The Afcon Morocco 2025 has come and gone. It had taken Botswana more than a decade to qualify since they made their maiden appearance at Afcon 2012.
As was the case back then, Botswana came unstuck from their recent AFCON outing. The chasm between the country’s players and their counterparts from the rest of Africa was too wide to fathom.
Ranked as the lowest among the whole lot, the Zebras lived to that billing. No win or draw, seven goals conceded, no goals scored and not surprisingly, the first team on the plane back home. This was another chastening experience.
But unlike in the aftermath of her similarly chastening experiences of 2012, valuable lessons, hard as they may be, were learnt. From the ashes of the Afcon Morocco 2025, Botswana, like a phoenix, plans to rise.
No longer willing to wait another decade to qualify and ‘just participate,’ the Botswana Football Association Technical Development Committee (BFA TDC) has come up with a plan.
That plan comes in the form of a visionary strategy known as the BFA Strategic Framework 2036. The ten-year strategic framework was presented to the BFA National Executive Committee (BFA NEC) for adoption during its meeting at Cresta Thapama in Francistown this past weekend.
The presentation was made by two of the country’s experienced coaches and administrators, Dr Daniel Tau and Sikalame ‘Six’ Keatlholetswe. The two were accompanied by BFA Technical Director Kaelo ‘Wire’ Kaelo and BFA vice president technical Tebogo ‘Tico’ Kamati.
As a BFA NEC member at the helm of technical department, Kamati says the framework is ‘a 10-Year Long-Term Athlete Development Plan, guided by a clearly defined Botswana Football DNA.’
The framework is expected to be implemented in ‘manageable four-year cycles,’ and implemented through annual operational plans. The process of implementation is expected to start immediately. The initial process, which is the revision of the BFA strategy by the TDC, will commence this month.
Speaking to Sunday Standard Sports on the sidelines of the BFA NEC meeting, Tau and Keatlholetswe described the strategy as one that ‘will guide all BFA operations for the next ten years.’ It is expected to also create a clearly defined Botswana Football DNA.’
“We are talking about a vision for football in the country. And the important thing is that we want this vision for football to be aligned to the national vision. This is why we are now talking about a ten-year strategic framework,” Tau says.
This alignment with Botswana’s Vision 2036, is particularly in context of the country’s ambition of building ‘a high-income economy supported by stronger institutions, human capital development, youth opportunity, national pride and international competitiveness.’
“We want to align to the national vision so that when Botswana evaluates itself in 2036 with regards to where they are with the high-income status they want, football should say we contributed we have contributed in this manner.”
“During these ten years, we want to see ourselves develop players who will of course excel in football, but at the same time should be able to trade their talent by playing in lucrative leagues globally as professional players,” Tau explains.
To ensure there are yardsticks to measure success, the strategic framework will have Key Performance Indicators (KPIs) and high-level targets. At the end of the ten years vision in 2036, the Zebras and the Mares should be champions at COSAFA level.
In terms of continental and world level rankings, the Zebras should be in the top ten (10) in CAF rankings and top sixty (60) in the world, while the Mares should be top seven (7) in Africa and top seventy (70) in the World.
Enroute to those lofty rankings, it is envisaged for both the Zebras and the Mares to be semi-finalists at COSAFA level in 2028 and finalists by 2032. In terms of rankings, the Zebras should be in the top twenty (20) in Africa and top 100 in the world by 2028, while achieving a top fifteen (15) ranking in Africa and top eighty (80) in the world by 2032.
The Mares on the other hand will be expected to be in the top twenty (20) in Africa and top 120 in the world by 2028, and be in the top ten (10) in Africa and top ninety (90) in the world by 2032.
To achieve this, both Tau and Keatlholetswe say there will be a need for continuity irrespective of who assumes the leadership at BFA. As such, they believe that with the strategic framework in place, whoever assumes the BFA office will work towards achieving the vision instead of tearing down everything to start his or her own new vision.
While not entirely taking football politics out of football development, it is envisaged that the strategic framework will minimise its interference. “Just like with the national Vision 2036, whoever comes will work towards achieving the vision of this strategic framework. It will only be reviewed when it reaches its maturity, thus ensuring continuity.”
As this is a long-term vision, the development of players who will help achieve this mainly targets talented players between the ages of 12 years and under 17 years. These players will be expected to be aged between 22 years and 26 years and in their prime when the vision ends in 2036.
“To achieve this, we want to find that one generational talent who can make the country and the world stand up. Unfortunately, no one knows where that player is. So, we will have to spread our net wide across the country and find the player because if we miss them, it will take many more years to find another.”
“All these things that we do. This strategic framework as well as everything that it entails, is all working towards finding that generational talent wherever it may be,” Keatlholetswe explains.
Tau and Keatlholetswe say the country should never wait more than a decade to qualify for another AFCON. As such, the strategic framework will ensure the country has a holistic approach towards achieving this.
