spsf strategic plan 2017 - 2022 · the following strategic objectives, per pillar, have been...

DPC&ASSOCIATESSEPTEMBER|2016

SPSF STRATEGIC PLAN

2017 - 2022

SPSF2017–2022STRATEGICPLAN

Prepared By: DPC & Associates Page | 1

Table Of Contents

EXECUTIVE SUMMARY ............................................................................................................................. 2 HISTORICAL JOURNEY..............................................................................................................................................2CONTEXT...................................................................................................................................................................2MANDATE..................................................................................................................................................................2VISION.......................................................................................................................................................................2MISSION....................................................................................................................................................................2VALUES.....................................................................................................................................................................2STRATEGIC PILLARS.................................................................................................................................................3STRATEGIC OBJECTIVES...........................................................................................................................................3

1. INTRODUCTION ................................................................................................................................. 4 1.1 THE HISTORY AND JOURNEY.......................................................................................................................41.2 CHARTING THE FORUM’S FUTURE...............................................................................................................5

2. SITUATIONAL ANALYSIS ................................................................................................................. 7 2.1 REGIONAL AND CONTINENTAL TRENDS.......................................................................................................72.2 GLOBAL TRENDS........................................................................................................................................102.3 SPSF SWOT ANALYSIS...........................................................................................................................12

3. SPSF STRATEGY ............................................................................................................................. 15 3.1 THEORY OF CHANGE.................................................................................................................................153.2 MANDATE...................................................................................................................................................163.3 VISION........................................................................................................................................................163.4 MISSION.....................................................................................................................................................163.5 VALUES......................................................................................................................................................163.6 OUR STRATEGIC PILLARS..........................................................................................................................163.7 2017-2022 STRATEGIC OBJECTIVES........................................................................................................183.8 PERFORMANCE INDICATORS......................................................................................................................193.9 IMPLEMENTATION PLAN.............................................................................................................................20

4. CONCLUSION ................................................................................................................................... 21 5. ANNEXURES .................................................................................................................................... 23

5.1 ANNEXURE I – IMPLEMENTATION PLAN.....................................................................................................235.2 ANNEXURE II – ANNUAL OPERATIONAL PLAN TEMPLATE.........................................................................23



EXECUTIVE SUMMARY Historical Journey The Forum’s Journey can be traced back to the year 2000 when the SADC Employers Group (SEG) was formed. A decade later, the SEG’s strategic retreat of 2011 resolved to transform the organization into the SADC Private Sector Forum (SPSF) with the mandate to represent employers’ interests in policy debates at SADC regional level. The Forum’s first strategy, 2012 – 2016 was developed and adopted in 2012.

Context At the end of the 2012-2106 Strategy term, SPSF is confronted with a number of key developments and trends in the Region which include the new voices and platforms that are also pushing the interests of employers, poverty eradication and economic integration being driven at regional (SADC) and continental (AU) levels, as well as the impacts of environmental and technological changes that employers, and indeed, all stakeholders in the Region must take on board.

Mandate The new SPSF Mandate is the following:

The SPSF will be the unifying voice of the SADC private sector and will advocate for a business friendly regional environment by engaging relevant stakeholders.

Vision The August 2016 Strategic Planning Session of SPSF adopted the following refined Vision:

SPSF - The Voice of Business in SADC

Mission

SPSF’s Mission is to contribute to the sustainable economic and social development of SADC. Values The following Values underpin SPSF’s operations:

1. Accountability and Transparency



2. Corporate Governance

3. Independent and apolitical

4. Integrity

5. Inclusivity and Equity

6. Professionalism

Strategic Pillars The following four strategic pillars are defined as focus areas for the SPSF Strategy:

• PILLAR 1 - Research, Advocacy and Lobbying • PILLAR 2 - ICT and Knowledge Management • PILLAR 3 - Institutional Strengthening and Capacity Development • PILLAR 4 - Governance

Strategic Objectives The following Strategic Objectives, per PILLAR, have been adopted for the 2017 – 2022 period:

PILLAR 1 - Research, Advocacy and Lobbying

SO1: To raise awareness of SPSF and mandates to relevant stakeholders

SO2: To strengthen partnerships at regional level

SO3: To build capacity of members to undertake research, advocacy and lobbying

SO4: To influence policies towards ease of doing business

PILLAR 2 - ICT and Knowledge Management

SO5: To promote and enhance ICT usage and data base capacities

SO6: To encourage innovation of enabling technologies

SO7: To enhance communication and knowledge management strategies

PILLAR 3 - Institutional Strengthening and Capacity Development

SO8: To establish private dialogue structures at national and regional level

SO9: To establish a fully resourced and financially viable Secretariat

SO10: To design projects for sustainable development

PILLAR 4 – Governance

SO11: To promote good corporate governance for the Secretariat and members



1. INTRODUCTION 1.1 The History and Journey

Employers’ organizations have been in existence for almost as long as there has been

organized work and employment, much the same as employee organizations. However,

the genesis of SPSF dates back to 1977 when the first meeting of East, Central, and

Southern African employers was convened.

However, as the graphic above shows, it wasn’t until 2000 that the SEG was formed to

provide a platform to articulate the private sector’s views on key policy debates at SADC



level. The SEG was housed at Business Unity South Africa until 2010 when members

agreed to move the Secretariat to Botswana.

The 2011 Strategic Retreat was a critical milestone as it ushered in a new era, heralding

the formation of the SADC Private Sector Forum (SPSF) as is currently constituted to

replace the SEG. A strategy for the forum was developed, and finally adopted in 2012 to

cover the 2012 – 2016 period.

Although many of the commitments defined in the SPSF 2012-2016 Strategy have not

be achieved, primarily due to the absence of a fulltime Secretariat, the Forum has

recorded a number of achievements in the last five years. These include the following:

• the Forum has managed to retain the ear and interest of the SADC Secretariat

against a backdrop of new private sector voices coming into the regional apex

space;

• work with the ILO has been embedded with the voice of the private sector in SADC

being raised at the ILC through leadership and involvement in Committees and

structures;

• in partnership with SATUCC, the Forum successfully assessed and reviewed the

Labour and Employment Protocol and Codes of SADC and position papers prepared

to engage the SADC Secretariat and national governments;

• a bipartite forum was established with SATUCC and areas of mutual concern for

policy influence were identified – although this relationship is yet to bear fruit; and

• a website (www.spsf.org.bw) was launched although quite a number of the pages

are yet to be fully constructed and updated regularly.

1.2 Charting the Forum’s Future

While the past is full of experiences and lessons, the purpose of this document is to give

a clear roadmap of the future of the Forum. It starts with a review of the environmental

context that impacts on SPSF. This is followed by a review of our strengths and



weaknesses, as well as the opportunities and challenges that are present in the

Forum’s internal and external environments.

With this reality check in mind, a new Vision, Mission and Strategic Objectives are then

presented as the campus that will guide the direction of the Forum’s operations in the

next five years (2017 – 2022).



2. SITUATIONAL ANALYSIS 2.1 Regional and Continental Trends

The developments that this section focusses on are at SADC and AU level.

At the regional level - SADC’s founding Treaty defines the region’s grand vision as that

of development and integration that will provide opportunities to all its people. Although

there is scant reference to the private sector in the Treaty, most of the eight strategic

focus areas of food security, land and agriculture; infrastructure and services; industry,

trade, investment and finance; human resources development, science and technology;

natural resources and environment; social welfare, information and culture; and politics,

diplomacy, international relations, peace and security; do imply a role for the private

sector.

However, SADC’s Revised Regional Indicative Strategic Development Plan (RISDP) is

definitive in the identification of priorities that are directly relevant to the SPSF in the

2017 – 2022 plan period. These priorities include:

a) Industrial development and Market Integration which will be driven through

sustainable industrial development, investment, trade integration and financial

cooperation;

b) Infrastructure in support of regional integration – which seeks to improve an

integrated regional infrastructure [ICT, Transport, Energy, water, Tourism,

Meteorology];

c) Peace and security cooperation which seeks to improve peace and security

cooperation; and

d) Special programmes of regional dimension which include the improvement of human

capacities for socio-economic development [Education, Health, Food Security,

Labour, Gender, Private Sector, Statistics, Science Technology and Innovation,

Natural Resources /Environment, Youth].



The SADC Industrialization Strategy Roadmap operationalizes the ways in which to

achieve an integrated regional economy with a diversified, innovative and globally

competitive industrial base which contributes to sustainable growth and employment

creation. It identifies the following key intervention areas which are directly relevant to

the private sector in general:

a) Developing sector-specific strategies;

b) Promoting Industrial upgrading through innovation, technology transfer and research

and development;

c) Improving standards, technical regulations and quality infrastructure;

d) Developing and upgrading skills for industrialization;

e) Developing a mechanism for industrial financing; and

f) Improving provision of infrastructure for industrial development.

The nine priority sectors targeted by the SADC Industrialization Roadmap include agro-

food processing; fisheries; forestry (wood and wood products); textiles and garments;

leather and leather products; processing of mineral (metallic and non-metallic) products

(beneficiation); pharmaceuticals and chemicals; machinery and equipment; as well as

services.

The following three pillars underpin the Industrialization Strategy and Roadmap:

a) industrialization as champion of economic and technological transformation;

b) competitiveness as an active process to move from comparative advantage to

competitive advantage; and

c) regional integration and geography as the context for industrial development and

economic prosperity.

The Strategy’s long term vision is aligned to the African Union Agenda 2063, covering

the period 2015-2063. During this period, SADC economies seek to overcome their

development constraints, and progressively move from factor-driven; to investment-

driven, then to efficiency-driven; and ultimately to the high growth trajectory driven by

knowledge, innovation and business sophistication. It is envisioned that by 2063, the



SADC region will be fully transformed and will be an important player in the continental

and global landscape, premised on the three growth phases:

• Phase I: 2015 to 2020 - a period of active frontloading of the Industrial Development

and Market Integration and related infrastructure and services support to

industrialization, with interventions to strengthen integration and competitiveness.

During this phase, SADC countries should target per capita income growth of about

6 percent annually to achieve the lower income band of the factor-driven stage of

US$ 2000;

• Phase II: 2021 to 2050 - focusing on diversification and enhancement of productivity

and competitiveness. During this period, SADC aims to achieve the targeted GDP

per capita of US$ 9000 by 2050 and a per capita growth rate of 8 per cent annually

from 2020 onwards; and

• Phase III: 2051 to 2063 - during this period, SADC economies should move into the

innovation-driven stage, characterized by advanced technologies and increased

business sophistication. To achieve that status, GDP per capita would need to rise

from US$ 9000 in 2050 to US$ 17000 by 2063, with an annual income growth of

about 5 per cent.

The private sector will be at the front end of the delivery of the industrialization

ambitions of the SADC Industrialization Strategy and Roadmap. The private sector’s

involvement is crucial in shaping the choices made at national, regional and sector

levels as well as detailing the specific opportunities and challenges pertaining to the

execution of this strategy and roadmap.

At continental level, there is a similar emphasis on development and integration. The

African Union AU has defined its Vision as “an integrated, prosperous and peaceful

Africa, driven by its own citizens and representing a dynamic force in international

arena”. In 2013, the AU commemorated 50 years of its establishment, first as the

Organisation of African Unity (OAU) and then renamed to the AU. The AU Heads of



State and Government adopted a Solemn Declaration, which rededicated the Member

States to the continent’s development.

AU’s Agenda 2063 is a strategic framework for the socio-economic transformation of the

continent over the next 50 years. It builds on, and seeks to accelerate the

implementation of past and existing continental initiatives for growth and sustainable

development.

The AU envisions continental integration based on the Regional Economic Communities

(RECs) as building blocks inclusive of Common Market for East and Southern Africa

(COMESA), East African Community (EAC), and SADC as well as other equivalent

arrangements in Western, Central and Northern African regions.

2.2 Global Trends

The global trends that are briefly discussed here to some extent find expression in the

vision and strategic intent of both the SADC Revised RISDP, Industrialization Strategy

Roadmap as well as AU’s Agenda 2063. Specifically, the global developments that are

discussed are the Sustainable Development Goals (SDGs), the ILO Decent Work

Programme (DWP), the Transition to Formality as well as Global Supply Chains.

SDGs

The MDGs have been superseded by the SDGs. The United Nations Sustainable

Development Summit of 25 September 2015 adopted the 2030 Agenda for Sustainable

Development. This instrument comprises the set of 17 SDGs which are in turn sub-

divided into 169 targets to end poverty, reduce inequality and injustice and address

climate change. The 2030 SDG Agenda specifically calls for actions through the help of

global partnerships with the Private Sector in the realisation of these goals in particular

Goal 8 and 9. Private Sector organizations including SPSF need therefore to be up to

speed with these developments and actively incorporate them into their strategic and

operational plans.



In an increasingly globalized socio-economic environment, the Private Sector can

expect to be more exposed to greater risks and different societal expectations

concerning their operations. The increased requirement to work in a sustainable manner

that takes into account the impact the private sector has on surrounding stakeholders

and environments not only means greater investment into CSR budgets activities, but

also paying attention to the direction spelt out by the SDGs among other environment

and sustainability oriented instruments.

Therefore, the SPSF should be well placed to assist its members to build partnerships

with various stakeholders that specifically target optimization of achievements within the

SDG space. Within the context of these partnerships, a number of initiatives can be

jointly executed such as sharing of knowledge, expertise, technology and financial

resources, to support the achievement of the SDGs.

Formalization and Decent Work Program

The March 2013, 317th Session of the ILO Governing Body resolved “to place a

standard-setting item on the agenda of the 103rd Session (June 2014) of the

International Labour Conference (ILC) on facilitating transitions from the informal to the

formal economy”1. Such transitions are generally accepted as a critical thread in the

quest for universal decent work. The priorities that are extracted from the ILO

instruments talking to the informal – formal transition are the following:

• universal decent work;

• compliance with legal frameworks;

• facilitate formalization;

• improve productivity;

• access to finance;

• skills development;

• infrastructure;

• markets; and

1ILO;2014;TransitioningfromInformaltoFormalEconomy;ILC103



• technology transfers.

Most of the employment provided by the private sector in the developing world is by

enterprises that are in the informal economy. Employment in the informal economy is

typically subject to “lack of compliance with legal and regulatory frameworks [which]

often means they are unable to access the support and services that they require. This

affects their profitability, sustainability and the quality of the employment provided.

Moreover, informality is generally associated with lower productivity”1.

SPSF should therefore be concerned with the policy measures and interventions that

are designed to facilitate formalization and “improve productivity through access to

finance, skills, infrastructure, markets and technology transfers”1.

Global Supply Chains

A critical global trend that has direct effect on SPSF members is that of global supply

chains. It has often become necessary for the organization of the production of goods

and services to be organized across borders. While the consumption of goods and

services went global through import and export years ago, only relatively more recently

has there been a strong move towards the globalization of the production of many

goods and services.

Some of the challenges of global supply chain challenges have to do with the

fragmentation, complexity and diversity which in turn have a bearing on matters of

governance and regulation. Countries ‘competing’ to attract foreign direct investment

and to participate in certain global supply chains may lead to deteriorating working

conditions on the one hand or the improvement of the application of global minimum

standards on the other.

2.3 SPSF SWOT Analysis

2.3.1 Strengths

1. An existing and functioning entity that is recognized by the SADC Secretariat;

2. SPSF recognized as tripartite partners;



3. Recognized by ILO, IOE, EU, ITC and Business Africa;

4. SPSF membership has a high level of expertise;

5. Interaction with ECSAEA;

6. SPSF is one of the 2 cross-sectoral regional organisations whilst others are sectorial

(e.g.. MIASA, SBA, SARA, FESARTA);

7. Signed MOU with SADC Secretariat; and

8. SPSF collaboration with Southern Africa Trust

2.3.2 Weaknesses

1. Poor internal and external communication. Low uptake of technological innovation

(e.g.. Skype, video conferencing to enhance communication);

2. Lack of capacity in SPSF, and at national level in respective states;

3. Lack of financial resources and fundraising capability;

4. Limited human resource capacity;

5. Lack of coordination;

6. Poor visibility in member countries;

7. No technical capacity beyond labour issues;

8. Focus is biased towards labour (except for Botswana, South Africa, Swaziland and

Mozambique);

9. No research and development capacity;

10. Poor priority setting; and

11. Very poor knowledge management.

2.3.3 Opportunities

1. Proximity to SADC Secretariat;

2. Expertise amongst SPSF members;

3. Tripartite FTA (COMESA, EAC and SADC) resulting in expanded of scope of work

beyond employment to include broader economic issues and platform for visibility

and networking for members;



4. Availability of donor funding from short to medium term;

5. ASCCI and SPSF secretariats housed under one roof – BB; and

6. Institutional memory (reference point to past experiences at a national level).

2.3.4 Threats

1. Limited business to business dialogue;

2. Lack of buy-in by member constituents/governments;

3. Competition from other Regional Private Sector bodies (e.g. SABF, NEPAD

Business Foundation);

4. Expansion of regional integration (TFTA) leading to additional scope juxtaposed

against limited capacity;

5. Generally reduced donor funding;

6. Globalization versus control mechanism (anti- dumping, standards, competition);

7. Increasing worker demands Infrastructure/transport/ communication/ ICT;

8. Lack of a clear SADC business agenda;

9. Lack of effective and organized private sector structures;

10. Uneven and unpredictable political/economic environment; and

11. Unstable/uneven global environment.



3. SPSF STRATEGY 3.1 Theory of Change

The Forum’s 2017-2022 Strategy has an underpinning change model that says, to

contribute to sustainable regional integrated socio-economic development, SPSF must

be an effective Voice of Business:

However, as illustrated above, to be an effective Voice of Business, SPSF must also

address key issues of:

a) Research, Advocacy and Lobbying;

b) Information, Communication, Technology and Knowledge Management;

c) Institutional Strengthening and Capacity Development; and

d) Governance.

SUSTAINABLEANDINTEGRATEDREGIONALSOCIO-ECONOMICDEVELOPMENT

ICTANDKNOWLEDGEMANAGEMENT

INSTITUTIONALSTRENGTHENING&

CAPACITYDEVELOPMENT

SO1– SO4 SO5– SO7 SO8– SO10 SO11

VOICEOFBUSINESSINSADC

RESEARCH,ADVOCACYAND

LOBBYINGGOVERNANCE

PILLAR1 PILLAR2 PILLAR3 PILLAR4



3.2 Mandate

The new SPSF Mandate is the following:

The SPSF will be the unifying voice of the SADC private sector and will advocate for a business friendly regional environment by engaging relevant stakeholders.

3.3 Vision

Our Vision is to be:

SPSF - The Voice of Business in SADC

3.4 Mission

SPSF’s Mission is to contribute to the sustainable economic and social development of SADC.

3.5 Values

The Values – what we believe, and what makes us different – of the Forum are the following:

• Accountability and Transparency • Corporate Governance • Independent and apolitical • Integrity • Inclusivity and Equity • Professionalism

3.6 Our Strategic Pillars

The following four strategic pillars are defined as focus areas for the SPSF Strategy:

3.6.1 PILLAR 1 - Research, Advocacy and Lobbying



One of the key elements in SPSF’s strategy is research, advocacy and lobbying that is

of common interest across all / most of its members. Therefore, SPSF endeavors to

anchor our policy debates and advocacy on sound research to be shared not only with

policy makers but all other stakeholders inclusive of employers themselves as well as

labour. By so doing, SPSF will contribute to building a culture of evidence-based policy

decision-making among regional apex organizations as well as members.

3.6.2 PILLAR 2 - ICT and Knowledge Management

The second pillar logically picks from the research adduced in Pillar 1. Information and

knowledge is not of much use to stakeholders unless it is effectively shared. To this end,

SPSF will drive the deployment and usage of modern ICT to reach as wide a range of

relevant stakeholders as possible. This is designed to create a platform to share

information on issues of common interest.

3.6.3 PILLAR 3 - Institutional Strengthening and Capacity Development

One of the major shortfalls in the 2012-2016 period was the absence of a resourced

Secretariat to drive SPSF’s programs and activities. Although Business Botswana has

carried the Secretariat function of SPSF in a commendable fashion, there clearly is a

limit to what they can do without adequate resources. In the 2017 – 2022 Plan period,

this shortfall must be addressed through the building of Secretariat structures and

capacity to drive the execution of the Strategy.

A dedicated staff complement will make it possible not only to implement the agreed

strategic imperatives, but also to draw up an Annual Implementation Plan as well as to

mobilize resources to fund the Forum’s programmes. The catch-22 scenario that still

has to be addressed is the fact that such resources are also required up front before a

dedicated staff complement can be placed. This is further complicated by the inability of

members to meet their subscriptions caused partly by the lack of a clear value

proposition for such contributions to an ineffective organisation.

3.6.4 PILLAR 4 - Governance



The commitment to sound corporate governance for the Forum is captured as a

strategic intent to ensure that the relevant oversight structures and fair membership

participatory are put in place and the principles of ethical conduct for the SPSF

Secretariat and members are practiced.

3.7 2017-2022 Strategic Objectives

The following Strategic Objectives, per pillar, have been adopted:

To build capacity of members to undertake research, advocacy and lobbying


• SO1: To raise awareness of SPSF and mandates to relevant stakeholders

• SO2: To strengthen partnerships at regional level

• SO3: To build capacity of members to undertake research, advocacy and

lobbying on identified priority areas

• SO4: To influence policies towards ease of doing business


• SO5: To promote and enhance ICT usage and data base capacities

• SO6: To encourage innovation of enabling technologies

• SO7: To enhance communication and knowledge management strategies


• SO8: To establish private dialogue structures at national and regional level

• SO9: To establish a fully resourced and financially viable Secretariat

• SO10: To design projects for sustainable development

3.7.4 PILLAR 4 – Governance



• SO11: To promote good corporate governance for the Secretariat and members

3.8 Performance Indicators


• SO1: To raise awareness of SPSF and mandates to relevant stakeholders

• Number of awareness raising campaigns

• % awareness levels • SO2: To strengthen partnerships at

regional level • Number of partnerships

• SO3: To build capacity to undertake research, advocacy and lobbying

• Number of research initiatives undertaken

• Number of key policies that have been adopted and were influenced by the advocacy and lobby agenda.

• SO4: To influence policies towards ease of doing business

• Number of regional policy engagements


• SO5: To promote and enhance ICT usage and data base capacities

• ICT penetration among members • Electronic SPSF repository • Utilization of SPSF repository • Number of LMIS workshops/

engagements • SO6: To encourage innovation of enabling

technologies • Number of technologies

promoted among members • SO7: To enhance communication and

knowledge management strategies • Number of strategies developed


• SO8: To establish private dialogue structures at national and regional level

• Number of private dialogue structures established



• SO9: To establish a fully resourced and financially viable Secretariat

• Functioning Secretariat established by January 2017

• Sustainable funding model • SO10: To design projects for sustainable

development • Number of projects for

sustainable development designed

3.8.4 PILLAR 4 – Governance

• SO11: To promote good corporate governance for the Secretariat and members

• Number of governance meetings • Number of governance committees set

up • A mechanism for ethical standards for

doing business adopted and in place • Reviewed SPSF Constitution

3.9 Implementation Plan

The Implementation Plan is attached as Annexure I. Annexure II is the proposed

template for the Annual Operational Plan.



4. CONCLUSION

In the famous American science fiction movie, Back to the Future, the main character

is able, using a time machine, to travel back and forth across time. The backdrop of this

work of fiction – the ever changing social and technological environment – is also

relevant to the world of organized work. Some of the forces recognized by ILO as

changing the world of work include technology, the impact of climate, as well as the

changing demographics of society.

Add to this, the increasingly globalized supply chains where a product may have

“multiple origins”, means that the regulation of that world of work comes with new sets of

challenges. There was a time when “Made In XxYyZz” was straightforward even for the

most complex of products. Today, it is possible to use a product with components grown

or manufactured in more than a dozen countries spread across all continents of this

planet.

It is a whole new ball game and SPSF must be acutely aware of these changes, and

their drivers, in order to stay relevant as The Voice of Business in SADC. In a world

where there is an increasing number of ‘voices’, sometime discordant, it suggests that

the Forum will need to continuously need to review and refine the way it configures and

projects this Voice on behalf of SADC business, and to position itself as the “go to”

organization when it comes to policy dialogue in SADC concerning matters of

employment and labour.

This Strategy captures not only the ultimate Vision to be The Voice of Business in

SADC but outlines the roadmap to achieving this goal in the strategic pillars and

objectives for the 2017 – 2022 period. While the proverbial first step was taken more

than a decade ago when the SEG was formed, this strategy represents a critical next

step in the journey towards being The Voice and in the process effectively contributing

to the socio-economic transformation of the SADC Region.



The SADC Region’s quest for an integrated regional economy that is equitable and free

from the tentacles of poverty is only possible if all stakeholders are fully engaged in the

region’s development. Involvement of the private sector in this struggle is a necessary

precondition and the SPSF will promote this agenda not just for altruistic reasons, but

because the private sector also stands to benefit immensely from having a more

developed and more equitable regional economy.

“We should write our own history books to prove that we did have a past, and

that it was a past that was just as worth writing and learning about as any other.

We must do this for the simple reason that a nation without a past is a lost

nation, and a people without a past is a people without a soul”.

Sir Seretse Khama – First President of the Republic of Botswana



5. ANNEXURES 5.1 Annexure I – Implementation Plan

5.2 Annexure II – Annual Operational Plan Template

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