Annual Report July 2017 – June 2018
Connecting Leaders for Good Leadership and Sustainable Development Dialogue, Executive Education & Information UONGOZI Institute inspires and equips leaders to provide good leadership, as well as deliver inclusive and sustainable solutions by: Enhancing Skills, Sharing Ideas, and Stimulating Discussion amongst Strategic Leaders in Sub-Saharan Africa.
Our development initiative works with strategic leaders whose Contents actions directly affect the lives of African citizens. We nurture those at the forefront of national and regional development in Africa; thus From the Chairperson 4 our efforts produce a wide-spread influence on the advancement of From the Chief Executive Officer 6 Sub-Saharan Africa. Highlights 9
We Connect with leaders and connect leaders to other leaders, Strengthening Leadership through Executive Listen to their concerns, Respect their work environment, and Education 14 then Strengthen their proficiency. We support African leaders Advancing Good Leadership and Sustainable to strengthen their ability to better serve their organisation and Development 20 nation. Deepening Knowledge with Research 26
UONGOZI Institute introduces and reinforces concepts and good Promoting Leadership and Sustainable Development 34 practices in leadership and sustainable development through dialogue, executive education, and pertinent information. While About UONGOZI Institute 40 these actions can be taken as standalone events, they are often Finance 41 mutually reinforcing. Auditor’s Report 42
Financial Statements 45
Collaborative Relationships 48 62 Msasani Road, Oyster Bay P.O. Box 105753, Dar es Salaam, Tanzania Phone: +255 (0) 22 260 2917 Email: [email protected] www.uongozi.or.tz @UONGOZI @UongoziInstitute www.youtube.com/UongoziInstitute UONGOZI Institute UONGOZI Institute’s Board of Directors
Dr. Stergomena Lawrence Tax Dr. Cristina Duarte Mr. David Walker Ms. Iina Soiri Executive Secretary, Southern Former Minister of Former Director, European Director, Nordic Africa Chairperson African Development Finance, Planning and School of Administration, Institute, Sweden Dr. Kristiina Kuvaja-Xanthopoulos Community, Botswana Public Administration, Belgium Deputy Director General, Department for Africa and Cape Verde the Middle East, Ministry for Foreign Affairs, Finland
Dr. Laurean Ndumbaro Prof. Penina Mlama Prof. Joseph Semboja Permanent Secretary, Professor, University of Chief Executive Officer, Vice Chairperson President’s Office, Public Dar es Salaam (UDSM), UONGOZI Institute Prof. Idris Kikula Service Management Tanzania Former Vice Chancellor, University and Good Governance, of Dodoma, Tanzania Tanzania
2 Annual Report July 2017 – June 2018 3 From the Chairperson
proactive and practical manner, rather than taking the leaders to realise their full potential in advancing supporter, collaborator or client, I think you will find easier and often popular path of simply criticising. I sustainable development. yourself pleased to form an association with UONGOZI appreciate that this organisation supports strategic Institute, as I have been since joining the Board. leaders with their policy work and personal professional As part of my orientation, I spent time with the development. Institute’s Staff seeking their thoughts on the Institute’s performance, challenges they were facing and their Strategic leaders are the centre of UONGOZI Institute’s hopes for the Institute’s future. I was struck by their activities and it is important that we understand these commitment to the ideal of fostering good leadership leaders before we seek to build their knowledge and and promoting sustainable development; along with strengthen their performance. Furthermore, there their understanding that these two factors are linked and are personal, social, and structural issues which can reinforce each other. This mutual dependence cannot be Kristiina Kuvaja-Xanthopoulos hamper or advance desired change. The Institute seeks ignored if we are to make a sound contribution towards to connect with leaders, listening to their concerns and a prosperous and equitable Africa. issues in confidence; acknowledging the constraints and shortcomings they face in their work environment. I am grateful for the calibre of my fellow Board Members; their international backgrounds in development and There are actions that strategic leaders can take to education will aid us to lead the organisation well. A create a culture where good leadership is expected major focus for us Board Members will be to guide In May 2018, I was honoured and excited to be – and delivered – by fellow leaders, employees and UONGOZI Institute to continuously develop value-added appointed by the President of Tanzania, His Excellency citizens. The Institute shows strategic leaders how to approaches to leadership, and seek for new sources of Dr. John Joseph Pombe Magufuli, as Chair of UONGOZI set out and attain key behaviours, explaining sources financial support and collaborative partnerships. The Institute’s Board of Directors. I was excited about my of motivation, what actions can be taken to improve Board Members and Staff desire that UONGOZI Institute appointment as I knew that this young organisation one’s own ability and the ability of those they lead. increases its regional presence, and further promote was already known for its work in Sub-Saharan Africa, Furthermore, we recognise that to be effective, our sustainable development. The Institute is already well especially in East Africa. As I have acted a relatively short interaction with leaders should be based on shared recognised in Eastern and Southern Africa, particularly time as Chair, I will focus on my first impressions about values. The Institute’s Board and Staff publicly uphold the with its annual notable event, the African Leadership the Institute in this year’s annual report. values of good leadership and sustainable development; Forum, which attracts an august attendance of former highlighting examples of the potential of, and results African Heads of State and current senior leaders. The It is all too easy to criticise a leader’s shortcomings, yet from, sustainable development. Institute should build on this presence to achieve more. how does criticism help a leader to face challenges, mitigate intractable issues and plan for sustainable The Board and Staff of UONGOZI Institute understand If you are already a supporter of UONGOZI Institute, development? This is how UONGOZI Institute differs that essentially, our role is to motivate and enable others then we thank you for your contribution, which I assure from some organisations when it comes to issues of to consciously embrace good leadership and sustainable you, reaches strategic leaders in Africa, and champions leadership development in Sub-Saharan Africa. The development. We seek to earn the trust of leaders sustainable development. For those who do not know Institute provides support and services that are relevant by creating positive relationships and consistently UONGOZI Institute then we hope that this annual report to leaders’ needs, well-grounded and contemporary. provide the best expertise we can. With their trust and encourages you to connect with the Board Members It is refreshing to find that this organisation works in a collaboration, the Institute inspires and equips strategic and Staff of the Institute. Whether as a potential
4 Annual Report July 2017 – June 2018 5 From the Chief Executive Officer
Could the Institute provide what was needed by the Becoming the Trainer of Choice for negotiation skills for training, knowledge sharing, and policy debate. leadership cadre we had chosen to support in their international contracts for the Government of Tanzania. efforts to bring about a prosperous, equitable and This is just one example of the high-level recognition of These are just some examples of our achievements sustainable Africa? the relevance and effectiveness of our courses. for this year. I hope our supporters and clients will be Would the intended clients, these strategic leaders, Facilitating development of the Public Service Reform satisfied with our work as they read the full report to willingly become involved with the Institute? Programme III of the Government of Tanzania, and learn of our activities during July 2017 to June 2018. Could the Institute prove it could assist senior leaders to being suggested as a leader of one of the five key result hone their performance and better shape their working areas of the Programme. This is an official recognition This year, there was a change in the composition of environment? Would these leaders find our executive of UONGOZI Institute’s growing reputation as an expert our Board Members, brought about by their mandated education and client specific tailored support packages on leadership in Africa. term coming to an end in 2017. I thank the retired useful? Would they value our activities to stimulate Holding two major policy events relating to peace Board Members for their unwavering support and wise discussion and share knowledge through forums and and security. We were honoured by the attendance guidance of UONGOZI Institute during our formative more? of seven former African Presidents, as well as leaders years. All of us at the Institute welcome our new working in differing spheres from 23 African countries. Chairperson and Board Members, who come from five In summary, could the Institute make a positive contribution Our Institute has reached the level of credibility nations. We are fortunate to have new Members with a to African leadership and sustainable development in whereby we can attract such prestigious involvement wealth of experience in sustainable development, public Africa? at our events. policy and administration, education, economics and This document reports on UONGOZI Institute’s performance Organising the fourth Leadership Essay Competition finance, and international relations. They will steer us well during its eighth year of operations and I believe that the Eight years on the answer is yes, as you will learn from under the topic: If you were a leader, what would as we continue to foster good leadership and promote Institute is on the right path. reading this annual report. It gives me pride to see what you do to ensure that peace and security is achieved sustainable development – factors vital for Africa’s our Institute now offers, how we have refined our products and sustained in Africa? Over 3,000 African citizens progress. The sustainable and effective growth of UONGOZI Institute and services and expanded our network. We interact with aged between 18 and 25 years, from 31 countries, requires careful planning and boldness, and openness to those at the forefront of Africa’s national and regional participated; a dramatic increase on previous The major challenge we faced this year was the trying something new. When we began operations in 2010, development, reaching strategic leaders whose actions years. Their response is an example of the growing departure of six staff members, due to further studies, our supporters and ourselves shared, and indeed still hold, affect the lives of many citizens. understanding by African citizens of the critical role that other employment and retirement. Most organisations in the conviction that: leadership plays in Africa’s sustainable development. developing countries encounter the problem of a high Leadership is the key to achieving sustainable Some highlights from this year include: staff turnover, particularly where international agencies development; The first graduation of our executive programme, We laid the groundwork for two new initiatives; a offer more lucrative benefits. These Staff members will The development of a leader requires specialised Postgraduate Diploma in Leadership. A total of 30 partnership with the United Nations University World take what they have learnt at UONGOZI Institute with grooming; and senior leaders graduated. This year-long ten module Institute for Development Economics Research them as they rise to become leaders in their profession. An African model of leadership is vital to achieve diploma, the first of its kind in Tanzania, is operated in University, which will result to a Research Fellow joining Fortunately, we were able to fill most of these vacancies. successful development outcomes in Africa. conjunction with the Aalto University of Finland, with us during the 2018/2019 period. We also developed a Our conviction was firm, yet our supporters took a risk on us lecturers from Finland, the Netherlands, United States of tailored programme; Women and Leadership. This broad I began this statement raising the questions UONGOZI during our formative years of operations: America and here in Tanzania. programme for women leaders will include mentoring, Institute’s Board, Staff and supporters posed during our
6 Annual Report July 2017 – June 2018 7 Highlights Issues we addressed this Year Through Dialogue, Executive Education & Information nascent period. Clearly, we have surmounted these risks. Now we face a new challenge, that of growth. This growth will be carefully planned to ensure we meet the specific needs of those strategic leaders we foster, rather than for the sake of growth itself as an achievement.
Building an Integrated Monitoring of Local Content Our desire for growth brings up a key issue for us: Minerals Industry securing additional support through funding and Negotiation Skills Women and Political partnerships. We appreciate those who have supported Leadership Peace and Security us since the Institute’s beginning; yet now is the time Corporate Governance Personal Leadership and to seek more relationships – as we desire to increase Emotional Intelligence our efforts to help African leaders better serve their Cultural Values, Organisa- tional Culture and Leader- Public Service Improvement organisations and nations. We must increase our reach ship Formation Public Service Reform and; offer more regionally, as our regional involvement E cient Public Service via forums, training and the sharing of knowledge Delivery Results-based Management have resulted in high levels of interest in our work. It is Enablers and Disablers of Risk Management and also important to ensure that our future is on a secure Transformational Change Internal Control Systems financial footing, as the Institute could, potentially, be Enhancing Local Content Socio-cultural Determinants vulnerable to a change in funding policies of donors. As and Local Participation of Leadership any strategic leader would know, we must look to the Environmental Manage- Strategic Leadership ment in the Extractive future and guard against any potential pitfalls. Sector The Circular Economy Ethical Leadership The Social License to I am confident that, with your support, UONGOZI Operate Institute will increase its efforts to help African Foresight and Visioning The Use of Future Oil and leaders to strengthen their ability to better serve their Gender Equality Gas Revenue in Tanzania organisations and their nations. I ask that supporters and Green Industrialisation Value Addition in the clients continue to work with us and tell other leaders Extractive Sector Industrialisation and organisations about UONGOZI Institute. For by Youth Participation and growing and working together, we can nurture those International Gas Outlook Non-violent Resistance and Implications at the forefront of national and regional development in Africa, thus creating a wide-spread and enduring influence on Africa’s advancement.
Joseph Semboja
8 Annual Report July 2017 – June 2018 9 Key Achievements July 2017 to June 2018
O ered 26 courses to Developed to contribute to 100% ‘Women and the national TUNISIA of attendees Leadership’ e orts in MOROCCO rated our training programme addressing the as very high, or gender gap in leaders high quality ALGERIA leadership LIBYA
EGYPT WESTERN SHARAH from our debut Held 4 regional and 6 Postgraduate national forums. MALI Diploma in CAPE VERDE MAURITANIA NIGER o atten ee rate our CHAD SUDAN Leadership 1,010 ERITREA leaders leaders and 7 former pol oru a er Programme African Heads of or ual t graduated State attended BUKINA THE GAMBIA DJIBOUTI GUINEA BISSAU FASSO GUINEA BENIN
NIGERIA COTE SOUTH SIERRA LEONE TOGO CENTRAL SUDAN D’VOIRE AFRICAN ETHIOPIA GHANA REPUBLIC LIBERIA Appointed as Completed CAMEROON t e BIOKO EQUATORIAL GUINEA SOMALIA Trainer of Choice 14 UGANDA EQUATORIAL GUINEA ‘Negotiation skills o ern ent re ear KENYA for international pro e t SAO TOME CONGO o an an a Published GABON contracts’ RWANDA 6 DEMOCRATIC REPUBLIC BURUNDI OF THE CONGO SEYCHELLES CABINDA PROVINCE TANZANIA
UONGOZI Institute interacted with Leaders from these countries in our Forum and Courses Recommended entered our ST. HELENA COMOROS to lead the t e ANGOLA MOZAMBIQUE MAYOTTE FRANCE leadership area 3,108 annual essay o ern ent ZAMBIA in the Public young Africans competition MALAWI Service Reform o an an a from 31 African Programme III countries ZIMBABWE MADAGASCAR MAURITUS NAMIBIA BOTSWANA REUNION
SWAZILAND While the majority of our work is with Interviews eet t e Tanzanian leaders, this year we directly SOUTH AFRICA LESOTHO 7 recorded ea er an n o u tele on interacted with leaders from these pro ra e Interviews African countries in forums we hosted aired 12 or co-hosted, as well as in our executive
education. created with mapchat.net ©
10 Annual Report July 2017 – June 2018 11 Summary of our Achievements since we began
Since commencement in 2010 until mid-2018, UONGOZI Institute has:
Delivered over 110 courses to over 3,700 senior government leaders from Tanzania and sub-Saharan Africa countries. The Institute currently offers 34 executive education level courses; including a year-long Postgraduate Diploma in Leadership in collaboration with Aalto University Executive Education, Finland.
Hosted strategic leaders from the public, private and civil society sectors in over 55 policy dialogues, featuring internationally recognised subject experts.
Held the African Leadership Forum under the patronage of the former President of Tanzania, His Excellency Benjamin Mkapa. This annual forum brings together former and current African Heads of State, as well as other prominent leaders to discuss critical issues concerning the continent’s sustainable development. Five forums have been held in Tanzania, South Africa and Rwanda; attended by current and former Heads of State from Botswana, Ghana, Malawi, Mozambique, Namibia, Nigeria, Rwanda, Somalia, South Africa, Tanzania, Tunisia and Uganda.
Undertook and shared the findings of over 35 research projects on issues of leadership, societal development and sustainable development.
Conducted and aired over 55 interviews on two themes. Meet the Leader: a series that features in-depth personal interviews with former and incumbent Heads of State and international organisations from across the globe. In Focus: a series that provides insights and an in-depth look into the issues driving development across Africa, featuring some of the leading and renowned experts across the world. These shows are available on free DVDs and through the Institute’s website and YouTube channel.
Created two Leadership Resource Centers, which offer information materials on sustainable development, leadership, philosophy and social theory. Anyone can access the Resource Center, and borrow books upon becoming a member.
Strengthening Leadership through Executive Education
We were pleased to find an increased demand for leadership executive education this year, resulting in We support African leaders to enhance reaching more leaders than ever before. Our most their leadership skills and deepen their popular two to five day courses covered aspects of understanding of the complexity of leadership. strategic leadership, ethics, and good governance. This Key achievements during the year: demand was borne out of the Needs Asessment we conducted last year, which indicated that gaps such as Offered 26 courses to 1,006 leaders. leaders’ inadequate capacity to form effective teams, inspire others and provide positive feedback, were Delivered one regional programme leading to poor morale and unhealthy relationships. To with participants from 6 countries. Hon. George Mkuchika (MP) delivers keynote address. help address these deficiencies, most of our leadership 100% of participants rated our workshops now include the module ‘Personal Leadership and Emotional Intelligence’. Leading for results is another leadership development training The Group Director of Aalto University Executive in negotiation skills for high-stake international as either ‘high quality’ or ‘very high area which continues to attract interest. Education of Finland, Professor Pekka Mattila, contracts. This is a testament of the worth and practical quality’. emphasised the long-term impact of the Programme: applicability of our work. UONGOZI Institute is now We were proud to hold the first graduation of our 100% found their training either “I think this Programme is a showcase of long-term thinking officially responsible for building the capacity of three Postgraduate Diploma in Leadership Programme, ‘relevant’ or ‘high relevant’ to their and investment. Strong leaders in the Government and Government Negotiation Teams: Oil and Gas, the which is delivered in collaboration with Aalto University work. public sector in general are key to creating structures that Bagamoyo Special Economic Zone, and the East African Executive Education, Finland. 30 out of 32 participants, enable economic growth.” Crude Oil Pipeline. Held first graduation of our one-year largely from the Tanzania Police Force, graduated. The executive programme, Postgraduate second cohort, comprising of 34 senior leaders from The President’s Office, Public Service Management Diploma in Leadership. various ministries and public institutions, began the and Good Governance, called upon us to facilitate Programme in April, 2018. Appointed as trainer of choice for development of the third phase of the Public Service ‘Negotiation skills for international Reform Programme in Tanzania. Thus, we held two Speaking at the graduation ceremony, the Minister contracts’ by the Government of workshops for 21 senior, current and former Government Tanzania. of State, President’s Office, Public Service and Good officials and academics. Furthermore, we are pleased Governance, Hon. George Mkuchika (MP), underscored that UONGOZI Institute features in this substantial Recommended to lead the leadership the uniqueness and high quality standards of the area in the Public Service Reform public service reform plan as the lead for the leadership Programme: “As the Minister responsible for Public Service Programme Phase III by the area, one of the five key result areas of this plan. Other and Good Governance, I am very proud to see public Government of Tanzania. key result areas include: incentives and accountability; officials receiving leadership training of high global Some of the Postgraduates during the Ceremony. service delivery processes; human resource Developed ‘Women and Leadership’ standard from a local institution. It is indisputable that management; and reform coordination. programme. some of you were born with leadership capacities, but Another gratifying occurrence for us this year was experiences and research inform us that leaders can be being appointed as a Trainer of Choice in building the made through the process of teaching, learning and capacity of officials from the Government of Tanzania observation. This Programme stands as proof of that.”
14 Annual Report July 2017 – June 2018 15 the Liquefied Natural Gas team undertook training We also reached out to young leaders, organising for on ‘Negotiation Skills for Complex Contracts’ and the first time, a one-day seminar for 500 student leaders subsequently, attended three retreats to sharpen of the Tanzania Higher Learning Institutions Students their strategies and tactics for their ongoing Organisation to nurture their thinking on personal and negotiations. They also joined the East African ethical leadership. Crude Oil Pipeline team to attend training offered as part of the African Development Bank funded The high demand for our executive education from project ‘Institutional Support for Domestic Resource within Tanzania resulted to only 1% of participants Mobilisation and Natural Resource Governance coming from outside of Tanzania this year. Project’. This focused on the key provisions included in petroleum regimes, laws, and regulations; with It is part of our organisational strategy to increase the the aim that afterwards attendees would be able number of courses we hold on a cost-sharing basis. We to independently draft and negotiate term sheets surpassed this year’s target of 6 courses, with 14 courses for host government agreements. Four subsequent being partially funded by the clients. Regional Training on Negotiation Skills High-Stake Contracts and Deals in the Oil and Gas Sector. retreats were held for these negotiators. Having realised that holding a long-term programme, We received 42 requests from different organisations to for example a two-week course, poses a challenge provide executive education. We were able to deliver 16 attendees, our, desire is to enhance in-depth learning courses in response. The number of requests for training and eventually, have a greater impact in a shorter time We were also pleased to collaborate with two This year we trained 153 negotiators: has increased from 6 in 2015/16 to 35 in 2016/17, and 42 span of a leader’s development. We have learnt that new partners, the Columbia Center for Sustainable 36 senior governmental officials from Ghana, this year – a sevenfold increase in two years. it is not feasible to keep participants with high-level Development and the International Senior Lawyers Namibia, Nigeria, Rwanda, Tanzania and Uganda leadership responsibilities away from their offices for Project in the refinement and implentation of attended a six-day course on negotiation skills Overall, 32% of this year’s training attendees were two weeks. Several participants were forced to drop- our negotiation skills courses. Through lectures, relating to the oil and gas sector. female, an increase on previous years. However, our out of their course in order to return to their duties. We presentations, sharing of experiences, role playing of 54 Permanent Secretaries and Deputy Permanent intake is always limited by the gender balance of leaders, exist purely for leaders, and whatever we offer must fit high-stake negotiations and case studies, participants Secretaries from Zanzibar attended the African as all those who undertake our courses must meet in as much as possible with their work environment; for learn skills and techniques to bargain and secure deals Development Bank funded course ‘Negotiation Skills certain course requirements. Recognising this gender this reason, long-term block courses will no longer be that should bring substantial benefits for their country. for Executives’, intended for the heads of negotation imbalance, we developed a new programme: Women featured in our curriculum. Topics include key issues in negotiations, common teams in high-stake investment deals. and Leadership. This programme includes mentorship mistakes in negotations of high-stake deals, contract While under our four-year Natural Resources and sponsorship initiatives, training, knowledge sharing UONGOZI Institute’s executive education addresses management, diplomacy and communication, and Management Programme, we continued to build and policy dialogue. With this programme, we intend to three core leadership competencies: Making Strategic the roles of owners, chairs and hosts of negotiations. the negotiations capacity of the three Tanzanian contribute to the national efforts in addressing under- Choices; Leading People and other Resources; and Thus, we introduce concepts and skills, then support Government Negotiation Teams. The team representation of women in leadership and decision- Excelling in Personal Qualities. We deliver courses implementation through our follow-up retreats. Here, we working on the Bagamoyo Special Economic making positions in the spheres of politics, government, customised to the local environment. anticipate that attendees apply what they have learned Zone attended training and a subsequent retreat business and civil society. We are seeking a partner to from the programme to position and strengthen their before undertaking the first tripartite negotiations support this special programme for women, please current negotiations. between Tanzania, China and Oman. Those from contact us if you are interested.
16 Annual Report July 2017 – June 2018 17 A total of 789 leaders undertook these courses this year
Strategic Leadership This course explores ways to apply different leadership styles. It provides guidance to leaders on how to develop visions that adapt to, and remain competitive in, a changing political, technological and socio-economic climate.
Strategic Leadership This programme considers the high impact that leadership styles have on Personal Leadership positivity and productivity of the workforce. It offers insights into participants’ and Emotional interpersonal communication abilities, which help to identify ways of maximising Intelligence particular strengths to improve personal and organisational performance.
Foresight and Visioning This course is about embracing the essence of sustainable development and taking the lead in turning the development trajectory towards a more sustainable future.
Ethical Leadership The outcome of this course is for participants to have an understanding of ethical leadership; how it reflects on their organisations, and how to apply and promote ethical conduct and values.
Corporate Governance This programme covers governance roles and responsibilities of directors on boards, chief executive officers and senior management.
Risk Management In this, participants identify possible risks associated with the decisions that and Internal Control leaders make in the daily operations of organisations. They further analyse risks Systems and evaluate different ways to mitigate them to deal with sudden and significant negative changes within their organisations.
Results-based This course takes the view that we need to look beyond activities and outputs, Management and focus on actual results such as the expected change in behaviours or circumstances, and the impact on an organisation’s higher-level goal. It provides a guide to make the mind shift from activities to actual results.
Efficient Public Service This course explores approaches for improving public services and customer care Delivery to achieve results, as well as ensuring value for money.
Monitoring of Local What can be applied to make foreign investments more inclusive? This course Content is about building positive relationships between investors, government and communities to improve socio-economic development
18 Annual Report July 2017 – June 2018 19 Advancing Good Leadership and Sustainable Development
We believe our African Leadership Forum is now recognised as amongst the prestigious forums in Africa. There are few annual forums which attract leaders of We bring leaders together to share such stature, apart from those within the structures of Prof. Fumni Olonisakin, Director of the African Leadership Centre, King’s College, London (middle) contributes to a discussion on ideas on how to attain and carry Africa’s history and peace and security challenges. Left: Hon. Netumbo Nandi-Ndaitwah, Deputy Prime Minister and Minister of the African Union or Southern African Development forward good leadership and International Relations and Cooperation of the Republic of Namibia. Right: Mr. François Louncény Fall, Special Representative of sustainable development in Africa. Community, for example. Our fourth Africa Leadership the UN Secretary General for Central Africa. Key achievements during the year: Forum was another success, convened by H.E. Thabo Mbeki, former President of the Republic of South Africa Organised 4 regional and 6 and H.E. Benjamin Mkapa, former President of the national policy forums, attended United Republic of Tanzania, under the theme ‘Peace The importance of upholding the primacy of politics by 1,010 leaders, including 7 and Security for an Integrated, United and Sustainable in resolving conflicts was recognised at this Forum, as former African Presidents, from 23 Africa’. The organisation of the Forum was managed by lasting peace is achieved through political solutions African countries. UONGOZI Institute with support from the Thabo Mbeki rather than through military interventions. Also Foundation and Wits School of Governance, South recognised, was the need to strengthen the structures 98% of participants rated the Africa. for peace and security, particularly by actively policy forum they attended from supporting and participating in the African Peace and ‘high quality’ to ‘very high quality’. Peace and security are fundamental to achieving Security Architecture. effective integration, unity and sustainable development 100% of participants found within and amongst African nations. This Forum Five other former African Heads of State were in the forum they attended either identified internal conflicts as the most immediate and attendance: H.E. Olusegun Obasanjo, former President of ‘relevant’ or ‘high relevant’ to their prominent crises facing the continent, with stimuli the Federal Republic of Nigeria; H.E. Bakili Muluzi, former work. of conflict being: demographic and socio-economic President of the Republic of Malawi; H.E. Mohamed issues, political disagreements, and self-interested Moncef Marzouki, former President of the Republic of Published 4 forum reports. leadership elites. To address these challenges, the Forum Tunisia; H.E. Jakaya Kikwete, former President of the recommended to: United Republic of Tanzania; and H.E. Hassan Sheikh Build the capacity of African leaders to prevent Mohamud, former President of the Federal Republic conflict; of Somalia. Altogether, there were 102 leaders from Promote national dialogue to find common ground Botswana, Burundi, Cape Verde, Kenya, Liberia, Malawi, and resolve differences among stakeholders; Morocco, Mozambique, Namibia, Nigeria, Senegal, Sierra Strengthen governance and the rule of law; and Leone, South Africa, Tanzania, Togo, Tunisia, Uganda, H.E. Olusegun Obasanjo delivers Keynote Address. Enhance regional economic integration. Zambia and Zimbabwe.
20 Annual Report July 2017 – June 2018 21 “The real solution lies in Africa and among Africans. My run away with the leadership and sharing of government view is that to stimulate peace and engender security, positions and resources to the exclusion of big chunk of the we must creatively engage progressive-minded population just because you have won an election. I think Africans in strategic and proactive management of our what is more necessary, is inclusivity, fairness and justice in geopolitical and economic space. Africans themselves society; that’s what leadership should be all about.’ must desire and work for peace and security. For a - Amb. Zachary Muburi-Muita start we need to build a crop of leaders, with the capacity and acumen to steer respective countries Participants of the Gender Equality Forum pose for a group photo. away from conflagration. This crop of leaders must be Enhancing Value Addition in the Extractive Sector in Africa: complemented with the building of institutions that can experts from 15 countries involved in the extractive Why is it Important and How can it be Achieved? nip potential conflicts in the bud.” sector to discuss how to address the barriers to value- - H.E. Olusegun Obasanjo added processing. Using local manpower and local manufacturing to process mined output into a product of higher value Gender Equality – From Theory to Practice This Forum was aired Africa-wide on two television should ensure that a government and citizens would channels and livestreamed. The livestream can be obtain the maximum benefit from extracted resources There is a symbiotic relationship between gender viewed on our website: www.uongozi.or.tz/african- of their country which are non-renewable. equality for women and national growth; this forum leadership-forum discussed practical approaches and best-practices in We collaborated with the Office of the Vice President of promoting gender equality. We collaborated with the A follow-up to this notable regional Forum was held the Republic of Ghana to bring together 78 leaders and International Monetary Fund and Ministry of Gender some months later: ‘Africa in the Global Peace and and Family Promotion – Rwanda to convene a three- Security Architecture – Overcoming Gridlocks to Peace’. day peer-learning forum in Kigali, Rwanda. The event Convened by H.E. Benjamin Mkapa, the Forum focused brought together 180 leaders, academicians, experts, on two conflict areas in the region; the Democratic and practitioners from 22 countries. Republic of Congo (DRC) and Federal Republic of Somalia. A comprehensive report from the discussion The aim of the forum was to spread best-practices in was provided to the African Union Secretariat. promoting gender equality beyond the dissemination of theoretical approaches; serve as a forum for Two other former Heads of State: H.E. Thabo Mbeki and policy makers, gender advocates and civil society H.E. Hassan Sheikh Mohamud were in attendance, as to exchange information on and approaches to well as peace and security high-level experts from DRC Amb. Zachary Muburi-Muita during the follow-up Meeting. successful initiatives designed to close gender gaps; Congo, Ethiopia, Ghana, Kenya, Sierra Leone, South and to build a network for peer-learning within sub- Africa, Tanzania and Togo. Saharan Africa and therefore create the foundation for collaboration going forward. ‘You can have the elections alright, but many times you find that we have a winner take it all mentality, where The female quota of leaders in all our forums was 38%. We groupings come together, ethnic or religious, and they then H.E. Dr. Alhaji Mahamudu Bawumia, Vice President of the Republic of Ghana addresses the Forum. hope to be able to increase these numbers with our new programme, Women and Leadership.
22 Annual Report July 2017 – June 2018 23 Extractives for Human Development: You can download proceedings of our policy forums from our website or contact us to obtain a printed copy. Maximising Domestic Participation along the UONGOZI Institute stimulates regional and national discussion on aspects of leadership and sustainable Value Chain development. We ask experts in their field to present an issue and provide an environment where attendees feel able to express opinions and ask questions. Extractive industries can provide the impetus for local economic growth by expanding and deepening the A total of 298 leaders attended our national forums this year country’s industrial base, improving the capabilities of the business sector, enhancing the skills of the national Public Service Reforms and The forum addressed barriers to achieving greater efficiency, responsiveness workforce, and promoting the transfer and adaptation Decentralisation by Devolution and accountability in the public service, and provided recommendations of international knowledge and technology to the for breaking the barriers. The forum also discussed how the Government domestic context. Thus, economic linkages between can get closer to the people so that decisions about resource allocation the extractive sector and the rest of the economy need and services reflect local needs. We organised this in collaboration with the to be strengthened not only in terms of the number of President’s Office, Public Service Management and Good Governance; and linkages but also in terms of the degree of local value the President’s Office, Regional Administration and Local Government. added. Environmental Management of Discussions of the forum were centred on environmental costs of Extractive Activities resource extraction in Tanzania, the policy and legal frameworks During the year, we published a report from a in Tanzania: Challenges in the governing environmental management, the institutional coordination of forum themed ‘Extractives for Human Development: Implementation of Policies and environmental management, and best practices from other countries. The Maximizing Domestic Participation Along the Value Enforcement of Laws event was held as part of our Natural Resource Management Programme. Chain’, held in the previous year. The forum, organised in collaboration with the Ministry of Lands, Housing and Human Settlements Development, brought Enhancing Local Content and The forum aimed at stimulating a discussion on how local content and local together stakeholders and experts in the extractive Local Participation for Effective participation can be used to promote Tanzania’s industrialisation agenda. sector from Tanzania, Kenya, Canada, USA, Uganda, Industrialisation in Tanzania The draft document for the ‘National Multi-Sector Local Content Strategy’ Nigeria, United Kingdom, South Africa, Sierra Leone and was also discussed. The forum was organised in collaboration with the Ghana. National Economic Empowerment Council of the Prime Minister’s Office.
The Circular Economy In collaboration with Chatam House - The Royal Institute of International in Emerging and Developing Affairs, we held a one-day forum on circular economy. The forum gauged Countries the extent which Tanzania is practicing and aligning circular principles in development strategies, and assessed the level of interest in taking up the concept as a policy for economic development and transformation. The event was held as part of our Sustainable Development programme.
In addition, we collaborated with the Political Science Department of the University of Dar es Salaam to hold a Public Lecture by Dr Tariq Ali: ‘Achieving Africa’s Second Liberation: How Can Economic Autonomy Be Realised in Our Lifetime?’ Dr Ali, a prominent global figure of the political left challenged the audience of around 300 to reconsider the achievements and failures of the left, as well as lessons for developing countries going forward.
24 Annual Report July 2017 – June 2018 25 Deepening Knowledge Youth Participation and Non-violent Resistance with Research in the Democratic Republic of Congo: The Case of LUCHA
In 2012, a small youth-led movement calling itself ‘LUCHA’, emerged in Goma, Democratic Republic of the Congo. The name originated from the French phrase lutte pour le changement - struggle for change. What differentiated LUCHA from other movements was that it We want to be a useful was explicitly against the use of violence. Rather, LUCHA reference point for knowledge sought to use peaceful protest to hold the Congolese on leadership and sustainable development in Africa. Key Government to account and agitate for change for achievements during the year: Congolese citizens.
Published 6 research reports. This case study of LUCHA is an example of leadership for transformational change. It finds that LUCHA’s Completed 14 research studies. horizontal leadership structures and collaborative form of leadership were instrumental in its success, although at times its leadership style also created divisions within ‘I fought the law and the law won’: Community the movement. Policing in Dire Dawa, Ethiopia
What Enables or Disables Leadership for This paper examines community policing in Dire Dawa, Transformational Change in Africa? Ethiopia, and the complex relationships in the district between formal policing structures and non-state Interesting accounts of positive leadership and security actors. transformational change are taking place across Africa. What kind of leadership prevailed and how did it The existing institutional multiplicity gave a series of facilitate transformational change? choices to those seeking justice and to those providing it. The community police initiative offered a positive This study examines how transformational change way of reducing friction between the different policing occurred, how fundamental that change was, the role providers – by acting as an interlocutor, but also by leadership played, as well as enabling and hindering recognising the legitimacy of local actors in some factors. It contains case studies from the Democratic instances and enforcing the state’s legitimacy in other Republic of the Congo (DRC), Ethiopia, Ghana, South cases. This enabled enhanced reach and effectiveness, Africa, Tanzania, and Uganda. while also extending the reach of the state and the legitimacy of the law at the local level.
26 Annual Report July 2017 – June 2018 27 Women and Political Leadership: Facilitating International Gas Outlook and Implications for Factors in Tanzania Developing Tanzania’s Gas Projects
Based on a women’s empowerment framework, this This publication presents a review of recent international study used a life history approach to identify the gas developments, the outlook and implications for factors that influenced and helped women during their the development of proposed offshore gas projects in political careers in Tanzania. 20 women who shared their Tanzania. As the country aims to benefit from its gas experiences in the study admitted that personal traits, discoveries by increasing its domestic gas use, it also family and community, and critical structures are some outlines some of the trade-offs and considerations that of the factors that facilitated their attainment of political need to be taken into account when negotiating the leadership. domestic gas allocation.
These leaders further admitted that social and cultural norms and beliefs continue to create structural obstacles that limit women’s access to the political sphere. While the rhetoric of empowering women is widespread, the context not been adequately transformed to facilitate their entry to leadership positions, and the work environment remains difficult.
The Social Licence to Operate in Tanzania: Case Studies of the Petroleum and Mining Sectors
The Social License to Operate is when the activities of a company are accepted by the community where the operations take place. This acceptance is particularly important in the mining and petroleum sectors due to the significant impacts of extractive activities on the life of communities and their environment. Securing social permission for extractive activities is increasingly seen as critical for the future profitability and sustainability of the sector.
This research assesses whether this social licence exists by seeking the perceptions of community members and local officials in the areas around a sample of large-scale mining operations in Tanzania. You can download these reports from our website or contact us to obtain a printed copy.
28 Annual Report July 2017 – June 2018 29 Research completed during the year
Leadership Theories and Practice Natural Resource Management
Leadership for Africa This study focuses on key enablers and disablers of leadership for Tanzania’s Preparedness for a Vibrant Oil The Government of Tanzania is determined that the exploitation – Phase III of Study transformational change in Africa. It’s a three-phase research project and Gas Economy- Updating Exercise of extractive resources should help transform the country to implemented in collaboration with the Developmental Leadership middle-income status by 2025. Working with the Natural Resource Program at Birmingham University. This phase covers the Democratic Governance Institute and Oxford Policy Management we investigated Republic of Congo, Ethiopia and Rwanda. Earlier phases of this study how the Government has fared in its oversight and management of covered Ghana, South Africa, Tanzania and Uganda. extractable natural resources, the impediments encountered, and challenges to be surmounted. We updated the report which had been The Influence of Culture This study explores widely held cultural attitudes and perceptions produced in 2015 on Women attaining Political Leadership regarding women and political leadership, and how these affect and/ Positions in Kenya or influence women attaining political leadership positions in Kenya. Optimal Government Consumption and An assessment of the implications of future resource revenues on Investment: A long-term analysis of the fiscal policy. It considers the ‘how’: How to define an optimal policy Leadership in Cameroon This study intends to address perceptions, meanings and practices of use of oil and gas revenues in Tanzania rule, whereby natural resource revenues and investment costs are and Nigeria: The Quest for Appreciable, leadership in local government councils. allocated fairly across the Tanzanian population. Effective and Sustainable Practice through Leadership Development The implications of East Africa’s An evaluation of the extent to which the design and implementation extractive resource corridors for ‘green of extractive resource corridors in East African can be understood as industrialisation’: Opportunities, ‘green’, or as economically, environmentally and socially sustainable. Socio-Cultural Determinants This study is about cultural and contextual foundational structures challenges and policy responses of Leadership Learning that influence leadership development and practices in western and Development Kenya. The Implications of East Africa’s This analysis served as the foundation for the development of the in Western Kenya: An Ethnographic Extractive Resource Corridors for roadmap by the Ministry of Minerals, Tanzania. Their aim is to enhance Account of Traditional Societies Green Industrialisation: Opportunities, the mining sector’s contribution to socio-economic development in Challenges and Policy Responses Tanzania. An Examination of Cultural Values, This study examines the linkages between cultural values, Organisational Culture and Leadership organisational culture and leadership formation from corporate Gap analysis of the African Mining Vision This study, undertaken in collaboration with UNDP, assesses the extent Formation in Ghana: Perspectives of the organisational perspectives, with reference to the microfinance sector Implementation in Tanzania to which Tanzania’s national mining laws and policies align with the Microfinance Sector of Ghana. African Mining Vision. It proposes a roadmap for aligning Tanzania’s national policy, legal, regulatory, and institutional frameworks with the Review of Literature on Leadership An overview of the evolution of the concept of leadership AMV. Development development. The study examines best practices, successes and failures when applying leadership development approaches in Africa.
30 Annual Report July 2017 – June 2018 31 Sustainable Development
Literature Review of Green A review of the literature and history of green industrialisation. Issues Industrialisation: Looking at Potential covered are the evolution of the concept, contemporary debates, Strategies, Policy Options and Lessons for likely future directions, and major agents involved. its Implementation in Africa
Green Industrialisation in Nigeria and An exploration of the extent to which firms, (across sectors), are aware Ghana: Extents, and Impact from a of green industrialisation, and their engagement therein. Quasi-Experiment
32 Annual Report July 2017 – June 2018 33 Promoting Leadership H.E. Dr. Mohamed Moncef Marzouki Our ‘In Focus’ interviews provide an opportunity to The Social License to Operate and Sustainable Former President of the Republic of Tunisia with Amb. Andrew McAlister Development learn about technical issues of sustainable development.
Opportunities and Challenges for Africa’s Industrialisation with Dr. John Page
We want more Africans to understand and appreciate the Elected to the presidency by the Tunisian National positive impact of good leadership Building positive relationships between investors, Constituent Assembly, H.E. Dr. Marzouki was the first and sustainable development on governments and communities is a fundamental aspect democratically elected president of Tunisia after the their lives, their future and their of natural resource management. As a concept, the nation’s future. Key achievements January 14th Revolution in 2011, a seminal moment Social License to Operate is concerned with having the during the year: in modern Arab history which heralded the onset of activities of a company accepted by the community in multiple popular revolutions throughout the Arab World. Here, Dr. Page outlines the prerequisites for Produced 2 ‘Meet the Leader’ and 3 ‘In industrialisation, opportunities and challenges for Africa’s which the operations are to take place. Focus’ interviews. During his presidency, H.E. Dr. Marzouki was a voice industrialisation, as well as the role of governments in In this interview, the former Canadian Ambassador to of social and revolutionary activism, calling for civilian driving industrialisation. Organised 1 leadership essay Tanzania provides his views, and discusses the broader competition, which received 3,108 rights, curtailment of the security apparatus, and relationship between mining companies and local essays. economic sovereignty. Dr. Page is currently a Senior Fellow in the Global Economy and Development Program at the Brookings communities. Institution, and Country Director for Tanzania at the H.E. Dr. Alhaji Mahamudu Bawumia Vice President of the Republic of Ghana International Growth Centre.
Building an Integrated Minerals Industry in Africa with Dr. Paul Jourdan To encourage a broader appreciation and understanding of issues of leadership and sustainable development, we produce television programmes, share knowledge through our Resource Center (open to the public), organise an annual essay competition and involve the In this interview, H.E. Dr. Alhaji Bawumia speaks on value media. addition in the extractive sector..
Our ‘Meet the Leader’ interviews offer in-depth insight Serving as the Vice President of the Republic of Ghana This is an expert’s perspective on how Africa can build to the actions, thoughts and personalities of leaders. and head of Ghana’s Economic Management Team, an integrated minerals industry and ensure that the H.E. Dr. Alhaji Bawumia is an economist and banker by industry will produce optimal benefits for the people. training. He has published several articles in refereed journals and has also published two books on monetary Dr. Jourdan is a former president of the Council for These interviews are available on our website and YouTube channel. policy and economic development. Mineral Technology.
34 Annual Report July 2017 – June 2018 35 We went further to publish thought-provoking articles on our blog and Tanzanian newspapers:
Connecting people abstractly and intellectually is Will we ever retire Africa’s flags? Dear elders, please write! An inconvenient truth about leadership: not enough: Time for an ‘interrail for East Africa? Loneliness by Dr. Gwamaka Kifukwe by Dr. Gwamaka Kifukwe by Dr. Gwamaka Kifukwe by Dr. Gwamaka Kifukwe Dr. Kifukwe questions the role of flags as he comments A plea for Africa’s eminent leaders to record their on African unity, nationalism, and pan-Africanism. In memoirs so that we may learn from the past - an aid to A plea for the East African Community Secretariat and Reflection on a leader’s honesty and openness the article, he suggests that the simplest solution may, increasing our odds for success in the future. responsible ministries of member states to minimise providing a poignant moment during an interview for in fact, be the best, drawing example from the ‘Meet barriers to travel to encourage and enable young our ‘Meet the Leader’ series. the Leader’ interview with H.E. Sam Nujoma – the first “For the case of Africa, the wisdom of our Elders – so East Africans to travel across the region for free, or at President of the Republic of Namibia, conducted by long a core tradition that has characterised the people nominal cost. “In preparing for leadership, we must equip aspirants UONGOZI Institute. of this continent – is being lost, and ignored.” with the ability to understand, accept, and deal with “Integration must be more than linking people these so-called ‘soft’ issues.’ ... leadership training “Africa must unite… Here in Namibia we are trying to abstractly and intellectually, it must be based on programmes for young and emerging leaders have make sure that our children understand we have the linking people. The barriers to travel, are also barriers increasingly incorporated reflection, emotional African Union flag and we also sing the African Union to us becoming one people and therefore, sharing one and psychological training and support, as well as Anthem at all our schools.” destiny.” coaching into their programmes.” – H.E. Sam Nujoma
Will industrialisation mean the end of ‘African- Lake Victoria: A threatened giant? ness’? Africa needs both strong-men and strong African leaders must champion continental institutions initiatives if they are to succeed by Mélisande Denis by Dr. Gwamaka Kifukwe by Dr. Gwamaka Kifukwe by Dr. Gwamaka Kifukwe Comment on the challenges and potential of the In this, Dr. Kifukwe highlights why understanding Comment on the necessity and correlation of leaders A call for effective, consistent, and honest widest lake in Africa and the second largest freshwater the social changes that are the consequence of and institutions within the African context. communication between leaders and citizens. lake in the world. industrialisation is critical to guiding what kind of society, indeed what kind of Africa, we want to “On the 11th of July, 2009, the President of the United “Part of the problem that you are raising, quite “If undeniably threatened, Lake Victoria is not doomed emerge. States of America, Barack Obama, on his first visit to correctly, of a perception among the Africans of a yet: significant efforts, fostering the engagement Africa, addressed the Parliament of Ghana and boldly weak leadership or an absence of leadership on the of all the stakeholders and taking advantage of the “Unless we take purposeful action, industrialisation stated: “Africa doesn’t need strong men, it needs strong continent is that I think you have very few of our opportunities provided by the lake, should encourage could spell the end of ‘African-ness’ as we know it. institutions”. He was only partially correct. Africa needs political leaders on the continent who actually act the sustainable management of its basin.” We either accept this, encourage it, or seek ways to both.” visible as champions of these issues.” preserve and modernise kinship to the realities that – H.E. Thabo Mbeki industrialisation will usher in.“
36 Annual Report July 2017 – June 2018 37 ‘If you were a leader, what would you do to A Knowledge Hub on Leadership and Making Contact ensure that peace and security is achieved Sustainable Development and sustained in Africa?’
Each year, as part of our flagship African Leadership 42,546 website visits Forum, we organise a leadership essay competition for African youth. Our aim is to promote thought and Visitors mainly from Tanzania, Nigeria, Kenya, Ghana, and discussion on leadership and sustainable development the United States. in Africa amongst youth. This year, an astounding 3,108 young people from Eastern and Southern Africa entered the competition. The five winners, from Ghana, Zambia, 57,100 YouTube views Tanzania, Zimbabwe and Kenya were presented with prizes at the Forum. The overall winner was a 25-year old from Ghana, Victor Azure, who told us: 379,800 Twitter Impressions “... I believe that Africa’s development can be fully realised 19,481 Profile visits if African youth are inspired to find innovative, well-suited 754 Mentions/links to profile and sustainable solutions to African problems. So, I was Our Resource Centre is open six days a week (Monday very excited to find a platform such as UONGOZI Institute’s – Saturday). Anyone can access the Resource Centre, Leadership Essay Competition, which allowed young people and borrow books upon becoming a member. Upon blog visits like me to contribute to important discussions on building registration, members are charged a modest fee of TZS 9,826 a peaceful and sustainable Africa. The African Leadership 20,000 (EUR 8), and afterwards, annual subscription fee Forum had a blend of leaders, experts and scholars from of TZS 10,000 (EUR 4). Members have access to e-books, across Africa and other parts of the world, which made its print and audio books. discussions very interesting. It felt special to be in the same email subscribers room with former African Heads of State. It was an eye- We stock 19,600 e-books, and 6,300 print and audio 1,701 opening experience.” books. In addition, there are several journals and magazines.
458 news stories in newspapers, television, radio and The Resource Centre’s content coverage is: blogs.
We held a two-day workshop ‘Ethical Leadership within the Media’ for 20 senior editors representing print, online and Leadership Governance Public Sustainable Biographies African History International Philosophy and Administration Development Relations Social Theory broadcast journalism in Tanzania.
38 Annual Report July 2017 – June 2018 39 Finance About UONGOZI Institute Financial Support Received We strive to be a proactive, worthwhile and well-established organisation, recognised for our positive contribution to leadership and sustainable development in Africa.
e n en nl n Our Staff e n en n n The Institute is managed by a highly experience secretariat responsible for developing and coordinating the implementation of programmes and operations. As of 30 June, 2018, there were twenty-three staff members. To provide the highest quality of leadership services and products, the Institute engages a network of local and international experts on a consultancy ll n el n e basis. e u e
Six members of staff resigned during the year; due to retirement, undertaking further full- time study, or choosing to work elsewhere. This high turnover rate of 24%, placed pressure on attaining all of this year’s goals, though we were able to recruit five new staff members ending the year, with two positions vacant. In line with our commitment to strengthen our The Institute’s total receipts of TZS 10,977 million (Euros 4,283,496), were 12% less than the previous year’s revenue staff’s skills, twelve staff members undertook training this year. due to lower grants provided by the Governments of Finland and Tanzania. The Finnish and Tanzanian Governments contributed 63% and 27%, respectively.
UONGOZI Institute’s Board of Directors 2017/18 2016/17 The Institute’s Board of Directors brings together outstanding leadership skills to guide the TZS Million TZS Million organisation. Directors are well-experienced in the aspects of sustainable development, Government of Finland 6,938 7,340 public policy and administration, education, economics and finance, and international Government of Tanzania 2,952 4,836 relations. The Board meets four times a year. Refer to page 2 and 3 to see our Board Members. DFID 149 28 UNDP 108 11 Bill and Melinda Gates 726 - Other sources 105 323
Total Income 10,977 12,538
Total Income Euros 4,283,496 4,892,637
The Board Members and staff of UONGOZI Institute are grateful for this financial support; your support means that you are advancing good leadership and sustainable development in Africa.
40 Annual Report July 2017 – June 2018 41 Auditor’s Report Key Audit Matters REPORT ON THE AUDIT OF FINANCIAL STATEMENTS FOR THE FINANCIAL YEAR ENDED 30TH Key audit matters are those matters that, in my professional judgement, were of most significance in my audit of the JUNE, 2018 Financial Statements of the current period. These matters were addressed in the context of my audit of the Financial Statements as a whole, and in forming my opinion thereon, and I do not provide a separate opinion on these I have audited the accompanying Financial Statements of the Institute of matters. I have determined that there are no key audit matters to communicate in my report. African Leadership for Sustainable Development, which comprise the Statement of Financial Position as at 30th June, Responsibilities of Management and those charged with Governance for the Financial 2018 and the Statement of Financial Performance, the Statement of Changes in Net Assets/Equity, the Cash Flow Statements Statement and the Statement of Comparison of Budget and Actual Amounts for the year then ended, as well as the Management is responsible for the preparation and fair presentation of the Financial Statements in accordance with Notes to the Financial Statements, including a Summary of Significant Accounting Policies. IPSASs, and for such internal control as management determines is necessary to enable the preparation of Financial Statements that are free from material misstatement, whether due to fraud or error. In my opinion, the accompanying Financial Statements present fairly in all material respects, the Financial Position of the Institute of African Leadership for Sustainable Development as at 30th June, 2018, and its Financial Performance In preparing the Financial Statements, management is responsible for assessing the entity’s ability to continue as and its Cash flows for the year then ended in accordance with International Public Sector Accounting Standards a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis (IPSAS) Accrual basis of accounting and the manner required by the Public Finance Act, 2001 revised 2004. of accounting unless management either intends to liquidate the entity or to cease operations, or has no realistic Basis of Opinion alternative but to do so. I conducted my audit in accordance with International Standards of Supreme Audit Institutions (ISSAIs). My Those charged with governance are responsible for overseeing the entity’s financial reporting process. responsibilities under those standards are further described in the Auditor’s Responsibilities for the Audit of the Financial Statements section of my report. I am independent of Institute of African Leadership for Sustainable Auditor’s Responsibilities for the Audit of the Financial Statements Development in accordance with the International Ethics Standards Board of Accountants’ Code of Ethics for My objectives are to obtain reasonable assurance about whether the Financial Statements as Professional Accountants (IESBA Code) together with the ethical requirements that are relevant to my audit of a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that the financial statements in Tanzania, and I have fulfilled my other ethical responsibilities in accordance with these includes my opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit requirements and the IESBA Code. conducted in accordance with ISAs will always detect material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion. to influence the economic decisions of users taken on the basis of these financial statements. Other Information Management is responsible for the other information. The other information comprises of the Director’s Report In addition, Sect. 10 (2) of the PAA No. 11 of 2008 requires me to satisfy myself that, the accounts have been prepared and the Declaration by the Head of Finance but does not include the Financial Statements and our auditor’s report in accordance with the appropriate accounting standards. thereon. My opinion on the Financial Statements does not cover the other information and I do not express any form of Furthermore, Sect. 48(3) of the Public Procurement Act No.7 of 2011 requires me to state in my annual audit report assurance conclusion thereon. In connection with my audit of the Financial Statements, my responsibility is to read whether or not the audited entity has complied with the provisions of the Law and its Regulations. the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or my knowledge obtained in the audit, or otherwise appears to be materially misstated. If, based on the work I have performed on the other information that there is a material misstatement of this other information, I am required to report that fact. I have nothing to report in this regard.
42 Annual Report July 2017 – June 2018 43 Financial Statements Report on other Legal and Regulatory Requirements Compliance with the Public Procurement STATEMENT OF FINANCIAL POSITION AS AT 30TH JUNE, 2018 Act, 2011 In view of my responsibility on the procurement legislation and taking into consideration the procurement transactions and processes I have reviewed as part of this audit, I state that, the Institute of African Leadership for ASSETS NOTES AMOUNT (TZS) AMOUNT (TZS) Sustainable Development procurement transactions and processes have generally complied with requirements of Current Assets 2017/2018 2016/2017 the Public Procurement Act No.7 of 2011 and its underlying Regulations of 2013. Cash, bank and deposits 9 5,026,625,287 6,406,333,164 Debtors and Prepayments 11 881,894,916 175,940,652 Inventories – Stationery 10 59,593,713 39,801,118 Total Current Assets 5,968,113,916 6,622,074,934
Non-Current Assets Property, plant and equipment 16 3,971,949,582 4,068,861,432 Intangible assets 16 13,703,534 19,221,446
Total Non-Current Assets 3,985,653,116 4,088,082,878 Prof. Mussa Juma Assad Total Assets 9,953,767,032 10,710,157,812
CONTROLLER AND AUDITOR GENERAL LIABILITIES Current Liabilities Provision for liabilities and accrued charges 15 582,369,459 579,193,776 Provision of Staff gratuity 13 555,434,621 654,669,108 1,137,804,079 1,233,862,884 Non-Current Liabilities Provision of Operating Reserve Special Fund 14 1,728,824,739 1,581,240,239 Deferred liability 103,000,000 - 1,831,824,739 1,581,240,239 Total Liabilities 2,969,628,818 2,815,103,123 NET ASSETS 6,984,138,214 7,895,054,689 Net Assets/Equity Capital contributed by: Grants and Development Funds 12 3,593,816,853 3,593,816,853 Accumulated surplus/loss 3,390,321,361 4,301,237,836
Total Net Assets and Liabilities 6,984,138,214 7,895,054,689
44 Annual Report July 2017 – June 2018 45 STATEMENT OF COMPREHENSIVE INCOME FOR THE YEAR ENDED ON 30TH JUNE, 2018 STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 30TH JUNE, 2018
INCOME NOTES AMOUNT (TZS) AMOUNT (TZS) Cash flow from operating activities NOTES AMOUNT (TZS) AMOUNT (TZS) 2017/2018 2016/2017 Receipts 2017/2018 2016/2017 Revenue Grants 3 10,871,782,910 12,214,654,834 Grants 3 10,871,782,910 12,214,654,834 Other Income 4 105,089,235 323,075,582 Less receivable (607,500,000) - Total Income 10,976,872,144 12,537,730,416 Training fees 4 24,282,912 40,858,544 Interest income 4 - 214,457,038 Expenditure Miscellaneous income 4 2,415,683 66,680,000 Capacity Development 5 3,857,674,525 3,236,976,401 Resource Center subscription fees 4 1,130,000 1,080,000 Research and Policy Dialogue 6 3,503,731,409 3,294,812,111 Institutional Building & Communications 7 1,739,681,415 1,977,172,560 Payments Office Expenses 8 2,786,701,270 3,426,577,364 Salaries (2,955,470,469) (3,140,957,891) Supplies (8,548,871,572) (7,457,266,612) Total Expenditure 11,887,788,620 11,935,538,436 Net cash from operating activities (1,212,230,536) 1,939,505,913
(Deficit) or Surplus (910,916,475) 602,191,980 Cash flow from investing activities Purchase of property, furniture and equipment – TZS 16 (216,223,872) (215,180,932) 154 million was paid for purchase of vehicle delivered in subsequent financial year.
Net cash used in investing activities (216,223,872) (215,180,932)
Cash flow from financing activities Provision of gratuity and deferred revenue liability (99,234,487) 108,140,950 Provision for Operating Reserve 147,584,500 252,704,200 Net cash used in financing activities 48,350,013 360,845,150
Net increase in cash and cash equivalents (1,380,104,395) 2,085,170,131
Cash and cash equivalents at the beginning of the 6,406,729,682 4,321,163,032 period
Cash and cash equivalents at the end of the period 5,026,625,287 6,406,333,164
46 Annual Report July 2017 – June 2018 47 Collaborative Relationships
Partnering with others enables us and our partners to extend the reach and depth of the activities we jointly undertake. UONGOZI Institute welcomes such partnerships and we desire to extend our collaborative work. This year we collaborated with these organisations:
From Outside of Tanzania Tanzanian Organisations Aalto University Executive Education Ministry of Energy Chatham House, The Royal Institute of President’s Office – Public Service Management and International Affairs Good Governance Center for Sustainable Development, Columbia President’s Office – Regional Administration and Local University Government Columbia Center on Sustainable Investment, Prime Minister’s Office – National Economic Columbia University Empowerment Council International Monetary Fund The Office of the Former President of Tanzania, His Excellency Benjamin Mkapa International Senior Lawyers Project University of Dar es Salaam – Department of Political Science Natural Resource Governance Institute The Office of the Vice President of Ghana The Thabo Mbeki Foundation
48 Annual Report July 2017 – June 2018 49 •• UONGOZI e Institute