Saleshando critiques UDC governance model
Tsaone Basimanebotlhe | Monday February 16, 2026 10:09
In his response to the 20260-2027 Budget Speech on Wednesday in Parliament, he described the issues as the primary 'leak' in the national “sekgwama.”
Saleshando emphasised that strengthening governance is not merely an abstract concept, but one with tangible economic implications.
“Improved governance fosters investor confidence, both locally and internationally, as investors prioritise predictability, transparency, and adherence to the rule of law,' he stated.
The BCP leader also said improved governance enhances investor confidence, both domestic and foreign, because investors value predictability, transparency, and the rule of law.
“The rot in several parastatals is anchored on poor governance. Boards of parastatals are not appointed on merit, and Ministers can overturn their decisions to accommodate political interests. “Botswana Railways and Botswana Development Corporation are clear examples,” he pointed out.
Furthermore, he said, when policies are clear, institutions are strong, and oversight is effective, the cost of doing business declines and investment decisions become less risky.
Saleshando, who is also the leader of the Opposition, pointed out that strong governance improves public service delivery by ensuring that funds allocated to sectors such as health, education, infrastructure, and social protection are translated into outcomes rather than being lost to leakages and mismanagement.
He warned that there is need to stop saying people who are corrupt and incompetent are also “untouchable”.
“How is that possible when laws are there against such conduct? Some senior public servants are guilty of acts that continue to escalate financial losses, as in the Butterfly case, yet the public officers remain on our payroll,” he bemoaned.
Moreover, he said, at present, Botswana’s governance framework, particularly in public financial management, suffers from critical gaps.
In addition, Saleshando pointed out that Parliamentary oversight remains weak, while accountability mechanisms lack enforcement power, and performance-based budgeting is largely absent.
“Equally concerning is that National Development Plan projects are not legally binding on the Executive, allowing deviations without parliamentary consequence.
“This weakens accountability and undermines long-term planning. Addressing these weaknesses would immediately improve fiscal discipline, reduce wasteful expenditure, and ensure that every pula spent delivers measurable value,” he said.
He, however, said in this sense, governance reform is not a cost to the economy; it is one of the most powerful tools available to stabilise and revive it. As such, he said Botswana needs a Budget Act.
The Maun North Member of Parliament added that this statute gives legal force to the budget approved by Parliament, clearly defining roles, timelines, accountability, and consequences for deviation. Furthermore, he said it strengthens transparency, limits discretionary spending, enhances oversight, and ensures that public funds are spent strictly in line with national priorities and development plans, turning the budget from a political statement into a legally enforceable social contract with citizens.
“We need to empower the Public Accounts Committee (PAC) to enforce recommendations. Botswana urgently needs an independent Parliamentary Budget Office, similar to a Congressional Budget Office, to provide non-partisan fiscal analysis, cost policy proposals, oversight of special funds regulation, and monitor debt sustainability,” he said.
He stated that governance without legal teeth is merely administration and oversight without capacity is ceremonial. On that, Saleshando said the fight against corruption and waste must move from rhetoric to ruthless system design.
He said that need for full implementation of the e-Procurement system with open, real-time data on all government contracts and beneficial ownership disclosures. According to him, the information should be accessible to the public.
“Not like now, where, for example, we will hear that a certain Steve was given a contract of nearly one billion pula, but when we ask for details of the contract, those cannot be availed,” he revealed.
He said a continuous forensic, independent audit of all State of Emergency expenditure, and expenditure from the Special Funds, with outcomes being made public.
He, however, said they learnt last week that Special Funds have previously been abused and used arbitrarily. Therefore, he said, if public procurement is continuous, forensic financial audits must also be continuous.
Also, he stated that the government wage bill continues to be crowded by ghost workers, weak controls, and fragmented systems, which also undermine service delivery.
On the other hand, he revealed that integrated human resource and payroll systems, and incentivised exit packages for older civil servants, can create space for young, qualified, unemployed graduates. He said this is how Botswana can harness its demographic dividend rather than allow it to become a demographic liability. He said if they cannot increase their student allowance, at least let us create conditions for them to find decent employment.
Still on governance, Saleshando said the government must also learn to do more with less by leveraging partnerships rather than duplicating functions.
He said that where public institutions perform poorly while private counterparts succeed, partnerships can improve risk management, reduce costs, and enhance efficiency.
“Where the private sector can deliver a service efficiently (petroleum industry), government should not seek to be a competitor but remain a regulator,” he stated.