinated, promoted and overseen by the HRDC in partnership with relevant stakeholders.
The establishment of HRDC, therefore, represents a clear acknowledgement by Government on the need to drive effective Human Resource Development (HRD) through a process that engages and accommodates the input and broad participation of the public and private sector, civil society, labour, youth, Education and Training Providers (ETPs) and other key stakeholders.
HRDC HEAD OFFICE
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1.4 HRDC’S FUNCTIONAL STRUCTURE
OFFICE OF THE CHIEF EXECUTIVE OFFICER
(CEO)
Information Communication & Technology
Corporate Services
Strategy Office
Executive Secretary
CORPORATE GOVERNANCE
2.7 Executive Management Team
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It is my pleasure to present to you the 2019/20 HRDC Annual Report.
In line with Human Resource Development Council’s (HRDC) mandate, Human Capital Development remains our key priority in transforming Botswana to a knowledge based economy. The development of the National Human Resource Development Plan (NHRDP) is now complete and awaiting final approval from the Cabinet. It is worth mentioning that extensive stakeholder consultations on the development of the National HRD Plan were conducted with representatives of the Public and Private Sector. The implementation of the NHRDP will require a series of high level and structural reforms including an integrated reform project across the entire education sector with a key focus on relevance, access and quality.
2.1 CHAIRPERSON’S STATEMENT CORPORATE GOVERNANCE
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In an effort to improve the performance of the education sector, HRDC initiated the Education and Industry partnership to encourage collaborations between the Private Sector, Education Providers, Industry and other stakeholders. HRDC partnered with the Ministry of Investment Trade and Industry (MITI) as well as the International Organisation for Migration (IOM) to conduct a skills assessment of the Selebi Phikwe Diversification Unit (SPEDU) Region following the closure of the Bamangwato Concessions Limited (BCL) Mine.
To address inadequate quality labour market information as well as data management for effective planning and policy advice, the Government approved P10 million towards development of the Botswana Labour Market Information System (LMIS). The objective of the Labour Market Information Systems (LMIS) is to provide regular and accurate data and information on employment which will serve as a basis for the development, monitoring and evaluation of Employment Creation Policies and Programmes as well as supporting the formulation and implementation of targeted labour market interventions.
Finally, in philanthropic spirit of caring for the welfare of those underprivileged within the society, HRDC saw it fit to identify a needy family and thereafter construct a house for the said family, which has since been handed over. The funds for the construction of house were raised through a Corporate Social Responsibility (CSR) Fundraising Dinner that was held during the 2018/19 Financial year. The construction of this house symbolised collaboration, as both private and public stakeholders contributed towards this fundraising initiative. This house was constructed in collaboration with Mogoditshane - Thamaga Sub-District Council who offered project management services.
Lastly, I wish to appreciate the support from our parent Ministry of Tertiary Education, Research, Science and Technology, my fellow Board Members, Management and Staff of HRDC for
their dedication and focus in providing advisory services that ensuring our people are equipped with the right skills to advance the economy.
........................................................................ Mrs Moggie Mbaakanyi
2.1 CHAIRPERSON’S STATEMENT (cont...) CORPORATE GOVERNANCE
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Compliance With Corporate Governance
The HRDC is committed to fulfilling its mandate in line with corporate governance standards and practices, with regards to accountability, transparency, professionalism and ethical values. Furthermore, HRDC is alive to the highest standards of service delivery and integrity in all its activities and or undertakings. As an essential part of this commitment, members of the Board support high standards of corporate governance.
The Board oversees adherence to International Financial Reporting Standards (IFRS) in the preparation of its financial statements, which require that the information reported in the financial statements should be transparent, relevant, complete and reliable. HRDC understands that adhering to sound principles of corporate governance is critical to earning and maintaining the trust from key stakeholders and meeting service delivery standards.
HRDC understands that adhering to sound principles of corporate governance is critical to earning and maintaining the trust from key stakeholders and meeting service delivery standards.
2.2 CORPORATE GOVERNANCE REPORT
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Compliance With Corporate Governance
The Board has established an independent Internal Audit function which provides assurance and consulting activities to the Board and Management as to the adequacy, effectiveness and efficiency of governance, risk management and internal control. This is done so as to support the Council’s strategy, Vision, Mission and aspired value set.
To maintain its independence, the Unit reports functionally to the Board Finance and Audit Committee of the Board and administratively to the Chief Executive Officer. The purpose, responsibility and authority of the Unit are captured in an Audit Charter which has been approved by the Finance and Audit Committee. The Head of Internal Audit has unrestricted access to the Chairperson of the Board and the Finance and Audit Committee.
CORPORATE GOVERNANCE 2.2.1 INTERNAL AUDIT UNIT
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The HRDC Board consists of thirteen (13) members, appointed by the Minister of Tertiary Education, Research, Science and Technology. Appointment of members is based on experience and expertise in the areas relevant to the mandate of the Council.
The primary role of the Board is to administer and manage the Funds established under the HRDC Act. The other functions of the Board as fully defined in the Organisation’s Delegation of Authority Policy, include formulating the strategy and policies of the organisation and making decisions thereon.
There are five (5) Committees of the Board which are established to perform the functions of the Board on a delegated authority.
These are, • the Finance and Audit Committee, • the Procurement Committee, • the Funding Committee, • the Human Resource Committee and • the Human Resource Development Planning
Committee.
The Board meets on a quarterly basis to make decisions on implementation of the Annual Corporate Plan.
During the reporting period, two (2) new Board Members were appointed on the 1st July 2019, namely, Ms Goitseone N. Mosalakatane and Mr Nixon M. Marumoloa. There were also two (2) resignations from the Board during the 2019/2020 Financial Year. The two (2) resignations were in respect of Dr Grace Kgakge - Tabengwa who resigned on the 2nd
August 2019 and Mr Kavis Kario who resigned on the 30th August 2019.
2.3 HRDC BOARD
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The primary role of the Board is to administer and manage the Funds established under
the HRDC Act. The other functions of the Board as fully
defined in the Organisation’s Delegation of Authority
Policy, include formulating the strategy and policies of
the organisation and making decisions thereon.
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Ms Mbaakanyi is the Chairperson of the Human Resource Development Council of Botswana. Ms Mbaakanyi possesses a Bachelor of Arts Degree and Concurrent Certificate in Education from the University of Botswana, Lesotho and Swaziland. She graduated from the University of Leeds (UK) with a Postgraduate Diploma in Educational Performance and a Master of Arts (MA) in Educational Administration.
She joined the public service in 1976 at the level of a Principal of the Molepolole College of Education (MCE) and joined the private sector in 1994 after retirement. Ms Mbaakanyi spent 16 years in politics as a Councillor, Member of Parliament (MP) and finally as Assistant Minister of Education which she served until 1st April 2008.
Mr. Sekonopo is the Vice Chairperson of the Human Resource Development Council (HRDC) Board. He is a Professional Architect, Project Manager, Property Development Expert, Built Environment Expert and Entrepreneur with years spanning almost 21 years.
Mr Sekonopo is currently ArcSwana Architect’s Chairman and Managing Director of K-Hill Property Development. He is a Professional Architect registered with the Architects Registration Council (Botswana), South African Council of Architectural Profession (SACAP), a member of the Architectural Association of Botswana (AAB), Chartered Member of Royal Institute of British Architects (RIBA) and a member of South African Institute of Architects (SAIA).
He holds a Bachelor of Architecture from Howard University in Washington DC (USA) attained in May 1999 as well as Master of Civil Engineering obtained in December 2000 from the Catholic University of America, Washington DC (USA).
Ms Moggie F. M. Mbaakanyi Chairperson
Mr Moatswi Sekonopo Vice Chairperson
CORPORATE GOVERNANCE 2.4 HRDC BOARD MEMBERS
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Ms Kebosweditse Ntebela Member
Ms Ruth Mphathi Member
Ms Ntebela possesses Degrees in Health, Education and Commerce. She holds a Master of Business Administration (MBA). She has 11 years of experience in Education and 25 years in the Medical Aid Industry at both Operational and Executive Management Level.
She was previously an Operations Manager with Metropolitan Botswana from 2004 – 2014, Strategic Business Manager from 2000 – 2004 with Botswana Medical Aid Society (BOMAID), Fund Manager from 1990 – 2000 with BOMAID and Botswana Government from 1980 – 1990 with the National Health Institute. Cumulatively, she possesses 38 years’ work experience in both the private sector and public service. She retired in 2014.
Ms. Mphathi graduated with a Master’s Degree in Professional Accounting from the University of Washington, USA. Furthermore, she holds a Bachelor of Commerce Degree from the University of Botswana. She has a career spanning 27 years within the public accounting and manufacturing sectors as well as the water industry (Water Utilities) where she played various roles in general management and strategic planning, culminating in the position of Corporate Secretary, a senior management role which was responsible for both Board administration and coordination of various corporate support services.
She has worked for Botswana Postal Services as Corporate Services Director and as Head of Strategy and Governance. A significant part of her career was spent on Board operations and as a Director on several Boards including the National Development Bank (NDB) and the Botswana Savings Bank (BSB). Being an advocate for effective corporate governance, Ms. Mphathi has vast experience and expertise in the field of accounting, strategic planning, Board administration, corporate governance, human resource management and procurement.
CORPORATE GOVERNANCE 2.4 HRDC BOARD MEMBERS (cont...)
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Ms Chilisa has about 18 years’ work experience across sectors of the economy including aviation, hospitality and accounting. She has a Master of Science (MSc), Degree in International Marketing and an Executive Master of Business Administration in Aerospace Management from the University of Montreal.
Ms Chilisa also holds a Master of Business Administration (MBA) in Aerospace Management from the Toulouse School of Business in France. Her previous work experience includes; Deputy Permanent Secretary, Ministry of Basic Education (MoBE); Secretary of Reforms at the then Ministry of Education and Skills Development; Secretary General at Botswana National Commission UNESCO and Country Manager and Director (Botswana) with the Association of Chartered Certified Accountants (ACCA).
Mr Ndobano holds a Master of Arts (MA) in Economics from Columbia University, (New York, USA). He is the Secretary for Macroeconomic Policy at the Ministry of Finance and Economic Development, with 28 years’ work experience. He is a Board Member in Diamond Trading Company Botswana (DTCB), Botswana Privatisation Asset Holdings (BPAH-Chairman), and Botswana Institute for Development Policy Analysis (BIDPA). He previously served in the Boards of Botswana Building Society (BBS) and the then Tertiary Education Council (T.E.C.)
Ms Helen C. Chilisa Member
Mr Kelapile Ndobano Member
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Ms Godisang has a Law Degree from the University of Botswana (UB) and she is currently a legal partner at Kelobang Godisang Attorneys.
Ms Godisang was admitted to practice as an attorney in the courts of Botswana since 2006. She has experience in transactional law, corporate lending, banking, financial services, labour disputes, competition and debt collection.
She possesses 11 years’ work experience in both private practice and corporate bodies among them Collins Newman & Co., Barclays Bank and Stanbic Bank.
Ms. Bagopi graduated with a Bachelor of Arts in Social Sciences (Accounting and Public Administration) from the University of Botswana and a Higher National Diploma (Graphic Arts and Technical Management) from Watford, United Kingdom (UK).
She is currently the Deputy Permanent Secretary (Corporate Services) at the Ministry of Tertiary Education, Research, Science and Technology where she is mainly responsible for strategic planning and management, policy direction oversight on financial management, human resource management and information, communication technologies (ICT), project management and coordination. She has more than 24 years’ work experience in the Public Service.
Prior to joining the Ministry of Tertiary Education, Research, Science and Technology (MoTE), Ms. Bagopi was the Deputy Permanent Secretary at the Office of the President as well as at the Ministry of Health. She was also the Strategy Management Specialist at the National Strategy Office (NSO). Ms. Bagopi has extensive expertise and experience in different areas of corporate governance including performance and strategic
Ms Seilaneng Godisang Member
Ms Tebogo Bagopi Member
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management, quality management systems, change agent and leadership strategies, balance score card, systems thinking, monitoring and evaluation, enterprise risk management. Mr Pule is holds a Masters of Business Administration (MBA) from the University of KwaZulu-Natal, South Africa. He is a seasoned leader who can guide an organisation in visioning of a marketing strategy, development of business cases and execution of an aggressive strategy.
He is much skilled in effective sales and marketing communications, networking, team building, public relations, coaching and mentoring. He is currently the General Manager (GM) at Metropolitan Health Botswana. Mr Pule’s career spans for more than 28 years in the corporate world.
Mr Marumoloa holds a Bachelor of Arts, (Economics & Administration) from the University of Botswana, Insurance Qualifications from the Insurance Institute of South Africa (IISA) and other trainings from amongst others, Henley Business School, Gordon Institute of Business Science (University of Pretoria), Wits Business School.
Mr Marumoloa is the Chief Executive Officer (CEO) of the Botswana Savings Bank (BSB), a Government owned banking entity with a BWP 1.5 billion loan book, depositors’ book of BWP 2.1 billion, about 190 employees and a banking network that operates through 124 Agencies around the country. BSB provides transactional banking products and consumer lending products. The bank has a long history of creating positive shareholder value and profitability.
He has nearly 22 years of financial business leadership and experience. His previous positions include leadership roles at Standard Chartered Bank, Barclays Bank, BancABC, First National Bank (FNB) and Citizen Entrepreneurial Development Agency (CEDA), in addition to having served as a Board Member in other trading companies.
Mr Lesego H. Pule Member
Mr Nixon M. Marumoloa Member
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Ms. Goitseone Naledi Mosalakatane possesses a Bachelor’s Degree in Social Sciences and a Master of Science (Msc) Degree in Human Resource Development from the University of Botswana (UB) and Manchester University in the United Kingdom (UK) respectively.
She is currently the Director of Public Service Management of the Republic of Botswana. Prior to her current role, Ms Mosalakatane worked for various organisations as Managing Director and Principal Consultant for BothoPele Management Consultants (Pty) Ltd, Country Director (Botswana) for the Institute of Development Management (IDM); Organisation Development Manager, Head of Personnel and Employee Relations and Human Resource Director respectively for the Botswana Housing Corporation (BHC).
She also had a one (1) year stint working as Consultant for the Southern African Development Community (SADC). She has previously served in several corporate boards and national executive committees including: Botswana Telecommunication Corporation (BTC), Tertiary Education Council
Ms Goitseone N. Mosalakatane Member
(T.E.C) now Human Resource Development Council (HRDC), Public Enterprise Evaluation and Privatisation Agency (PEEPA), Botswana Productivity Association (BPA), Botswana Excellence Foundation (BEM), National Development Bank (NDB); and Institute of Human Resource Management (IHRM) and a number of technical committees at national level. She is currently the Local Board Chairperson of the Institute of Development Management Board of Governors and African Association for Public Administration and Management (AAPAM) and the Vice President for the Southern Africa Region.
Ms Mosalakatane is a seasoned management consultant with a passion for capacitating individuals, organisations, and communities in clarifying their purpose and vision, assisting them on how to attain their objectives, and to continually optimise their potential. With 23 years’ executive management experience, Ms Mosalakatane has led and participated in organisational transformation, and the formulation of policies, strategies, legislation, systems and processes to improve efficiency and effectiveness of the various institutions. Ms Mosalakatane has successfully carried out consultancy projects for public and private sector organisations, non-governmental and international organisations in Botswana and other South African Development Community (SADC) countries.
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The HRDC Board has five (5) Committees and they are as follows:
Finance and Audit Committee Purpose of Committee: To monitor, evaluate and make recommendations to the Board with respect to operational policies and strategic matters on Finance and Audit
Membership 1. Ms Ruth Mphathi – Chairperson
2. Mr Kelapile Ndobano – Vice Chairperson
3. Ms Helen Chilisa – Member
4. Mr Nixon Marumoloa – Member
5. Ms Kebosweditse Ntebela – Member
6. Dr Raphael Dingalo (Ex-Officio)
CORPORATE GOVERNANCE 2.5 BOARD COMMITTEES
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Procurement Committee Purpose of Committee: To monitor, evaluate and make recommendations to the Board with respect to policies and strategic matters relating to procurement, upkeep and disposal of assets.
Membership
2. Ms Tebogo Bagopi – Vice Chairperson
3. Ms Helen Chilisa – Member
4. Mr Kelapile Ndobano – Member
5. Mr Lesego Pule – Member
Funding Committee Purpose of Committee: It provides oversight and strategic guidance on the management of the three Funds namely; the Human Resource Development Fund (HRDF), which is already established, the Public Tertiary Education Institutions Fund (PTEIF) and the Tertiary Education Student Support Fund (TESSF) which are yet to be established. These Funds are meant to fund the education and training sector.
Membership 1. Mr Moatswi Sekonopo - Chairperson
2. Ms Goitseone N. Mosalakatane – Vice Chairperson
3. Ms Seilaneng Godisang – Member
4. Mr Nixon Marumoloa – Member
5. Ms Ruth Mphathi – Member
Human Resource Development (HRD) Planning Committee Purpose of the Committee: To provide direction on National HRD planning by applying sector-focused approach to respond to the mismatch between supply and demand needs.
Membership 1. Ms Helen Chilisa – Chairperson (ad hoc)
2. Ms Kebosweditse Ntebela – Member
3. Mr Moatswi Sekonopo - Member
CORPORATE GOVERNANCE 2.5 BOARD COMMITTEES (cont...)
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Human Resource Committee Purpose of the Committee: To monitor, evaluate and make recommendations to the Board with respect to policies and strategic matters related to the HRDC internal human resource.
Membership 1. Ms Seilaneng Godisang – Chairperson
2. Mr Moatswi Sekonopo - Vice-Chairperson
3. Ms Tebogo Bagopi – Member
4. Ms Goitseone N. Mosalakatane – Member
5. Mr Lesego Pule – Member
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CORPORATE GOVERNANCE HRDC Board Meeting Attendance For 2019 - 2020 Financial Year
Board Secretary
The Board Secretary ensures that Human Resource Development Council (HRDC) observes the highest standards of corporate governance and compliance with the requirements of the HRDC Act and other relevant laws.
HRDC Board Meetings for the Financial Year 2019/2020 The HRDC Board convened eight (8) times; four (4) scheduled Quarterly Board meetings and four (4) Special Board meetings.
Date Of Meeting Type Of Meeting 1. 14th May 2019 Special
2. 25th June 2019 Quarterly
3. 11th July 2019 Special
4. 24th September 2019 Quarterly
5. 3rd December 2019 Quarterly
6. 10th December 2019 Special
7. 3rd March 2020 Quarterly
8. 18th March 2020 Special
Total Number Of Meetings Convened Eight (8)
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Board Member Attendance for the 2019/2020 Financial Year
HRDC Board Members Total Number Of Meetings Attended
Percentage Meetings Attended
1. Ms. Moggie F. Mbaakanyi – Board Chairperson 8/8 100 percent
2. Mr. Moatswi Sekonopo – Vice Board Chairperson 7/8 88 percent
3. Ms. Tebogo Bagopi – Member 5/8 63 percent
4. Ms. Helen C. Chilisa – Member 4/8 50 percent
5. Ms. Seilaneng Godisang – Member 8/8 100 percent
6. Mr. Kavis Kario – Member 1/3 Resigned on 30th
August 2019
8. Ms. Goitseone N. Mosalakatane – Member 3/6 50 percent
9. Ms. Ruth Mphathi – Member 8/8 100 percent
10. Mr. Kelapile Ndobano – Member 2/8 25 Percent
11. Ms. Kebosweditse Ntebela – Member 8/8 100 Percent
12. Mr. Lesego H. Pule – Member 7/8 88 percent
13. Dr. Grace Kgakge - Tabengwa – Member 0/3 Resigned on 2nd
August 2019
Five (5) Committees of the Board met as follows;
• Finance and Audit Committee meet six (6) times. • Procurement Committee meet five (5) times. • Funding Committee met five (5) times. • Human Resource Committee meet six (6) times. • Human Resource Development (HRD) Planning Committee meet four (4) times
Finance and Audit Committee Meetings for the 2019/2020 Financial Year
Date Of Meeting Type Of Meeting 1. 6th May 2019 Special
2. 27th May 2019 Quarterly
3. 5th June 2019 Special
4. 26th August 2019 Quarterly
5. 14th November 2019 Quarterly
6. 10th February 2020 Quarterly
Total Number Of Meetings Convened Six (6)
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Human Resource Development (HRD) Planning Committee Meetings for the 2019/2020 Financial Year
DATE OF MEETING TYPE OF MEETING 1. 4th June 2019 Quarterly
Total Number Of Meetings Convened Four (4)
Human Resource Committee Meetings for the 2019/2020 Financial Year
Date Of Meeting Type Of Meeting 1. 29th May 2019 Quarterly
4. 3rd December 2019 Special
6. 20th February 2020 Special
Total Number Of Meetings Convened Six (6)
Funding Committee Meetings for the 2019/2020 Financial Year
Date Of Meeting Type Of Meeting 1. 28th May 2019 Quarterly
3. 20th September 2019 Special
Total Number Of Meetings Convened Five (5)
Procurement Committee Meetings for the 2019/2020 Financial Year
Date Of Meeting Type Of Meeting 1. 24th April 2019 Special
2. 4th June 2019 Quarterly
Total Number Of Meetings Convened Five (5)
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The financial year 2019/20 marked the fourth year in the
implementation of the HRDC five - year Strategic Plan 2016-2021.
This report therefore covers the implementation for the period 1st
April 2019 to 31st March 2020.
CORPORATE GOVERNANCE 2.6 CHIEF EXECUTIVE OFFICER’S REPORT
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The mandate of the HRDC evolves around moulding each citizen of Botswana into a resource that will advance individual, societal, national and global aspirations for improved livelihoods and economic growth. As such the Vision of the Council is: ‘To make Botswana’s human resource globally competitive by 2036’. This is in line with the country’s aspirations towards a knowledge based economy.
Availability of relevant skills and knowledge
As the coordinator in human resource development in Botswana, HRDC had completed and validated the National Human Resource Development Plan which awaited consideration by the Performance Improvement Coordination (PIC) Force and the Cabinet for approval in the planning year. Furthermore, five Sector Human Resource Development Plans were aligned to the National Human Resource Development Plan. To ensure enrolment and financing of students on relevant and demand led skills, the HRDC produces on annual basis a list of occupations in demand, which are then shared with the Department of Tertiary Education Financing (DTEF).
Institutional planning is critical to ensure that training undertaken by institutions is aligned to the sector and National HRD Plans to meet the national and global skills needs. HRDC provides capacity building to institutions to develop their plans. It is therefore worth noting that at the end of the financial year, 95 percent (38 out of 40) of tertiary institutions
had developed their institutional plans in line with the HRDC Institutional Framework. Knowledge and evidence based decision- making is important and as such HRDC is establishing a Labour Market Information System which will monitor labour market patterns and trends which are ever changing owing to changes in demography, technology, skills requirements, etc. In this regard, a Statement of User Requirements (SOUR) and implementation Strategy has been completed.
Sustainable Education and Training Funding The HRDC continues to provide financial assistance to workplaces to train their workforce for improved production and service delivery. This is done through the Human Resource Development Fund which experienced an increase in utilisation during the year. the HRDC is also developing an Apprenticeship and Internship Policy that will see funding of learners to make them work ready graduates. Policy advise in terms of tertiary education financing continues to be provided.
Stakeholder Engagement
The Council has developed and is implementing a stakeholder engagement plan which entails the following, amongst others: hosting of the National Human Resource Development Conference (NHRDC) on the 23rd - 24th May 2019. The theme of the Conference was: ‘Competitive Human Resource - A leading driver for the Economy in the 21st Century’. The NHRD Conference was successfully held with a record full attendance for the 2 days. The speakership included Government leaders, as well as national and international
To make Botswana’s human resource
globally competitive by 2036’. This is in
line with the country’s aspirations
towards a knowledge based economy.
CORPORATE GOVERNANCE 2.6 CHIEF EXECUTIVE OFFICER’S REPORT (cont...)
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presenters. The NHRD Conference received highly appreciated sponsorship from Stanbic Bank Botswana (Platinum Sponsor), Boitekanelo College, Fairgrounds Holdings, Med Rescue International and the Weekend Post. The HRDC established collaboration with Local Enterprise Authority to (LEA) that provide for partnership in capacity building workshops on skills development through sharing of expertise and funding. The organisation undertook appreciation visits to Diamond Manufacturing Companies in Gaborone. A Memorandum of Understanding (MoU) was entered into with the Ministry of Local Government and Rural Development (MLGRD) on sharing of data and information to facilitate planning, programming and policy making.
Some challenges were experienced during the year especially at the last quarter of the financial year occasioned by COVID -19 pandemic. Through the Botswana Human Resource Development Skills Fairs and Career Clinics it was intended to reach out to 18 000 prospective tertiary education learners, but only 4 000 were reached through the Maun and Francistown events. The major one being the Gaborone Fair scheduled for March 2020 was suspended as a precautionary measure due to the COVID -19 virus outbreak. The Fairs are an important vehicle of information sharing within the education and training sector. Learners being the primary target receive first-hand information on skills required by industry, accredited programmes and student –institution interaction.
Corporate Social Responsibility
HRDC continues to provide support to Malatswae Primary School through the Adopt-a - School. A housing need was established for a family in Mmankgodi and HRDC built a house which was handed over to the beneficiaries. This house was built from the proceeds of the Corporate Social Responsibility (CSR) Gala Dinner that was organised by HRDC in October 2018 as well as contributions from staff. Eleven women
from the Good Hope Sub - District arrived from training at the Barefoot College of India where they learned amongst others on Solar Electrification. The training was facilitated by the HRDC.
I would like to thank the Board, Management and Staff of the HRDC for the dedication and commitment on implementation of the 2019/10 Annual Plan. My sincere gratitude to the Ministry of Tertiary Education Research Science and Technology (MoTE), Government, partners, the private sector and the public at large for the immense support we continue to receive in carrying out our mandate. Further reading of this report provide more information, please enjoy.
........................................................................ Raphael Dingalo (PhD) Chief Executive Officer HUMAN RESOURCE DEVELOPMENT COUNCIL (HRDC)
CORPORATE GOVERNANCE 2.6 CHIEF EXECUTIVE OFFICER’S REPORT (cont...)
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Dr Fernando Siamisang Director, Human Resource Development
Planning (Demand)
Ms Ramodimoosi Masingwaneng Board Secretary
Ms Faith Tuelo Manager, Marketing Comms &
Stakeholder Relations
Dr Ellah Matshediso Director, Human Resource Development
Planning (Supply)
Mr. Mothusi Masole Director, Funding
Mr. John Vassiliadis Director, Information Communication
Technology
3.2 Determining Demand for Human Resource Development
Report
Report
Report
3.7 Stakeholder Engagement Report
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The Financial Year under review highlights HRDC’s organisational performance in the implementation of the 2019-20 Annual Corporate Plan in pursuit of achieving our mission, “To make Botswana’s Human Resource Globally Competitive by 2036”.
Strategic Annual Plan Performance 2019/20
HRDC’s Annual Plan 2019/20 did set out priorities and specific deliverables geared towards achieving the Organisational Strategy. The annual plan had 31 measures that were used for measuring progress in the implementation of key activities planned for the Financial Year under reporting.
The organisational performance for the year is therefore given by the average performance on implementing initiatives as set out in the annual corporate plan. An average target of 90 percent performance of the measures was set at the beginning of the financial year 2019/2020. Overall, the organisational performance achievement for the 2019/2020 financial year was 84 percent which is within the range of achieved targets as per the HRDC Performance Rating Scale.
Figure Two: Performance Distribution of the 2019/20 Annual Plan Measures
13%
13%
OPERATIONAL PERFORMANCE REPORT 3.1 ORGANISATIONAL PERFORMANCE 2019/20
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Development Of National Human Resource Development Plan
Human capital development still remains a key priority for the country in its endeavour to transit to a knowledge - based economy and knowledge - based society. HRDC has therefore, developed the National Human Resource Development Plan (NHRDP) that will guide the human capital development in the country. There were extensive stakeholder consultations regarding the National HRD Plan with both the private and public sector. Consultation has also been done with high level Government structures that include the PIC Force and Economic Committee of Cabinet. A Cab Memo has been submitted to the Ministry of Tertiary Education, Research, Science and Technology (MoTE) to facilitate submission of the National HRD Plan to Cabinet for approval.
The National HRD Plan focuses on ensuring that Botswana produces a globally competitive human resource that will drive implementation of the National Development Plan (NDP) 11 and other future plans. Botswana, just like other countries in the world is looking for ways to raise the education levels as well as coordinating the supply of skilled workforce so it matches the needs of the economy and the society. The needs of the economy and society are currently driven by the Fourth (4th) Industrial Revolution (4IR) which is influenced by technology and socio- economic changes. The pace of change over the last few years has largely been shaped by technological disruption and innovation. This means that the 21st Century workforce is the one-that quickly adapts to the changing environment and can embrace change with the necessary set of future skills. The desired outcome is a new and diversified economy based on the export potential of a knowledge based - economy that is driven by the private sector. Figure Three below outlines prioritised strategic initiatives.
1. Increase graduate employability through re-tooling graduates to targeted employment opportunities.
2. Increase export of labour through upskilling graduates on future skills (4IR) that will make them globally competitive.
3. Train the current labour force to acquire competitive future skills with reference to fourth industrial revolution to attract foreign direct investment (job creation).
4. Develop Annual Workplace Learning Programmes which incorporate work ethics and productivity.
5. Develop skills that will facilitate value chains linking the Country’s priority sectors with emphasis on export diversification and foreign direct investment for diversifying the economy.
6. Improve entrepreneurship skills for all citizens throughout the life cycle
Annual Review Of The Current And Future Skills In Demand
The structure of the labour market in Botswana is continuously changing due to the demands of the labour market as the country transforms from a resource - based economy to a knowledge based economy. HRDC therefore continuously monitors the shifts in the demand of the labour market and on an annual basis produces Top Occupations and Skills in Demand Report. The prioritised skills are then used by the Education Training Providers (TEP) to align supply of graduates with the current and future skills needed by the labour market. The monitoring of the structure of the labour market is conducted to minimise the mismatch between the supply of graduates and the demands from the labour market.
However, in the past few years the number of graduates has significantly increased while the rate of job creation is very low. Although
Figure Three: NHRDP Strategic Initiatives
OPERATIONAL PERFORMANCE REPORT 3.2 DETERMINING DEMAND FOR HUMAN RESOURCE
DEVELOPMENT ACHIEVEMENTS
40
there are some sectors that are more saturated, there is currently no guarantee for employment of these graduates. The situation is worsened by the fact that when there are few vacancies, most employers prefer people with work experience except in few exceptional cases where employers recruit graduate trainees.
The production of the Annual Top Priority Occupations and Skills Report seeks to ensure that the country does not saturate the sectors that are having a number of graduates that are unemployed. Figure Four (4) indicates that the Finance and Business, Construction and Information, Communications and Technology (ICT) Sectors are oversaturated with many unemployed graduates. HRDC has advised on the need to develop new programmes that address the future skills influenced by the Fourth (4th) Industrial Revolution in order to support the growth and diversification of these challenged sectors.
Figure Four. Total Unemployed Graduates by Sector in 2019 Source: Statistics Botswana: Multi-Topic Household Survey Third and Fourth Quarterly Reports, 2019.
Partnership Between The Human Resource Development Council (HRDC), The International Organisation For Migration (IOM) And The Ministry Of Investment Trade And Industry (MITI)
Education and Industry partnership programme is HRDC’s initiative that seeks to encourage partnerships primarily between the private sector, education, industry and other stakeholders. The objective of this partnership is to enhance the performance of the education sector. Partnerships of this nature, are expected to cut across the Human Resource Development (HRD) value chain from foundational learning to skills development.
15000
14000
13000
12000
11000
10000
9000
8000
7000
6000
5000
4000
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1000
0
2019 Q3 Total 2019 Q4 Total
10 50
18 95
80 94
37 66
14 17
OPERATIONAL PERFORMANCE REPORT (cont...)
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Group Picture: Partnership Members from the Human Resource Development Council (HRDC), Ministry of Investment, Trade and Industry (MITI) and International Organisation for Migration (IOM)
Partnerships should be long term in nature and are expected to demonstrate agreements reached for mutual benefit in sharing resources to achieve defined common objectives. In line with promoting partnership with the industry, HRDC partnered with the Ministry of Investment Trade and Industry (MITI) and the International Organisation for Migration (IOM) to conduct a skills assessment of the Selibe - Phikwe Diversification Unit (SPEDU) Region following the closure of the Bamangwato Concessions Limited (BCL) Mine.
The overall objective of the project was to assess relevant skills gaps within the SPEDU region in order to provide guidance to the Government and other key partners regarding potential for re- tooling and re-training the existing workforce for current and envisioned needs within the region. The envisaged outcome of this initiative seeks to support the growth of potential businesses and industry opportunities within the region thereby showcasing availability of skills.
The study revealed that there is an oversupply of labour due to the retrenchment and job losses of more than 5 000 employees following the closure of BCL and Tati Mines. In contrast, the skills mismatch currently plays an insignificant role with regards to employment issues in the region. There is ample supply of qualified and skilled workforce from the BCL Mine. The study therefore recommended several strategic initiatives geared towards re-tooling and up-skilling of the current SPEDU region workforce as a way of aligning them to the current and future projects of the different investors who have started revitalising the SPEDU region.
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3.3 Membership Of Sector Human Resource Development Committees Agriculture Sector Committee 1. Mr Rapula Mothala Kegopilwe - Chairperson
2. Mr David Headman – Deputy Chairperson
3. Mr Sipho Q. Madisa
4. Prof Khumoetsile Mmolawa
5. Dr Ezekiel Chimbombi
7. Mr Andina Dintwa
8. Mr Mogomotsi Moatswi
9. Prof Sam Ayanlaja
11. Mr Modise Mokgwathise
13. Dr Wame Boitumelo
14. Ms Tumelo Mphengula
Information And Communication Technology Sector 1. Mr Tshepo Tsheko - Chairperson
2. Ms Lilly Sullivan – Deputy Chairperson
3. Ms Malebogo Khanda
4. Mr Taolo Tsimanyane
5. Mr Ephraim Kedisang
8. Mr Ishmael Lesolame
11. Mr Bhaskar Nalamalapu
12. Mr Isaiah Mosutlha
EDUCATION AND TRAINING SECTOR
2. Prof Wapula Raditloaneng – Deputy Chairperson
3. Mr Mothusi Ntau
4. Ms Siphiwe Moesi
5. Ms Gaotewe Mosinyi
6. Mr Tambona Jopi
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8. Ms Tsholofelo Dichaba
9. Prof Sourav Mukhopadhyay
10. Dr Busisiwe Ndlovu
11. Ms Tshwaragano Motlogelwa
12. Ms Keitumetse Matebele
13. Ms Segametsi Mosweunyane
14. Ms Boikhutso Majang
Research, Innvovation, Science And Technology Sector 1. Prof Gabriel Anabwani - Chairperson
2. Prof Patrick Malope – Deputy Chairperson
3. Prof Samodimo Ngwako
4. Prof Goitseone Malumbela
6. Ms Gobopaone Chabaditsile
8. Prof Olekae Thakadu
9. Dr Lekopanye Tladi
10. Ms Thandie Lekone
11. Mr Bekezela Moyo
12. Dr Bogadi Nage-Sibande
13. Prof Amos Thapisa
14. Dr Doreen Ramogola-Masire
2. Mr Anil Kumar Chiralayam – Deputy Chairperson
3. Ms Mpho Lynn Mogasha
4. Mr Otlaadisa Naane
5. Mr Josiah Mafojane
6. Ms Tiny Ralefala
7. Ms Gomolemo Ratsie
9. Mr Oaitse Dube
10. Mr Mao Segage
11. Ms Bonolo Moatlhaping
12. Mr Nitin Sharma
13. Mr Tumelo Mokowe
14. Ms Naledi Madala
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15. Ms Nsiyiwa Pelaelo
2. Mr Onkarabile Khibanyane
3. Mr Stephen Makuke
4. Mr Thomoitsile Moichubedi
5. Ms Kaone Kgorotlhe
7. Mr Absolom Mukonyo
8. Cpt. Darry Ellitson
9. Mr Claude Kamangirira
CREATIVE INDUSTRIES SECTOR 1. Mr Thabiso Mashaba - Chairperson
2. Ms Alina D. Masenya – Deputy Chairperson
3. Mr Tom Ketlogetswe
4. Mr Letsweletse Moshabi
5. Mr Dean Molebatsi
7. Dr Thulaganyo Mogobe
8. Ms Thatoyaone Radijeng
9. Mr Mpho Keatshabe
10. Ms Sheila Mahloane
11. Ms Onalenna Phambuka
12. Ms Neo Matome-Harun
13. Mr Losika Seboni
14. Mr Tsholofelo Ntshingane
15. Mr Losika Mosarwa
Manufacturing Sector 1. Mr Bonny Wadikonyana – Chairperson
2. Mr Kfir Teichman – Deputy Chairperson
3. Mr Juda O. Bosa
4. Ms Banusi Mbaakanyi
5. Mr Ernest Somolekae
6. Mr Ndulamo Chingapani
7. Mr Bart Heylen
8. Mr Bathusi Kgosietsile
9. Mr Nkululeko Ndlovu
10. Dr Robert Batane
11. Mr Fannie Gwizi
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Health Sector 1. Dr Bangwato Sikwa - Chairperson
2. Dr Onkemetse Mathala – Deputy Chairperson
3. Prof Mosepele Mosepele
4. Ms Neo Habangana
6. Mr Moagi Mbayi
7. Mr Tebogo Johannes
8. Dr Tiroyaone Mampane
9. Mr Kenosi Mogorosi
10. Mr Baipusi Gulubane
11. Mrs Dorcus Taukobong
13. Ms Martha Mbayi
14. Mr Modisa Motswaledi
3. Ms Pauline Jonas
4. Ms Goitsemang Tidimane
5. Mr Bome Matshaba
6. Mr Marutsaneng Duiker
7. Ms Atlarelang Solomon
8. Ms Seadimo Oefile
9. Mr Ketlhapeng Karabo
10. Mr Aubrey Chewe
3.4 Coordinating Supply Of Human Resource Development Report Achievements
LEARNER SUPPORT
The Student Affairs Services (SAS) Norms and Standards are institutional planning frameworks’ and supportive instruments that guide institutions in developing learner support policies and programmes geared towards improving overall student experience. These policies and programmes are expected to enhance student completion and throughput rates as a contribution to the creation of a knowledge - based economy.
HRDC continues to capacitate Tertiary Education Providers (TEPs) to implement institutional plans with an aim to create flawless processes in learner support initiatives as TEPs operationalise their SAS Norms and Standards. HRDC has since embarked in monitoring and evaluation (M and E) of the implementation of the Norms and Standards Framework and has so far visited 16 Public Institutions i.e. three (3) Institute of Health Sciences (IHS), eight (8) Technical Colleges and Colleges of Education (TCCE) and five (5) private institutions. Institutions are therefore, expected to have learner support component in their Institutional Plans as guided by the SAS Norms and Standards.
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16
Figure Five: SAS Norms and Standards Monitoring and Evaluation by type of institution.
Botswana Human Resource Development Skills (Bhrds) Fair & Career Clinics The Botswana Human Resource Development Skills (BHRDS) Fair and Career Clinics is a one- stop service that brings together different stakeholders including but not limited to; employers, Education and Training Providers (ETPs) as well as learners under one roof with an overall aim of facilitating informed career choices. This platform presents an incredible opportunity for demand and supply of skills alignment thereby enabling the industry to interface with students through sharing of necessary industry relevant information. Initially the event was confined to Gaborone but has since been extended to the Northern and the North West regions to ensure that issues of access and equity are covered.
For the year under review, HRDC hosted the 11th edition of BHRDS project in Francistown (26th – 28th February 2020) and Maun (3rd – 5th March 2020). These two events in both places attracted 904 and 403 participants (prospective learners) respectively. It is worth noting that, the majority of learners in Maun were in - school youth, an indication that
it is crucial to introduce BHRDS Fair and Career Clinics at lower levels of education contrary to the current model where schools occasionally implement career guidance initiatives. However, the Southern BHRDS Fair and Career Clinics that was scheduled to be held in Gaborone from the 23rd - 27th March 2020 did not take place due to the outbreak of the COVID - 19 pandemic. Consequently, HRDC resolved to cancel the Southern BHRDS Fair and Career Clinics event.
Training Of Career Guidance Teachers In a bid to enhance the capacity of teachers in guiding learners to make the right career choices, HRDC in collaboration with Ministry of Basic Education (MoBE), continued to train career guidance teachers. These trainings seek to empower teachers to facilitate their Regional Career Guidance and Fairs for their respective schools and more importantly, inform learners on the Top Priority Skills that are in high demand. For this financial year, about 118 Career Guidance Teachers across ten (10) regions were trained on Human Resource Development (HRD) related information.
20
10
0
16
5
Private Instituitions
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Student Leadership Training in Session
The development of leadership skills during formative ages is considered to be a positive means of increasing personal, academic, and well-being outcomes for individuals. As such, HRDC has continued to engage learners, particularly those in leadership positions across education and training institutions, to acquaint themselves with leadership skills. For the fourth time, HRDC partnered with the University of Botswana (UB), Faculty of Business, Department of Leadership and Management and trained a total of
51 tertiary education student leadership participants. The training amongst others covered; transformation leadership, the role of the Student Representative Council (SRC) in Co-governance, the Fourth (4th ) Industrial Revolution (4IR) thinking, emotional intelligence, negotiation skills and conflict management. The training also provided an opportunity for participants to build rapport and get to work collectively on matters that affect the majority of their constituents.
Figure Six: Attendance of the Student Leadership Training
Student Leadership Training
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Institutional Planning
Institutional Planning (IP) function is responsible for promoting the establishment, coordination and approval of institutional plans for Tertiary Education Institutions (TEIs). The main purpose of institutional planning is to guide institutions to train according to the identified needs of the economy guided by the National Human Resource Development Plan, thereby producing work- ready graduates as well as increasing access to relevant and quality tertiary education.
There are 47 registered tertiary education institutions (Botswana Human Resource Development Council [Learners Catalogue], 2020), who are all currently capacitated by the HRDC in institutional planning. Cumulatively, 42 institutions have developed and submitted their institutional plans. Out of the 42 institutions, 26 are public and 16 are private. Figure Seven below shows all the registered tertiary education institutions and representation of public and private ones.
Figure Seven: Submission of Institutional Plans Submission by all Institutions
Out of the 27 public institutions, 26 had submitted institutional plans and 16 of the 20 private institutions submitted, as depicted in Figure Eight (8) below.
Figure Eight: Institutional Plan Submissions by Type of Institution
27
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50
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The intention of HRDC was to expand capacity building to Brigades, but due to COVID - 19, the capacity building exercise has been temporarily suspended. Meanwhile, HRDC has resolved to intensify the monitoring and evaluation (M&E) of Institutional Plans and their implementation. It is worth mentioning that the M&E exercise has so far been conducted on 14 TEIs. Out of the 14 institutions, seven (7) have proved to be compliant towards implementation of their Institutional Plans. Of all the institutions that were monitored, 13 were public or Government aided and one (1) was private. During the M&E exercise, the Institutional Planning Team observed that where there is autonomy or semi-autonomy, compliance tended to be very high. As such, for institutions that are effectively implementing their institutional plans, they have since progressed well with regards to fostering partnerships and collaborations.
Institutions-Industry Linkages Capacity Building In a quest to strengthen quality and institutional relevance through collaborations, HRDC participated at the Institutions – Industry Capacity Building Collaborations Workshop conducted in 2019. Six (6) institutions attended; five (5) of which were public or Government aided and one (1) was a private institution. The main speakers at the workshop were; The Deutsche Gesellschaft für Internationale Zusammenarbeit GmbH (GIZ) and Business Botswana (BB), who also served as industry representatives. Botho University (BU) and Botswana Accountancy College (BAC) shared their experiences since they were deemed to be ahead of other Tertiary Education Providers in collaborations and networking initiatives.
Technical And Vocational Education And Training (TVET) Pitso Working together with the National Technical Vocational Education Training (TVET) Advisory Committee (NTVETAC), HRDC hosted the TVET Pitso 2019. The aim of the Pitso was to engage stakeholders, dialogue with them while interrogating TVET priorities and challenges with a view to
influence prioritisation of the sub-sector as a contributor in the economy. The TVET Pitso was held under the theme; ‘Nurturing and Managing TVET in a Global and Competitive Economy’. This theme was further segregated into the following sub-themes; Recognition of TVET, Funding of TVET, Learner Attachments, Quality and Relevance of TVET to the labour market needs and Contribution of TVET in the national economy.
The guest speaker was Professor Roy Howard du Pré, European Union and Southern African Development Community (SADC) TVET Specialist. Professor Howard du Pre shared invaluable insights and underscored the importance of relevant and responsive TVET initiatives and strategies for current and future skills needs. The TVET Pitso culminated in an action plan.
Dr Theophilus Mooko – the then Permanent Secretary, Ministry of Tertiary Education, Research, Science and Technology (MoTE) giving the opening remarks at the TVET Pitso held at PICC in Palapye
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Professor Roy Howard du Pré: Guest speaker - European Union and SADC TVET Specialist accompanied by Dr Ellah Matshediso – Director, Human Resource Development Planning (Supply)
TVET Pitso Action Plan, Implementation Plan And Monitoring & Evaluation
HRDC in collaboration with key partners developed the Implementation Plan as well as M&E instruments to facilitate
the implementation of the TVET Pitso recommendations as enshrined in the action plan. Several stakeholder engagement activities were instituted, these entail; the TVET Workshop that was held in March 2020 with a view to validate the TVET Implementation Plan as well as the M&E tools
Figure Nine: Attendance for M & E and Implementation Planning
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5
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3
2
1
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M & E and Implementation
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The Human Resources Development Council has commissioned the Commonwealth of Learning to develop Apprenticeship Training and Student Internship Policy with Frameworks and Guidelines. The guidelines comprise templates and tools to facilitate monitoring and evaluation aimed towards supporting work-based learning. The work is intended to address issues concerning the delivery of work-based learning and support.
It is expected that once the Apprenticeship Training and Student Internship Policy is developed and implemented, it will address the following challenges; skills mismatch, disintegrated work-based learning and lack
of implementation guidelines which leads to poor coordination. The project has a number of deliverables covering the Policy, Framework and Guidelines, Funding Model and Implementation Tools.
Capacity Building And Support On Development Of Work Skills Training Plans (WSTP)
HRDC continued to promote workplace learning through capacitation and support to encourage workplaces to uptake skills training and development in order to re-tool and up-skill their workforce with operation specific skills.
Figure 10: Number of workplaces visited in 2019/20
20
15
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Work Skills Training Plans (WSTP)
Work Skills Training Plans (WSTP) are training projections for each training period, informed by an organisation’s skills audits and training needs analysis. On an annual basis, the WSTPs are shared with HRDC for approval at the beginning of the training period. In the year under review, the submission of Work Skills Training Plans by sector are illustrated in Figure 11 below:
Figure 11: WSTP Submissions
Manufacturing Health
6% 23%
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Human Resource Development Fund (HRDF)
HRDC continued to deliver towards its mandate of managing the Human Resource Development Fund (HRDF) that was established to finance workplace learning. For the year under review, the Training Levy collection was P313 million compared to P303 million in the previous year. Furthermore, the Fund realised a deficit of P98 million compared to a surplus of P170 million the previous year. The deficit was as a result of a withdrawal of P225 million by the Government as seed capital of the National Covid-19 Relief Fund.
The achievement as per the strategic objectives is as follows;
Optimising the HRD Fund Utilisation
The level of uptake as measured by the number of companies claiming from the Fund relative to the total number of Levy payers stood at 24 percent against a year target of 22 percent. It is worth mentioning that the rate of the HRDF utilisation has steadily increased from 15 percent in 2017 to 24 percent in 2020.
The HRDC Fund utilisation rate as measured by the total value of claims paid as a percentage of the total levy collected for the same period stood at 53 percent. The percentages have increased in relative to the level of uptake due to the current employers incentivisation
that seeks to promote skills development in Botswana
Optimising HRD Fund Administration
The optimisation in the administration of the Fund is measured in terms of the effectiveness of the processes in delivering timely service to the clients. For the year ending 31st March 2020, the HRDC Fund processed 99.7 percent of all the applications received against a year target of 95 percent. The turnaround time in the processing and payment of claims also improved from six (6) months in 2016 to two to four (2-4) weeks as at the end of the year.
These positive changes came about due to the quality and completeness of clients’ submissions which notably have improved significantly following extensive stakeholder engagements and training conducted to educate Levy Payers on the processes to be followed prior to submission of training reimbursement to HRDC.
Table One below present an analysis of the claims processed during the year as compared to the financial year 2018/19. There is a significant change in the number of claims processed as some Levy Payers or workplaces stopped operating, others consolidated subsidiary claims into one account. The COVID – 19 pandemic also affected a number of Levy Payers resulting in cancellation of training that was approved before the pandemic. Further, the HRD Fund did not have long outstanding claims from previous years.
Table One: Analysis of HRDF Claims Processed During the Financial Year 2019/2020 (The title of the Table is always above the table)
Financial Years
Total claims for the period to date 3114 3447
Approved and paid claims for period to date 2801 (3018)
Approved (pending accumulation of funds) (305) (381)
Balance as at 31st March 2020 8 48
Percent of processed claims 99.7 percent 99 percent
Figure 11: WSTP Submissions
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Levy payers continued to utilise the HRD Fund for training their employees. For the year under review, 134 new companies submitted reimbursement claims for the first time. During the 2019/20 Financial Year, more than 28 076 employees have benefited on personal development skills and Apprenticeship Programmes. This was a 21 percent decrease over the previous period. This is due to 2019/2020 trainings which have been extended to November 2020 due to the COVID – 19 pandemic. A total of P189, 337,097.00 was expended on workplace learning.
Challenges facing the HRD Fund 1. Low uptake by non-levy payers. 2. Exorbitant pricing of programmes by training providers. 3. Non-compliance with the accreditation regulations as stated by BQA. 4. Risk of fraud
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The Labour Market Information System (LMIS)
HRDC has been tasked with the establishment of the LMIS as well as the management of the Education Database as articulated in the HRDC Act No 17 of 2013. To that end, the Government of Botswana has approved P10 million towards the development of the Botswana Labour Market Information System (LMIS) by the Human Resource Development Council (HRDC) for the financial year 2020/21. The development of the LMIS seeks to address the lack of quality labour market information and data used for effective planning and policy advice.
The LMIS objectives are aligned to the country’s Vision 2036 and His Excellency the President’s roadmap of attaining an inclusive high income growth and knowledge - based economy among others. It aims at supporting the production of globally competitive human resource, promotion of productive and decent employment and enterprise development; compliance with labour standards by employers, investors and workers; social protection and social dialogue. It also holds the promise of guiding learners towards skills in demand, occupations and economic sectors; and informing Tertiary and Vocational Education Institutions on the outcomes of their graduates in the labour market.
Some of the policy reforms expected to take place based on the outcome of the LMIS are the development and implementation of pro-employment macroeconomic and sectoral policies; support of leading sectors for employment creation; Small Medium and Micro Enterprises (SMMEs) development and transition of the informal economy to formality; strengthening and extension of social protection; skills development and restructuring as well as improved labour administration and labour standards.
During the year under review, HRDC
completed the development of the LMIS Statement of User Requirements (SOUR), which included specifications for the functional and non-functional features for three sub-systems being; (1) the LMIS Portal; (2) the LMIS Stakeholder Data Management / Data Warehouse; and (3) the Tertiary Education Information System (TEIS).
In line with the ongoing reforms in Government, the development of the National Employment Services System (NESS) was transferred from the Ministry of Employment, Labour Productivity and Skills Development (MELSD) to HRDC. The NESS will be part of the LMIS as such HRDC has initiated the process to incorporate the NESS requirements into the LMIS SOUR report. The procurement of a developer for the system will be completed by December 2020.
A stakeholder engagement plan has been drawn to forge functional partnerships in the implementation of the LMIS. In a bid to actualise the partnerships, HRDC entered into Memorandum of Understanding (MOUs) with the Ministry of Employment, Labour Productivity and Skills Development (MELSD) and the Ministry of Local Government and Rural Development (MLGRD) during the period under review.
A Memorandum of Understanding (MoU) between HRDC and the International Labour Organisation (ILO) for the deployment of their LMIS.stat to facilitate the storage and dissemination of indicators as part of the initial modules of the Botswana LMIS was drawn.
The MoU provides for technical support and capacity building by the ILO on data modelling and IT related skills. HRDC endeavours to sign with a number of other key stakeholders to ensure consistent application of agreed data management standards for a successful LMIS.
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Statistics: Annual Institutional Census – 2018/19 HRDC on annual basis conducts the Tertiary Education Institutional census which seeks to facilitate policy advice and decision making through the production of tertiary education indicators.
The 2019 Tertiary Education Statistics Report contains statistics and indicators for the 2018/19 academic years derived from a total of 44 higher education Institutions. Key highlights of the
report indicates a growth in tertiary education enrolments from 53 450 students in 2018 to 53 930 in 2019, thereby making an annual increase of 0.9 percent. It is worth noting that majority of the student’s population (92.5 percent) and enrolled in undergraduates’ programmes and post graduates account for only 7.5 percent see Table Three. Figure 13 below depicts an analysis of enrolment trends for the past 10 years.
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Figure 13: Tertiary Education Enrolment Trends Source: Tertiary Education Statistics Report 2019
Trends in Gender Parity Index for the period 2013 to 2019 in Table Three below reveals that the parity is in favour of females. The index explains how participation and opportunities for schooling compare for females and males and has remained above 1.0 consecutively for the past seven years as per Figure 15 below;
Table Two: 2019 Enrolment Qualification Source: Tertiary Education Statistics Report 2019
Level Female Male Total % Female
Certificate 2,110 954 3,064 68.9
Diploma 8,479 5,034 13,513 62.7
Bachelor’s Degree 19,248 14,032 33,280 57.8
Post Graduate Diploma 287 138 425 67.5
Master’s Degree 1,219 945 2,164 56.3
Master of Philosophy 51 51 102 50.0
Doctor of Philosophy 40 83 123 32.5
Professional Qualifications
Total 32,255 21,675 53,930 59.8
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31129
42368
47889
46613
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Figure 15: Trends of GPI in Student Enrolment Source: Tertiary Education Statistics Report 2019
Figure 15 below shows the Gross Tertiary Enrolment Ratio which is at 18.5 percent. It has increased by 0.3 percentage points from 18.2 percent in 2017/18 to 18.5 percent in 2018/19. This increase in GTER does not only signifies a positive effect towards the country’s education attainment but also as a proxy for the level of skills of the workforce in the country. Figure 15 below shows the GTER trends over the past 10 years.
Figure 15: Trends of the Gross Tertiary Enrolment Ratio
A total of 11,631 graduates were recorded in 2018/19 compared to 13, 621 in 2017/18, thus recording a decrease of 1990. The 2018/19 graduation rate stood at 79.8 percent. HRDC in partnership with key stakeholders, endeavours to undertake tracer studies with a view to determine the employability rate of the graduates.
Research Capacity Building
The Council continues to upskill and capacitate Tertiary Education Institutions (TEI’s) and relevant stakeholders on skills alongside the research and innovation value chain. HRDC hosted a capacity building initiative on Technology Transfer Development. In September 2019. HRDC partnered with the African Regional Intellectual Property Organisation (ARIPO) to conduct two (2) day seminars in the Southern and Northern regions of the country. The seminars focused on Intellectual Property Awareness for Academic & Research Institutions. The seminars, were attended by over 80 representatives from both private and public tertiary institutions, vocational and technical colleges, institutes of health sciences and other relevant stakeholders.
1.6
1.4
1.2
1
0.8
0.6
0.4
0.2
Enrolment Year
G en
de r
Pa ri
ty In
de x
(%)
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The primary objective of the seminars was to introduce and sensitise participants on the importance of intellectual property as an asset in generation of income and as collateral in securing financial aid. It covered the key concepts and principles of copyright, trademarks and intellectual property in academic and research institutions. The training was well embraced by the participants who expressed their appreciation in being exposed to IP issues that they wish to implement as they become better capacitated.
As a follow-up to the aforementioned September 2019 workshops, another partnership bore fruit with Southern African Research Innovation Management Association (SARIMA) in the facilitation of a be-spoke week long training programme from the 9th-13th March, 2020 in
Gaborone for the same stakeholders - by popular demand, on the establishment of technology transfer functions at various institutions in Botswana. The programme included a number of interventions aimed at providing theoretical knowledge, practical and experiential training on Intellectual Property (IP), Technology Transfer (TT) and establishing Technology Transfer Offices (TTO). The expectation post training was the establishment of Technology Transfer Offices at the respective organisations and academic institutions.
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HRDC engaging with stakeholders during the Opening Day
Stakeholder Engagement
Effective stakeholder engagement helps translate stakeholder needs into organisational goals and creates the basis of effective strategy development. Therefore, through the 2019/20 financial year, the Human Resource Development Council (HRDC) continued to interact with its stakeholders through workshops, conferences, exhibitions, radio and television programmes, open days and walk - ins.
Different HRDC Departments utilised these platforms to engage with key stakeholders and the Marketing and Communications Unit played a supportive role to ensure that these engagements are undertaken prudently in an efficient and effective manner.
Business Breakfast Seminars And Open Days
In an effort to continuously enhance consultation with the local businesses and community, HRDC held a Business Breakfast Seminar and Open Day in Lobatse. The main objective of the event was to create maximum awareness and educate stakeholders about the mandate, functions and strategic
initiatives undertaken by HRDC. Furthermore, the seminar and open day provided an up-to- the-minute overview of current developments and critical issues in key management areas as well as an opportunity for participants to plan the implementation of practical ideas for their own businesses. The invited Stakeholders included the Leadership of Lobatse and surrounding areas, Business Community/ Levy Payers and Education and Training Providers. The Open Day was an open invitation to residents of Lobatse and the surrounding villages.
Use Of Social Media
The purpose of social media marketing is to build a brand and increase a brand’s visibility, through building relationships and communicating with potential stakeholders and customers. Digital marketing platforms are one of the fastest growing platforms in the world. As a result, HRDC took advantage of its social media platforms to engage its stakeholders and customers. The Council utilised its social media platforms especially Twitter and the Facebook page which currently has 44 540 people following it. Facebook is the biggest and arguably most powerful social network in the world with about 1.55
3.7 STAKEHOLDER RELATIONS AND MARKETING COMMUNICATIONS REPORT ACHIEVEMENTS
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3.7 STAKEHOLDER RELATIONS AND MARKETING COMMUNICATIONS REPORT ACHIEVEMENTS (cont..)
billion active monthly users. The outbreak of the COVD – 19 pandemic necessitated the acceleration of utilisation of these platforms. Our Facebook page is Botswana Human Resource Development Council.
Fairs And Exhibitions
The Human Resource Development Council (HRDC) participated in national exhibitions and fairs by promoting its mandate and that included showcasing its products and services as a way of heightening publicity and sharing its footprints in the northern and southern part of Botswana. The Human Resource Development Council (HRDC) participated at Business Botswana Northern Trade Fair (BBNTF) and the Global Expo.
HRDC Website
The importance of a website for marketing extends to every aspect of HRDC’s Digital Marketing Strategy. As the backbone of our online presence, every type of communication, piece of content, or advertisement that we put online drives the customer or stakeholder back to our website. As such, our website gives customers and stakeholders a clear idea of what our brand is about and what type of products or services we offer. Therefore, the Unit continued to manage the HRDC website by frequently updating its content. The website address is www.hrdc.org.bw
Publications In an effort to enhance its internal and external communication, HRDC produced a number of publications which included the HRDC Insight Newsletters. The newsletter carried up to date information on HRDC initiatives and projects which are beneficial to its stakeholders and customers. The other publications included the 2018/19 Annual Report, reprint of the National Human Resource Development Strategy (NHRDS) booklet and the Botswana Human Resource Development Skills (BHRDS) Fair and Career Clinics catalogue.
Media Relations
The Human Resource Development Council (HRDC) engaged the media using different platforms such as press conferences and issuing of media releases periodically. The main goal was for the media houses to maximize positive coverage of HRDC, providing a clear voice in public discussions and giving visibility about the mandate of the Council. Additionally, media engagement increased HRDC’s brand awareness, reputation and sought feedback on the customer’s preference and choices.
Stakeholder Satisfaction (Customer Service)
As one of the key initiatives to improve service delivery, HRDC undertook periodic customer satisfaction surveys which were mainly conducted during HRDC events and activities including the use of feedback forms that were availed at HRDC offices for walk-in customers and stakeholders. The average satisfaction rate was 86 percent against a target of 90 percent.
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3.8 Corporate Social Responsibility Programme Report 2019/20
Established during the 2017/18 financial year, the Human Resource Development Council (HRDC) Corporate Social Responsibility (CSR) programme undertakes projects in the thematic areas of Education and Training, Health, Environment and Sustainability, Sports, Natural Disasters and Community involvement.
HRDC CSR Policy guidelines are motivated by the following; 1. Mandate of HRDC 2. Vision 2036 and 3. National Governmental Strategies e.g. Poverty Eradication Programmes 4. Sustainable Development Goals (SDGs).
In line with its operational plan the CSR Committee engaged in the following activities as per Executive Management approval.
Dr Raphael Dingalo handing over donations to Malatswae Primary School
63 Table Three: Corporate Social Responsibility Activities
Project Name Brief Description Of Project Value (BWP)
Mmankgodi Housing Project
Following the Corporate Social Responsibility (CSR) Fund Raising Dinner that was held in October 2018, HRDC in partnership with the Mogoditshane -Thamaga Sub-District Council constructed a house for the benefit of a family in Mmankgodi.
One of the requirements for identification of the beneficiary was that they had to have been allocated a plot by the sub-district Council and were already benefitting from the social welfare programmes of the Council.
The identified Family of three was the Setsiba Siblings.
The ground breaking ceremony for the house was done on the 14th June 2019 in Mmankgodi. The Project was managed by the Mogoditshane - Thamaga Sub-District Council and HRDC provided financing for the project.
The house was officially handed to the Setsiba family on the 21st February 2020 by the Minister of Defence, Justice and Security and Member of Parliament for Gabane-Mmankgodi, Honourable Kagiso Mmusi with local Officials and HR

annual report - hrdc

Documents