Low Res - BAC Annual Report Page spreads

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CONTENT
PAGE

MISSION, VISION AND VALUES 04

CHAIRMAN’S STATEMENT 05

BOARD MEMBERS 10

BOARD COMMITTEES MEMBERS 12

EXECUTIVE DIRECTOR’S REPORT 16

GOVERNANCE 20

EXECUTIVE MANAGEMENT & SENIOR MANAGEMENT 28

ENVIRONMENTAL, SOCIAL AND GOVERNANCE (ESG) 30

OFFICE OF STRATEGY AND INSTITUTIONAL PLANNING 34

INTERNAL AUDIT 36

ACADEMIC PORTFOLIO 36

QUALITY ASSURANCE AND ENHANCEMENT 37

OUR ACAMEDIC PROFILE 40

OFFICE OF THE REGISTRAR 41

LIBRARY AND INFORMATION SERVICES 42

School of Post Graduate Studies 43

School of Computing and Information Systems 48

School of Finance and Professional Studies 50

School of Business and Leisure 52

RESEARCH PORTFOLIO 54

STUDENT SUPPORT & WELFARE DEPARTMENT 56

HUMAN CAPITAL 58

INTEGRATED FACILITIES MANAGEMENT 59

INFORMATION COMMUNICATIONS TECHNOLOGY 61

MARKETING AND CORPORATE COMMUNICATIONS 63

FINANCIAL PERFORMANCE HIGHLIGHTS 68

ANNUAL FINANCIAL STATEMENTS 70

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STRATEGIC PARTNERS

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MISSION,
VISION AND
VALUES

The BAC Mandate
To provide a solution towards the skills capacity building and
human capital development to meet the economic needs in
Botswana and globally.

Our Strategic Essence
We will win by broadening and deepening our programme offerings,
expanding our geographic reach, and optimizing our infrastructure
to create a world-class teaching and learning experience.

OUR VISION OUR MISSION

To be the university To transform lives in
of choice for Africa and beyond and
business sciences in develop leaders who
Africa and beyond. make a difference in their
businesses, communities and
society. We do this through
excellence and innovation in
teaching, research, outreach
and scholarly practice.

ACCOUNTABILITY We accept, own and complete our duties within authority and on time. We honor our
commitments and take responsibility for our actions.

COLLABORATION We work in partnership with others to create, produce and grow. We believe in the power of
teamwork to produce greater results.

EXCELLENCE We strive to excel in every aspect of our work and deliver the highest quality services to our
customers and stakeholders.

INNOVATION We strive to find creative yet practical ways to transform, solve problems and effect impactful

change.

INTEGRITY Through our actions and words, we uphold high ethical and professional conduct in our

engagements.

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CHAIRMAN’S
STATEMENT

The Board of Directors of the years by the men and women who had experienced over the 25 years in
Botswana University College of the visionary leadership to develop, operation.
Business Science presents the Annual advance and transform the College to
General Report for the period ended bring its mandate, vision, and mission Corporate Strategy 2022-27
31 March 2022. to life throughout the years since its The Board approved the College
inception. new five-year Corporate Strategy in
The mandate of the College is in February 2022. The theme for the
line with the government’s national The strategic and collaborative new five-year strategy is premised on
strategy for diversifying the economy partnerships with the Government, a strategic decision to transition into
of Botswana. This is underpinned by industry, communities, internationally a university.
the Ministry of Tertiary Education, recognised academic universities and
Research, Science & Technology professional bodies have significantly In developing the strategy, the Board
mandate of Transforming Botswana influenced the evolution of the BAC sought to identify new revenue
from a resource based to a knowledge- brand, its goodwill and reputation as streams in the face of reduced
based economy thus enabling a renowned higher learning institution Government spending, establish
prosperity for all as espoused in the providing unparalleled quality requisite governance structures,
Botswana Vision 2036 Plan. education and producing graduates human and infrastructural resources,
who are market ready to contribute align the operations with market
Therefore, BAC’s core driving strength to both the Botswana, regional and dictates and address challenges likely
is to impart knowledge through international markets. With more to compromise delivery of the growth
education to build capacity and skills than 14,000 graduates to date, mandate as fully outlined in the
essential for developing competitive BAC has contributed magnificently College vision of being “A University
human capital to influence business to the economy of Botswana and of choice for business sciences in
growth locally and globally. internationally with good quality Africa and beyond” The College
and competent professionals who 2022-27 Corporate Strategy covers
Notwithstanding the pedagogical continue to positively impact various five (5) key/focus areas in giving effect
challenges resulting from the ripple industries across the economy. to the mandate and the vision of the
effect of the Covid-19 pandemic College as follows:
in the period April 2021-March We are proud that to date BAC
2022, there has been some notable has strong partnerships with the • Teaching and Learning
achievements. For the first time in the big five accounting and audit firms • Research, Innovation and
undergraduate degree courses, the where the best students across the
College achieved 17% of its award various professional programmes are Entrepreneurship
being 1st Class and 44% in the upper absorbed and trained to qualify into • Transition to University status
2nd class band. Research outputs had certified chartered accountants.
increased by 23%, signaling a higher and internationalization
output of intellectual contributions The Botswana market has a strong • Asset Mobilisation and
and copyrights. and established Accountancy financial
services industry including general Optimization
The College continues to focus business where most of the graduates • Student and Staff Experience.
efforts towards improving the student from BAC programmes are making a
experience through enhancements on difference in the industry with some Performance Highlights
the Student Learning Management are running their own businesses and The College continues to experience
System. employing others. BAC has produced growth in terms of its product offering
a significant number of accountants, to accommodate the ever-increasing
Celebrating The Silver Jubilee managers and leaders serving in and diverse market requirements; and
Celebrating the 25th Anniversary various organisations. to facilitate accessibility to learning
of Botswana Accountancy College through technological platforms than
has been the highlight of the year. We have many Batswana who are the conventional face to face delivery
The Silver Jubilee was celebrated chartered accountants, most of whom of learning.
virtually with employees and with are BAC alumni. The introduction
external stakeholders. It gave us an of new programmes and learning To that end the College redirected
opportunity to reflect, reminisce and platforms is also testament of the more effort towards the approval and
recognise the strides taken over the progressive growth that BAC has registration of short online courses
amongst other programmes that had
been submitted for accreditation
with the relevant regulatory

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Professor Ketlhatlogile Mosepele

INTERIM BOARD CHAIRPERSON

Celebrating 25 Years of TransfoCremlebinragtiLnigv2e5s.Years of Transforming Lives.

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CHAIRMAN’S STATEMENT cont.

authorities. During the period, the psycho-social support to employees The College Gross Enrollment stood
College continued with hybrid mode to manage fear and anxiety brought at 3931 compared to 4043 students
of learning to manage continued about by COVID-19; with the in the prior year across all schools;
requirements for compliance with percentage of employees working covering undergraduate, professional
health and safety protocols and still from home decreasing as the and postgraduate programmes.
ensure delivery of the mandate. COVID-19 pandemic eased in the
first quarter of 2022. The past year This represented a decline of 2.85%
The decision to provide tuition online was equally a challenging one as the during the reporting period, but a
came at great cost to the College, College continued to grapple with notable increase over the years. This
given that the cost of laptops the ripple effects of the COVID-19 dictates an urgent need to develop
and corresponding infrastructural pandemic on its staff, students and the College infrastructure to address
enhancements had not been included the College operations. space requirements especially around
as part of the cost of tuition. student accommodation.
Over the years, the College has
In addition, the College had to diversified its product offering more The past year was characterized by a
grapple with challenges around towards transitioning to a university, reduction in spending on education,
limited accessibility to internet with a focus to address not only and as a result, culminating in
connectivity country-wide and had Botswana’s economic needs but the low student enrolment numbers
to take be creative in coming up with region and beyond. and a corresponding reduction in
solutions to ensure learners have revenue when compared to budget.
access to classes and materials online The focus has been around producing This notwithstanding, the College
across the country. employable graduates who can easily had to proactively position itself
assimilate and adapt to a specific to respond to the challenge by
In managing the human resource work environment and value creation ensuring continued adherence to
side of the business, the College through entrepreneurship and preventative health protocols and
continued with the working from innovation. providing the necessary resources to
home arrangement and offered the students and employees; with a

Ceelleebbraratitnigng252Y5eaYresaorfsTorafnTsrfoarnmsfinogrmLivinegs. Lives.

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view to continue to deliver on its core This attests to the
mandate and at the same time remain supportive partnership
sustainable.
between the Board
In view of the challenges highlighted and Management and a
above, the past year has been a strategy that is flexible in its
challenging one financially for the implementation to address
College. The major adverse variances emerging challenges but without
were caused by unrealized tuition losing focus of the vision of
as the College was operating with “becoming a leading business
lower student numbers than initially science university that transforms
planned and all the costs associated lives in Africa and beyond”.
with continued preventative initiatives
(safety and health protocols), as well
as requirements on IT infrastructure
to enable the College to continue to
deliver a hybrid mode of learning.

This attests to the supportive the Board manages all prevailing and control environment, to improve the
partnership between the Board and potential risks that are likely to have a operating environment and thereby
Management and a strategy that negative impact on the development, reduce risk as well as respond to
is flexible in its implementation to growth and sustainability of the new regulatory requirements in the
address emerging challenges but business. A broad-based approach to academic space.
without losing focus of the vision of risk is pivotal towards the growth and
“becoming a leading business science sustainability of an institution; hence The regulatory environment remains
university that transforms lives in the need to embed risk in the day-to- a key focus area for the Board and
Africa and beyond”. day management of the business. the University College. The Board
continuously appraises itself with
The Board approved a partnership The Finance and Audit Committee developments in the market to
model towards the development provides an advisory role to the ensure compliance. As the regulatory
of Plot 61922 in Gaborone in Board, in managing the identified environment has changed, the
November 2020. Construction on site risks of the College. Focus is on College equally positions itself to fully
commenced on 22 November 2021 the top ten identified risks and the comply. The Board is happy to report
and as at 31 March 2022, progress development of implementation that the institution is accredited as an
was reported at 25% with expected plans towards mitigation of the risks. Education Training Provider (ETP) by
practical completion set for end During the year, Management has the Botswana Qualifications Authority
October 2022. had to contend with the continued and efforts to acquire accreditation of
risk/impact of the Covid-19 pandemic our product offering, particularly short
The College continues to explore (as the top high risk) on the business courses and some master’s degree
in view of the likely loss of lives and programmes in terms of current and
partnerships in the market and disruption to learning. new programmes has, although with
some delays, progressed well.
sustainable business models towards The Board’s responsibility, as the
custodian of risk management The Botswana Accountancy
infrastructural development to processes across the institution was Oversight Authority (BAOA) in terms
to make sure that Management is of its mandate under the Financial
address the College growth needs, provided with the necessary support Intelligence Act, undertakes regular
in terms of resources to ensure that audits to assess maturity levels in
particularly in relation to students’ the planned initiatives to mitigate terms of the risk management and
the risk are met. During the period, corporate governance requirements
accommodation requirements, the Board approved several policies as entrenched in terms of the
to mitigate gaps in the internal Companies Act and the recognized
and in giving effect to the College

Development Master Plan to

enhance student learning and living

experience.

Risk Management
In the discharge of its mandate, and
in compliance with good corporate
governance principles and other
applicable governing frameworks,

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CHAIRMAN’S STATEMENT cont.

King III Code on Corporate We thank you our
Governance. The University College stakeholders for your
has developed an Action Plan to unwavering support in
address any gaps and continually the pursuit of excellence
strives to reach the highest corporate towards the provision
governance maturity levels. The next
review will be undertaken in the of quality education
coming financial year. and training; as we
strive to contribute to the
Stakeholder Engagement development of an economy
that is self-sustaining through
As part of delivering on the impactful research, innovation and

Corporate Strategy, the Board entrepreneurship.

ensures continuous community

engagement to enhance existing

relationships, create new partnerships

and improve visibility of the brand

amongst the communities within

which the College operates and

promote sustainable partnerships in

the delivery of the core mandate.

This becomes possible by being We thank you our stakeholders for
receptive to feedback on the your unwavering support in the
challenges faced by the communities pursuit of excellence towards the
so as to improve delivery of the provision of quality education and Professor Ketlhatlogile Mosepele
College mandate and to be an training; as we strive to contribute Interim Board Chairman
integral part of the communities’ to the development of an economy
development and growth agenda. that is self-sustaining through
impactful research, innovation and
To align with the Francistown City entrepreneurship.
Council positioning of Francistown
as a software City/Business Hub Whilst we may often encounter
(Gateway) to the North, the College challenges, we must remain resolute
had progressed initiatives to position and positive and not miss the
Francistown as a preferred Centre opportunities that also often present
of Learning and in that respect in parallel.
has established a Skills Centre for
innovation and entrepreneurship.

Expression of Gratitude As the Board and Management,
On behalf of the Board of Directors, we remain committed to the BAC
and on my own behalf, I thank all our mandate, the ability to reinvent
stakeholders, amongst others, the ourselves within the ambit of
Members, the student community, applicable governance structures to
employees, collaborative partners and improve on the quality of learning
the community for your dedication outcomes towards becoming the
and commitment to growing one of university of choice for business
the best brands; comparable with sciences in Africa and beyond.
some of the best in the education
space.

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1996 1999 2000 2001

Established in 1996 as joint Gaborone Main Campus, Awarded ‘CIMA learning through New partnership established with
venture between the Ministry in Fairgrounds officially opened. partnership’, a quality assurance the University of De Montford for
of Finance and Development and prestigious accolade the delivery of MBA .
Planning (MFDP), The Debswana awarded to only two colleges Courses for Insurance Institute of
Diamond Company and outside of Europe. South Africa established.
the Botswana Institute of
Accountants (BIA), now BICA. 2004 2005 2007

2002 Awarded Premier Plus status by Pronounced the only CIMA Francistown campus opens with
ACCA for quality assurance Premium Learning Partner in enrolment of students in AAT.
Partnership with the University recognition in Africa. Botswana and one of the Five in Partnership with University of
of Sunderland for the delivery Africa. Derby to offer MSc Strategic
of BSc Computer Systems Management and MBA top-up for
Engineering. ACCA and CIMA.

Conferment of first BSc (Hons) 2012
Computer Engineering graduates.
Launch of School of Business
2008 2009 2010 Leisure as a school.
Acquisition of new building space
Introduction of BSc (Hons) Partnership with University of First group of AAT students’ to expand teaching and learning
Applied Business Computing Derby for delivery of Business graduation for Francistown and hostel accommodation
and Certified Internal Audit & Leisure degree programmes Campus. across the Francistown city.
programme. in International Tourism
BAC Francistown Campus Management, International Introduction of Computer Systems 2016
officially opened. Hospitality Management Engineering (CSE) at Francistown
specializing in Hair Dressing and campus. First group of SBL students
2013 Salon Management. graduate from Francistown
2015 Campus.
School of Business and Leisure First cohort for MBA programme
introduced BA (Hons) top-up graduates. BAC officially launches leisure 20th Anniversary Celebrations.
International Tourism programmes at the Francistown Won the 2016 Diamond Arrow
Management, BA (Hons) 2014 campus. Award from PMR Africa.
Hospitality Management and BA Adoption of Nxakato JSS Won the 2016 AAT International
(Hons) Salon Management at SBL partners with Sheffield in Sowa Town. Training Provider of the Year award.
FCTVE, Francistown. Hallam University in delivering BAC Student Consultancy Adoption of Sebele I Primary
degree programmes in Programme School in Molepolole.
International Finance and
Banking, Business Management, 2020
Accounting and Finance,
Entrepreneurship and Business More than 13 000 Graduates
Leadership. at both undergraduate and
postgraduate level.
First group of Computing 20 of 23 BICA graduates are
student’s graduation from BAC alumni.
Francistown Campus. Launch of Online learning in
Eswatini.
Launch of the Industry Skills Introduction of data sim-cards,
Centre for provision of CCNA, laptops and tablets for students
Microsoft Office and SAP to enable remote learning support.
Academy to offer ERP. Opening of the Innovation and
Entrepreneurship centre at
2017 2018 2019 the Francistown campus.
Partnership between Microsoft
Won 2017 BICA Best Tuition Provider. Introduction on Launch of Online Learning App Factory and BIH for student
Professional Degree in Study Mode for (AAT, ACCA, innovation and entrepreneurship
Introduction of Executive MBA Insurance in partnership CIMA, BICA and CFA) . projects.
and MA Procurement and Logistics with Insurance Institute of
Management in partnership with South Africa. School of Computing and Celebrating 25 Years of Transforming Lives.
Sheffield Hallam University. Information Systems moves to
a new campus at Somerset
BICA graduates first 8 Graduates all 1st Woman from Africa and First Industrial (Francistown).
studied at BAC. BAC Lecturer to Win AAT
Introduction of CIPS . International Tutor Awards at BAC Lecturer Nominated highest
Launch of School of Postgraduate the AAT Training Provider perfoming instructure in
Studies as a School. Conference. Botswana at the Annual CISCO
Francistown Campus relocates from Safari Conference in South Africa.
Barclays Plaza to a new campus - FCE. BAC Admits 2018 Barclays
F.G Mogae Scholarship 2021
BAC-CIMA student wins Position 7 Beneficiaries to Study Masters
in the World for Operational Case Programmes. BAC BSc(Hons) Computing
Study Systems Engineering Student
becomes 1st Motswana and one
Accredited as an Education and Introduction of the BAC Student of the 5 in Southern Africa to be
Training Provider. Investment Battlefield Selected by Google to become a
Competition in Partnership Google Developer Student Lead.
Joint Scholarship for Postgraduate with BITC
Programs with Partner Universities Launch of the Huawei Technology
Lab at the BAC Premises.

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BOARD MEMBERS

Dr. Shabani Ndzinge

CHAIRMAN

Prof Ketlhatlogile Mosepele Ms. Tebogo Bagopi

AOC CHAIRMAN MEMBER

Ms. Serty Leburu

MEMBER

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Mr. Johannes Motshegare Mrs. Elaina Gonsalves

HRC CHAIRMAN MEMBER

Mrs. Moeteledi Mvami Mr. Moshe C.Z Libengo

MEMBER FAC CHAIRMAN

Mr. Maemo S. D Mesotlo Mrs. Francisca S. Molefe

MEMBER (RESIGNED) MEMBER

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FINANCE AND AUDIT COMMITTEE (FAC)

Mr. Moshe C.Z Libengo

FAC CHAIRMAN

Mrs. Francisca S. Molefe Mrs. Elaina Gonsalves

MEMBER MEMBER

Mr. Maemo S. D Mesotlo Mrs. Moeteledi Mvami Ms. Serty Leburu

MEMBER (RESIGNED) MEMBER MEMBER

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HUMAN RESOURCE COMMITTEE (HRC)

Mr. Johannes Motshegare

HRC CHAIRMAN

Ms. Tebogo Bagopi Mr. Moshe C.Z Libengo

MEMBER MEMBER

Prof Ms. Serty Leburu
Ketlhatlogile Mosepele
MEMBER
MEMBER
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ACADEMIC OVERSIGHT COMMITTEE (AOC)

Prof. Ketlhatlogile Mosepele

AOC CHAIRMAN

Mrs. Elaina Gonsalves Ms. Serty Leburu Dr. Byron Brown

MEMBER MEMBER DEPUTY EXECUTIVE DIRECTOR
(ACADEMICS)

Mr. Oaitse Gabadirwe Mr. William Sekgatsa Mrs. Veronica Mphathi

DEPUTY EXECUTIVE DIRECTOR COLLEGE REGISTRAR HEAD, OFFICE OF STRATEGY AND
(CORPORATE SERVICES) INSTITUTIONAL PLANNING

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EXECUTIVE
DIRECTOR’S REPORT

It is a great privilege to present the The outbreak of the COVID-19 the College continued to deliver on
integrated annual report and financial pandemic challenged the Board and the core mandate of providing tuition,
statements for the year 2021-2022. Management’s response strategies without compromising the quality of
The report provides an opportunity to the identified emerging risks and learning outcomes.
to reflect on the many achievements, the ability to swiftly adapt to change
experiences and lessons learnt during to ensure that the College continues It is against this background that a
the year, especially that it was no to deliver on its mandate. The Board major strategic decision was taken to
ordinary year traversing through and Management were tested in their procure student laptops to support
the pandemic, which called for ability to remain resolute in the face continued delivery of learning
extraordinary ways on thinking and of adversity, and in making calculated through a hybrid mode of learning
doing business. decisions. which included virtual learning.

It is during the phase of adversities The previous Corporate Strategy Furthermore, the University College’s
that the strength, tenacity and 2017-22 underwent three reviews to collaborative model provided a forum
resolve of a team gets tested. I align the business operations with the for leveraging on each other’s resource
am very proud that the BAC team ever-evolving market and regulatory capabilities, sharing, and learning
demonstrated their best commitment environment; and to address from each other’s experiences and
and dedication by pulling together to emerging risks that otherwise had approach to manage the disruptions
support one another while faced with the potential to disrupt business brought about by the COVID-19
the challenges experienced at the continuity and the overall strategic pandemic for business continuity and
height of the COVID-19 Pandemic. outlook of the College. Whilst the sustainability.
five key objectives had remained
The team emerged much stronger unchanged, what was critical was It was also necessary to review other
and delivered on new innovative prioritization and reallocation of standing contractual arrangements
projects and achieved remarkable resources to address business for relevance and where necessary,
results with some key initiatives such continuity initiatives. review and/or end contractual
as the introduction of the Quality relations to create opportunity
Management System to attain an ISO The critical consideration for the Board for new arrangements to support
Certification, the commencement of and Management was to ensure that operations.
the development of Plot 61922 for
the BAC new campus through a Public With more than 14,000
Private Partnerships (PPPs) initiative graduates to date,
in partnership Botswana Public
Officers Pension Fund (BPOPF) and BAC has contributed
Messidor Investments as the client magnificently to the
representative for implementation of
the project amongst others and earn economy of Botswana
outstanding academic performance and internationally with
of the graduates. good quality and competent
professionals who continue to
Operating Environment positively impact various industries
The College continuously repositions
itself in response to the market across the economy.
environment which includes policy
considerations, regulation, social and
economic factors, industry trends and
increased competition.

The process involves a review
of the Corporate Strategy at
regular intervals, a review of key
strategic objectives and initiatives
and prioritization for alignment
with market needs and trends for
continuity and sustainability.

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Ms. Serty Leburu

EXECUTIVE DIRECTOR

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EXECUTIVE DIRECTOR’S REPORT cont.

The government’s reduced and To To align with the
prioritized spending has at College national mandate for
level, had a notable reduction in skills development and
revenue with the business reporting contributing towards
a deficit of P24.1 million mostly employment creation value
attributable to subdued revenues. chain, BAC introduced
Venture Creation and
This is a further reduction when research and innovation
compared to the deficit of P28.4 modules for undergraduate degree
million reported in the previous year
ending 31st March 2021 relative programmes.
to revenue of P190.1 million when
compared to P176.5 million reported tablets scheme to empower them to Creation and research and innovation
in 2021. Despite the reduction, the learn at their full potential and prepare modules for undergraduate degree
College has remained sustainable. them for the work environment. programmes.

Renewed Strategic Direction These devices facilitate and stimulate Through these modules students
A new Strategic Plan for 2022 – 2027 critical thinking and allow students learn skills to develop business plans
which creates a platform to propel to work from anywhere and anytime with market analysis to determine the
the institution into another chapter of by allowing access to e-learning viability of their envisaged products
twenty-five more years and beyond resources, and library materials. and or services.
was developed.
It also facilitates research capabilities In addition, to support innovation
The strategy essence is premised on through installed applications which and entrepreneurship, BAC set up an
broadening & deepening academic, enhances learning and innovation. incubation centre at the Francistown
continuous professional development, Students were also allocated Data School of Computing campus in
consultancy and leadership training, Sim Cards to connect to the internet. partnership with the University of
expanding geographic reach, and The College issued 2908 Laptops and Sunderland where lecturers support
optimizing infrastructure to create 260 Tablets to students across various students with the creative ideas
a world class teaching and learning programmes and years of study. to convert them into solutions for
experience. The transitioning to businesses and the community.
university status will broaden our Nurturing creativity, innovation and
portfolio of programme offerings, entrepreneurship We are proud to have had a team
the expansion into Africa will Innovation and venture creation has of the Francistown and Gaborone
accelerate our internationalisation, become one of the strategic initiatives campus computing students jointly
the investments in infrastructure and identified by most institutions of winning a hackathon competition
digitalisation will drive efficiencies, higher learning and Governments held during the Science Technology,
promotes access, improves seamless as an area that can significantly Engineering and Mathematics
customer service and create a contribute to employment creation, (STEM) festival hosted by Botswana
world-class teaching and learning development of greenfield industries International University of Science
environment that meets the needs of and ultimately diversification of and Technology (BIUST).
our customer, staff, and the market. economies.
They developed an application to
The refined College vision, mission To align with the national mandate for combat gender-based violence that
and values will be the anchors for skills development and contributing can send alerts to security officials in
the next chapter of BAC as the towards employment creation value case someone is in danger.
College traverses into greater chain, BAC introduced Venture
avenues of opportunities locally and
internationally.

Students Laptops/Tablets and Sim
cards
In order to prepare students for
the future of digitalization and
information technonlogy, the College
implemented students’ laptops and

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Another team of computing students entrepreneurship and innovation. To the staff and an improved teaching,
developed an Online Licencing date nine students have benefitted living and learning experience for the
System for Waste Carriers for the from this initiative and are at different students.
Department of Waste Management stages of implementation of their
and Pollution Control (DWMPC). start-up businesses and a total of As a result, the College produced
This system enables Council Officials P200,000,00 has been invested in this astounding results for the Class of
to register and apply for licenses to initiative. 2021 as history was made once again
become waste carriers and to also with a record high of 95 first class
renew those licences. BAC collaborates with students passes across all undergraduate
on various platforms to tap on degree programmes and 9 distinctions
This means that Batswana business their intellectual abilities, give attained across the master’s degree
owners no longer need to travel to them relevant industry exposure programmes.
cities to apply for a licence to carry and to build them to be quality
waste. It will also reduce fraudulent business leaders of tomorrow. The Another exciting achievement was to
registrations and other out of line collaboration has contributed to have the first female Valedictorian,
activities. elevating and propelling students into who was also the best overall student
the level they need to be business for the School of Computing and
More initiatives are being men and women they dream to be Information Systems.
implemented in partnership with through business support services.
the industry for students to develop She was awarded a joint scholarship
and implement workable solutions History in the making - art of between the University of Sunderland
with the support and guidance of perseverance in academia (UoS) and Botswana Accountancy
their lecturers. Entrepreneurship and Botswana Accountancy College College to pursue MSc Project
innovation have become important (BAC) embraced the technology Management at the UoS Campus, a
conversations the world over. and partnered with Botswana first and one of a kind for the College.
Telecommunications Corporation This is what perseverance is about,
Various technological advancements Limited (BTCL) to provide internet having the ability to pursue one’s
have been a catalyst for developments connectivity for students to purpose and the ambition to rise
in both entrepreneurship and continue learning wherever they above challenges to succeed.
innovation; and collaboration between are. Various online platforms were
innovators and entrepreneurs has used for teaching and learning, and I am delighted and honoured
resulted in big investments and the outcome of this investment is that despite all the challenges
delivery of life changing solutions. demonstrated by the exceptional experienced while going through
academic performance and results of constant uncertainties, the BAC team
Incubating students’ entrepreneurship the graduating Class of 2021. continued to demonstrate their agility
and innovation projects in the first and resilience to deliver exceptional
half of the year proved challenging The change in mode of learning from results. As we venture into the next
for several reasons including face-to-face teaching and learning, chapter of the BAC journey through
incubation expenses and budgetary to blended learning and ultimately the new strategic direction, I look
constraints and lack of incubation to full time remote learning has been forward to working with all BAC
space on campus, specifically the productive. employees and teams in unison to
Gaborone campus where most of our collectively reach our future goals.
entrepreneurship students are based. Therefore, the use and adoption of
technology for the College went I thank you all for keeping the BAC
Financing Business Start Ups to beyond the classroom. It gave vision alive and wish everyone
support entrepreneurship students an advantage to instantly blessings of all times!
The BAC Student Investment access information, the opportunity
Battlefield Start-Up Competition to connect and network, collaborate Ms. Serty Leburu
in Partnership with Botswana and innovate with their peers in local Executive Director
Investment & Trade Centre (BITC) has and international universities.
been running for the past four years.
The objective of the competition is to Our academic and support teams were
promote the spirit of entrepreneurship also able to leverage on the virtual
amongst BAC students to address services supported through the BAC
graduate and youth unemployment Cloud Computing. This facilitated
through nurturing and supporting seamless provision of services by

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GOVERNANCE

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Legal Status Centre (DATC) and the Botswana others to the; Companies Act,
The Botswana University College of Centre for Accounting Studies Education Act, Human Resource
Business Science (BUCBS) (trading as (BCAS); with a view to harmonise Development Council (HRDC) Act,
Botswana Accountancy College) is a professional accountancy training Botswana Qualifications Authority
tertiary education training institution and to curb the acute shortage of (BQA) Act, The BAC Constitution,
incorporated in 1996 in terms of Professional Certified Accountants The BAC Board Charter, King III
a Memorandum and Articles of in Botswana. This gave effect to the Code of Corporate Governance and
Association, in line with the Companies national development goals towards International Financial Reporting
Act Cap 42:01. The Memorandum and human resource capital development Standards (IFRS).
Articles of Association were revoked to meet the economic needs of
in 2011 when the College adopted Botswana. The new Botswana Qualifications
the Constitution under the new Authority Act, No 24 of 2013, has
Companies Act Cap 42:01. The purpose of the institution is introduced new dimensions to
achieved through several objectives compliance, introducing a stringent
The College was initially registered and as outlined in its Constitution: framework for accreditation as an
operated under the name Botswana amongst others to initiate, develop Education Training Provider (ETP) and
Accountancy College (BAC). In line and promote a broad range of for all programmes (current and new).
with the Corporate Strategy 2017- programmes in the profession of This has presented its challenges
2022 and in giving effect to one of the accountancy, initiate, develop and in terms of specific requirements
strategic objectives of transitioning promote flexible and innovative for new or additional resources and
to a university, the College changed long and short-term programmes; structures particularly in the academic
its name to Botswana University which include but not limited to front, the corresponding costs for
College of Business Science following information technology, tax, law, registration and accreditation and
a resolution of the Members in management, tourism, public the cost of delays for registration/
December 2018. finance and human resources and accreditation in terms of revenue
to foster academic research, which generation. Suffice to say that as at
The new Corporate Strategy 2022- contributes to the various sectors of the reporting period, the College has
27 was developed around the theme the economy. been accredited as an ETP. Lecturers
“Transitioning to a University”, have been duly trained and accredited
Governance Statement as moderators. The registration
which resonates with the vision to BAC is governed by the Board of process for all BAC programmes has
expand and provide quality education Directors. The role of the Board is to been completed, and the College
outcomes and impactful solutions provide oversight in the management is now pursuing the registration of
that transform lives in the region of the company towards sustainable new programmes with a focus on
and beyond. The name Botswana development and growth, in line new short-term online courses and
University College of Business Science with its Corporate Strategy; thereby non-credit bearing courses across the
is yet to be launched. However, from giving effect to its objectives as business spectrum.
a regulatory perspective, the new outlined in the Constitution. The
name is in use, trading as Botswana mandate of the Board is to provide The challenge that has surfaced bears
Accountancy College. oversight to Management in the on the quality of outcomes and the
implementation of the College College in partnership with industry
The College is incorporated as a Corporate Strategy. In doing so, the continues to lobby the Regulator
company limited by guarantee with Board provides reasonable assurance (BQA) to accept online learning as
the Members/Guarantors designated to the shareholders and all other the new mode of delivery of learning
in terms of the Constitution as the stakeholders that the company across all programmes. The College
Botswana Government through operates within the ambit of the law, recognises the critical need to
the Ministry of Tertiary Education corporate governance principles and continue to deliver on the mandate
Research Science & Technology other applicable framework towards without compromising the quality of
(MOTE), Botswana Institute of sustainable development, growth and learning outcomes that have become
Chartered Accountants (BICA) and the creation of shareholder value. synonymous with the brand Botswana
Debswana Diamond Mining Company Accountancy College.
(Debswana). The company subscribes to the
highest standards of business ethics, Board Structure
The primary objective for which compliance with applicable law The BAC Board gives effect to the
the College was established was to and other corporate governance requirements of the above legal
assimilate the operations of the then frameworks, and subscribes amongst and governance framework through
Debswana Accountancy Training

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GOVERNANCE cont.

the establishment of strategies and given challenges facing the business, Directors are appointed, removed
policies towards appropriate business prevailing market conditions and the and replaced by the Members, in
and financial risk management. It also primary need to maintain an effective accordance with the provisions of the
includes the approval of financial Board. Constitution and as further outlined
objectives and targets, structured in the Members Compact and the
reporting by Management, the The requirement for a majority of Board Charter. Directors serve
management of key stakeholder non-executive independent directors office for a period defined in the
relationships and collaborative resonates with the need to bring Constitution and or until removed by
partnerships. diversity, independent thought and the Member who appointed them or
objectivity in the discussions and upon resignation, whichever comes
The Constitution provides for a decision-making process. The Board first. A Director maybe re-appointed
majority of non-executive directors, has during the period, attended for a further term, provided they offer
comprising a minimum of six non- training to manage identified themselves for re-appointment.
executive directors and a maximum skills gaps and remain abreast Re-appointment shall as far as
of twelve members, including the with developments in the tertiary possible take into consideration the
Executive Director who is an ex- education space as well as principles performance of the directors and
officio member of the Board. The of good corporate governance; the need to rotate directors whilst at
composition of the Board shall, to remain relevant and efficient in the same time allowing for continuity
always reflect the underlying skills the discharge of its oversight role. by retaining at least one third of the
and capabilities required to attain Training included understanding risk, former directors in the new Board.
the College mandate; particularly in identifying key risks that affect the During the year under review, the
the context of a tertiary education business and providing oversight in Board was constituted as follows:
institution by bringing a proper the management of risk, by providing
balance of knowledge and skill, the necessary resources to circumvent
experience, resources required any potential exposure.

Name and Position Date of Qualifications and Current Position
Appointment
Doctor of Philosophy - 1990
Dr. Shabani Ndzinge 03 April 1996 Master of Science - 1983
Bachelor of Arts (Honours) - 1980
Chairman (independent non-executive)
University of Botswana (Lecturing Research,
Mr. Johannes Motshegare 13 July 2012 Publication, Service and Consulting)
2021 - Retired and undertakes private business
Non-executive (representing management and consultancy work.
Debswana)
Diploma in Statistics -1988
Ms. Serty Leburu 01 March 2016 B. A. Economics and Statistics -1990
Executive Director (ex-officio) Master of Arts in Manpower Studies (Human
Resources Planning -1993
BTech - Human Resources Development -2005
Management Development -2008

Senior OE & Talent Manager (Combined
Organisational
Effectiveness, Training & Development and
Talent Management) – Debswana

B Comm Degree
CIMA and MDP, FCPA

Executive Director -BAC

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GOVERNANCE cont. 05 July 2017 Chartered Institute of Management Accountants
(1997)
Mrs. Franciscah S Molefe Association of Accounting Technicians (1992)
Non-executive, representing
Debswana) 02 May 2019 Senior Finance Manager – Debswana
Mr. Moshe C Z Libengo 01 November 2018 MBA, FMAAT, FCCA FCA (Bots)
Non-executive (representing BICA) 25 June 2020
Financial Controller – BPC Morupule B Power
Ms. Tebogo Bagopi Station
Non- executive (representing Gov’t) Bachelor of Arts Social Sciences, (Accounting and
Public Administration
Mr. Maemo S D Mesotlo Cert in Enterprise Risk Management
Non-executive (representing BICA) MSc Strategic Management

Ms. Moeteledi Mvami Deputy Permanent Secretary (Corporate
Non-executive (representing BICA) Services), Ministry of Lands and Local
Government
Professor Ketlhatlogile Mosepele FCCA, FCPA, Certified Auditor
(Independent non-executive)
Managing Partner – MSD Mesotlo and Associates

14 October 2021 2020 BICA Council Member
2018 – ACCA

2016 – BICA Member

2007 Bachelor of Accounting
Institutional Training

April 2020 – Public Financial Management

Sept 2018 – Medium Term Fiscal Risks IMF-

AFRITAC, etc

Principal Finance Officer (MFDP)

PhD degree in Fisheries Biology and
Management, University of Bergen, Norway
(2019)

01 January 2021 MPhil degree in Fisheries Biology and
Management, University of Bergen, Bergen,
Norway. (2000)

Post Graduate Diploma (PG dip.) in Fisheries
Biology and Management, University of Bergen,
Bergen, Norway. (1999)

BSc degree In Fisheries Science, New Mexico State
University, New Mexico, USA. (1996)

Head of Department – BUAN and independent
non-executive director

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GOVERNANCE cont.

Mrs. Elaina Gonsalves 01 January 2021 [BSc, Dip.Ed., EMBA FCII, DipTHMIn
(independent non-executive)
Executive MBA, Barry University, USA (1992)
Table 1: Board Constitution
Bachelor of Science, University of the West Indies,
Jamaica (1976)

Diploma in Theology and Ministry, TEEC, South
Africa (2008)

Supernumerary Minister, Methodist Church of
Southern Africa; Gaborone

The table below outlines movements in the Board during the reporting period.

NAME *DOR NAME **DOA
14 October 2021
Maemo S D Mesotlo 06 October 2021 Mrs Moeteledi Mmvami

Table 2: Board Movements

Key: *DOR - Date of Resignation **DOR - Date of Appointment

By the end of the financial year (31 March 2021) the Board had initiated a recruitment process to fill vacant positions,
with a focus towards qualifications, skills and expertise that can progress the College agenda to transition to a university;
further given the requirements of digitalisation in addressing the demands of the market, Governments reset agenda and
managing risk that can compromise the delivery of learning and quality of learning outcomes

Board Sub-Committees
In the discharge of its mandate, the Board is supported by Sub-Committees of the Board as outlined in the Constitution,
and as further entrenched in the Board Charter. The Board Charter provides for three Committees as follows:

- The Human Resources Committee
- The Finance and Audit Committee
- The Academic Affairs Committee (renamed the Academic Oversight Committee)

The Committees operate under the delegated authority of the Board and are guided by the Board in terms of their
composition, scope of work, powers and authority. Committees of the Board provide a specialist forum for the
interrogation of issues given the specialist skill and expertise pertaining to the subject matter and plays an advisory role
to the Board. The modus operandi of each of the Sub-Committees is outlined in each Sub-Committee Charter.
During the reporting period, the Board Sub-Committees were constituted as follows period as follows:

Finance and Audit Committee Human Resources Committee Academic Oversight Committee of the
(FAC) (HRC) Board
Mr. Moshe C Z Libengo - Chairman Prof. K Mosepele
Mr. Johannes Motshegare
Mrs. Franciscah S Molefe Chairman Mrs. Elaina Gonsalves
Mrs. Elaina Gonsalves Ms. Serty Leburu- Executive Director
Ms. Tebogo Bagopi

Moshe C Z Libengo

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GOVERNANCE cont.

Maemo S D Mesotlo (resigned 06 Professor Ketlhatlogile Mosepele Dr Byron Brown - Deputy Executive Dir.
Oct 2021) ector (Academics)
Mrs. Moeteledi Mvami Ms. Serty Leburu - Executive
Director Mr. Oaitse Gabadirwe - Deputy
Ms. Serty Leburu - Executive Executive Director (Corporate Services)
Director
Mr. William Sekgatsa - College Registrar
Table 3: Board Committees
Mrs. Veronica Mphathi - Head, Office of
Strategy and Institutional Planning

The Board membership currently represents a diverse range of knowledge and skill, to adequately monitor the
implementation of strategy towards the discharge of the College objectives. These skills are reviewed on an ongoing
basis to ensure an effective Board that adequately meets the requirements of the business.

The Board recognizes the need to continuously review the governing framework of the College for compliance. In
addition, it accounts for any lapses or gaps in the implementation of applicable governing frameworks which include the
Constitution, the Board Charter and the Members’ Compact (which defines the relationship between the Members, the
expectation and responsibilities of the Members to each other and the College). It also includes ongoing developments
in corporate governance as outlined in terms of the King Code of Corporate Governance and other applicable codes.

Meetings of the Board
The Board and its Committees meet at least quarterly to discharge the business of the College. The Board can also
convene special meetings as may be required from time to time to dispense with issues that require immediate attention
and guidance by the Board in the discharge of its oversight role. For the period under review, the Board convened a total
of 21 meetings and the meeting of Members (AGM), to address the requirements of the business particularly around
the area of strategy development, human capital development, succession planning, risk management, infrastructural
development and compliance in terms of reporting requirements. During the reporting period, Board and Sub-Committee
meetings were held as follows:

Academic Oversight Human Resources Finance and Audit Main Board
Committee Committee Committee
21/04/21 (s)
20/05/21 11/05/21 19/05/21 27/05/21
30/08/21 17/08/21 24/06/21(s) 16/06/21 (s)
08/12/21 16/11/21 07/09/21 14/09/21
08/02/22 09/02/22 23/11/21 10/11/21 (s)
17/02/22 18/01/22
24/02/22 + AGM
23/03/22 (s)

Table 4: Board Meetings

Key:
(s): Special Sub Committee/Board Meeting

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GOVERNANCE cont.

There was a notable increase in Board activity during the period in providing the necessary oversight in the implementation
of two strategic areas around the financial sustainability of the College in view of the challenges presented by Covid-19
and ii) infrastructural development of Plot 61922, Fairgrounds; with a view to improve staff experience and enhance the
learning experience for students.

Directors Remuneration
Apart from the Executive Director, Members of the Board and Sub-Committees are paid sitting allowances which, as at
January 2022 were in line with applicable directives of Government. Board remuneration rates were revised following
approval by the Members at a meeting held on 24 February 2022 to P5000.00 for the Chairman and P3000.00 for each
member per sitting. During the period amounts highlighted per member were paid in the reporting period.

MEMBER POSITION DIRECTORS DATA TOTAL
REMUNERATION BUNDLES
Dr Shabani Ndzinge Board Chairman (Sitting Allowance) 29 845,00
Debswana (in respect of Mr Director 2 520,00 13 860,00
Johannes Motshegare) 27 325,00 2 520,00
Debswana (in respect of Mrs Director 11 340,00 12 300,00
Franciscah Molefe) 2 520,00
Ms Tebogo Bagopi Director 9 780,00 24 900,00
Mr Moshe C Z Libengo Director 2 520,00 30 558,00
Mr Maemo S D Mesotlo Director 22 380,00 2 520,00 10 080,00
Mrs Elaina Gonsalves Director 28 038,00 - 23 640,00
Professor Ketlhatlogile Mosepele Director 10 080,00 - 23 640,00
Mrs Moeteledi Mvami Director 23 640,00 -
TOTAL 23 640,00 - 7 260,00
12 600,00 176 083,00
7 260,00
163 483,00

Table 5: Board Remunerations

The variance is a function of position in the Board, applicable rates and the number of meetings attended.

Compliance with Corporate Governance Code
The College subscribes to principles of good corporate governance as entrenched in the King Code III and other
applicable regulatory framework. The College is working towards transitioning to King IV, as the College transitions
to university status. The Board consistently strives to ensure that the College is aligned with the requirements of good
corporate governance. Reviews are undertaken at designated times to measure the College’s compliance and or maturity
levels, identify existing gaps and developing deliberate strategies and initiatives to address same.

For the reporting period, the College has, save for the exceptions highlighted in the Appendix, aligned itself with the
Codes of Best Practice. The process outlined in the Appendix is augmented in terms of the reviews undertaken by
the Botswana Accountancy Oversight Authority (BAOA) on Financial Reporting Monitoring and Corporate Governance,
under the Financial Reporting Act, 2010. The last audit review was undertaken in 2019 and the College had developed an
Action Plan to address all identified gaps, with regular updates to BAOA on progress towards full compliance.

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EXECUTIVE MANAGEMENT
AND SENIOR MANAGEMENT

Ms. Serty Leburu

BAC EXECUTIVE DIRECTOR

Dr. Byron Brown Mr Oaitse Gabadirwe

DEPUTY EXECUTIVE DEPUTY EXECUTIVE DIRECTOR
DIRECTOR-ACADEMICS CORPORATE SERVICES

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Ms Tsholofelo Kebuileng Ms Lorraine Koobokile Dr Tebogo Magang
HEAD OF FINANCE AND MANAGER STUDENT SUPPORT DIRECTOR-SCHOOL OF BUSINESS

PROCUREMENT AND WELFARE AND LEISURE

Mrs Bongiwe Magocha Dr Veronica Makwinja Dr Galamoyo Male

HEAD OF LIBRARY SERVICES DIRECTOR-SCHOOL OF POST- DIRECTOR-COMPUTING AND
GRADUATE STUDIES INFORMATION SYSTEMS

Ms Lorato Matsheng Mrs Mpho Mokgosi Mrs Veronica G. Mphathi

ACTING DIRECTOR OF QUALITY HEAD OF MARKETING & HEAD OF STRATEGY AND
ASSURANCE AND ENHANCEMENT CORPORATE COMMUNICATIONS INSTITUTIONAL PLANNING

Mr William Sekgatsa Ms Enelys Shamakumba Mr Tebogo B. Tebogo Mr Gape Maplanka
LEGAL COUNSEL & BOARD HEAD OF INFORMATION &
THE REGISTRAR SECRETARY COMMUNICATIONS TECHNOLOGY FRANCISTOWN CAMPUS
MANAGER

Mr Ishmael Dipholo Mr Banoti Butale Mr Eugene Mwaba Mr Badubi Badubi

HEAD OF HUMAN RESOURCES HEAD OF INTERNAL AUDIT DIRECTOR-SCHOOL OF FINANCE CelIeNbraTtiEngR2G5 YeRarAs oTfETraDnsfForAmiCngILLivIeTs.ES
& PROFESSIONAL STUDIES MANAGER

30 21/22
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ENVIRONMENTAL, SOCIAL
AND GOVERNANCE (ESG)

The Environment, Social and toilets to preserve energy as well to provided with laptops and data sim-
Governance (ESG) is a gradually reduce electricity bills. cards for business continuity and shift
developing key strategic focus working schedules were established
area for organisations and leaders Motion sensitive taps were installed to cater for social distancing within
including the higher education sector. in some of the bathrooms for hand the work environment.
It is important for organisations to basins to allow the tap to be only
craft an ESG strategy, together with activated for the water to flow when To prepare students to be ready for
associated holistic implementation a hand is placed underneath. These the future of digital technology and
and communication plans outlining initiatives will result in significant information, the College created a
how the activities will influence and reduction in both electricity and students’ laptops, tablets, and data
empower the societies within which water bills, in the future. The roll out sim-cards scheme to empower them
they operate. will continue until all the facilities are to continuously learn on and off the
done. classroom, with convenience and
Botswana Accountancy College (BAC) flexibility to access learning material
is pleased to submit its inaugural Embracing a smart campus and resources remotely anywhere
ESG report based on the strategic technology to enhance teaching, anytime. The aim was to ensure that
initiatives that have been developed learning and service upon completion of their studies,
and implemented to enhance As part of the digitalisation plan, they have developed technical and
governance and sustainability of the BAC invested in upgrading its practical competencies that will
institution. It is the believe of the infrastructure to implement a Cloud enable them to adapt and assimilate
College’s Board and Management Based Solution which enabled with ease into the work environment.
that the output and impact of these creation of virtual learning platforms The devices enabled the students to
initiatives can assist BAC to attract, making learning materials to be be creative, innovative, and agile in
enrol and maintain students and seamlessly shared amongst the their approach to learning which led
employees including both from academic teams, students and to the highest pass rate of first classes
academic and support services. administrative support staff. In in the history of the College.
Another benefit is that this can lead addition, there was an upgrade on One of the biggest highlights aligned
to improved relations with other internet services to facilitate fast, to this is when BAC received a
stakeholders including government, free and reliable Wi-Fi throughout donation of a Huawei Lab estimated
public and private sectors as well campuses. When working from home at P360,000.00 from Huawei
as the communities that we serve. was introduced, employees were Technologies. The equipment, which is
The BAC corporate and social
responsibility falls within the social One of the biggest
pillar of the ESG framework. highlights aligned to

Our approach to ESG included the this is when BAC
following; received a donation of a

Environmental Huawei Lab estimated
at P360,000.00 from
Embracing a Green Campus to build
efficiency and sustainability Huawei Technologies. The
Through the Integrated Facilities equipment, which is housed by
Management department, BAC the BAC ICT Industry Skills Centre,
introduced an Integrated Smart is anticipated to contribute towards
Lighting & Utility Systems to create the development of the required
an environmentally friendly campus. skills and solutions for the industry.
Solar water geysers were introduced
at the student hostels to improve
energy efficiency and as an alternative
to reduce costs of electricity
consumption to conserving resources.

In addition, motion sensor lights were
installed in some premises including
some classrooms, staff and student

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ENVIRONMENTAL, SOCIAL AND GOVERNANCE (ESG) cont.

housed by the BAC ICT Industry Skills The ICT Department also introduced develop and implement CSR initiatives
Centre, is anticipated to contribute application virtualization platform to support the communities within
towards the development of the (parallels) to optimize connection which the college operates. The
required skills and solutions for the between client laptops and BAC initiatives are aimed at supporting
industry. The BAC Huawei Academy is servers on applications that did not and improving the learning of young
by far the biggest and the most active respond well to VPN. pupils at primary, junior and secondary
in the country with about 8 certified schools, local communities, out of
instructors in Routing and switching, Microsoft Teams was also promoted school youth and unemployed youth
Internet of Things, Huawei cloud allowing BAC staff to hold virtual with requisite lifelong learning skills.
and Artificial Intelligence. About 280 meetings, chats and collaborate on
students have been registered with documents. This allowed the BAC As a result, BAC can develop, nurture
the academy since March 2020. community to slowly migrate their and assist the affected youth to
files and workloads to Cloud storages have a mind of building sustainable
To deliver this prestigious donation including Microsoft teams, OneDrive ventures that can create employment
was the Vice President of Huawei for business and SharePoint. The for themselves and their peers. This
Botswana, Mr Frelimo Kebopetswe Zoom platform was mostly used for will in turn equip the youth with the
who highlighted that through the lab, webinars and virtual conferences. requisite skills and competencies to
they expect to produce 4th Industrial contribute towards improving the
Revolution Ready graduates at BAC. Social economic and social needs of our
The handover was officiated by the The importance of the value created societies for a long-lasting impact.
Honourable Minister of Education by Corporate Social Responsibility
and Skills Development Dr Douglas (CSR) for companies that actively Youth Training and Development for
Letsholathebe. The opening of the and purposefully encourage it cannot economic empowerment
Huawei Lab marked a key milestone over emphasised. CSR provides for Establishing strategic partnerships
in the history of BAC, and particularly sustainable improvement to withstand with government, industry and
the School of Computing & and persevere through economic, communities is part of that
Information Systems. As digitization social and environmental challenges contribution to skills development,
is part of the nation’s reset agenda that we face today as well as those we capacity building and youth
and is among the top priorities of the may encounter in the future. Having empowerment. One of the key
Government and the Ministry within operated and lived through the highlights for this year was the signing
which BAC exists, it is the College’s COVID-19 Pandemic heightened and of the Memorandum of Understanding
pursuit to collaborate with all relevant reinforced the need for community (MoU) between BAC and the
stakeholders to advance this priority. support and engagement. Ministry of Youth Empowerment,
A Virtual Private Network (VPN) was Sports, and Culture Development
promoted to allow users to access Through collaborations with various (MYESC) to facilitate training for
BAC servers/services from home. partners, BAC has been able to the youth for the advancement of
knowledge, innovation, and business
skills amongst Batswana youth. This
served as testament of BAC’s endless
efforts to collaborate, connect, and
exchange ideas and resources with
industry for the benefit of students,
the community, and the nation at
large.

Through this agreement, more youth
fund beneficiaries will be capacitated
to structure their business ventures
into sustainable start-ups that can
create employment opportunities
for the other youth, contribute
solutions to improve societal needs
and enhance the livelihoods of our
communities.

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ENVIRONMENTAL, SOCIAL AND GOVERNANCE (ESG) cont.

Promotion of lifelong learning and Since the charitable tournament was of Directors with representation of the
growth launched in 2019, the sponsorship guarantors, the College has to date
As part of the celebrations for the value has also increased by 23% from successfully increased the number
25th anniversary milestone, the the year that it was started due to of non-independent members of the
institution introduced a Scholarship the continuous participation of the Board which provides a high level of
worth P320,000 for the BAC Online sponsors and players showing their independence and diverse levels of
Learning professional Programmes. commitment to influence positive skills and expertise to the College.
The scholarship entails registration change that transform lives in our
fee, full tuition fees, Examination fees, communities. The leadership structure is led by
study materials, laptops and data sim the Executive Director with two main
cards. The scholarship will facilitate In the long run, we believe that the divisions including Academic Affairs
access to tertiary education and support and contributions through and Support Services.
promote lifelong learning of youth sponsorships will lead to improved
to advance their career aspirations corporate image, reputation, The King Code III of Corporate
whilst uplifting the livelihoods of the performance and business growth for Governance has been adopted by
less privileged in communities within both BAC and the sponsors. the College to guide its corporate
which BAC operates. governance and related principles.
In addition to raising funds, the golf day In terms of ethics, the College has
Beyond the 25th anniversary presents networking opportunities set ethical frameworks through
celebrations, BAC continually seek to for all stakeholders, encouraging the code of conduct that are also
give back to the community through new areas of collaboration, and embedded across the professional
making education a possibility to strengthening of relationships. accountancy programmes and have
the youth of Botswana. The BAC been made mandatory for all students
adopted schools, Sebele 1 Primary Governance in the professional programmes. To
School and Nxakato CJSS, continue The College is a company limited by complete an ethics module is part of
to benefit from the College in this guarantee and governed through their qualifications.
regard. As Nxakato CJSS has been democracy principles.
having a challenge with academically The overall code of conduct guidelines
challenged students due to learning The guarantors such as BICA and for employees are encapsulated in
disabilities, BAC has sponsored a total Debswana play an advisory role the General Conditions of Service
of twenty five students to undergo without any financial contribution while and parts from the document are
special education needs assessment the Government through the Ministry constantly shared with employees
with professional psychologists. These of Education and Skills Development in relation to various topics and
assessments are meant to identify any supports largely through annual themes. There are also other policies
learner disabilities and consequently student sponsorships and a small part which have been developed to guide
have specific resolutions tailored for in subvention to support operations employees’ conduct.
the various educational needs of the of the College. Governed by a Board
students.

Harnessing Collaborative
Partnerships for a good course
The BAC Annual Golf Day is a
community engagement initiative
which forms part of the corporate
social responsibility plan to raise funds
for initiatives to impact on the lives of
people within which BAC operates.
It is premised on the ideology that
BAC can make a much bigger and
significant impact through joint efforts
with its stakeholders. The BAC team
is grateful to have dedicated partners
who maintained their invaluable
support for the Golf Day despite the
challenges encountered due to the
COVID-19 Pandemic.

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OFFICE OF STRATEGY AND
INSTITUTIONAL PLANNING

Introduction (VUCA Times). Already a couple of new strategy. The projects office
The key functions of the OSIP are big projects are running, and the will develop a project management
Institutional Planning and Strategy College has been readying itself for a framework that will ensure proper
Management, Business Development transformation drive changing from a project prioritization, governance,
& Industry Engagement. The OSIP College to a University. monitoring, evaluation, and reporting
coordinates and monitors the to ensure congruence and efficiency,
formulation, implementation and The Change Management efforts but also to ensure that the BAC staff
review the performance of the in the outgoing year have not been and students are adapting well to the
institutional strategy to ensure without challenges. changes happening in and around the
that the intents of the long-term College.
institutional plan, corporate goals While there were plans in place
and vision are actualized through the to manage the people-side of the Business Development
strategy alignment and cascading to changes brought about by the effects The Business Development function
all departments of the institution and of the pandemic key strategic projects aims to harness opportunities in the
the institutional strategy formulation. in the College, and the execution was market with the overall aim of growing
not always effective and/or timeous the third-stream revenue for BAC. The
Strategy Performance Review and due to COVID-19, fatigue, lack of COVID-19 pandemic slowed down
Institutional Strategy Formulation funds and lack of capacity in other the engagement appetite for most
The year 2021/22 was the final year areas. The art of change management, organisations that were targeted for
of the 2017-2022 Strategy period as a relatively new phenomenon in the business development purposes in the
and it presented the College with project management space, still needs outgoing year, making it a challenging
the opportunity to pause and reflect to be fully understood and, socialised year for business development.
on past performance; drawing on and in some areas accepted. This will
key learnings and business/industry be carried forward and threaded as Industry Engagement
trends which informed the new a way of working going forward with
Strategy cycle. proper governance structures for Industry Partnerships
ease of execution. In the year 2021-22, BAC developed
The College management developed new industry partnerships and signed
a new Institutional Strategy for the A central ‘Projects Office’ shall be Memoranda of Understanding (MoU)
five years 2022/23 to 2026/27. established in the OSIP in 2022- with Debswana and the Department
23 as one of the initiatives of the of Waste Management Francistown
Furthermore, as it has become
normal practice, a consultative More than ever before the
approach to strategy development College exists in a fast-
was followed. The BAC staff paced, ever-changing
and students have contributed environment that is
to the strategy development
through consultative sessions held volatile, uncertain, complex
prior the commencement of the and ambiguous. Already
formulation process. The outcome a couple of big projects
of the formulation resulted in a new
compelling Vision for the Institution, are running, and the College
a revised mission that well articulates has been readying itself for a
the BAC reason for existence, the BAC transformation drive changing from
shared values as well an inspiring ‘Big,
Hairy, Audacious Goal’ upon which a College to a University.
the team shall unite in congruency.
This then will inform the performance
contracts for the strategy period.

Change Management
More than ever before the College
exists in a fast-paced, ever-changing
environment that is volatile,
uncertain, complex and ambiguous

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OFFICE OF STARTEGY AND INSTITUTIONAL PLANNING cont.

City Council. Active collaborative start operating their companies with The project team is arranging better
engagements were conducted financial assistance from their parents. collaborative approaches, to ensure
with the Local Enterprise Authority Three (3) applied for BAC Investment completion of the programme.
(LEA) and the Debswana Diamond Battlefield competition for funding
Company. BAC shall continue to and did not make it as two had just LEA-BAC Graduate Consultancy
foster deeper relations with existing graduated, while two (2) applied for This is a year-long project which
partners while seeking newer avenues Youth Development Fund. engages BAC students as consultants
to broaden BAC partnerships. to assist select LEA SMME clients. The
This was a pilot run, and the plan is to initiative is geared towards enhancing
Employability and Entrepreneurship incubate a larger number of student graduate employability (through the
Programmes start-ups using the learnings from the hands-on experience) and cultivating
This year BAC concluded two (2) pilot run. graduates’ entrepreneurial skills
out of the classroom pilot projects, (through real-world problem solving).
which aimed at enhancing students’ Microsoft App Factory
innovation and entrepreneurship • Initially, 84 participants were
skills. A new Consultancy project was This programme was conducted in matched to 14 LEA registered
introduced for graduate employability SMMEs, 11 SMMEs in greater
enhancement. Updates on the three collaboration with Microsoft Africa Gaborone and 3 SMMEs in
(3) projects are as follows: greater Francistown.
and Botswana Innovation Hub
“Readi 2 Trade” • In January 2022, more
This is an entrepreneurship incubation (BIH). Approximately fifty-three (53) participants showed interests
project designed for enterprising and the number of participants
students. The pilot run started in students were linked with five (5) enrolled increased from 84 to 101
the month of May 2020 and ended and the SMMES increased from
in June 2021. During this pilot run, industry partners and challenged 11 in greater Gaborone to 13 and
the nine (9) shortlisted students were from 3 in Francistown to 9.
supported to develop their ideas to provide them with ICT solutions.
from ideation through to the point • The presentation of the
where they started raising capital to The programme was due to run for 6 diagnostic stage findings is
facilitate the start-ups. scheduled for the month of
months, however, due to operational May 2022, for both Francistown
Two (2) students have been able to and Gaborone campuses and
pandemic-related challenges graduation is planned for the
next financial year.
experienced in the pilot run, a

decision was made to allow it to run

up to June 2021.

The four (4) prototype solutions
were in development halted due
to collaborative challenges and
low commitment from students in
completing the work that was started.

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Annual Report

INTERNAL ACADEMIC
AUDIT PORTFOLIO

The Internal Audit provides independent, The College provides a diverse portfolio of
objective assurance and consulting activity programmes offered through four Schools in
designed to add value and improve the College’s partnership with internationally recognised
operations. The department’s understanding of universities, professional bodies and the industry.
internal auditing is derived from the Institute
of Internal Auditors, Inc. definition which is: Overall the College performed well across
“Internal Auditing is an independent, objective the various schools having to navigate the
assurance and consulting activity designed to complications posed by the COVIC-19 Pandemic.
add value and improve organization’s operations. Both the academic and support services teams
collaborated to provide innovative and enhanced
It helps an organization accomplish its objectives teaching and learning solutions for continuity
by bringing a systematic, disciplined approach of learning to enable the students to complete
to evaluate and improve the effectiveness of their studies.
risk management, control, and governance
processes”. Most of the experienced challenges were in
relation to access to the required technology
The department delivers risk-based internal and connectivity required for online supported
audit engagements in accordance with the learning. This was even more imperative in view of
International Standards for the Professional the 100% virtual learning that had been adopted
Practice of Internal Auditing, as well as risk for the most part of the 2020/21 Academic year.
management services to appropriately identify, Challenges of access to technology resources
manage and mitigate strategic and operational required for online supported learning though
risks within the College. addressed to some extent, continued to pose a
challenge to teaching and learning, and access
The following was achieved during the ensuing to specialised labs.
year;
However appropriate measures were put in
• 80% of the approved Internal Audit Plan place and implemented to not to disadvantage
was completed affected student by ensuring and to ensure that
student achieve the set programme learning
• Two (2) Management requests/AD-HOC outcomes. The ICT Help desk also introduced
audits were conducted and completed additional support lines to assist students
with connectivity issues to provide alternative
• Total active Follow-up audit issues during solutions for the students to access learning
the year were 27. materials.

• 12 recommended actions were Some students were not able to go for industrial
implemented, and issues closed from attachment and interventions in the form of
previous report. projects and assignments were done to support
the students to attain the credits required for
• Quarterly Board Reports were produced them to complete their qualifications.
• The BAC ERM Project started in the

reporting year.

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QUALITY ASSURANCE
AND ENHANCEMENT

CCeelelebbraratitningg2255YYeeaarsrsooffTTrarannssfoformrmininggLLiviveess. .

38 21/22
Annual Report

Overview

As part of ensuring that quality is The role of the Quality
given focus and embedded into Assurance function is to
the functions of the institution,
BAC recently established a Quality ensure that internal
Assurance & Enhancement (QA) processes and products
Department. It oversees the Safety
Health and Environment (SHE) meet the regulatory
and Quality Assurance functions. standards and aligned to
Previously this function was under the international best practice
portfolio of Organisational Strategy in higher education with the intent
and Institutional Planning Department of providing exceptional student
(OSIP).
experience.
The role of the Quality Assurance
function is to ensure that internal initiatives that the College continued COVID-19 Vaccination status
processes and products meet the to use to restrict the spread of the The SHE team continues to refresh
regulatory standards and aligned to virus and protect its people are and share COVID-19 protocols and
international best practice in higher summarized as follows: arrangements with both students
education with the intent of providing and staff to highlight personal
exceptional student experience. • Blended Learning, with more care, caution and responsibility and
The function is also responsible for engagement still done through also encourages to do COVID-19
ensuring that all health and safety risks online delivery mode for social e-vaccination card. To date a total of
and hazards are identified and dealt distancing and face-to-face 652 students were vaccinated at the
with as far as reasonably practicable reserved for practicals and BAC centres (268 in Francistown and
to provide a safe and conducive revision classes 384 in Gaborone).
working and learning environment for
staff and students. • Remote working for staff The Challenges encountered in
continued at 80:20 in favour of relation to the vaccination include non-
Safety Health and Environment remote work for social distancing disclosure of COVID-19 Vaccination
The QA function provides an overall and with flexibility to move status by students and eligible
compliance oversight to the adherence to 50:50 where there was an students still citing fear of vaccination.
and effective implementation of improvement in the statistics Mitigation measures employed
Safety Health and Environment (SHE) include continued encouragement to
policies, procedures, and protocols. • Increased education and students on vaccine uptake by sharing
In order to promote the SHE culture guidance regarding compliance, more information on the benefits and
within the college a policy has been especially with on-campus importance of vaccinating.
developed and SHE policy sessions students and during college
are being conducted for all staff events. In addition, monthly SHE awareness
and these sessions will be on-going for learners were conducted. These
to ensure that there is continued • Accelerated procurement of started with focusing on incident
adherence. laptops for students to support reporting, infection control, fire safety
remote working and learning. and emergency preparedness.
COVID-19 Measures
BAC has continued to implement • Increased internet provision for
safety measures to curb the remote access, particularly for
contraction and spread of the virus students.
amongst staff and students. While
the College had implemented 100% • Additional SHE office personnel
virtual learning mid-year amidst and PPE for critical staff.
the COVID-19 Delta-variant, the
restrictions for remote learning were
reduced as the national statistics
improved towards the year end. The

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QUALITY ASSURANCE AND ENHANCEMENT cont.

Quality Management System for all the Education and Training teaching and learning requirements
In an ever dynamic and evolving Providers (ETPs) learning programmes in the blended approach. However,
teaching and learning environment, has been set for the next year. there are areas for improvement
the internal key business processes raised by students that need to be
in teaching, learning and assessment Module Evaluation Student addressed.
as well as support services must Feedback Survey
continuously be enhanced to be more The Module Evaluation student It is imperative to note that feedback
suited for purpose to ensure that they feedback surveys are conducted is constantly given to students
are in line with International Quality every semester in both the Gaborone following the survey on the identified
Standard as well as best practice and Francistown campuses. The key concerns and the corrective
hence the introduction of the BAC student voice being heard through measures that the College has put in
Quality Management System. surveys informs management place.
decisions regarding the teaching and
The QA function oversees the student learning experience in the Internal Quality Audits
implementation of the College-wide College as well as it being a measure The cycle of internal quality audits
Quality Management System (QMS) of performance. It is through this to ascertain the effectiveness of the
project that commenced in April 2021 initiative that College leadership can quality management system were
and is scheduled to be completed in understand the students’ evolving completed for all the Departments
February 2023. needs and expectations and at the and Schools for continued quality
same time give room to resolve enhancement. BAC’s Quality
The outcome of the ongoing identified gaps through Quality Management System (QMS) Internal
project has been the re-engineering Management System and related Quality Audit was carried out virtually
and documentation including structures. for the Gaborone and Francistown
standardisation of processes and more Campuses with reference to the ISO
integration of functions at BAC for the Following the surveys, management 9001:2015 standard.
achievement of higher quality. The uses the findings and insights to
outcome also includes development address student concerns. As a result, The audit objectives were to:
of guiding and supporting documents the College has since introduced
that include the Quality Policy a campaign dubbed “You Said It”, • Evaluate the level of
Statement, Academic standards as “We did It’. The campaign report implementation of the newly re-
well as Customer Service Standards was produced and updated regularly engineered processes
for continued quality enhancement by Management giving progress on
and compliance. concerns that are raised by students. • Determine conformity of these
The feedback is then shared with processes to the requirements of
Regulatory Compliance the students through the Student ISO 9001:2015
QA also ensures compliance with Representative Council (SRC) and
regulatory requirements with the class representatives. • Identify Opportunities for
intent of provision of exceptional Improvement
student experience. The College has The average 2021 student feedback
made submissions of Qualifications score was 3.71. While this score is The audits were successfully
and Learning Programmes to the two below the Strategic Target of 4/5, it conducted by a pool of appointed
regulators: Botswana Qualifications is deemed a good score considering internal quality auditors for the
Authority (BQA) and Human Resource that module delivery was done during College who successfully went
Development Council (HRDC) for an unforeseen pandemic. The score through ISO Awareness accredited
approval and almost all qualifications generally indicates that the College training and have been now declared
have been approved. The deadline is doing well in terms of meeting as ISO certified internal quality
auditors.

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Celebrating 25 Years of Transforming Lives. Celebrating 25 Years of Transforming Lives.

21/22 41
Annual Report

OFFICE OF THE
REGISTRAR

The office of the Registrar is an competent graduates equipped with academic records
active, dynamic office that provides the skills to occupy various positions • To manage examinations,
central services to administrative and as employees or employers through
academic units as well as Botswana business start-ups and perform publish results and releasing of
Accountancy College’s over 5000 outstandingly well in the business and transcripts
students and more than 14,000 or specialised leadership positions for • To produce and publish
alumni. which their studies have equipped academic calendars
them for. • To interpret and enforce
Mandate academic policies.
The department strives to provide Services offered • Provide, on request, service,
personalized attention while serving The Registrar’s office provides a wide and assistance to other
the vast number and variety of range of services across the College administrative users of
constituents on campus both in to facilitate a seamless and fulfilling the Student Information,
Gaborone and Francistown. The team student experience. including assistance with
has a keen appreciation for the role data interpretation and
it plays in supporting critical College • Maintain the permanent understanding, query
initiatives. In that light, its major academic records for all schools programming, and the and the
focus is on how the registrar’s office in the College, including scheduling and production of
can be a major contributor to BAC’s processing grades recording reports.
initiatives and do so in a way that qualifications granted for all • Organise welcome sessions for
balances innovation with preserving students past and present. first year students
the accuracy and integrity of the • Manage Alumni Association and
students records for which they are • To maintain the College official conduct Tracer studies
the custodian of. course inventory
Achievements
Purpose • To admit and enroll students • Successful implementation
The Office of the Registrar aims to in the College across the four
provide the students with a business schools and online learning unit of Grade book (student
school environment and experience management system)
that will assist the academic • Management of student • Development and optimisation
departments in their efforts to information and provision of of Departmental processes
produce well rounded individuals. The academic transcripts service to • Implementation of a robust
aim is to ensure delivery of quality and all current and former students. Examination management
system for the College
• To ensure the accuracy,
preservation, and privacy
of institutional and student

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LIBRARY AND
INFORMATION SERVICES

Academic libraries in higher learning possible, the librarians compiled a The library strategic deliverables for
institutions are in a period of rapid list of free e-resources to faculty and 2021/22
evolution. Technology, pedagogical students. The main key drivers of the library
shifts, and programmatic changes in services initiatives during the year
education mean that libraries must Some of the e-resources are included developing a focused, core
continually evaluate and adjust their academic-orientated in the form collection of print and electronic
services to meet new needs. Research of e-Textbooks. Examples are resources to support instructional
and learning across institutions are VitalSource e-Textbooks, Pearson’s and research needs. Improving
becoming more team-based, crossing digital materials, Cambridge Textbook the quality and relevance of the
disciplines and dependent on Collection and ScienceDirect. As with collection by systematically assessing
increasingly sophisticated and varied all teaching on campus during the the information resources needs of
data. pandemic, library instruction rapidly the academic community. The team
shifted online, using platforms such also worked towards enhancing
To provide valuable services in this as Zoom, Microsoft Teams. access to information resources by
shifting, diverse environment, BAC utilizing information communication
libraries came with new ways to No. of Hits 70000 technologies.
support research, teaching, and 60000
learning, including collaborating with 50000 A comprehensive bibliographic
academic department. 40000 instruction program to graduate
30000 students with information literacy
Globally, the COVID-19 pandemic 20000 competencies was provided including
negatively affected all sectors 10000 introduction of new students to the
including the education system, 0 complexities of BAC library facilities.
forcing all the academic institutions e.g., Online membership registration,
and libraries to be closed for safety. 2019/2020 32,807 online book loans etc. Students who
However, this emergency brought 2020/2021 57,805 have little or no information seeking
many opportunities and calls for a skills with a broad range of library
digital shift for libraries. resources were familiarized with the
resources. Additionally, students were
New Library initiatives for 2021/22 informed of newly acquired resources
In response to COVID-19, the library and services through the various
services team proactively took steps social media platforms. Students can
to create a rich digital content to be also contact the librarian for pertinent
accessible remotely by both students questions through these medias.
and researchers. Taking advantage of
the free offers that are not otherwise Table 6: Statistics for access to
digital content (2021/22)

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SCHOOL OF POST GRADUATE STUDIES

Overview postgraduate certificate, and diploma, Key achievements
as well as a host of non-credit bearing For the year 2021- 2022 the school
The mandate of the school is to training programmes. had cumulative total enrolment,
develop the human capital of the across all programmes of 624
country and the wider region through The masters’ programmes include students, this is shown in table
the provision of postgraduate related MSc Strategic Management, MSc 1. Under the master’s degree
education and training, supported Project Management, Executive MBA, programmes, Strategic Management
by consultancy services, research and MA Procurement and Logistics continues to enrol the largest intake,
and innovation. This further includes Management. The short programmes followed by Project Management. In
the provision of corporate learning include Enterprise Risk Management, the short programmes, Enterprise
which is responsible for work-based Public Sector Project Management, Risk Management continues to enrol
learning solutions through training Infrastructure Finance, Public Sector the largest intake, followed by Public
of employees. The school strongly Procurement and Tender Process Procurement.
supports lifelong learning and has Management and Finance for Non-
customized its education and training Finance Managers.
agenda with that in mind. The school
offers masters’ degree programmes,

Programme 2020-2021 2021-2022
# of students # of students

1. Master of Business Administration 57 56
2. MSc Strategic Management 84 104
3. MSc Project Management 78 93
4. MA Procurement and Logistics Management 14 46

Short Programmes

1. Enterprise Risk Management 246 236
2. Infrastructure Finance 16 0
3. Public Sector Project Management 36 34
4. Public Sector Procurement and Tender Process Management 61 55
5. Finance for Non-Finance Managers 29 28

Table 7: Student enrolment as of March 2022

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SCHOOL OF POST GRADUATE STUDIES cont.

Graduation Performance
The total graduation and throughput from the masters’ programmes stood at 64% (53% in 2020-2021) of students, against
an expected 90% students. Non graduation is due to several reasons including students taking leave of absence, retakes,
and withdrawals. A total number of nine distinctions was attained across the Master’s degree programs. The number of
merits increased by six students from 42 to 48 compared to the year 2021 while the number of passes increased by eight
students from 36 to 44 graduates in 2022.

Corporate Learning and Leadership
Between March 2020 and April 2021 total completion rate for short courses remains high.

Year PGC ERM PGC PSPM CERT PSPTPM CERT FFNFM TOTAL

2021-2022 131 19 36 48 234

Table 8: Total number of students for
short-term programs

Online Learning Unit Student experience and success All academic staff undertake Online
The online learning unit was consist of the following: Teaching Inductions and Authoring
established to build a dynamic and Inductions
flexible online and remote learning • Providing clear induction to and staff then receive a digital badge
mix of provisions. The Unit supports ensure students are clear from as recognition of their achievement.
the College’s goal of increasing the outset what is expected from In addition, each student has a
quality access to online and remote them dedicated Personal Academic Tutor
learning. Online learning courses are (PAT) as well.
defined as a course in which at least • Holding regular live sessions to
80% of the direct instruction of the engage and inform students Enrollments
course is delivered using some form Students Headcount on online
of technology when the student and • Effective use of Moodle online learning as at 31st March 2022 with
instructor are separated by time or platform to provide up to comparators;
space, or both. date information and regular
announcements
The unit embarked on operational
initiatives to promote online learning • Provision of continuous
awareness and improve student assessment to support
experience and success involved; scaffolding of learning and to
inform summative assessment

200
180
160

140

120

100

Enrollment 20/21 80
60
40
20

0

Enrollment 21/22 AAT CIMA ACCA BICA CFA TOTALS

Table 9: Online Learning Students

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Annual Report

SCHOOL OF POST GRADUATE STUDIES cont.

New Courses
The following courses are available as either online or face to face. Plans are underway to increase the number of courses
including bespoke offerings to cater for skills gaps in places of work.

No Name of Non-Credit Course Description
Bearing Short Course

1 Corporate Governance The training capacitates board members to ensure a sound basis for an effective
and Board Evaluation corporate governance framework, empowers and equips the Board with skills
required to perform their duties as Directors, ensure a thorough understanding
of the key areas of the code of corporate governance, introduce best practices of
the Board for an effective and efficient management and promotes transparency,
accountability, fair disclosure, and equitable treatment for all stakeholders across
the organisation

2 Estate and Trust The Estate and Trust Management course provides learners with the knowledge
Management and skills needed when devising a holistic estate plan for a client – including
recommendations on saving estate duty as well as the ability to improve an
existing estate plan

3 Business Continuity The course is designed to enable learners to develop an appreciation of the

Management necessary skills and knowledge required during a disaster in the workplace so as to

ensure the company maintains normal business operations with minimal disruption

4 Global Supply Chain Managing intangibles in a changing environment such as supply chain relationships,

Management and managing information, knowledge, management, learning organisations,

Logistics understanding value chain integration, impact of technology across the supply

chain, outsourcing of elements, or all, of the supply chain and supply chain

management as a service

5 Public Sector The training course is designed to present, discuss and provide guidance on key

Governance and Ethics governance principles, rules, best practice recommendations and various issues,

pertinent to public-sector organizations

6 Emotional Intelligence This course is for anyone seeking to develop their understanding of emotional
resilience, through the learning of key concepts and personal reflection. Anyone
experiencing or working in difficult and challenging situations will benefit from this
short course

7 Anti-Money This Anti-Money Laundering (AML) is designed to help those who work within the
Laundering regulated financial services sector. The course explains what money laundering
is, how it can be recognised, and how to put in place controls to prevent financial
crime. The course covers the laws around money laundering and explains what
your responsibilities are for recognising, reporting and preventing money
laundering and terrorist financing

8 Strategy In Global This course focuses on strategy and strategic management within the global
Markets context. The course will be based on strategies that businesses can employ to
identify opportunities, sustainable competitive advantages and grow

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SCHOOL OF POST GRADUATE STUDIES cont.

9 Improving Business The training is designed to help understand and be able to implement recognised
Performance best Practice tools and techniques which are aimed at maximising both
business and people performance. The primary objective the course is to offer
10 Computer the opportunity to think differently about approaches to improving business
Technologies in operations holistically and profitably
Society
This course provides a wide-ranging transdisciplinary introduction to the evolution
and application of increasingly complex and powerful digital technologies.
Particular attention is given to the impact of technologies on society, the individual
and the environment

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SCHOOL OF COMPUTING AND INFORMATION SYSTEMS

Overview (NC), Information Communication Human Capital resource.
Technology (ICT) and Business
The School of Computing and Intelligence and Data Analytics Key achievements
Information Systems (SCIS) is (BIDA). As of 31stMarch 2022, the school
renowned for its undergraduate had an enrolment of 957 students.
degree offerings. Its education and An important arm of the school is This figure is higher compared to the
training mandate is delivered in the Industry Skills Centre, which same measure for the last reporting
partnership with the University of in addition to its primary purpose period at which the number was
Sunderland which confers two of the to impart ICT Industry Skills to the 932 students. This increase in total
degree awards, with the rest of the College ‘s graduates, also trains student enrolment is attributed to
degree programmes being awarded professionals in industry standard and the progression of students on the
by the SCIS. vendor specific courses. BIDA (year 4 in Francistown and
year 2 in Gaborone, Mobile and Web
The school offers programmes that The SCIS has produced graduates Technologies and ICT programmes (in
are enablers for driving business who have gone on to setup their own Gaborone) to the next academic year
growth and, prepares professionals companies. The School is a leader level resulting in an increase on the
to be life-long learners in the areas in producing relevant and skilled overall student numbers enrolled to
of Computer Systems Engineering graduates in the ICT Industry. To these programmes. The enrolment
(CSE), Applied Business Computing date the School has contributed over numbers for the 2021/22 academic
(ABC), Mobile and Web Technologies 1000 graduates to Botswana‘s skilled year are indicated below.
(MWT), Network Computing

Gaborone Campus Francistown Campus Total Enrollments

Gaborone Campus 756 201 957
351
Bsc Computer Systems Engineering 274 77
382
Bsc Applied Business Computing 89 89

Bsc Information Communications Technology 56 56

Bsc Mobile Technologies 3434 258 124
Bsc Business Intelligence & Data Analytics

Bsc Network Computing 45 45

Figure 2: SCIS Student enrollment dashboard - as of March 2022

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SCHOOL OF COMPUTING AND INFORMATION SYSTEMS cont.

Teaching and Learning Performance

Graduation Performance
A low graduation rate of 52% and 60% were achieved for the BSc (Hon) NSE and the BSc (Hon) BIDA respectively. The
low graduation rates were mainly due to issues of student conduct which the School continues to address. Out of the
62 students who did not graduate, 66% (41) of them had to retake 1 or 2 modules to graduate with an honors degree.
A significatnt improvement in the quality of passes was achieved, with a record-breaking achievement of 53 first class
passes in the 2020/21 graduation period.

SCIS 20S2C1ISAc2a0d2e1mAicaYdeeamr FicinYaelaYreFaira/nGarlaYdeuaart/ioGnraRdeusautltios n Results

70

60

Percent \ Count 50

40

30

20

10

0 BSc (Hon) CSE Bsc(Hon) ABC Bs c (Hon)ICT Bs c(Hon)Mtec Bs c(Hon)NS Bs c(Hon)BI DA
65 25 30
Candidates 22 35 12 28 7 6
1st class award 21 5 9
2.1 award 3 558 1 3
2.2 award 2
3rd Clas s 1 17 6 11 12 12
Uncl assi fi ed 4 13 18
HE Credit 12 32 52% 60%
Decis ion held till next Board 53
Total graduating 82% 1
Percent Graduating
1

11

815

27 11 23

77% 92% 82%

Award Classification and Rating

Award Classification and Rating

Figure 2: 2021 SCIS Graduation result

An average graduation performance A small decline was experienced for Human capital developed
rate of 74% was achieved in the the BSc (Hon)CSE and the BSC(Hon) One staff member completed his
2020/21 reporting period with four BIDA when compared to the 2019/20 self-funded PhD studies and was
out of the six graduating programmes graduation rates. However, a awarded a PhD. Another staff
attaining graduating rate of above significant decline was experienced member completed his Master of
75% with a highest graduation rate of for the BSc (Hon) ABC when compared Science studies and was awarded an
92% and a lowest graduation rate of to the previous year. MSc Degree. The SCIS also took over
77% for the BSc (Hon) ICT and the BSc 25% of its academic staff through
(Hon) ABC respectively. targeted skill enhancing technical
short courses.

Celebrating 25 Years of Transforming Lives.

50 21/22
Annual Report

SCHOOL OF FINANCE AND PROFESSIONAL STUDIES

Overview Key achievements the higher end. In order to mitigate
the impact of disruptions posed by
The mandate is to produce competent Teaching performance the COVID-19 Pandemic, the school
business professionals to drive As at 31st March 2022, the school has introduced virtual classes to
economic growth and diversification had a total enrollment figure of complement the existing face-face
globally. The school strives to inculcate 1,261 Students. This number is delivery mode.
professional excellence, leadership significantly lower when compared
skills, lateral thinking, and ethical to prior enrollment of 1,677 as at A number of initiatives have been
values in our graduates through a 31st March 2021. The enrolment has implemented to support effective
highly competent and dedicated declined significantly largely as a delivery of virtual classes and
staff compliment. The programmes result of failure by the school to attain these include the implementation
are offered through collaborative budgeted enrolment numbers for of Moodle LMS, BPP Enhanced
partnerships that include Botswana first year students in July 2021. The classroom LMS and Microsoft teams
Institute of Chartered Accountants total number of school leavers from as part of a learning management
(BICA), Association Chartered and secondary schools declined sharply as system to support synchronous and
Certified Accountants (ACCA), performance for school leavers was asynchronous learning.
Chartered Institute of Management affected by the effects of COVID-19
Accountants (CIMA), Association Pandemic. The school also produced largest
of Accounting Technicians (AAT), number of BICA graduates (10) in the
Chartered Institute of Procurement Progression and graduation current period when compared to
and Supply (CIPS), Professional Overall student progression rate prior years.
BA(Hons) Insurance; Certified Internal ranged between 60% - 100%, with
Auditors (CIA) and PGDT-Post AAT being at the lower end and The table below show the graduate
Graduate Diploma in Taxation. PGDT at the higher end. The school number between April 2021 and
has a target progression rate of 70%. March 2022 including comparatives.
Graduation rates ranged between It shows a very good improvement in
36% - 100% with CIPS and AAT the graduation rate compared to the
being at the lower end and PGDT at previous year.

Celebrating 25 Years of Transforming Lives.