BONELA adopts new strategy

CHANDAPIWA BAPUTAKI
Staff Writer | Monday November 22, 2010 00:00

The strategy is meant to re-organise and develop internal systems and procedures to sustain the organisation's efforts. BONELA board chairman Tshiamo Rantao told the annual general meeting (AGM) that after several years of rapid growth, it became clear that certain things have hampered organisational effectiveness and delivery.

'We left asking ourselves if we achieved the results and what results did we achieve. In the end, the results have to be measurable and that is why there is need to define the character and identity of BONELA,' he explained.

Rantao stated that the strategic plan of 2007-2012 enabled BONELA to carry out various activities, which led to current achievements. But lack of linkage between strategies and programme formulation resulted in poor synergy in the implementation.

He said the objectives that were developed to guide implementation were not based on results to be achieved nor aligned to the organisation's mission.

Hence, the board found it fit to review the existing strategy to tackle the challenges. The current vision: 'Making human rights a reality in the response to the HIV/AIDS pandemic in Botswana' has been retained. But the mission has been modified to read: 'BONELA is a national network that promotes a just and inclusive environment for people affected by HIV/AIDS through advocacy and capacity building'.

Rantao explained that the values of the organisation have been reviewed to ensure resonance with the organisational agenda and appropriateness in facilitating a culture necessary to carry out the strategic plan and meet stakeholder expectations, in line with the spirit of Botswana's Vision 2016.

'BONELA does not have the institutional mandate, national coverage nor have resources to change laws and policies.

This leaves the organisation with one option, which is to advocate,' he said.

He added that BONELA is only established in Gaborone although issues of human rights emanate from all over the country.

He acknowledged that to change laws, BONELA needs strategic partners and networks.

He said appropriate high level outcomes and goals that would guide programming and organisational efficiency and effectiveness would be developed as part of strategic objectives. 

'The identified goals will guide the development of a costed implementation plan that will ensure an integrated performance measurement framework that identifies objectives, indicators, targets and timelines,' Rantao said.