<p>In this research report, I evaluate the role of the Directorate on Corruption and Economic Crime (DCEC) which was established by the Government of Botswana in 1994 to play a major role in the fight against corruption and economic crime in the country. I establish what led to the formation of the DCEC and assess whether the DCEC has met its aims and objectives. I also evaluate the legislation that gives the DCEC the powers to fight corruption and economic crime and ascertain if it is sufficient and effective.<br /> I explore the challenges and constraints faced by the DCEC, and assess the effectiveness of the three-pronged strategy adopted by it in combating corruption and economic crime in Botswana. I critically evaluate the successes and failures of the DCEC and find whether the public expectations for the DCEC have been met.</p>

<p>In this research report, I evaluate the role of the Directorate on Corruption and Economic Crime (DCEC) which was established by the Government of Botswana in 1994 to play a major role in the fight against corruption and economic crime in the country. I establish what led to the formation of the DCEC and assess whether the DCEC has met its aims and objectives. I also evaluate the legislation that gives the DCEC the powers to fight corruption and economic crime and ascertain if it is sufficient and effective.<br /> I explore the challenges and constraints faced by the DCEC, and assess the effectiveness of the three-pronged strategy adopted by it in combating corruption and economic crime in Botswana. I critically evaluate the successes and failures of the DCEC and find whether the public expectations for the DCEC have been met.</p>

Masters in Public Administration - MPA / In this research report, I evaluate the role of the Directorate on Corruption and Economic Crime (DCEC) which was established by the Government of Botswana in 1994 to play a major role in the fight against corruption and economic crime in the country. I establish what led to the formation of the DCEC and assess whether the DCEC has met its aims and objectives. I also evaluate the legislation that gives the DCEC the powers to fight corruption and economic crime and ascertain if it is sufficient and effective. I explore the challenges and constraints faced by the DCEC, and assess the effectiveness of the three-pronged strategy adopted by it in combating corruption and economic crime in Botswana. I critically evaluate the successes and failures of the DCEC and find whether the public expectations for the DCEC have been met. / South Africa

The study investigates knowledge management (KM) practices in the public sector in Botswana. The underlying premise is that good KM leads to efficiency and effectiveness. The study assesses the KM practices in the government departments by means of a questionnaire survey of senior managers. The assumption is that the corporate manager/directors will know what knowledge is there, how knowledge is created, shared and flow in the organization. The main question of this study is whether the Botswana public sector is practicing KM. The study explores the problem and questions by means of a questionnaire survey amongst 43 departmental directors of the Government of Botswana. The overall finding is that information management rather than KM is being practiced. The respondents, senior public service managers, certainly recognize the value of and the need for KM. But, they themselves identify certain weaknesses, such as lack of knowledge of KM among their staff, weak communication inside and across the departments, lack of policy and lack of good KM systems.

<p>The study investigates knowledge management (KM) practices in the public sector in Botswana. The underlying premise is that good KM leads to efficiency and effectiveness. The study assesses the KM practices in the government departments by means of a questionnaire survey of senior managers. The assumption is that the corporate manager/directors will know what knowledge is there, how knowledge is created, shared and flow in the organization. The main question of this study is whether the Botswana public sector is practicing KM. Related questions are:&nbsp / What are the views of public service managers/ directors on the benefits that can be reaped from KM practices?&nbsp / What evidence is there that the public service has a culture of sharing information and knowledge? And how are staff members encouraged to internalize and use new knowledge? How are creativity and new ideas encouraged?&nbsp / Are there appropriate technological resources to facilitate effective KM, for example central knowledge repositories and social networking?The study explores the problem and questions by means of a questionnaire survey amongst 43 departmental directors of the Government of Botswana. The overall finding is that information management rather than KM is being practiced. The respondents, senior public service managers, certainly recognize the value of and the need for KM. But, they themselves identify certain weaknesses, such as lack of knowledge of KM among their staff, weak communication inside and across the departments, lack of policy and lack of good KM systems.<br /> .</p>

The study investigates knowledge management (KM) practices in the public sector in Botswana. The underlying premise is that good KM leads to efficiency and effectiveness. The study assesses the KM practices in the government departments by means of a questionnaire survey of senior managers. The assumption is that the corporate manager/directors will know what knowledge is there, how knowledge is created, shared and flow in the organization. The main question of this study is whether the Botswana public sector is practicing KM. The study explores the problem and questions by means of a questionnaire survey amongst 43 departmental directors of the Government of Botswana. The overall finding is that information management rather than KM is being practiced. The respondents, senior public service managers, certainly recognize the value of and the need for KM. But, they themselves identify certain weaknesses, such as lack of knowledge of KM among their staff, weak communication inside and across the departments, lack of policy and lack of good KM systems.

<p>The study investigates knowledge management (KM) practices in the public sector in Botswana. The underlying premise is that good KM leads to efficiency and effectiveness. The study assesses the KM practices in the government departments by means of a questionnaire survey of senior managers. The assumption is that the corporate manager/directors will know what knowledge is there, how knowledge is created, shared and flow in the organization. The main question of this study is whether the Botswana public sector is practicing KM. Related questions are:&nbsp / What are the views of public service managers/ directors on the benefits that can be reaped from KM practices?&nbsp / What evidence is there that the public service has a culture of sharing information and knowledge? And how are staff members encouraged to internalize and use new knowledge? How are creativity and new ideas encouraged?&nbsp / Are there appropriate technological resources to facilitate effective KM, for example central knowledge repositories and social networking?The study explores the problem and questions by means of a questionnaire survey amongst 43 departmental directors of the Government of Botswana. The overall finding is that information management rather than KM is being practiced. The respondents, senior public service managers, certainly recognize the value of and the need for KM. But, they themselves identify certain weaknesses, such as lack of knowledge of KM among their staff, weak communication inside and across the departments, lack of policy and lack of good KM systems.<br /> .</p>

Thesis (MPA)--Stellenbosch Univeristy, 2007. / ENGLISH ABSTRACT: Decentralisation is a growing phenomenon worldwide. However, the detail of its implementation determines whether desired objectives are achieved or not. The thesis extensively interrogates this concept from economic, philosophical and political theoretical perspectives, with emphasis on the economic rationale. An international perspective has also been utilised for informing the investigation. Reference is made, in this regard, to both federal and unitary states of the developed and developing world. Botswana, a unitary and developing African country, has been found to be facing more or less the same challenges that undermine the desired benefits of fiscal decentralisation in all developing countries. However, political maturity (which is a prerequisite for decentralisation reforms) - a predictably stable commodity in Botswana -sets it apart from most other developing, if not all, African countries. With regards to decentralisation, a number of considerations framed the analysis. Firstly, the established consecutive approach to Botswana 's centralised economic planning and management has been found to be counter-productive to the financial decentralisation process. This has resulted in an over-regulated local public sector that is not conducive for taking stock of local initiative and being innovative in local affairs, mainly due to an ambiguous institutional framework. Secondly, an ad hoc financial transfer mechanism, that is neither stable nor predictable, clearly undermines integrated financial management and strategic fiscal planning at municipal level. Thirdly, a one-size-fits-all approach to the assignment of expenditure responsibilities to all municipalities, small and large, as well as urban and rural, serves as another constraint. Finally, a lack of stable and buoyant sources of own revenues, as well as inadequate capacity to utilise fully the already existing internal revenues, has created grant economies that survive on a principle of beggar-thyneighbour to actualise their mandates. This? in turn undermines their? significance for the electorates at local level who turn to the national government even for minor local issues that should be addressed within the areas of local jurisdiction.The thesis concludes with recommendations regarding a redesign of the institutional framework, intergovernmental financial transfers, expenditure assignments and generation of internal revenue. It is critically important that the Government of Botswana should develop a strong policy framework, build a strong consensus within the political and bureaucratic circles and coordinate and integrate these reforms through strong capacity-building mechanisms at local governments. Finally, the capacity of the national government to monitor the process cannot be overemphasised. That is, the decentralisation process should initially be centralised with gradual decentralisation processes to allow for flexibility well aware of the fact that decentralisation structures are always in transition. / AFRIKAANSE OPSOMMING: Desentralisasie is wel 'n wereldwye verskynsel, maar suksesvolle implementering vereis aandag aan detail. Die desentralisasiekonsep word in hierdie tesis grondig ondersoek vanuit 'n ekonomiese, filosofiese, sowel as politieke perspektief. Die rol van ekonomiese beginsels in die desentralisasieproses geniet spesiale verwysing. Om die ondersoek so omvattend moontlik te maak is internasionale bronne geraadpleeg, afkomstig vanuit sowel federale as unitere state asook uit ontwikkelde en ontwikkelende lande. Botswana, 'n ontwikkelende Afrika land met 'n unitere staatsvorm, ondervind uitdagings wat, soos in enige ander ontwikkelende land, die voordele van fiskale desentralisasie ondermyn. Politieke volwassenheid en stabiliteit is van die voorvereistes waaraan 'n staatsbestel moet voldoen om desentralisasie suksesvol toe te pas. Gelukkig skiet Botswana in die opsig geensins tekort nie, inteendeel, dit is juis hierdie eienskap wat hom van die meeste - indien nie alle ander - Afrikalande onderskei. Heelwat oorweging is geskenk aan die bepalende faktore rondom desentralisasie. Botswana se gevestigde gesentraliseerde ekonomiese beplanning- en bestuurstelsel is gei'dentifiseer as die belangrikste teenproduktiewe struikelblok wat die finansiele desentralisasieproses ontspoor. Kenmerkend van 'n sentralistiese institusionele raamwerk is 'n oorgereguleerde plaaslike openbare sektor wat nie die skep van eie inisiatief en ondernemende bestuur bevorder of ag op die belangrikheid daarvan slaan nie. Tweede in belangrikheid is 'n onstabiele, ad hoc finansiele oordragmeganisme waarop daar nie peil getrek kan word nie en wat pogings om gei'ntegreerde finansiele bestuurspraktyke en strategiese fiskale beplanning op munisipale vlak te vestig, belemmer. Die derde hindernis is die owerhede se onwilligheid om te besef dat daar geen pasklare benadering bestaan wat by al die uiteenlopende tipes (in terme van grootte en ligging, plattelands tot stedelik) plaaslike besture verantwoordelik bestedingspraktyke sal vestig nie. Laastens is 'n wydlopende gebrek aan stabiele en lewenskragtige, eie inkomstebronne, sowel as onvoldoende kapasiteit om reeds beskikbare, interne belastinginkomste doeltreffend aan te wend, nadelig vir plaaslike regering. Pogings om te verseker dat 'n eie plaaslike raad so 'n groot as moontlike toekenning uit die staatskas ontvang, veroorsaak dat aanliggende rade dan nie hulle regmatige deel ontvang nie. Plaaslike rade se oormatige afhanklikheid van die sentrale regering vir finansiele oorlewing, ondermyn die legitimiteit van plaaslike politici. Laasgenoemde soek gewoon te maklik die oplossing vir 'n plaaslike probleem by die sentrale regering, eerder as om dit self aan te durf Die tesis sluit met aanbevelings oor 'n herontwerpte institusionele raamwerk wat kan lei tot sinvoller finansiele tussenregeringsoordragte, taakgedrewe uitgawes en die skepping van eie, interne belastingbron. Dit is van kritieke belang dat die regering van Botswana 'n stewige beleidsraamwerk ontwikkel en dan konsensus daaroor verkry tussen die politici en burokrasie. Die integrasie en ko-ordinasie van hierdie hervormings kan slegs geskied indien dit gepaard gaan met lewenskragtige kapasiteitsontwikkeling op plaaslike bestuursvlak. Die sentrale regering sal egter eweneens eie kundigheid moet ontwikkel om die proses te monitor, want die desentralisasieproses sal aanvanklik vanaf die middelpunt geskied en geleidelik uitkring. Dit sal buigsaamheid en begrip verg omdat desentralisasie in wese voortdurende oorgang impliseer.

Thesis (MA)--Stellenbosch University, 1932. / ENGLISH ABSTRACT: No Abstract Available / AFRIKAANSE OPSOMMING: Geen Opsomming Beskikbaar / Some digitised pages may appear illegible due to the condition of the original hard copy

Thesis (MPA)--University of Stellenbosch, 2011. / ENGLISH ABSTRACT: Public sector organisations have to deliver quality services to the people amid budgetary cuts and public disenchantment with the public sector. Delivering these services in the face of dwindling resources has led public sector organisations to introduce performance improvement initiatives in an endeavour to do more with less. The government of Botswana introduced a raft of performance improvement initiatives such as WITS, O & M and Job Evaluation in the public sector with the sole objective of improving performance and driving public service delivery. However, despite the implementation of these initiatives, there was increasing concern that the quality of the delivery of public services was declining. These performance improvement initiatives were criticised for failing to make any meaningful impact on organisational performance, as the problems of poor service delivery remained unchanged. The failure of these earlier public sector reforms to improve organisational performance led the government to introduce a more comprehensive and holistic reform programme, PMS, guided by the national vision – Vision 2016 – in 1999. PMS was seen as the overall framework within which all previous reform initiatives could be integrated. This research sought to determine whether the objectives of PMS of DTA were being realised, given that previous public sector reforms had been deemed to have failed to actually raise organisational performance. A case study of DTA was therefore undertaken to describe the extent to which PMS had delivered on its objectives. Data collection was through structured self-administered questionnaires, comprising 14 closed-ended questions, one ranked question and one open-ended question. This was also augmented by documentary analysis of official reports such as the Annual Statements of Accounts (ASA). The research found that PMS had succeeded only in so far as communicating DTA’s vision, mission and values across the department. There was awareness of PMS within DTA. However, the system had not succeeded in improving DTA’s organisational performance, as it was hampered by various challenges such as lack of leadership commitment, the difficulty in implementing the system and lack of feedback on organisational performance. Recommendations are also made for enhancing DTA’s PMS to actually realise its objectives of improving organisational performance. / AFRIKAANSE OPSOMMING: Daar word van openbare sektor organisasies verwag om kwaliteit dienste aan die publiek te lewer te midde van ingekorte begrotings en openbare ontnugtering rakende die openbaresektor. In ‘n poging om hierdie dienste te lewer ten spyte van beperkte hulpbronne stel openbaresektor organisasies inisiatiewe in om werkverrigting te verbeter en sodoende meer koste-doeltreffend te werk. Die regering van Botswana het ‘n aantal inisiatiewe, byvoorbeeld Werk Verbetering Spanne (WITS), Organisering en Metodes (O&M) en Posevaluering, in die openbaresektor geïmplementeer met die uitsluitlike doel om werkverrigting te verbeter en openbare dienslewering te dryf. Ten spyte hiervan was daar egter toenemende kommer dat die kwaliteit van dienslewering toenemend verswak. Bogenoemde inisiatiewe is gekritiseer dat hulle gefaal het om enige noemenswaardige impak op organisatoriese prestasie te toon, aangesien probleme rakende swak dienslewering onveranderd was. Die versuim van hierdie aanvanklike hervormings in die openbaresektor om organisatoriese prestasie te verbeter, het daartoe aanleiding gegee dat die regering in 1999 ‘n meer omvattende en holistiese hervormingsprogram, die Prestasie Bestuur Stelsel (PMS), ingestel het, gelei deur die nasionale visie – ‘Vision 2016’. Die PMS is gesien as die omvattende raamwerk waarbinne al die vorige hervormingsinisiatiewe geïntegreer kon word. Hierdie navorsing het gepoog om vas te stel of die doelstellings van die PMS in die Departement van Stam Administrasie realiseer, siende vorige openbaresektor hervormings nie geslaag het om organisatoriese prestasie te verbeter nie. ‘n Gevallestudie van die departement is onderneem om die mate waarin die PMS se doelstellings bereik is te beskryf. Dataversameling is gedoen deur gestruktureerde, selfgeadministreerde vraelyste, bestaande uit 14 geslote vrae, een ranglysvraag en een oopvraag. Dit is aangevul deur dokumentêre analise van amptelike verslae soos Jaarlikse Rekeningstate. Die navorsing het gevind dat die PMS slegs in dié mate geslaag het dat mense dwarsdeur die departement bewusgemaak is van die departement se visie, missie en waardes. Hoewel mense bewus was van die prestasiebestuurstelsel, bevind die navorsing geen daadwerklike verbetering in organisatoriese prestasie nie, aangesien dit belemmer word deur verskeie uitdagings, soos gebrekkige toewyding deur leiers, probleme met die implementering van die sisteem en die tekort aan terugvoer rakende organisatoriese prestasie. Die navorsing stel sekere aanbevelings voor om die departement se prestasiebestuursisteem te verbeter om die doelstelling om organisatoriese prestasie te verwesenlik.