ISSUE 3

COMNET-IT Review on Member States - ICT Development in Botswana

In response to growing demand for more utilisation of IT in Botswana, there has been an increase in investment in IT systems. In particular, education, government, parastatals, and the private sector are involved. The country, is characterised by a relatively small population (1.45 million) spread across a large area comparable in size to France. This presents some challenges in Information and Communications Technology (ICT) deployment; More so since the return on investment in these technologies increases with population density. The country boasts a convertible currency, safe drinking water, has coped effectively with droughts and other natural disasters.

Botswana has an established national development planning (NDP) process with 7-year cycle period. The current NDP8 cycle commenced in 1997 and ends in year 2003. The country shares challenges common to other developing countries; it is faced with rural-urban population migration and is largely dependent upon expatriates in key professional positions. Also, the country is very highly dependent on the developed countries for acquisition of ICT facilities.

ICT investment in Botswana continues to increase. For government departments alone during the NDP8, the required ICT investment has been projected to between 250 and 300 million pula (1 Pula ~ GB£7). Such a huge investment is a clear pointer to the realisation in government, of the indispensability of ICT as a tool for socio-economic development of the country. This is also an evidence of the government's commitment to exploiting the ICT developmental potential.

ICT Strategy Development

At present, there is no national ICT strategy. The nearest in existence is the strategy for ICT deployment in the central government during the NDP8. The Strategy Statement defines a direction for Government in the successful exploitation of ICT in governance. A prime aim of the Statement is to ensure that ICT deployment is aligned closely to the strategic objectives and plans of Government.

A recent review of the preceding two NDP cycles (i.e. NDP6 and NDP7 spanning 1982 through 1995), revealed to the government that despite the past years of huge investment on ICT in government, no appreciable dividend had been yielded.

A key factor that was identified as contributing to this situation was that there was gross under resourcing of ICT throughout these two NDP cycles. Also there was a lack of ICT integration into these NDP cycles. As a result, during the period, the ability of the government to deliver effective public services, using ICT as a facilitating tool, was hampered.

Therefore, the Strategy Statement for the current NDP8:

• is targeted at helping on critical issues facing the Nation during NDP8
• takes account of the prevailing IT situation within Government
• recognises the current feeling within Ministries of wanting to take more responsibility in directing and controlling their own IT facilities

The Strategy Statement spelt out the government vision for the NDP8 tagged "IT Vision 2003". The Vision reflects the demands and needs of Ministries to get support systems in place quickly, embodies the urgency to catch up in ICT after the slow start and addresses Government's aspirations of becoming competitive internationally at the earliest opportunity.

The Government ICT Vision 2003 runs thus:

• Botswana will have made significant and positive steps towards becoming a regional leader in the exploitation and utilisation of IT within its Government administration. In addition, Government will have played the leading role in helping the private sector to embrace IT in the interests of national objectives.
• Quality IT systems will be implemented in key Government sectors where competitive advantage can be gained over regional Nations or where increased revenues or savings can be realised to help fund the IT Vision.
• IT will be supported by a workforce which has been well-trained to carry out its duties and responsibilities in IT. In addition, senior officers will be well-versed in the critical issues for successful IT management.
• A Data Communications Infrastructure will be in place to allow Ministries and Departments to share information and to transfer data electronically amongst themselves in a secure and managed environment.
• IT systems will be in use in key areas to improve Government services to the Private Sector and the Public and to reduce instances of excessive queuing and wasted time.
• Common IT systems will be in place across all Ministries for the management of key resources and activities.
• Each Ministry will be developing and generating its own relevant Information databases, providing decision-makers with up-to-date and accurate management information through computer workstations. In addition, Ministries will be working closely together on IT initiatives of mutual interest.
• Each Ministry will be largely in control of running its own IT systems, with its own dedicated IT support unit working closely with GCB, and will operate within a framework of agreed policies, standards and guidelines.
• Government will be interchanging information electronically with Local Authorities, the Private Sector and other external bodies in a managed and secure environment.
• The volume of paperwork flowing between Ministries and physically stored in registries will be reduced and greater emphasis will be placed on the electronic storage of data and its subsequent retrieval on computer networks.
• A Botswana Centre for Geographic Information will be established to make best use of existing information and to optimise future information sharing and management.
• Government will be working closely with the private IT services sector to ensure quality and continuity of service in the required areas and will appraise them of future plans to help them develop their business activities.

The Vision will be realised through the adoption and adherence to a set of principles and policies throughout Government.

• Planning ICT at national and institutional levels
• Managing Information Technology with appropriate bodies set up at various levels
• Agreeing on and prioritising key Information Systems to be implemented
• Developing ICT skills and capabilities
• Optimising the control and use of information
• Implementing Information Systems
• Developing and managing the infrastructure
• Obtaining good services from ICT suppliers
• Sharing knowledge and experience
• Ensuring quality and accuracy of ICT systems

ICT Strategy Implementation Issues

The Strategy Statement further identified a number of implementation issues that are to be addressed for a successful implementation of the strategy. These included:

• Getting the top management into adequate level of ICT awareness to ensure meaningful participation in the implementation
• Setting implementation priorities and time scales
• Estimating Implementation costs and benefits
• Assessing the staffing implications
• Ensuring alignment of this strategy to the National and Local government ICT strategy.

The catch phrase in the Strategy Statement is stated as getting ICT right during NDP8 with quality and sustainability as underpinning factors, that will contribute to a 'fitter' Government. It stated further that given the past IT funding record, the urgent demands of Ministries for ICT systems and facilities and Government's thrust for competitiveness and improved performance, a minimum NDP8 ICT budgetary allocation of 2% of Government total expenditure is not inappropriate.

Some Lessons for ICT in Developing Countries

• Importance of having a national IT policy/strategy based on clear needs analysis
• Allowing development to take on a natural progression. Do not rush into complex projects.
• Importance of introducing ICT into schools curricula in order to develop a culture of using this technology, to develop a capacity in-country to address service provision issues.
• Ensuring that infrastructure development is in concert with IT strategy and policy formulations.
• Smallness could be an advantage, it all depends.
• Government commitment to providing enabling environment for ICT developments is crucial to success.

Conclusion

ICT development in Botswana has been going on with full commitment of the government which is demonstrated in the provision of an enabling environment, as well as increasing investment on ICT in the public sector. Botswana also enjoys a conducive socio-economic and political atmosphere for successful ICT deployment. However, the absence of a national ICT policy/strategy, as well as the shortage of human resources, may impose unimaginable limit on what returns on investment can be obtained. There is therefore an urgent need to address these two issues as appropriate.

Abstract from an article kindly provided by:
Dr. Sunday O. Ojo,
Department of Computer Science,
University of Botswana,
Gaborone
ojoso@mopipi.ub.bw

Co-author Alicia Ramaribana,
Government Computer Bureau,
Gaborone
aramaribana@gov.bw