Connecting Leaders for Good Leadership and Sustainable DevelopmentDialogue, Executive Education & Information

Annual ReportJuly 2017 – June 2018

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

actions directly affect the lives of African citizens. We nurture those

at the forefront of national and regional development in Africa; thus

our efforts produce a wide-spread influence on the advancement of

Sub-Saharan Africa.

We Connect with leaders and connect leaders to other leaders,

Listen to their concerns, Respect their work environment, and

then Strengthen their proficiency. We support African leaders

to strengthen their ability to better serve their organisation and

nation.

UONGOZI Institute introduces and reinforces concepts and good

practices in leadership and sustainable development through

dialogue, executive education, and pertinent information. While

these actions can be taken as standalone events, they are often

mutually reinforcing.

62 Msasani Road, Oyster Bay

P.O. Box 105753, Dar es Salaam, Tanzania

Phone: +255 (0) 22 260 2917

Email: info@uongozi.or.tz

www.uongozi.or.tz

@UONGOZI

@UongoziInstitute

www.youtube.com/UongoziInstitute

UONGOZI Institute

ContentsFrom the Chairperson 4

From the Chief Executive Officer 6

Highlights 9

Strengthening Leadership through Executive Education 14

Advancing Good Leadership and Sustainable Development 20

Deepening Knowledge with Research 26

Promoting Leadership and Sustainable Development 34

About UONGOZI Institute 40

Finance 41

Auditor’s Report 42

Financial Statements 45

Collaborative Relationships 48

Chairperson Dr. Kristiina Kuvaja-XanthopoulosDeputy Director General, Department for Africa and the Middle East, Ministry for Foreign Affairs, Finland

Dr. Laurean NdumbaroPermanent Secretary, President’s Office, Public Service Management and Good Governance, Tanzania

Prof. Penina MlamaProfessor, University of Dar es Salaam (UDSM), Tanzania

Prof. Joseph SembojaChief Executive Officer, UONGOZI Institute

Vice ChairpersonProf. Idris KikulaFormer Vice Chancellor, University of Dodoma, Tanzania

Dr. Stergomena Lawrence TaxExecutive Secretary, Southern African Development Community, Botswana

Dr. Cristina DuarteFormer Minister of Finance, Planning and Public Administration, Cape Verde

Mr. David Walker Former Director, European School of Administration, Belgium

Ms. Iina SoiriDirector, Nordic Africa Institute, Sweden

UONGOZI Institute’sBoard of Directors

Annual Report July 2017 – June 20182 3

leaders to realise their full potential in advancing

sustainable development.

As part of my orientation, I spent time with the

Institute’s Staff seeking their thoughts on the Institute’s

performance, challenges they were facing and their

hopes for the Institute’s future. I was struck by their

commitment to the ideal of fostering good leadership

and promoting sustainable development; along with

their understanding that these two factors are linked and

reinforce each other. This mutual dependence cannot be

ignored if we are to make a sound contribution towards

a prosperous and equitable Africa.

I am grateful for the calibre of my fellow Board Members;

their international backgrounds in development and

education will aid us to lead the organisation well. A

major focus for us Board Members will be to guide

UONGOZI Institute to continuously develop value-added

approaches to leadership, and seek for new sources of

financial support and collaborative partnerships. The

Board Members and Staff desire that UONGOZI Institute

increases its regional presence, and further promote

sustainable development. The Institute is already well

recognised in Eastern and Southern Africa, particularly

with its annual notable event, the African Leadership

Forum, which attracts an august attendance of former

African Heads of State and current senior leaders. The

Institute should build on this presence to achieve more.

If you are already a supporter of UONGOZI Institute,

then we thank you for your contribution, which I assure

you, reaches strategic leaders in Africa, and champions

sustainable development. For those who do not know

UONGOZI Institute then we hope that this annual report

encourages you to connect with the Board Members

and Staff of the Institute. Whether as a potential

supporter, collaborator or client, I think you will find

yourself pleased to form an association with UONGOZI

Institute, as I have been since joining the Board.

Dr. Kristiina Kuvaja-Xanthopoulos

In May 2018, I was honoured and excited to be

appointed by the President of Tanzania, His Excellency

Dr. John Joseph Pombe Magufuli, as Chair of UONGOZI

Institute’s Board of Directors. I was excited about my

appointment as I knew that this young organisation

was already known for its work in Sub-Saharan Africa,

especially in East Africa. As I have acted a relatively short

time as Chair, I will focus on my first impressions about

the Institute in this year’s annual report.

It is all too easy to criticise a leader’s shortcomings, yet

how does criticism help a leader to face challenges,

mitigate intractable issues and plan for sustainable

development? This is how UONGOZI Institute differs

from some organisations when it comes to issues of

leadership development in Sub-Saharan Africa. The

Institute provides support and services that are relevant

to leaders’ needs, well-grounded and contemporary.

It is refreshing to find that this organisation works in a

proactive and practical manner, rather than taking the

easier and often popular path of simply criticising. I

appreciate that this organisation supports strategic

leaders with their policy work and personal professional

development.

Strategic leaders are the centre of UONGOZI Institute’s

activities and it is important that we understand these

leaders before we seek to build their knowledge and

strengthen their performance. Furthermore, there

are personal, social, and structural issues which can

hamper or advance desired change. The Institute seeks

to connect with leaders, listening to their concerns and

issues in confidence; acknowledging the constraints and

shortcomings they face in their work environment.

There are actions that strategic leaders can take to

create a culture where good leadership is expected

– and delivered – by fellow leaders, employees and

citizens. The Institute shows strategic leaders how to

set out and attain key behaviours, explaining sources

of motivation, what actions can be taken to improve

one’s own ability and the ability of those they lead.

Furthermore, we recognise that to be effective, our

interaction with leaders should be based on shared

values. The Institute’s Board and Staff publicly uphold the

values of good leadership and sustainable development;

highlighting examples of the potential of, and results

from, sustainable development.

The Board and Staff of UONGOZI Institute understand

that essentially, our role is to motivate and enable others

to consciously embrace good leadership and sustainable

development. We seek to earn the trust of leaders

by creating positive relationships and consistently

provide the best expertise we can. With their trust and

collaboration, the Institute inspires and equips strategic

From the Chairperson

Annual Report July 2017 – June 20184 5

This document reports on UONGOZI Institute’s performance

during its eighth year of operations and I believe that the

Institute is on the right path.

The sustainable and effective growth of UONGOZI Institute

requires careful planning and boldness, and openness to

trying something new. When we began operations in 2010,

our supporters and ourselves shared, and indeed still hold,

the conviction that:

� Leadership is the key to achieving sustainable

development;

� The development of a leader requires specialised

grooming; and

� An African model of leadership is vital to achieve

successful development outcomes in Africa.

Our conviction was firm, yet our supporters took a risk on us

during our formative years of operations:

� Could the Institute provide what was needed by the

leadership cadre we had chosen to support in their

efforts to bring about a prosperous, equitable and

sustainable Africa?

� Would the intended clients, these strategic leaders,

willingly become involved with the Institute?

� Could the Institute prove it could assist senior leaders to

hone their performance and better shape their working

environment? Would these leaders find our executive

education and client specific tailored support packages

useful? Would they value our activities to stimulate

discussion and share knowledge through forums and

more?

In summary, could the Institute make a positive contribution

to African leadership and sustainable development in

Africa?

Eight years on the answer is yes, as you will learn from

reading this annual report. It gives me pride to see what

our Institute now offers, how we have refined our products

and services and expanded our network. We interact with

those at the forefront of Africa’s national and regional

development, reaching strategic leaders whose actions

affect the lives of many citizens.

Some highlights from this year include:

� The first graduation of our executive programme,

Postgraduate Diploma in Leadership. A total of 30

senior leaders graduated. This year-long ten module

diploma, the first of its kind in Tanzania, is operated in

conjunction with the Aalto University of Finland, with

lecturers from Finland, the Netherlands, United States of

America and here in Tanzania.

From the Chief Executive Officer

� Becoming the Trainer of Choice for negotiation skills for

international contracts for the Government of Tanzania.

This is just one example of the high-level recognition of

the relevance and effectiveness of our courses.

� Facilitating development of the Public Service Reform

Programme III of the Government of Tanzania, and

being suggested as a leader of one of the five key result

areas of the Programme. This is an official recognition

of UONGOZI Institute’s growing reputation as an expert

on leadership in Africa.

� Holding two major policy events relating to peace

and security. We were honoured by the attendance

of seven former African Presidents, as well as leaders

working in differing spheres from 23 African countries.

Our Institute has reached the level of credibility

whereby we can attract such prestigious involvement

at our events.

� Organising the fourth Leadership Essay Competition

under the topic: If you were a leader, what would

you do to ensure that peace and security is achieved

and sustained in Africa? Over 3,000 African citizens

aged between 18 and 25 years, from 31 countries,

participated; a dramatic increase on previous

years. Their response is an example of the growing

understanding by African citizens of the critical role that

leadership plays in Africa’s sustainable development.

We laid the groundwork for two new initiatives; a

partnership with the United Nations University World

Institute for Development Economics Research

University, which will result to a Research Fellow joining

us during the 2018/2019 period. We also developed a

tailored programme; Women and Leadership. This broad

programme for women leaders will include mentoring,

training, knowledge sharing, and policy debate.

These are just some examples of our achievements

for this year. I hope our supporters and clients will be

satisfied with our work as they read the full report to

learn of our activities during July 2017 to June 2018.

This year, there was a change in the composition of

our Board Members, brought about by their mandated

term coming to an end in 2017. I thank the retired

Board Members for their unwavering support and wise

guidance of UONGOZI Institute during our formative

years. All of us at the Institute welcome our new

Chairperson and Board Members, who come from five

nations. We are fortunate to have new Members with a

wealth of experience in sustainable development, public

policy and administration, education, economics and

finance, and international relations. They will steer us well

as we continue to foster good leadership and promote

sustainable development – factors vital for Africa’s

progress.

The major challenge we faced this year was the

departure of six staff members, due to further studies,

other employment and retirement. Most organisations in

developing countries encounter the problem of a high

staff turnover, particularly where international agencies

offer more lucrative benefits. These Staff members will

take what they have learnt at UONGOZI Institute with

them as they rise to become leaders in their profession.

Fortunately, we were able to fill most of these vacancies.

I began this statement raising the questions UONGOZI

Institute’s Board, Staff and supporters posed during our

Annual Report July 2017 – June 20186 7

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.

Our desire for growth brings up a key issue for us:

securing additional support through funding and

partnerships. We appreciate those who have supported

us since the Institute’s beginning; yet now is the time

to seek more relationships – as we desire to increase

our efforts to help African leaders better serve their

organisations and nations. We must increase our reach

and; offer more regionally, as our regional involvement

via forums, training and the sharing of knowledge

have resulted in high levels of interest in our work. It is

also important to ensure that our future is on a secure

financial footing, as the Institute could, potentially, be

vulnerable to a change in funding policies of donors. As

any strategic leader would know, we must look to the

future and guard against any potential pitfalls.

I am confident that, with your support, UONGOZI

Institute will increase its efforts to help African

leaders to strengthen their ability to better serve their

organisations and their nations. I ask that supporters and

clients continue to work with us and tell other leaders

and organisations about UONGOZI Institute. For by

growing and working together, we can nurture those

at the forefront of national and regional development

in Africa, thus creating a wide-spread and enduring

influence on Africa’s advancement.

Prof. Joseph Semboja

Annual Report July 2017 – June 20188 9

Through Dialogue, Executive Education & InformationIssues we addressed this Year

Highlights

Building an Integrated Minerals Industry

Women and Political Leadership

Corporate Governance

Cultural Values, Organisa-tional Culture and Leader-

ship Formation

E�cient Public Service Delivery

Enablers and Disablers of Transformational Change

Enhancing Local Content and Local Participation

Environmental Manage-ment in the Extractive

Sector

Ethical Leadership

Foresight and Visioning

Gender Equality

Green Industrialisation

Industrialisation

International Gas Outlook and Implications

Monitoring of Local Content

Negotiation Skills

Peace and Security

Personal Leadership and Emotional Intelligence

Public Service Improvement

Public Service Reform

Results-based Management

Risk Management and Internal Control Systems

Socio-cultural Determinants of Leadership

Strategic Leadership

The Circular Economy

The Social License to Operate

The Use of Future Oil and Gas Revenue in Tanzania

Value Addition in the Extractive Sector

Youth Participation and Non-violent Resistance

created with mapchat.net ©

ST. HELENA

UONGOZI Institute interactedwith Leaders from thesecountries in our Forum and Courses

EGYPT

LIBYA

ALGERIA

TUNISIA

MOROCCO

CAPE VERDE

WESTERNSHARAH

MAURITANIA MALINIGER

CHAD SUDANERITREA

DJIBOUTI

SOMALIA

KENYA

UGANDA

DEMOCRATICREPUBLIC

OF THE CONGOTANZANIA

ANGOLA

ZAMBIA

ZIMBABWE

BOTSWANANAMIBIA

MADAGASCAR

SOUTH AFRICA

ETHIOPIA

SOUTHSUDANCENTRAL

AFRICANREPUBLIC

CAMEROON

NIGERIA

BENIN

LIBERIA

SIERRA LEONE

BIOKO (EQUATORIAL GUINEA)

EQUATORIAL GUINEA

SAO TOME

CABINDA (PROVINCE)

BURUNDI

MOZAMBIQUECOMOROS

MAYOTTE (FRANCE)

MAURITUS

REUNION

SEYCHELLES

SWAZILAND

LESOTHO

MALAWI

RWANDA

GUINEA BISSAUTHE GAMBIA

TOGO

GHANA

CONGOGABON

COTED’VOIRE

GUINEA

BUKINAFASSO

While the majority of our work is with

Tanzanian leaders, this year we directly

interacted with leaders from these

African countries in forums we hosted

or co-hosted, as well as in our executive

education.

Annual Report July 2017 – June 201810 11

Key AchievementsJuly 2017 to June 2018

100% of attendees rated our training as very high, or high quality

1,006O�ered 26courses to

leaders

leadersgraduated

30from our debut Postgraduate Diploma in Leadership Programme

Appointed as Trainer of Choice‘Negotiation skills for international contracts’

by theGovernmentof Tanzania

Held 4 regional and 6 national forums.

1,010 leaders and 7 former African Heads of State attended

98% of attendees rated our policy forums as very high, or high quality

Developed ‘Women and Leadership’ programme

to contribute to the national e�orts in addressing the gender gap in leadership

researchprojects

Recommended to lead the leadership area in the Public Service Reform Programme III

by theGovernmentof Tanzania

3,108 young Africansfrom 31 African countries

entered our annual essay competition

‘Meet the Leader’ and ‘In Focus’ television programmes

Completed

Published

14

6

Interviews recorded7Interviewsaired12

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.

Summary of our Achievements since we began

We support African leaders to enhance

their leadership skills and deepen their

understanding of the complexity of leadership.

Key achievements during the year:

Offered 26 courses to 1,006 leaders.

Delivered one regional programme with participants from 6 countries.

100% of participants rated our leadership development training as either ‘high quality’ or ‘very high quality’.

100% found their training either ‘relevant’ or ‘high relevant’ to their work.

Held first graduation of our one-year executive programme, Postgraduate Diploma in Leadership.

Appointed as trainer of choice for ‘Negotiation skills for international contracts’ by the Government of Tanzania.

Recommended to lead the leadership area in the Public Service Reform Programme Phase III by the Government of Tanzania.

Developed ‘Women and Leadership’ programme.

Strengthening Leadership through Executive Education

Hon. George Mkuchika (MP) delivers keynote address.

The Group Director of Aalto University Executive

Education of Finland, Professor Pekka Mattila,

emphasised the long-term impact of the Programme:

“I think this Programme is a showcase of long-term thinking

and investment. Strong leaders in the Government and

public sector in general are key to creating structures that

enable economic growth.”

Another gratifying occurrence for us this year was

being appointed as a Trainer of Choice in building the

capacity of officials from the Government of Tanzania

in negotiation skills for high-stake international

contracts. This is a testament of the worth and practical

applicability of our work. UONGOZI Institute is now

officially responsible for building the capacity of three

Government Negotiation Teams: Oil and Gas, the

Bagamoyo Special Economic Zone, and the East African

Crude Oil Pipeline.

The President’s Office, Public Service Management

and Good Governance, called upon us to facilitate

development of the third phase of the Public Service

Reform Programme in Tanzania. Thus, we held two

workshops for 21 senior, current and former Government

officials and academics. Furthermore, we are pleased

that UONGOZI Institute features in this substantial

public service reform plan as the lead for the leadership

area, one of the five key result areas of this plan. Other

key result areas include: incentives and accountability;

service delivery processes; human resource

management; and reform coordination.

We were pleased to find an increased demand for

leadership executive education this year, resulting in

reaching more leaders than ever before. Our most

popular two to five day courses covered aspects of

strategic leadership, ethics, and good governance. This

demand was borne out of the Needs Asessment we

conducted last year, which indicated that gaps such as

leaders’ inadequate capacity to form effective teams,

inspire others and provide positive feedback, were

leading to poor morale and unhealthy relationships. To

help address these deficiencies, most of our leadership

workshops now include the module ‘Personal Leadership

and Emotional Intelligence’. Leading for results is another

area which continues to attract interest.

We were proud to hold the first graduation of our

Postgraduate Diploma in Leadership Programme,

which is delivered in collaboration with Aalto University

Executive Education, Finland. 30 out of 32 participants,

largely from the Tanzania Police Force, graduated. The

second cohort, comprising of 34 senior leaders from

various ministries and public institutions, began the

Programme in April, 2018.

Speaking at the graduation ceremony, the Minister

of State, President’s Office, Public Service and Good

Governance, Hon. George Mkuchika (MP), underscored

the uniqueness and high quality standards of the

Programme: “As the Minister responsible for Public Service

and Good Governance, I am very proud to see public

officials receiving leadership training of high global

standard from a local institution. It is indisputable that

some of you were born with leadership capacities, but

experiences and research inform us that leaders can be

made through the process of teaching, learning and

observation. This Programme stands as proof of that.”

Some of the Postgraduates during the Ceremony.

Annual Report July 2017 – June 201814 15

We were also pleased to collaborate with two

new partners, the Columbia Center for Sustainable

Development and the International Senior Lawyers

Project in the refinement and implentation of

our negotiation skills courses. Through lectures,

presentations, sharing of experiences, role playing of

high-stake negotiations and case studies, participants

learn skills and techniques to bargain and secure deals

that should bring substantial benefits for their country.

Topics include key issues in negotiations, common

mistakes in negotations of high-stake deals, contract

management, diplomacy and communication, and

the roles of owners, chairs and hosts of negotiations.

Thus, we introduce concepts and skills, then support

implementation through our follow-up retreats. Here, we

anticipate that attendees apply what they have learned

from the programme to position and strengthen their

current negotiations.

This year we trained 153 negotiators:

� 36 senior governmental officials from Ghana,

Namibia, Nigeria, Rwanda, Tanzania and Uganda

attended a six-day course on negotiation skills

relating to the oil and gas sector.

� 54 Permanent Secretaries and Deputy Permanent

Secretaries from Zanzibar attended the African

Development Bank funded course ‘Negotiation Skills

for Executives’, intended for the heads of negotation

teams in high-stake investment deals.

� While under our four-year Natural Resources

Management Programme, we continued to build

the negotiations capacity of the three Tanzanian

Government Negotiation Teams. The team

working on the Bagamoyo Special Economic

Zone attended training and a subsequent retreat

before undertaking the first tripartite negotiations

between Tanzania, China and Oman. Those from

the Liquefied Natural Gas team undertook training

on ‘Negotiation Skills for Complex Contracts’ and

subsequently, attended three retreats to sharpen

their strategies and tactics for their ongoing

negotiations. They also joined the East African

Crude Oil Pipeline team to attend training offered

as part of the African Development Bank funded

project ‘Institutional Support for Domestic Resource

Mobilisation and Natural Resource Governance

Project’. This focused on the key provisions included

in petroleum regimes, laws, and regulations; with

the aim that afterwards attendees would be able

to independently draft and negotiate term sheets

for host government agreements. Four subsequent

retreats were held for these negotiators.

We received 42 requests from different organisations to

provide executive education. We were able to deliver 16

courses in response. The number of requests for training

has increased from 6 in 2015/16 to 35 in 2016/17, and 42

this year – a sevenfold increase in two years.

Overall, 32% of this year’s training attendees were

female, an increase on previous years. However, our

intake is always limited by the gender balance of leaders,

as all those who undertake our courses must meet

certain course requirements. Recognising this gender

imbalance, we developed a new programme: Women

and Leadership. This programme includes mentorship

and sponsorship initiatives, training, knowledge sharing

and policy dialogue. With this programme, we intend to

contribute to the national efforts in addressing under-

representation of women in leadership and decision-

making positions in the spheres of politics, government,

business and civil society. We are seeking a partner to

support this special programme for women, please

contact us if you are interested.

We also reached out to young leaders, organising for

the first time, a one-day seminar for 500 student leaders

of the Tanzania Higher Learning Institutions Students

Organisation to nurture their thinking on personal and

ethical leadership.

The high demand for our executive education from

within Tanzania resulted to only 1% of participants

coming from outside of Tanzania this year.

It is part of our organisational strategy to increase the

number of courses we hold on a cost-sharing basis. We

surpassed this year’s target of 6 courses, with 14 courses

being partially funded by the clients.

Having realised that holding a long-term programme,

for example a two-week course, poses a challenge

attendees, our, desire is to enhance in-depth learning

and eventually, have a greater impact in a shorter time

span of a leader’s development. We have learnt that

it is not feasible to keep participants with high-level

leadership responsibilities away from their offices for

two weeks. Several participants were forced to drop-

out of their course in order to return to their duties. We

exist purely for leaders, and whatever we offer must fit

in as much as possible with their work environment; for

this reason, long-term block courses will no longer be

featured in our curriculum.

UONGOZI Institute’s executive education addresses

three core leadership competencies: Making Strategic

Choices; Leading People and other Resources; and

Excelling in Personal Qualities. We deliver courses

customised to the local environment.

Regional Training on Negotiation Skills High-Stake Contracts and Deals in the Oil and Gas Sector.

Annual Report July 2017 – June 201816 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 Personal Leadership and Emotional Intelligence

This programme considers the high impact that leadership styles have on positivity and productivity of the workforce. It offers insights into participants’ interpersonal communication abilities, which help to identify ways of maximising 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 Managementand Internal Control Systems

In this, participants identify possible risks associated with the decisions that leaders make in the daily operations of organisations. They further analyse risks and evaluate different ways to mitigate them to deal with sudden and significant negative changes within their organisations.

Results-based Management

This course takes the view that we need to look beyond activities and outputs, 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 Delivery

This course explores approaches for improving public services and customer care to achieve results, as well as ensuring value for money.

Monitoring of Local Content

What can be applied to make foreign investments more inclusive? This course is about building positive relationships between investors, government and communities to improve socio-economic development

Annual Report July 2017 – June 201818 19

Advancing Good Leadership and Sustainable Development

The importance of upholding the primacy of politics

in resolving conflicts was recognised at this Forum, as

lasting peace is achieved through political solutions

rather than through military interventions. Also

recognised, was the need to strengthen the structures

for peace and security, particularly by actively

supporting and participating in the African Peace and

Security Architecture.

Five other former African Heads of State were in

attendance: H.E. Olusegun Obasanjo, former President of

the Federal Republic of Nigeria; H.E. Bakili Muluzi, former

President of the Republic of Malawi; H.E. Mohamed

Moncef Marzouki, former President of the Republic of

Tunisia; H.E. Jakaya Kikwete, former President of the

United Republic of Tanzania; and H.E. Hassan Sheikh

Mohamud, former President of the Federal Republic

of Somalia. Altogether, there were 102 leaders from

Botswana, Burundi, Cape Verde, Kenya, Liberia, Malawi,

Morocco, Mozambique, Namibia, Nigeria, Senegal, Sierra

Leone, South Africa, Tanzania, Togo, Tunisia, Uganda,

Zambia and Zimbabwe.H.E. Olusegun Obasanjo delivers Keynote Address.

We bring leaders together to share ideas on how to attain and carry forward good leadership and sustainable development in Africa. Key achievements during the year:

Organised 4 regional and 6 national policy forums, attended by 1,010 leaders, including 7 former African Presidents, from 23 African countries.

98% of participants rated the policy forum they attended from ‘high quality’ to ‘very high quality’.

100% of participants found the forum they attended either ‘relevant’ or ‘high relevant’ to their work.

Published 4 forum reports.

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

such stature, apart from those within the structures of

the African Union or Southern African Development

Community, for example. Our fourth Africa Leadership

Forum was another success, convened by H.E. Thabo

Mbeki, former President of the Republic of South Africa

and H.E. Benjamin Mkapa, former President of the

United Republic of Tanzania, under the theme ‘Peace

and Security for an Integrated, United and Sustainable

Africa’. The organisation of the Forum was managed by

UONGOZI Institute with support from the Thabo Mbeki

Foundation and Wits School of Governance, South

Africa.

Peace and security are fundamental to achieving

effective integration, unity and sustainable development

within and amongst African nations. This Forum

identified internal conflicts as the most immediate and

prominent crises facing the continent, with stimuli

of conflict being: demographic and socio-economic

issues, political disagreements, and self-interested

leadership elites. To address these challenges, the Forum

recommended to:

� Build the capacity of African leaders to prevent

conflict;

� Promote national dialogue to find common ground

and resolve differences among stakeholders;

� Strengthen governance and the rule of law; and

� Enhance regional economic integration.

Prof. Fumni Olonisakin, Director of the African Leadership Centre, King’s College, London (middle) contributes to a discussion on Africa’s history and peace and security challenges. Left: Hon. Netumbo Nandi-Ndaitwah, Deputy Prime Minister and Minister of International Relations and Cooperation of the Republic of Namibia. Right: Mr. François Louncény Fall, Special Representative of the UN Secretary General for Central Africa.

Annual Report July 2017 – June 201820 21

“The real solution lies in Africa and among Africans. My

view is that to stimulate peace and engender security,

we must creatively engage progressive-minded

Africans in strategic and proactive management of our

geopolitical and economic space. Africans themselves

must desire and work for peace and security. For a

start we need to build a crop of leaders, with the

capacity and acumen to steer respective countries

away from conflagration. This crop of leaders must be

complemented with the building of institutions that can

nip potential conflicts in the bud.”

- H.E. Olusegun Obasanjo

This Forum was aired Africa-wide on two television

channels and livestreamed. The livestream can be

viewed on our website: www.uongozi.or.tz/african-

leadership-forum

A follow-up to this notable regional Forum was held

some months later: ‘Africa in the Global Peace and

Security Architecture – Overcoming Gridlocks to Peace’.

Convened by H.E. Benjamin Mkapa, the Forum focused

on two conflict areas in the region; the Democratic

Republic of Congo (DRC) and Federal Republic of

Somalia. A comprehensive report from the discussion

was provided to the African Union Secretariat.

Two other former Heads of State: H.E. Thabo Mbeki and

H.E. Hassan Sheikh Mohamud were in attendance, as

well as peace and security high-level experts from DRC

Congo, Ethiopia, Ghana, Kenya, Sierra Leone, South

Africa, Tanzania and Togo.

‘You can have the elections alright, but many times you

find that we have a winner take it all mentality, where

groupings come together, ethnic or religious, and they then

Enhancing Value Addition in the Extractive Sector in Africa:

Why is it Important and How can it be Achieved?

Using local manpower and local manufacturing to

process mined output into a product of higher value

should ensure that a government and citizens would

obtain the maximum benefit from extracted resources

of their country which are non-renewable.

We collaborated with the Office of the Vice President of

the Republic of Ghana to bring together 78 leaders and

run away with the leadership and sharing of government

positions and resources to the exclusion of big chunk of the

population just because you have won an election. I think

what is more necessary, is inclusivity, fairness and justice in

society; that’s what leadership should be all about.’

- Amb. Zachary Muburi-Muita

Participants of the Gender Equality Forum pose for a group photo.

experts from 15 countries involved in the extractive

sector to discuss how to address the barriers to value-

added processing.

Gender Equality – From Theory to Practice

There is a symbiotic relationship between gender

equality for women and national growth; this forum

discussed practical approaches and best-practices in

promoting gender equality. We collaborated with the

International Monetary Fund and Ministry of Gender

and Family Promotion – Rwanda to convene a three-

day peer-learning forum in Kigali, Rwanda. The event

brought together 180 leaders, academicians, experts,

and practitioners from 22 countries.

The aim of the forum was to spread best-practices in

promoting gender equality beyond the dissemination

of theoretical approaches; serve as a forum for

policy makers, gender advocates and civil society

to exchange information on and approaches to

successful initiatives designed to close gender gaps;

and to build a network for peer-learning within sub-

Saharan Africa and therefore create the foundation for

collaboration going forward.

The female quota of leaders in all our forums was 38%. We

hope to be able to increase these numbers with our new

programme, Women and Leadership.

Amb. Zachary Muburi-Muita during the follow-up Meeting.

H.E. Dr. Alhaji Mahamudu Bawumia, Vice President of the Republic of Ghana addresses the Forum.

Annual Report July 2017 – June 201822 23

Extractives for Human Development: Maximising Domestic Participation along the Value Chain

Extractive industries can provide the impetus for local

economic growth by expanding and deepening the

country’s industrial base, improving the capabilities of

the business sector, enhancing the skills of the national

workforce, and promoting the transfer and adaptation

of international knowledge and technology to the

domestic context. Thus, economic linkages between

the extractive sector and the rest of the economy need

to be strengthened not only in terms of the number of

linkages but also in terms of the degree of local value

added.

During the year, we published a report from a

forum themed ‘Extractives for Human Development:

Maximizing Domestic Participation Along the Value

Chain’, held in the previous year. The forum, organised

in collaboration with the Ministry of Lands, Housing and

Human Settlements Development, brought

together stakeholders and experts in the extractive

sector from Tanzania, Kenya, Canada, USA, Uganda,

Nigeria, United Kingdom, South Africa, Sierra Leone and

Ghana.

You can download proceedings of our policy forums from our website or contact us to obtain a printed copy.

UONGOZI Institute stimulates regional and national discussion on aspects of leadership and sustainable

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.

A total of 298 leaders attended our national forums this year

Public Service Reforms and Decentralisation by Devolution

The forum addressed barriers to achieving greater efficiency, responsiveness and accountability in the public service, and provided recommendations for breaking the barriers. The forum also discussed how the Government can get closer to the people so that decisions about resource allocation and services reflect local needs. We organised this in collaboration with the President’s Office, Public Service Management and Good Governance; and the President’s Office, Regional Administration and Local Government.

Environmental Management of Extractive Activitiesin Tanzania: Challenges in the Implementation of Policies and Enforcement of Laws

Discussions of the forum were centred on environmental costs of resource extraction in Tanzania, the policy and legal frameworks governing environmental management, the institutional coordination of environmental management, and best practices from other countries. The event was held as part of our Natural Resource Management Programme.

Enhancing Local Content and Local Participation for Effective Industrialisation in Tanzania

The forum aimed at stimulating a discussion on how local content and local participation can be used to promote Tanzania’s industrialisation agenda. The draft document for the ‘National Multi-Sector Local Content Strategy’ was also discussed. The forum was organised in collaboration with the National Economic Empowerment Council of the Prime Minister’s Office.

The Circular Economyin Emerging and Developing Countries

In collaboration with Chatam House - The Royal Institute of International Affairs, we held a one-day forum on circular economy. The forum gauged 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.

Annual Report July 2017 – June 201824 25

Deepening Knowledge with Research

‘I fought the law and the law won’: Community Policing in Dire Dawa, Ethiopia

This paper examines community policing in Dire Dawa,

Ethiopia, and the complex relationships in the district

between formal policing structures and non-state

security actors.

The existing institutional multiplicity gave a series of

choices to those seeking justice and to those providing

it. The community police initiative offered a positive

way of reducing friction between the different policing

providers – by acting as an interlocutor, but also by

recognising the legitimacy of local actors in some

instances and enforcing the state’s legitimacy in other

cases. This enabled enhanced reach and effectiveness,

while also extending the reach of the state and the

legitimacy of the law at the local level.

What Enables or Disables Leadership for Transformational Change in Africa?

Interesting accounts of positive leadership and

transformational change are taking place across Africa.

What kind of leadership prevailed and how did it

facilitate transformational change?

This study examines how transformational change

occurred, how fundamental that change was, the role

leadership played, as well as enabling and hindering

factors. It contains case studies from the Democratic

Republic of the Congo (DRC), Ethiopia, Ghana, South

Africa, Tanzania, and Uganda.

Youth Participation and Non-violent Resistance 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

was explicitly against the use of violence. Rather, LUCHA

sought to use peaceful protest to hold the Congolese

Government to account and agitate for change for

Congolese citizens.

This case study of LUCHA is an example of leadership

for transformational change. It finds that LUCHA’s

horizontal leadership structures and collaborative form

of leadership were instrumental in its success, although

at times its leadership style also created divisions within

the movement.

We want to be useful reference point for We want to be a useful reference point for knowledge on leadership and sustainable development in Africa. Key achievements during the year: Published 6 research reports.

Completed 14 research studies.

Annual Report July 2017 – June 201826 27

Women and Political Leadership: Facilitating Factors in Tanzania

Based on a women’s empowerment framework, this

study used a life history approach to identify the

factors that influenced and helped women during their

political careers in Tanzania. 20 women who shared their

experiences in the study admitted that personal traits,

family and community, and critical structures are some

of the factors that facilitated their attainment of political

leadership.

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.

International Gas Outlook and Implications for Developing Tanzania’s Gas Projects

This publication presents a review of recent international

gas developments, the outlook and implications for

the development of proposed offshore gas projects in

Tanzania. As the country aims to benefit from its gas

discoveries by increasing its domestic gas use, it also

outlines some of the trade-offs and considerations that

need to be taken into account when negotiating the

domestic gas allocation.

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.

Annual Report July 2017 – June 201828 29

Research completed during the year

Leadership Theories and Practice

Leadership for Africa

– Phase III of Study

This study focuses on key enablers and disablers of leadership for

transformational change in Africa. It’s a three-phase research project

implemented in collaboration with the Developmental Leadership

Program at Birmingham University. This phase covers the Democratic

Republic of Congo, Ethiopia and Rwanda. Earlier phases of this study

covered Ghana, South Africa, Tanzania and Uganda.

The Influence of Culture

on Women attaining Political Leadership

Positions in Kenya

This study explores widely held cultural attitudes and perceptions

regarding women and political leadership, and how these affect and/

or influence women attaining political leadership positions in Kenya.

Leadership in Cameroon

and Nigeria: The Quest for Appreciable,

Effective and Sustainable Practice

through Leadership Development

This study intends to address perceptions, meanings and practices of

leadership in local government councils.

Socio-Cultural Determinants

of Leadership Learning

and Development

in Western Kenya: An Ethnographic

Account of Traditional Societies

This study is about cultural and contextual foundational structures

that influence leadership development and practices in western

Kenya.

An Examination of Cultural Values,

Organisational Culture and Leadership

Formation in Ghana: Perspectives of the

Microfinance Sector

This study examines the linkages between cultural values,

organisational culture and leadership formation from corporate

organisational perspectives, with reference to the microfinance sector

of Ghana.

Review of Literature on Leadership

Development

An overview of the evolution of the concept of leadership

development. The study examines best practices, successes and

failures when applying leadership development approaches in Africa.

Natural Resource Management

Tanzania’s Preparedness for a Vibrant Oil

and Gas Economy- Updating Exercise

The Government of Tanzania is determined that the exploitation

of extractive resources should help transform the country to

middle-income status by 2025. Working with the Natural Resource

Governance Institute and Oxford Policy Management we investigated

how the Government has fared in its oversight and management of

extractable natural resources, the impediments encountered, and

challenges to be surmounted. We updated the report which had been

produced in 2015

Optimal Government Consumption and

Investment: A long-term analysis of the

use of oil and gas revenues in Tanzania

An assessment of the implications of future resource revenues on

fiscal policy. It considers the ‘how’: How to define an optimal policy

rule, whereby natural resource revenues and investment costs are

allocated fairly across the Tanzanian population.

The implications of East Africa’s

extractive resource corridors for ‘green

industrialisation’: Opportunities,

challenges and policy responses

An evaluation of the extent to which the design and implementation

of extractive resource corridors in East African can be understood as

‘green’, or as economically, environmentally and socially sustainable.

The Implications of East Africa’s

Extractive Resource Corridors for

Green Industrialisation: Opportunities,

Challenges and Policy Responses

This analysis served as the foundation for the development of the

roadmap by the Ministry of Minerals, Tanzania. Their aim is to enhance

the mining sector’s contribution to socio-economic development in

Tanzania.

Gap analysis of the African Mining Vision

Implementation in Tanzania

This study, undertaken in collaboration with UNDP, assesses the extent

to which Tanzania’s national mining laws and policies align with the

African Mining Vision. It proposes a roadmap for aligning Tanzania’s

national policy, legal, regulatory, and institutional frameworks with the

AMV.

Annual Report July 2017 – June 201830 31

Sustainable Development

Literature Review of Green

Industrialisation: Looking at Potential

Strategies, Policy Options and Lessons for

its Implementation in Africa

A review of the literature and history of green industrialisation. Issues

covered are the evolution of the concept, contemporary debates,

likely future directions, and major agents involved.

Green Industrialisation in Nigeria and

Ghana: Extents, and Impact from a

Quasi-Experiment

An exploration of the extent to which firms, (across sectors), are aware

of green industrialisation, and their engagement therein.

Annual Report July 2017 – June 201832 33

Promoting Leadership and Sustainable

H.E. Dr. Mohamed Moncef MarzoukiFormer President of the Republic of Tunisia

Elected to the presidency by the Tunisian National

Constituent Assembly, H.E. Dr. Marzouki was the first

democratically elected president of Tunisia after the

January 14th Revolution in 2011, a seminal moment

in modern Arab history which heralded the onset of

multiple popular revolutions throughout the Arab World.

During his presidency, H.E. Dr. Marzouki was a voice

of social and revolutionary activism, calling for civilian

rights, curtailment of the security apparatus, and

economic sovereignty.

DevelopmentWe want more Africans to understand and appreciate the positive impact of good leadership and sustainable development on their lives, their future and their nation’s future. Key achievements during the year:

Produced 2 ‘Meet the Leader’ and 3 ‘In Focus’ interviews.

Organised 1 leadership essay competition, which received 3,108 essays.

In this interview, H.E. Dr. Alhaji Bawumia speaks on value

addition in the extractive sector..

Serving as the Vice President of the Republic of Ghana

and head of Ghana’s Economic Management Team,

H.E. Dr. Alhaji Bawumia is an economist and banker by

training. He has published several articles in refereed

journals and has also published two books on monetary

policy and economic development.

H.E. Dr. Alhaji Mahamudu BawumiaVice President of the Republic of Ghana

Our ‘In Focus’ interviews provide an opportunity to

learn about technical issues of sustainable development.

Opportunities and Challenges for Africa’s Industrialisation with Dr. John Page

This is an expert’s perspective on how Africa can build

an integrated minerals industry and ensure that the

industry will produce optimal benefits for the people.

Dr. Jourdan is a former president of the Council for

Mineral Technology.

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

media.

Our ‘Meet the Leader’ interviews offer in-depth insight

to the actions, thoughts and personalities of leaders.

Here, Dr. Page outlines the prerequisites for

industrialisation, opportunities and challenges for Africa’s

industrialisation, as well as the role of governments in

driving industrialisation.

Dr. Page is currently a Senior Fellow in the Global

Economy and Development Program at the Brookings

Institution, and Country Director for Tanzania at the

International Growth Centre.

Building an Integrated Minerals Industry in Africa with Dr. Paul Jourdan

The Social License to Operate with Amb. Andrew McAlister

Building positive relationships between investors,

governments and communities is a fundamental aspect

of natural resource management. As a concept, the

Social License to Operate is concerned with having the

activities of a company accepted by the community in

which the operations are to take place.

In this interview, the former Canadian Ambassador to

Tanzania provides his views, and discusses the broader

relationship between mining companies and local

communities.

These interviews are available on our website and YouTube channel.

Annual Report July 2017 – June 201834 35

We went further to publish thought-provoking articles on our blog and Tanzanian newspapers:

Will we ever retire Africa’s flags? Dear elders, please write!

by Dr. Gwamaka Kifukwe

Dr. Kifukwe questions the role of flags as he comments

on African unity, nationalism, and pan-Africanism. In

the article, he suggests that the simplest solution may,

in fact, be the best, drawing example from the ‘Meet

the Leader’ interview with H.E. Sam Nujoma – the first

President of the Republic of Namibia, conducted by

UONGOZI Institute.

“Africa must unite… Here in Namibia we are trying to

make sure that our children understand we have the

African Union flag and we also sing the African Union

Anthem at all our schools.”

– H.E. Sam Nujoma

by Dr. Gwamaka Kifukwe

A plea for Africa’s eminent leaders to record their

memoirs so that we may learn from the past - an aid to

increasing our odds for success in the future.

“For the case of Africa, the wisdom of our Elders – so

long a core tradition that has characterised the people

of this continent – is being lost, and ignored.”

Africa needs both strong-men and strong institutions

African leaders must champion continental initiatives if they are to succeed

by Dr. Gwamaka Kifukwe

Comment on the necessity and correlation of leaders

and institutions within the African context.

“On the 11th of July, 2009, the President of the United

States of America, Barack Obama, on his first visit to

Africa, addressed the Parliament of Ghana and boldly

stated: “Africa doesn’t need strong men, it needs strong

institutions”. He was only partially correct. Africa needs

both.”

by Dr. Gwamaka Kifukwe

A call for effective, consistent, and honest

communication between leaders and citizens.

“Part of the problem that you are raising, quite

correctly, of a perception among the Africans of a

weak leadership or an absence of leadership on the

continent is that I think you have very few of our

political leaders on the continent who actually act

visible as champions of these issues.”

– H.E. Thabo Mbeki

Connecting people abstractly and intellectually is not enough: Time for an ‘interrail for East Africa? An inconvenient truth about leadership:

Loneliness

by Dr. Gwamaka Kifukwe

A plea for the East African Community Secretariat and

responsible ministries of member states to minimise

barriers to travel to encourage and enable young

East Africans to travel across the region for free, or at

nominal cost.

“Integration must be more than linking people

abstractly and intellectually, it must be based on

linking people. The barriers to travel, are also barriers

to us becoming one people and therefore, sharing one

destiny.”

by Dr. Gwamaka Kifukwe

Reflection on a leader’s honesty and openness

providing a poignant moment during an interview for

our ‘Meet the Leader’ series.

“In preparing for leadership, we must equip aspirants

with the ability to understand, accept, and deal with

these so-called ‘soft’ issues.’ ... leadership training

programmes for young and emerging leaders have

increasingly incorporated reflection, emotional

and psychological training and support, as well as

coaching into their programmes.”

Lake Victoria: A threatened giant? Will industrialisation mean the end of ‘African-ness’?

by Mélisande Denis

Comment on the challenges and potential of the

widest lake in Africa and the second largest freshwater

lake in the world.

“If undeniably threatened, Lake Victoria is not doomed

yet: significant efforts, fostering the engagement

of all the stakeholders and taking advantage of the

opportunities provided by the lake, should encourage

the sustainable management of its basin.”

by Dr. Gwamaka Kifukwe

In this, Dr. Kifukwe highlights why understanding

the social changes that are the consequence of

industrialisation is critical to guiding what kind of

society, indeed what kind of Africa, we want to

emerge.

“Unless we take purposeful action, industrialisation

could spell the end of ‘African-ness’ as we know it.

We either accept this, encourage it, or seek ways to

preserve and modernise kinship to the realities that

industrialisation will usher in.“

Annual Report July 2017 – June 201836 37

‘If you were a leader, what would you do to ensure that peace and security is achieved and sustained in Africa?’

Each year, as part of our flagship African Leadership

Forum, we organise a leadership essay competition

for African youth. Our aim is to promote thought and

discussion on leadership and sustainable development

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,

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:

“... I believe that Africa’s development can be fully realised

if African youth are inspired to find innovative, well-suited

and sustainable solutions to African problems. So, I was

very excited to find a platform such as UONGOZI Institute’s

Leadership Essay Competition, which allowed young people

like me to contribute to important discussions on building

a peaceful and sustainable Africa. The African Leadership

Forum had a blend of leaders, experts and scholars from

across Africa and other parts of the world, which made its

discussions very interesting. It felt special to be in the same

room with former African Heads of State. It was an eye-

opening experience.”

Our Resource Center is open six days a week (Monday

– Saturday). Anyone can access the Resource Center,

and borrow books upon becoming a member. Upon

registration, members are charged a modest fee of TZS

20,000 (EUR 8), and afterwards, annual subscription fee

of TZS 10,000 (EUR 4). Members have access to e-books,

print and audio books.

We stock 19,600 e-books, and 6,300 print and audio

books. In addition, there are several journals and

magazines.

The Resource Center’s content coverage is:

42,546 website visits

Visitors mainly from Tanzania, Nigeria, Kenya, Ghana, and

the United States.

57,100 YouTube views

379,800 Twitter Impressions

19,481 Profile visits

754 Mentions/links to profile

9,826 blog visits

1,701 email subscribers

458 news stories in newspapers, television, radio and

blogs.

We held a two-day workshop ‘Ethical Leadership within the

Media’ for 20 senior editors representing print, online and

broadcast journalism in Tanzania.

Making Contact

Leadership Governance PublicAdministration

SustainableDevelopment

Biographies African History InternationalRelations

Philosophy andSocial Theory

A Knowledge Hub on Leadership and Sustainable Development

Annual Report July 2017 – June 201838 39

About UONGOZI InstituteWe strive to be a proactive, worthwhile and well-established organisation, recognised for our positive contribution to leadership and sustainable development in Africa.

Our StaffThe Institute is managed by a highly experience secretariat responsible for developing and

coordinating the implementation of programmes and operations. As of 30th 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 basis.

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

staff’s skills, twelve staff members undertook training this year.

UONGOZI Institute’s Board of DirectorsThe Institute’s Board of Directors brings together outstanding leadership skills to guide the

organisation. Directors are well-experienced in the aspects of sustainable development,

public policy and administration, education, economics and finance, and international

relations. The Board meets four times a year. Refer to page 2 and 3 to see our Board Members.

Finance

Financial Support Received

27% 63%

7%

1%1%

1%

Government of Finland

Government of Tanzania

DFID

UNDP

Bill and Melinda Gate

Other sources

The Institute’s total receipts of TZS 10,977 million (Euros 4,283,496), were 12% less than the previous year’s revenue

due to lower grants provided by the Governments of Finland and Tanzania. The Finnish and Tanzanian Governments

contributed 63% and 27%, respectively.

2017/18 2016/17

TZS Million TZS Million

Government of Finland 6,938 7,340

Government of Tanzania 2,952 4,836

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.

Annual Report July 2017 – June 201840 41

Auditor’s Report

REPORT ON THE AUDIT OF FINANCIAL STATEMENTS FOR THE FINANCIAL YEAR ENDED 30TH JUNE, 2018

I have audited the accompanying Financial Statements of the Institute of

African Leadership for Sustainable Development, which comprise the Statement of Financial Position as at 30th June,

2018 and the Statement of Financial Performance, the Statement of Changes in Net Assets/Equity, the Cash Flow

Statement and the Statement of Comparison of Budget and Actual Amounts for the year then ended, as well as the

Notes to the Financial Statements, including a Summary of Significant Accounting Policies.

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

and its Cash flows for the year then ended in accordance with International Public Sector Accounting Standards

(IPSAS) Accrual basis of accounting and the manner required by the Public Finance Act, 2001 revised 2004.

Basis of Opinion I conducted my audit in accordance with International Standards of Supreme Audit Institutions (ISSAIs). My

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

Development in accordance with the International Ethics Standards Board of Accountants’ Code of Ethics for

Professional Accountants (IESBA Code) together with the ethical requirements that are relevant to my audit of

the financial statements in Tanzania, and I have fulfilled my other ethical responsibilities in accordance with these

requirements and the IESBA Code.

I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.

Other Information

Management is responsible for the other information. The other information comprises of the Director’s Report

and the Declaration by the Head of Finance but does not include the Financial Statements and our auditor’s report

thereon.

My opinion on the Financial Statements does not cover the other information and I do not express any form of

assurance conclusion thereon. In connection with my audit of the Financial Statements, my responsibility is to read

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.

Key Audit Matters Key audit matters are those matters that, in my professional judgement, were of most significance in my audit of the

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

matters. I have determined that there are no key audit matters to communicate in my report.

Responsibilities of Management and those charged with Governance for the Financial Statements Management is responsible for the preparation and fair presentation of the Financial Statements in accordance with

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 preparing the Financial Statements, management is responsible for assessing the entity’s ability to continue as

a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis

of accounting unless management either intends to liquidate the entity or to cease operations, or has no realistic

alternative but to do so.

Those charged with governance are responsible for overseeing the entity’s financial reporting process.

Auditor’s Responsibilities for the Audit of the Financial Statements My objectives are to obtain reasonable assurance about whether the Financial Statements as

a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that

includes my opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit

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

to influence the economic decisions of users taken on the basis of these financial statements.

In addition, Sect. 10 (2) of the PAA No. 11 of 2008 requires me to satisfy myself that, the accounts have been prepared

in accordance with the appropriate accounting standards.

Furthermore, Sect. 48(3) of the Public Procurement Act No.7 of 2011 requires me to state in my annual audit report

whether or not the audited entity has complied with the provisions of the Law and its Regulations.

Annual Report July 2017 – June 201842 43

Report on other Legal and Regulatory Requirements Compliance with the Public Procurement 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

Sustainable Development procurement transactions and processes have generally complied with requirements of

the Public Procurement Act No.7 of 2011 and its underlying Regulations of 2013.

Prof. Mussa Juma Assad

CONTROLLER AND AUDITOR GENERAL

Financial Statements STATEMENT OF FINANCIAL POSITION AS AT 30TH JUNE, 2018

ASSETS NOTES AMOUNT (TZS) AMOUNT (TZS)

Current Assets 2017/2018 2016/2017

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

Total Assets 9,953,767,032 10,710,157,812

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

Annual Report July 2017 – June 201844 45

STATEMENT OF COMPREHENSIVE INCOME FOR THE YEAR ENDED ON 30TH JUNE, 2018

INCOME NOTES AMOUNT (TZS) AMOUNT (TZS)

2017/2018 2016/2017

Revenue Grants 3 10,871,782,910 12,214,654,834

Other Income 4 105,089,235 323,075,582

Total Income 10,976,872,144 12,537,730,416

Expenditure

Capacity Development 5 3,857,674,525 3,236,976,401

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

Office Expenses 8 2,786,701,270 3,426,577,364

Total Expenditure 11,887,788,620 11,935,538,436

(Deficit) or Surplus (910,916,475) 602,191,980

STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 30TH JUNE, 2018

Cash flow from operating activities NOTES AMOUNT (TZS) AMOUNT (TZS)

Receipts 2017/2018 2016/2017

Grants 3 10,871,782,910 12,214,654,834

Less receivable (607,500,000) -

Training fees 4 24,282,912 40,858,544

Interest income 4 - 214,457,038

Miscellaneous income 4 2,415,683 66,680,000

Resource Center subscription fees 4 1,130,000 1,080,000

Payments

Salaries (2,955,470,469) (3,140,957,891)

Supplies (8,548,871,572) (7,457,266,612)

Net cash from operating activities (1,212,230,536) 1,939,505,913

Cash flow from investing activities

Purchase of property, furniture and equipment – TZS

154 million was paid for purchase of vehicle delivered in

subsequent financial year.

16 (216,223,872) (215,180,932)

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

period

6,406,729,682 4,321,163,032

Cash and cash equivalents at the end of the period 5,026,625,287 6,406,333,164

Annual Report July 2017 – June 201846 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

International Affairs

President’s Office – Public Service Management and

Good Governance

Center for Sustainable Development, Columbia

University

President’s Office – Regional Administration and Local

Government

Columbia Center on Sustainable Investment,

Columbia University

Prime Minister’s Office – National Economic

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

Annual Report July 2017 – June 201848 49