Vice Chancellor’s Response to Unions’ issues

Let me hasten to mention that I am not responding on behalf of the Honourable Minister of Tertiary Education, Research, Science and Technology, Honourable Douglas Letsholathebe since the Union’s petition was directed to him. That being the case, I find it prudent to inform the nation what the real issues are particularly as the petition has been broadly shared with Batswana via various media outlets and thus in the public domain. All I’m doing is to set the record straight. The following are issues that the Unions claim I’m failing to address:

The VC’S blurred Roadmap:

The University launched a new strategy that aims to direct UB’s focus towards impact on society. This direction has become more important now than ever before given that economies are increasingly powered by knowledge creation and intellectual capacity. The University must therefore play a significant role in enabling Batswana to transition Botswana to an economy driven by knowledge capital. This has also become very essential given the battering unleashed by COVID- 19 on the national economy. As an institution of higher learning, it is upon men and women at UB to rise up and assist our society. The UB new strategy calls for intensified research and innovation and importantly relevance to society. We want a University that is globally recognized for academic excellence and certainly not a Local College.

The strategy calls for deepened efforts to increase the number of postgraduate ( research) students. This means not only attracting local students but international students too. The University must compete globally for international students rather than wait for Botswana Government sponsored students. For the University to be an academic Centre of Excellence means setting standards that are comparable to international standards. It calls for Professors that are internationally recognized for the quality of research. The University’s new CAPRAS ( CRITERIA FOR THE APPOINTMENT, PROMOTION AND REVIEW OF ACADEMIC STAFF) which has been developed by our excellent academic staff through a consultative process sets a number of standards for an academic staff member to progress through different academic ranks. This includes parameters such as number of quality research papers published in reputable journals; amount of research funding generated; qualifications; societal impact etc. You can’t aim to be a Professor at UB while only being recognized as a Lecturer by other Universities. You can’t have a research impact of 2 or anything less than 5 ( measured as H index) and be promoted to a Professor position. The CAPRAS document is designed to enhance scholarship and academic excellence and protect the quality of our national knowledge base of teaching and research and social engagement . It creates a balanced and evidence- based assessment of the key performance areas in each of these forms of service to the people of Botswana. The progressive majority of University staff members have embraced this document. What excites me is that UB has highly regarded scholars who believe in excellence who will not be derailed by those insisting on condoning mediocrity.

The new roadmap is extremely clear and comprehensive but will unfortunately remain blurry to those who do not fit in a research focused institution of higher learning.

EYES ARE USELESS WHEN THE MIND IS BLIND – Unknown Author.

This expression perfectly describes why some colleagues find my path blurry.

Salary Arrears:

I am fully committed to doing everything in my power for the comfort and improvement of staff well- being over and above just wages. I have worked and will continue to work constantly until I find a solution to these inherited challenges and I have already made advances. To give perspective, when I joined the University of Botswana in December 2017, the University had a budget deficit of over P250 Million. By the end of the 2018/ 19 financial year we had cut the deficit to zero. The University had a small surplus at the end of the 2019/ 20 financial year. These improvements in the University’s finances were due to the following actions that I rigorously implemented : Minimization

Corporate Governance:

of revenue leakages; Cost savings initiatives; Cuts on wasteful

CENTRE FOR CONTINUING

expenditure; Leveraging on University facilities to generate A transformational core of the new strategy needs new ways of revenue; Proper award of post- retirement contracts; Increase in understanding and doing things. It should be obvious therefore student enrolment numbers. Because of this financial prudence, that the long engrained practices promoting deficient work staff at the University of Botswana received salary increments of ethics and ignoring mediocrity have to be done away with. It

OF EXTRA MURAL

3% and 4% during my tenure at UB since the end of 2017. These is to be expected that this will disconcert all those who want salary adjustments were sustained entirely by the University’s to defend the cynical culture of doing little. We cannot exempt

HEALTH

own coffers. The University Management had on several cartels of personal comfort seekers from the realities of urgent occasions approached the parent Ministry for support but this change. There cannot be partial exemption from the fair rules could not be provided as the Ministry faced equally severe of Corporate Governance. My administration is working within financial challenges. The Unions have always been fully aware of the powers of the mandate that this nation has entrusted its

AND

this state of affairs. It is highly disingenuous of them to present National University with. Obviously those who are calling for this issue as if nothing has ever been done. Had I not done my my head do not recognize corporate governance or care to job, they would not now be enjoying a 7% salary adjustment. I know how a university continues to function in the era of severe

Safety and Health are critical elements in every work

always want more for our staff members but the widespread global reorientation.

companies’ insurance bills, etc.

financial situation does not allow me to achieve this entirely.

It is important to mention that as a University we have also been In every progressing organization there will be ageing resources

This course assists participants to discover the close connection

asked to show cause why we cannot raise funds for ourselves and requirement for refurbishment or replacement but the

nies’ productivity, introduces and refreshes them on ideas

given the amount of resources ( especially human resources) we reality is that this University remains the most resourced in the have at the highest level of academia. Any university in the world country. Government has made it plain that there are no funds

tional environments.

depends on the creativity of its staff members to be competitive and I have no reason to doubt that. We can’t forever be lamenting and to garner resources outside Government coffers. This is that we are not getting support when public sector spending has

Course Objectives: - At the end of the course, participants

more crucial now post- COVID where Governments the world been forced to record lows across the board The only question over are wrestling with financial distress and look to Universities should be how we will leverage on our resources to generate to assist by sustaining themselves financially. This is the time that the income we need for the University. That’s the question I’m

• Make strong connections between safety, health and

UB staff ( Professors in particular) should be coming forth with working on answering and complaining, blaming or despairing

• Effectively identify health and safety issues in their work

externally funded research, consultancies and other third stream will not take me any closer to my goal. The truth is that many of income generating activities. It is time to attract international those who make noise hardly use these resources for the good

• Articulate workers’ rights and employers responsibilities

students by offering attractive degree programmes and through of the University let alone their own professional development.

• Suggest to their organisations, efficient mechanisms for

proper supervision of postgraduate students – this will create Our own internal research funding is never utilized by these very another avenue of income generation for the University. people but they are the first to say the country doesn’t have a

• Apply basic OHS skills for their benefit and that of their

Universities in many countries derive between forty and sixty national research fund or industry to source funding from. percent of their revenue from the academic activities of their

Participants: This course is specifically aimed to Senior and

staff. UB third stream income generation currently contributes The accusations of managerial dictatorship, staff victimization, less than five percent. Some of the staff members endorsing appointment of staff without following due processes, among

Public and Private Sector, in NGOs, International Development

petitions hardly come to work, they are excessive users of others are not worthy of my response as they are blatant

Health issues in their organisations.

sick leave, they undertake private work and do business using untruths. The problem that surely exists at UB is that there’s

University resources, they spend time in cattle posts, some run no consequence management. Some staff disappear from work their personal businesses from their offices during working hours or do very little but their line managers never act and instead

Course Duration 13th – 17th July 2020

while others sell all kinds of products including mopani worms these line managers would rather victimize the hard working

Course fee P5 000.00 per participant

and herbal concoctions, completely neglecting their teaching and staff members. research assignments. They add zero value to the institution. My

Time 8: 00am – 4: 30pm

administration will not allow this. The bottom line is that while I’m the Vice- Chancellor at the

Venue CCE Block 243/ 004 - Gaborone

University of Botswana, I’ll not shy away from advocating for

Venue: Cresta Thapama Lodge – Francistown

The Union Leadership and those who believe in them must excellence in what we do as a Premier University in our country. introspect and even petition themselves. They must ask We are expected to take a lead and be an exemplary institution

Deadline 10th July 2020

themselves pertinent questions: What have we brought into the after the nation has invested so much in developing us for the

University as value to the University? How much money have privileged role we occupy. If the University is uncomfortable

Contact persons: GABORONE

we brought into the University through our academic activities. for those who have lower expectations of themselves,

Batswana must know that in other Universities, staff in particular they should not be embarrassed or evasive but simply

Ms Thulaganyo Gaobolae Tel: 355 2930 E- mail:

Professors and senior staff pay their own salaries through feel free to withdraw. There are many vibrant, intelligent and

Irene Libinda Tel: 355 2058 E- mail:

research and innovation. progressive young people with requisite qualifications ready

V Magang Tel: 355 2923 Email:

I need to mention that Government support ( subvention) to come into the University and join hands with the many for the University has been further reduced by 14% or P127 progressive UB staff who believe in transforming our institution.

Million this year. All Government Departments and Parastatals I’m not an ‘ Outsider’ as branded by some xenophobes within

Contact persons: FRANCISTOWN

experienced this reduced support which is clearly attributable the ranks of the Union Leadership. I am, as everybody knows, to the significant negative impact of Covid 19 on the economy. an alumnus of the University of Botswana and I am of course a

This should propel us as an institution to use our massive Motswana. It’s laughable, as well as abrasive against the norms of

Telephone: 246- 8200 FAX: 241- 6583

resources to generate funds for our financial stability and this nation, that I am labelled as unfit to be at the helm of this sustainability and for that of the nation. The Union leadership University because I am not an “insider’ and grew professionally must take an equal responsibility in this urgent drive to sustain in a scholarly universe wider than UB. What kind of dangerous

Ms. Moleele Email: topo. moleele@ mopipi. ub.

ourselves. The University is a cherished asset of this Nation path is this thinking on and what kind of stigmatizing precedent

Ms. Buzwani Email: buzwanig@ mopipi. ub. bw

that we are honored to be custodians of: its not a plaything for does it seek to set?

Ms. Mokgomo Email: Kudzani. Mokgomo@ mopipi.

narrow interests. The times require a concerted effort by all and are not the occasion to sow idle dissent. It is alarming that

Ms Morapedi Email: morapedict@ mopipi. ub. bw this petition comes at a time when each member of our nation Apart from the strategic direction that we have set for the is grappling with unprecedented uncertainty and hardship. The University, we are already making strides in our transformational

Union Leadership should prevail in its role to advance solutions agenda. that can assist Management to mitigate against the effects of A number of Policies, Plans and Reporting Frameworks that economic and psychological hardship that we are each equally support effective implementation of the strategy have been facing. developed under my leadership and these include:

Deplorable Teaching and Learning Resources: Achievements under my Administration

a) University Planning Policy which sets out the framework, The University has embarked on extending the foundations of

CONTINUING EDUCATION

processes, and procedures for developing, implementing, academic quality and relevance. The programme qualifications monitoring, evaluating and reviewing the university strategy mix and the academic profile of the University are under analysis and supporting plans. and efforts to empower graduate productivity and employability b) Monitoring and Evaluation Framework for measuring and are priorities .

MURAL & PUBLIC EDUCATION

assessing institutional performance. The University of Botswana is reviewing its programmes in c) University Risk Management Framework anticipation of the new labour market demands as well as

HEALTH AND SAFETY COURSE

d) Annual Corporate Plan promoting emergence of economic diversity and professionalised e) University Strategy Execution Plan self- employment. A number of new qualifications that respond to f) Institutional Performance Reporting Framework contemporary policy, market and skills development demands

have been approved while others are being reviewed and improved

AND FRANCISTOWN

including programmes to strengthen the implementation of For a number of years, the University did not collect, manage multiple pathways that is part of ETSSP. and analyse data for decision making and business intelligence.

work setting. A safe working environment cuts absenteeism,

The University has embarked on a comprehensive program to audit data in order to identify gaps and improve quality. Accreditation of degree programmes by professional and The Institutional Office is being reconfigured to include new statutory bodies is a mark of quality assurance that specific capabilities of data analytics, informatics and business intelligence. standards are met. Importantly, accredited programmes

connection between workers’ safety and health and their compa

particularly by internationally recognised bodies address the

ideas about standards of regulation for healthy work and occupa

needs of employers and students, and provide marketing Management has now put in place performance reporting advantages for universities. Under my leadership the University mechanisms that include Mid- Term Review Report; Annual has been constantly active in achieving accreditation of our Performance Report, Bi- Annual Monitoring Report and the Viceprogrammes by both local and international professional bodies.

participants will be able to:

Chancellor’s Progress Report.

Efforts by the University of Botswana especially during the

their occupations.

Refinement of the UB General Conditions of Service is under current Covid 19 period have demonstrated that domestic

work environments.

way to efficiently align and harmonise University processes, innovation and production is possible. As a response to the procedures and policies with the UB Act and Statutes. Covid- 19 pandemic, UB produced hand sanitizers, designed and

responsibilities in safeguarding the said rights.

produced clinically sound ventilation hoods for patients with

for achieving safe and healthy working environments.

acute respiratory failure as well as face masks and shields for In support of the University’s new performance targets frontline health workers. The ventilator is already at an advanced

their organisations.

anchored in research and innovation, Criteria for Appointments, stage of its testing.

Promotions and Review of Academic Staff ( CAPRAS) and

and middle level managers, Human Resources Officers in the

Revision of the Academic Organizational Structure ( RAOS) are These innovative measures address real world challenges already approved by Council. encountered by communities, industry and government. They

Development Agencies, and/ or any other employees who deal with

The already implemented CAPRAS document enhances are evidence that my efforts of encouraging UB to undertake scholarship and academic excellence by creating a balanced and multitiered research whose findings can be translated into evidence- based assessment of the key performance areas of products and services are bearing fruit. Further examples of teaching, research and social engagement. research projects that address real life challenges include :

1. COVID19 Respite Products

2. Biofuels Research Project – Biodiesel and glycerol production

3. Development of various medical implants using Additive Manufacturing

4. Tyre recycling Research and Development project

5. Bioactivity and nutritional studies of plants extracts

6. Development of pharmaceuticals based on compounds isolated from medicinal plants

6. E- Health Project - Development of online platforms for remote Doctor- Patient consultations and prescription

7. SARS CoV- 2 Genomic Epidemiology: genomic surveillance of SARS- CoV- 2 will be used to evaluate how interventions are affecting virus evolution and inform decision making going forward.

8. RH2 Approach to HIV vaccine development

Data Management and Analysis Performance Reporting Alignment of Policies and Regulations Attaining Excellence Communication

In the past the University’s competitive standing was declining. This is being addressed through a range of communication and marketing initiatives. The University is actively engaging and

Francistown

strengthening its relationships with its stakeholders. A Universitywide Communications and Marketing Plan has been developed. The university’s web presence is an important a precursor to choosing this campus. The University of Botswana website has had several obvious deficiencies. Now it is revised to be more user- friendly, informative and visually appealing. In addition,

mail: Thulaganyo. Gaobolae@ mopipi. ub

research focus areas of academic staff have been added to

mail: baebelei@ mopipi. ub. bw

enhance attraction of postgraduate students and research collaborators.

magangv@ mopipi. ub. bw

In the past UB has been challenged to enrol a full quota of students at both undergraduate and post graduate level. By addressing the needs and expectations of its Stakeholders the university has increased in student enrolments from 11000 to 15000 students since 2017.

Our efforts to attract postgraduate students are also beginning

ub. bw

to bear fruit. From 1448 postgraduate students in 2017/ 18, we have increased now by 24% to 1791. As a total of the student population, the PG student proportion rose from 9.6% ( 2017)

mopipi. ub. bw

to 12% ( 2020/ 21). This is a small but important initial increase

bw

which will be augmented by the decision to offer postgraduate scholarship to increase PG attractiveness. Senate in its most recent sitting approved the policy on provision of scholarships to postgraduate students.

Student Numbers Quality Academic Degree Programmes Accreditation with International Bodies Applied Research and Innovation Research Management System

For too long the University focussed on teaching without due facilitation of research.

Consequently, the Office of Research Development remained elementary. Platforms to manage the pre- award, post- award, and publication phases of a research grant or contract did not exist and processes were tedious, manual and slow. The Research Management System ( RMS) has now been sharply upgraded and the UB research community appreciates the ease with which they can now apply online for grants. ORD now uses citation- tracking databases to measure research performance of academic staff and the research standing of the University.

University Ranking

In 2020, the University for the first time, submitted its data for inclusion in the influential Times Higher Education ( THE)

University World Rankings Survey. UB achieved an overall ranking of 27th in Africa and 1006 in the World. Research was assessed in terms of productivity and impact through a bibliometric analysis of the University publications sourced by the THE partner Elsevier from the Scopus database. Before participation in the ranking surveys, a number of higher education publications had ranked the University as number 43 in Africa.

Stakeholder Relationships and Engagement

As a comprehensive institution, engagement is central to the mission and strategic intent of the University. In the past, engagement was mainly undertaken as an ancillary activity and not institutionalized as a strategic core commitment of the University. The new Strategy requires a fundamental transformation of the University to establish meaningful sustainable and impactful intellectual, economic, and social connections with the public as well as being the think tank and engine for economic development and societal transformation. Under my leadership, the University has proactively initiated interactions with government ministries, parastatals, industry, civil society and communities. These interactions have resulted in many new partnerships and collaborations formalised in agreements such as MOUs and MOAs.

Enterprise Strategy

The key to reducing financial risk and ensuring the financial sustainability of the University is by diversifying its sources of revenue consistent with its new Strategy. The University under my leadership has therefore developed an enterprise strategy whose key objectives are:

• Formulate a long- term sustainable response to institutional

financial constraints.

• Generate a third income stream for the University.

• Draw synergies from existing resources and optimise

opportunities towards economic self- sustenance.

• Enhance staff and student entrepreneurial ability and

employability.

• Strengthen engagement with business sectors and the

community.

This strategy is to be submitted to the next sitting of Council for approval and is ready for full implementation.

Revenue Generating and Cost reduction Projects

There are on- going projects that hold potential to generate revenue and reduce costs in the short to medium term:

1. The University Clinic has been registered as a company and will open its doors to staff. We expect to receive an operating licence from the Ministry of Health soon.

2. A number of our labs are being prepared for accreditation so that they can be used to generate income

3. The full utilisation of University Hotel and Conference Centre

4. A High Performance Sports Centre has been established whose offering to professional athletes from all over the world is delayed only by the Covid travel restrictions

5. Refurbishment of the University Stadium

The above achievements are evidence that the University is moving in a purposeful and effective direction. Despite the many challenges we have faced ( and continue to face) including the Covid- 19 pandemic and the paucity of strong leadership in some University Divisions, I am confident that we secured the paths for positioning the University to offer greater service to this nation and to the world.

I wish to applaud our many staff members who are working hard and dedicated to taking this University to greater heights despite the global challenges . Keep up the brave work and ignore the distractions of the few who wish to turn our Great Institution into a Local College.

I am, as I have always been, dedicated to hear all genuine concerns of staff members as I continue on my mission to ensure an inclusive and conducive working environment for all of us.