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FINAL EVALUATION OF THE BOTSWANA EXPORTER DEVELOPMENT PROGRAMME (BEDP) 2013-2017
Commissioning Unit: Botswana
Evaluation Plan: 2017-2021
Evaluation Type: Project
Completion Date: 02/2019
Unit Responsible for providing Management Response: Botswana
Documents Related to overall Management Response:
 
1. Recommendation:

Evaluation Recommendation 1: Design

A good design that follows conventional project design process is likely to accrue greater benefits and chances of success (meeting high number of the objectives and ultimate goal). The process should use a method that explores in-depth the problems being addressed; the appropriate management structures; frequency and type of evaluation; clear objectives; and definite time frames for the activities and termination.  The client is at liberty to adopt the process best suited to its circumstances.  

? The scope of the interventions should be comprehensive enough to cover all pertinent issues. Training on export awareness (if it is continued, or its equivalent) should include all the issues in the export readiness with emphasis on those where beneficiaries displayed much ignorance, e.g., Intellectual Property Rights; market access compliance requirements; knowledge of preferential markets; national and international export controls; and where to find export related services in the country.

? Trade missions should be revisited with a view to ensuring that companies that attend have made satisfactory preparations to maximize on the mission, be it in gaining exposure or establishing trade contacts. The programme should find a way of determining the value obtained in the missions both by BITC and the participating companies.

? While seeking to improve the delivery of the interventions in the current BEDP, the future programme should consider other approaches and especially the need to promote joint ventures with companies that are already well established. The choice of enterprises to match with local SMEs should be those that will fast track skills development; embody technology transfer; add to available investment capital; and most importantly come in with already secured markets. 

? Include Research and Development together with innovation in the efforts to stimulate competitive edges. Existing research bodies (e.g., BIDPA and UB) can be requested to also carry out studies on how to accelerate and sustain export competitiveness.

? The design process will ensure that proper quality assurance systems are put in place to manage the scope, schedule and budget and report appropriately.

? The geographical spread of BEDP should be widened to rural areas/villages in order to alleviate poverty and create employment. It is evidenced with the example of Matebeleng Milling10 that rural export projects can create employment.

Management Response: [Added: 2021/11/30] [Last Updated: 2021/11/30]

Rejected - the recommendation is directed at the IP and therefore beyond the control and scope of UNDP work in the country. No further work for UNDP.

Key Actions:

2. Recommendation:

Evaluation Recommendation 2: Goals & Objectives

The objectives should be determined in consultation with key stakeholders. They should be aligned to Botswana’s development goals. In addition to NES, the revised programme should also ensure congruence with the NDP11; VISION 2036 and the Sustainable Development Goals (SDGs).

? In setting the goals, clear indicators and targets should be set with definite baselines. The process of building relevant and sufficient data base to inform BEDP decisions and give beneficiaries useful statistics must be completed. Competent bodies such as Statistics Botswana and BURS should be lobbied to provide disaggregated statistics timeously. The follow up programme should identify the key statistics and specify the desired format so that SB can prepare such accordingly.

 ? To the extent that current goals are retained, efforts should be made to plan for their achievement in phases. The programme may be designed to cover a 15-18-year period (correspond with Vision 2036), with 4-5 years mid –term targets. These can be structured in such a way that benefits accrued in each phase will provide foundation for the next phase. Export culture change should be the ultimate goal.

Management Response: [Added: 2021/11/30] [Last Updated: 2021/11/30]

Rejected - the recommendation is directed at the IP and therefore beyond the control and scope of UNDP work in the country. No further action for UNDP.

Key Actions:

3. Recommendation:

Evaluation Recommendation 3: Stakeholder Analysis

Any party that is currently or potentially likely to be affected by the programme should be considered and engaged in one way or the other. Individuals, groups and organizations might be affected because the goals of the programme target their interest. They could also be affected because they have some kind of influence either in terms of control, funding, persuasion or political clout among others. ?The need for a detailed stakeholder analysis can be justified by the following benefits (World Wide Fund (WWF) Standards)

In the design process, roles and responsibilities including communication channels and lines of authority should be clearly defined to indicate how the different stakeholders will be engaged according to their status, interest and influence. A logical flow of activities should be observed to avoid undue flexibility that has compromised credible assessment of how companies were progressing from one stage to the next. The interventions provided for each should strictly conform to their diagnosed stage of export readiness.

Stakeholder analysis should be extended to selection of companies to make sure that enrolled companies are deserving and have potential to become exporters. Those already enrolled should be subjected to a set criterion for regular vetting to determine if they still meet the objectives of the programme. Where necessary, the companies should be counselled to disengage in the programme and appropriate services, e.g., LEA be approached to accommodate them. 

Communication is important in stakeholder relations management. The programme should have a clear communication policy, which will ensure regular updates and briefings as well as provide feedback promptly to the beneficiaries and other stakeholders.

Stakeholders should make disclosure commitments (especially the enrolled companies) to provide full information on the progress made on pre-determined parameters that can objectively inform evaluation of progress made and choice of successful interventions. To guarantee confidentiality of information provided a non-disclosure clause can be included in the enrolment contract.

A Monitoring and Evaluation (M&E) plan that will clearly elaborate the scope, schedule, budget and quality issues. It should also provide details of the targets and indicators. The baselines must also be disclosed (Please refer to the proposed action plan for more information on this recommendation).

Management Response: [Added: 2021/11/30] [Last Updated: 2021/11/30]

Rejected - the recommendation is directed at the IP and therefore beyond the control and scope of UNDP work in the country. No further action for UNDP.

Key Actions:

4. Recommendation:

Evaluation Recommendation 4: Resources

? In addition to the resources availed in the ongoing BEDP, a revised programme will need to address activities that were not completed due to lack of resources such as competent personnel with industry-specific expertise to help in product development and support for database development is also important. Human capital is critical and adequate skilled personnel should be roped into the programme to bring together the diverse skills needed, including industry specific expertise. Customized interventions might require specialists to be called in from time to time. Such should be done cautiously to ensure appropriate dividends accrue. Moreover, the programme should aim at gradually assembling a pool of competent export advisors.

? There are capacity needs that far exceed the resources available under BITC and the programme.  Building a quality infrastructure and acquiring necessary product-specific standards are among the improvements that can pose a major challenge. The programme should therefore incorporate efforts to seek financial and technical assistance from development partners for the purpose of driving export competitiveness. This assistance can be sought under Aid for Trade i.e. grants and concessionary loans provided under Official Development Assistance (ODA) aimed at building trade-related capacity in developing countries.

Management Response: [Added: 2021/11/30] [Last Updated: 2021/11/30]

Rejected - the recommendation is directed at the IP and therefore beyond the control and scope of UNDP work in the country. No further action for UNDP.

Key Actions:

5. Recommendation:

Evaluation Recommendation 5: Leadership

? Economic diversification with greater contribution of non-mineral sectors has been echoed repeatedly in Botswana over a long period of time. The place of leadership in putting the country on an irreversible path to this diversification has never been more necessary. 

? Leadership will galvanise people to embrace new ways of doing things; develop new habits; adopt quality-oriented attitudes and abandon a culture of entitlement and dependence of government patronage. 

? Leadership will provide the boldness to discontinue competitiveness-defeating protectionism and related distortions. It will require authoritative leadership to compel organizations to work together devoid of personal tastes and preferences to enable meaningful collaboration between institutions supporting the programme and to have all other export development issues dealt with especially those relating to non-tariff barriers that have impeded exports to some neighbouring countries.

? The leader will steer the programme towards the national vision to an export-driven prosperity. The programme will need to count on leadership to maintain commitment; improve productivity and foster good relations among all stakeholders.

? The revised BEDP should be implemented as a stand-alone action with a definitive project manager. Such a manager could still be from within BITC staff, but the accountability for the programme should be distinct.

Management Response: [Added: 2021/11/30] [Last Updated: 2021/11/30]

Rejected - the recommendation is directed at the IP and therefore beyond the control and scope of UNDP work in the country. No further action for UNDP.

Key Actions:

6. Recommendation:

Evaluation Recommendation 6: Proposed Action Plan

The evaluator assumes that BITC will opt to continue with the programme, hence the following action plan is proposed. It is a plan that entails a series of processes, starting with the reflection discussed above and culminating with a launching of a revised version of the BEDP. Those processes should follow the following steps: Reflect-Analysis-Plan-Initiate Implementation. Refer to the evaluation plan for detailed elaboration.

Management Response: [Added: 2021/11/30] [Last Updated: 2021/11/30]

Rejected - the recommendation is directed at the IP and therefore beyond the control and scope of UNDP work in the country. No further action for UNDP.

Key Actions:

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