UONGOZI Institute Leadership Essay Competition 2020 now open

UONGOZI Institute is pleased to announce this year’s Leadership Essay Competition, the eighth since inception (2013). Similar to previous years, this year’s topic aims to solicit thoughts on the theme of the African Leadership Forum (ALF). The essays should respond to the following question:

If you were an African leader, how would you promote African intra-trade to unlock agricultural potential in the Continent?


The Competition is open to all African citizens between 18-25 years.

All essays must be typed. The maximum length is two (2) A4 pages. The format shall be of single spaced, Arial font size 11 with page margins of 1 inch (2.54 cm) for each margin, and sent as a Microsoft Word document.

Essays will be judged on the basis of originality, creativity, use of language and appropriateness to contest theme. All essays must be written in English.


A grand prize of USD $2,000 will be awarded to the overall winner.  Up to five winners will be selected.

The winners will receive their awards at a prize-giving event, which will be held online during the seventh ALF. The ceremony will be attended by former African Heads of State and other distinguished leaders from the public sector, private sector, academia and civil society. The overall winner will be asked to read the winning essay at the event.


Applicants must be African citizens between 18-25 years.


Essays should be submitted by email to: submissions@uongozi.or.tz

Applicants must also submit a written Statement of Originality and ownership of intellectual property rights.

The final deadline for submission will be Friday, 10 July, 2020 at 17:00 hours (EAT). The winners will be notified via email in August, 2020. Feedback will not be provided on individual essays.


The Leadership Essay Competition is organised annually by UONGOZI Institute to provide a space for the youth of Africa and the next generation of leaders in the region to contribute to important discussions on leadership and sustainable development. Since 2013, seven Competitions have been organised.


Need advice on how to write a winning essay? Follow these tips from some of the previous overall winners: Liz Guantai (2016), Victor Azure (2017), Victor Ndede (2018), Panashe Gombiro (2019).


Moving Beyond the Glass Ceiling: Enabling women to take up political leadership positions


Woman run to new opportunities

By Sandra Grindgärds

The discussion about women in politics and public leadership positions is not new. In 1979, the Convention on the Elimination of All Forms of Discrimination against Women (CEDAW) was adopted (and signed by Tanzania). In the convention, the basic principle of equality between men and women, and how to ensure women’s access to and equal opportunities in political and public life were set. Yet today, 38 years on, women are under-represented in decision-making positions and attaining them remains a challenge globally.

According to the Inter-Parliamentary Union, only 22.8% of the seats in Parliaments globally are held by women, which is also the regional average for Sub-Saharan Africa. In Tanzania, 126 (36 %) seats are held by women, making Tanzania rank 23rd in the world with regards to women in Parliament. Furthermore, only 17 per cent of government ministers globally were women as of January 2015, with the majority overlooking social sectors, such as education and family matters. At the time of writing, ten women are serving as Head of State and nine as Head of Government, which is around 6 – 7% of the positions available. When looking at the private sector the numbers do not look better. Globally, women hold only 24% of senior management positions. In top executive positions in large companies, women are even fewer. Studies suggest only 8 – 12 % of global businesses have a female CEO or Managing Director. It is a familiar story.

Attaining gender parity in political participation and decision-making was set as a target internationally in 1995 in the Beijing Declaration and Platform for Action. The target was also set as a part of the Sustainable Development Goals under Goal 5: “Ensure women’s full and effective participation and equal opportunities for leadership at all levels of decision making in political, economic and public life”. Since 1995, some progress can be said to have been made as only 10 per cent of the members of legislative bodies were held by women back then. However political representation is not enough, inequalities between women and men persist and major obstacles remain. Research indicates that a more diverse leadership contributes to better policies and, in business, to increased profits. Evidence suggests that companies with better female representation deliver 34% greater returns than those with lesser representation.

So why is the change so slow? Women face multiple interlinked obstacles, linked to cultural, social and institutional factors on all levels in society. This contributes to sustain structural barriers for women in politics and leadership positions. It is necessary to analyse profoundly existing gender roles and mainstream gender policies. Women traditionally, in most cultures, carry the main care responsibilities like household work and childcare. This role is challenging to combine with politics and business life, if systems are not put in place to enable women to have active professional lives. For instance, providing childcare services; creating policies for sharing household responsibilities more equally; and holding legislative sessions during hours when women can participate.

Gender mainstreamed policies and laws, like the examples above, have often been passed and enacted when women have entered the legislative bodies. Even if every woman does not necessarily champion gender matters, our socially constructed gender roles gives men and women different experiences and perspectives. Hence, men and women tend to have different priorities while in power. Laws that combat social barriers for women, like access to education, reproductive health services, and tackling gender-based violence are more often passed when women are in decision-making positions. To foster a broader and gender-sensitive representation it is crucial that social barriers are removed. Education is key; not only that equal access to education should be assured, but also the quality of it and how gender is addressed in the education system is important.

It is also important to discuss institutions. Political institutions and organisational cultures may either foster an enabling or disabling environment. These institutions set standards for how easy or difficult it is for outsiders, like women, to win seats in elections or reach leadership positions. For instance, proportional electoral systems with multiple member districts foster an equal representation better than other electoral systems. Another institutional tool is gender quota systems. Tanzania has reached the Beijing target of 30% of Legislature being women due in large part to the implementation of a quota system, which is the case in the majority of countries that have around 30% women in parliaments. When applying quota systems, it is important to analyse their long-term effects on equality. What would happen if the quota system were to be removed, would the representation remain balanced? Do the systems succeed to mitigate existing power structures? A quota system should not erase competition, but ensure that women can enter the competition on equal grounds as men.  A quota system pushes for change, but quotas alone won’t erase all barriers.

Other measures must also be considered. For instance, political parties, which often are identified as main gatekeepers for women’s representation in politics, play an important role. Political parties’ bureaucratic processes and systems might either foster or hinder women’s participation. If women are not actively engaged in political parties nor hold leadership positions within the parties, it will be difficult for women to successfully run in elections. Political parties can put in place systems that support and prepare women for leadership, like mentorship programs and the allocation of appropriate resources for women wings, and high-potential women.

Institutions may also foster a certain kind of power culture that can create barriers for women. When women enter legislatures or management teams, they enter a traditionally male-dominant arena where the majority functions according to rules set by men. Women might encounter challenges to act in such systems. Legislative sessions may be held late at night or women do not have access to informal networks, which were created when only men had access to power. Hence, it is important to look at cultures within power establishments. It is also noticed that when women enter legislative bodies they introduce new working tools, which might challenge existing systems. In many countries women platforms, bringing women together across political party lines, have been introduced. This also fosters a cross-party dialogue, which can contribute to a change in the political culture and enhance both women’s participation and representation.

Furthermore, building a political career or becoming a successful leader is a long-term project. You have to gain experiences, build a legacy, create your constituency and have access to both economical and social capital. This can be done both inside parties and in other arenas. In Rwanda, which has the highest number of female members of parliament in the world, many women were active in civil society organisations before becoming elected representatives. Civil society has generally had a stronger track record of enabling women, including; creating networks, finding supporters, and gaining valuable experience. An activist with many supporters is also a person a political party would want to get on board, as such a person has already attracted potential voters.

Finally, we should not neglect the importance of role models. Female leaders and politicians may inspire other women to pursue a career in politics. A study of more than 1700 senior executives worldwide showed that a highly regarded female CEO inspires other women to seek leadership positions. Women leaders are needed in all parts of society. Measures to ensure women’s participation in civil society organisations and local leadership structures are as important as it is to ensure women’s participation in politics and business. It is also essential to address this on all political levels, both locally and nationally.

However, change will not happen if men are not engaged. Men working for equality are as important as women working for equality. Both men and women are needed in politics and business, as well as at home sharing care responsibilities and household work equally with women. Only when gender equality is in focus in all parts of society, will we be able to mitigate power structures that hinder women to succeed in attaining leadership and decision-making roles.

Sandra Grindgärds is a freelance consultant specialising in politics and gender. She has worked with the Tanzania Women’s Cross Party Platform and the UN Peace Operation in Cote d’Ivoire. Prior to that, she was politically active in her native Finland, and she has worked at the European Parliament in Brussels.


Events in Pictures: Vice-President Samia Suluhu Hassan launches Women in Leadership Conference

Vice-President H.E Samia Suluhu Hassan gives the key-note address during the Women in Leadership Conference held at Julius Nyerere International Convention Center that gathered 100 women leaders in business, government, the private sector, civil society and politics on 12th April, 2016.
CEO of UONGOZI Institute, Prof. Joseph Semboja gives his welcoming remarks on behalf of the Institute.
Researcher at UONGOZI Institute, Caroline Israel presents the findings of the research study on Women in Leadership completed this year.
Executive Director of Women Fund Tanzania and co-researcher of the research study on Women in Leadership, Mrs. Mary Rusimbi makes a point during the forum.
Former Speaker of the Tanzanian National Assembly, Hon. Anna Makinda shares her experience on being a woman leader in Africa.
Participants follow the discussion at the conference.
Vice-President Hon. Samia Suluhu Hassan (center) in a group photo with some of the participants.  From Left: Veteran politician and panelist at the forum, Hon. Zakhia Meghji; CEO of UONGOZI Institute, Prof. Joseph Semboja; former Speaker of the National Assembly, Hon. Anna Makinda; and District Commissioner of Mtwara, Hon. Fatma Ally.

Youth Leadership Development: Lessons from the past

Some of the founding leaders of the OAU. (Source Steelpulse)
Some of the founding leaders of the OAU. (Source Steelpulse)

By Gwamaka R. Kifukwe

“Each generation must discover its mission, fulfil it or betray it…” – Franz Fanon

Youth leadership development programmes and networks have become abundant in Africa. Each claiming to equip, support, and inspire ‘the next generation of Africa’s leaders’. Leadership is a great challenge for Africa, and one of the things we can draw from the numerous and massive investments in Africa’s young high-achievers and those recognised as ‘high potential’ is that the world is taking ‘the next generation of Africa’s leaders’ very seriously.

History tells us that young people, whether in the civil rights movement of the United States or the ‘Arab Spring’ across North Africa and the Middle East, play a critical role in ushering in change. Indeed, many of the icons of Africa’s independence era were all relatively young when they led us to independence: Kenneth Kaunda (40), Patrice Lumumba (34), Samora Machel (41), Kwame Nkrumah (47), Julius Nyerere (39), Thomas Sankara (33), Haile Selassie I (24), Sekou Toure (36), etc. At the very least, this list of distinguished men (and this is not to detract from the critical role of women in these movements) highlights the potential of youth. It should be noted, none of the above-mentioned (nor other leaders of that generation) ever had opportunities for specialised and dedicated grooming in the form of youth leadership programmes. However, they were visionary in the sense that they quickly realised that they needed each other – the pan-African struggle is and was as much a moral battle as it was a case of ‘enlightened self-interest’ since their fates were intimately linked.

Sadly, there are few examples where youth organise themselves or are being organised by, of and for Africa. This reflects a failure to recognise the power and importance of networks of and for leaders (and leadership). In part, this is due to an emphasis on leaders as individuals. Sadly, this is a lesson from the past that we are ignoring. Not organising young high achievers and high- potential youths is a missed opportunity. That the world recognises Africa’s talents and potential is great – and well deserved for the many men and women who have had the privilege and opportunity to participate in these programmes. However, there is a missing piece to the puzzle. In order for Africa to progress as Africa, we need to build the relationships between these young individuals to understand our different pasts and value-systems, and build consensus around our common purpose and destiny, on our terms. We are failing to marshal these (would-be) ‘leaders’ into a cohesive ‘leadership’ that will drive the continent and her people forward. This requires specialised investment in and organisation of this demographic that so far has not been forthcoming by the continent itself.

The most valuable component of these programmes is not the technical knowledge that is gained, nor is it the opportunity to practice particular skills associated with ‘leading’. The community (or network) of peers who one can reach out to for guidance or support is by far the most valuable take-away for participants. As mentioned above, the liberation-era leaders across Africa formed these social bonds and are known to have been in constant communication. Despite the lack of specialised grooming, they realised the importance of alliances and a group of leaders (peers) to form a collective leadership. These relationships were vital in securing Africa’s independence. Such relationships are, and will be, vital for good leadership in Africa. As these programmes are often not Africa based or formed, which individuals are being promoted, and why? How are potential-leaders identified? For what purpose are they being groomed? Are we coaching and mentoring would-be leaders to equip them with the skills and knowledge to understand how Africa got to be where it is today, why we face the challenges we face, where Africa’s place is in the world, and what efforts we can build on to get a better seat at the global table?

This piece starts with a famous quote from Franz Fanon, a psychiatrist and anti-colonial philosopher who fought in the Algerian War of Independence. It speaks to the heart of the matter regarding the development of young and emerging leaders in Africa – for what?

Through the African Union, African Heads of State and Government have adopted the Agenda 2063 (with its seven pillars) followed by seven goals. Are these the tasks we are setting our leaders? Are we doing enough to prepare ourselves across private, public, and civil society spaces to take on the leadership challenges that fulfilling these seven goals will face, and are our leaders doing enough to prepare future leaders for this task?

If we are serious about our future, we must groom the young and emerging leaders of today, to move us towards sustainable development and transformation. We must prepare them, so that when they too become Elders, they will in turn help to prepare future young and emerging leaders for Africa. For this, Africa too must look to the talented individuals across the continent and give them the opportunities and support they need to succeed – and we need to get them talking to, and working with, each other.

For more on Agenda 2063 see http://agenda2063.au.int/en/home

Frantz Fanon’s ‘The Wretched of the Earth’ is available from the UONGOZI Institute Resource Centre (http://www.uongozi.or.tz/centerservices.php)

Disclaimer: The views and opinions expressed in the above article are the views of the author and do not necessarily represent the views of UONGOZI Institute.

It Starts with a Woman: Taking the lead in enabling more women leaders in Africa


By Nura-Lisa Karamagi

Most of us may have seen a picture of the African woman carrying a child on her back, a pile of chopped wood on her head, and in addition, some harvest from the farm or a bucket of water. That picture depicts an African woman as an epitome of strength. Not just physical, but psychological and intellectual strength as well. It shows the will and determination to persevere, provide and survive. In Africa, women are arguably the backbone of our communities, and elderly women, especially, are respected for their wisdom. The disturbing question then, is why we have very few prominent women leaders on the continent.

Although the movement towards gender equality has continued to progress in the right direction, it is still dragging and leaving many behind, as is evidenced by gender development indexes across the continent. The percentage of women holding political leadership positions in Africa stands at 24.4% with the number of female parliamenterians in sub-Saharan Africa at 23%. Even in business where there is a semblance of empowered women leaders, statistics such as only 18/107 directorship positions being held by women and 12/109 corporate executive positions held by women in Tanzania exposes the nakedness of such illusions.

In my view, two main challenges exist that hinder the empowerment of women to leadership positions. These problems ultimately reinforce each other. There is the problem of the negatively connoted status of women in society. We live in a rigid patriarchal society where the mindset of a majority of women and men consider the roles of women as secondary. This manifests itself into the compulsion to make the attributes of men the benchmarks for leadership roles. Second, is the internal struggle within and amongst women that subsists; African women are continuously challenged to overcome a two-pronged inferiority complex. They become prone to subconsciously question their self–worth when measured up against other races, and with the pressure to sacrifice their own needs in favour of men’s. The result is a vicious cycle of women clinging superficially to a questionable status quo and subjecting other women to practices that negatively affect both themselves and fellow women.

The status of women and their empowerment is being addressed at various levels and platforms. There is a will and effort to expand opportunities for women to be fairly employed, and to be enabled in business and other economic activities. However, this may not be enough to rapidly expand the pool of women leaders on the continent. Unfortunately, this is due to the lack of discourse on the issue of strengthening women’s self-worth.  We have been witness to the sheer unproductive (sometimes destructive) envy by some women at the success of other women. To cap it all, in events that propagate the themes of empowering women, we constantly see selective inclusiveness and apparent disunity, as almost all the invitees belong to the category of the arguably already empowered. Failure to brave the surrounding issues to this challenge may make the efforts to address the negatively connoted status of women futile.

Africa’s women leaders must be at the forefront towards resolving this problem and they need to lead differently. It begins with first leading oneself. This leadership calls for a change in the mindset, a change in the general perceptions of a woman in society, and their inability to take leadership roles. Confidence and a feeling of self-worth are essential attributes of enabling a woman leader to bring on board fellow women and men towards a shared vision.

Furthermore, the woman leader needs to be inclusive. This inclusiveness should of necessity transcend the demarcations of privilege. Women must help each other, rather than break each other, by their actions and practices amongst themselves.  They should walk hand in hand, focusing on moving together with a mightier force, even if the pace would be slower.

At the societal level, the woman leader must aim to lead in terms of influencing, shaping and changing the mindset of the people in her environment who are ignorant about or deliberately hindering in one form or another gender equality. She is a central component of the community and must encourage her sisters and brothers, her friends, her daughters and sons, her granddaughters and grandsons, her husband, his friends, and their neighbours to be part of the change. She must recognize, inspire and motivate other women leaders. This recognition should not come in waves that peak and subside; rather it should maintain a constant flow. For, at any time there are many women at various levels who are emerging as leaders and are in need of being motivated to lead further.

As a group, women must own their empowerment. Like the African woman in the alluded to picture above, they possess the strength and ability to persevere and overcome the obstacles towards becoming prominent leaders. African women in leadership positions have and will have more to showcase and reconcile. They are ambassadors for all women in what is still a very much male-dominated world. They must strategically use their roles to enable more women to aspire towards and attain leadership positions.

Disclaimer: The views and opinions expressed in the above article are the views of the author and do not necessarily represent the views of UONGOZI Institute.

For more on UONGOZI Institute’s programmes on women leaders, visit http://www.uongozi.or.tz or email info@uongozi.or.tz

Events in Pictures: Finnish Journalists Visit UONGOZI Institute

Chief Executive Officer of UONGOZI Institute, Professor Joseph Semboja (second from left) speaking to a delegation of journalists from Finland when they visited the Institute on Friday, 18 March, 2016. From left is the Head of Development Cooperation at the Embassy of Finland, Ms. Milma Kuttenen, Ms. Liisa Tervo, Partnership Advisor at UONGOZI Institute, and Mr. Dennis Rweyemamu, Head of Research and Policy at UONGOZI Institute.
Chief Executive Officer of UONGOZI Institute, Professor Joseph Semboja (second from left) speaking to a delegation of journalists from Finland when they visited the Institute on Friday, 18 March, 2016. From left is the Head of Development Cooperation at the Embassy of Finland, Ms. Milma Kuttenen, Ms. Liisa Tervo, Partnership Advisor at UONGOZI Institute, and Mr. Dennis Rweyemamu, Head of Research and Policy at UONGOZI Institute.


Delegation of 15 journalists from Finland who visited UONGOZI Institute as a part of a 5-day program  organized by the Finish Ministry of Foreign Affairs.
Delegation of 15 journalists from Finland who visited UONGOZI Institute as a part of a 5-day program organized by the Finish Ministry of Foreign Affairs, joined by officials from the Ministry of Foreign Affairs, Finland.


Natural Resource Management Programme Coordinator, Ms. Namwaka Omari (standing) delivering a presentation to journalists on UONGOZI Institute’s work on supporting the management of natural resources in tanzania, with an emphasis on the oil and gas sector.
Natural Resource Management Programme Coordinator, Ms. Namwaka Omari (standing) delivering a presentation to journalists on UONGOZI Institute’s work on supporting the management of natural resources in Tanzania, with an emphasis on the oil and gas sector.


One of the journalists from the Finnish delegation posing a question. Some of the issues that were discussed on the day included Tanzania’s work so far on sustainable development, capacity building for leaders in Africa, and the current state of Tanzania’s oil and gas sector.
One of the journalists from the Finnish delegation posing a question. Some of the issues that were discussed on the day included Tanzania’s work so far on sustainable development, capacity building for leaders in Africa, and the current state of Tanzania’s oil and gas sector.


Ms. Milma Kuttenen, Head of Development Cooperation from the Embassy of Finland thanking UONGOZI Institute on behalf of the delegation of journalists and officials from the Ministry of Foreign Affairs in Finland for hosting the visit.
Ms. Milma Kuttenen, Head of Development Cooperation from the Embassy of Finland thanking UONGOZI Institute on behalf of the delegation of journalists and officials from the Ministry of Foreign Affairs in Finland for hosting the visit.

Complexity, Dynamics and Risk


This article was published on the November 2015 edition of the African Business magazine http://www.africanbusinessmagazine.com

Anyone seeking to be a successful leader needs to acquire the skills to negotiate an increasingly complex world environment

Large numbers of migrants crossing borders to escape violence and seeking opportunity elsewhere challenge border post officials and Foreign Ministers alike, not to mention the pressure they create for political leaders to engage in increased coordination in real time, while managing the spotlight of the press and the buzz of social media.

Crowds of young people looking for jobs in Europe and Africa are increasingly vocal and demand the immediate attention of politicians, even though sustainable solutions would take years to put in place.

Contagious diseases like Ebola threaten harmony in previously peaceful communities, compelling global leaders to find urgent and coordinated solutions.

Policy makers need to handle complex scientific and social information with little room for mistakes, whether deciding on genetically modified seed varieties, implementation arrangements to adapt to climate change, or labour policies that balance the needs of the youth and the ageing. Leaders of countries have to increasingly mind not only what is going on within their borders, but also events in countries geographically distant from them. Company executives need to be cognizant of changing preferences and the lightning speed at which trends are shaped and reshaped, and brands lionised or destroyed.

In my book, Leadership in a Globalized World: Complexity, Dynamics and Risk, I present a synthesis of the tools available to leaders to navigate in this complex environment. The areas covered include skills to be adept at observing patterns of change; understanding the dynamics of change; and reacting proficiently to urgent challenges. Other skills relate to harnessing complexity in taking day-to-day decisions, while making smart use of tools for consultation, dialogue, empathising with others, and scanning and mapping risks.

Delivering superior performance every day requires skills for learning, innovation and creating repeated success, aided by a strong ability to work across borders, co-create with others, and imagine an emerging reality. While the tools developed are from academic research in multiple disciplines, the book relies on a series of case studies from real life to bring to life Theory U.

Learning from examples in a variety of industries, firms, governments and geographies, we discover that a good leader learns from others and from past experiences including – and especially from – failure. Good leaders in a complex world take major shifts in people, economy, resources and technology spheres in their stride. The skill of extracting and following patterns wins when many things are changing. Skilled leaders use change to shape strategy and harness the very complexity they are dealing with, to manage risks and exploit opportunities for results.

Of particular importance are leaders skilled at dealing with local and global issues in a coherent governance framework; whether at the country, corporation, or organisation level.

Good leaders know how to harness the special role of individuals and their preferences to shape common or collective outcomes beyond the scales of their geographical confines. Successful leaders in government, corporations, and civil society, as well as those interested in development, adapt “how” they engage in addition to “what” and “why” they engage in decision making.

Effective leaders are not afraid to fail and even relish it as an opportunity to learn.

Striving towards the horizon, not knowing what lies ahead, navigating through winding paths that are steep and foggy, driven by the desire to get a better outcome, makes the journey of leading in a complex world exciting.

Frannie A. Léautier


Frannie A. Léautier is Chairperson and Co-Founding Partner of Mkoba Private Equity, and previously served as Executive Secretary of the African Capacity Building Foundation


Tanzania Endorses and Fully Commits to SDGs

H.E. Jakaya Kikwete, President of the United Republic of Tanzania at the General Meeting.
H.E. Jakaya Kikwete, President of the United Republic of Tanzania at the General Assembly

The Millennium Development Goals (MDGs) have officially expired this year and a new era in development with a new set of Sustainable Development Goals (SDGs) was launched in New York from the 25th to 27th of September at the ‘United Nations summit for the adoption of the post-2015 development agenda’.

The SDGs represent a change in thinking about development and transformation, addressing a broader set of issues and shared responsibility between public, private, and civil society organisations. They (the SDGs) are the result of a negotiation process that involved the 193 UN member states and also unprecedented participation of civil society and other stakeholders, which led to the representation of a wide range of interests and perspectives.

At the summit, where the SDGs were signed off by 193 countries, the UN Secretary General, Ban Ki-moon, underlined the importance of implementation as a show of commitment to the goals, the need for partnership and solidarity in ensuring the success of the goals, and expressed the commitment of the United Nations in providing the necessary support to Member States.

“The 2030 Agenda compels us to look beyond national boundaries and short-term interests and act in solidarity for the long-term.” – Ban Ki Moon

The adoption ceremony was presided over by Danish Prime Minister Lars Løkke Rasmussen and Ugandan President Yoweri Kaguta Museveni, who stressed the successes of the MDGSs and the need for the full implementation of the new Agenda.

This new agenda will guide national and international jurisdictions, shape investment policies, revise national and international data collection, and drive actions on a range of sustainability issues over the next decade.

“This is the future we want for humanity and for our planet.” – Jakaya M. Kikwete

H.E. Dr. Jakaya M. Kikwete, President of the United Republic of Tanzania, reiterated his and Tanzania’s commitment to the Sustainable Development Goals by joining the High Level Group to support the implementation of the SDGs, announced by H.E. Stefan Löfven, Prime Minister of Sweden. The High-Level Group will work in various ways to promote exchange of experience and discussions on challenges and solutions between governments, civil society, the private sector and international organisations. The following are members of the High-Level Group:

  • Brazil’s President Dilma Rousseff
  • Colombia’s President Juan Manuel Santos
  • Liberia’s President Ellen Johnson Sirleaf
  • Sweden’s Prime Minister Stefan Löfven
  • South Africa’s President Jacob Zuma
  • Germany’s Federal Chancellor Angela Merkel
  • Tunisia’s President Beji Caid Essebsi
  • Timor-Leste’s Prime Minister Rui Maria de Araújo
  • Tanzania’s President Jakaya Kikwete

In his address to the UN General Assembly, H. E. Kikwete expressed concern over the incompletion of the Millennium Development Goals and the unknown outcomes of targets, emphasising that although the new Agenda had taken on the unfinished business of the Millennium Development Goals, time and money were needed to achieve it. The lack of financial resources had been the greatest hindrance to enacting all the Millennium Development Goals. Funding concerns have been addressed in the outline of each of the new Goals, and each country must mobilise domestic resources for achieving the Goals, but developing countries cannot do so alone. International funding will be needed to complement countries’ own capabilities and a global partnership is necessary to ensure follow-up and review.

“Tanzania stands ready and pledges its unwavering commitment to fully support the Sustainable Development Goals and its implementation. We will do everything in our power to play our part accordingly… For sure, no-one will be left behind” – Jakaya M. Kikwete

As part of Tanzania’s commitment to Sustainable Development, the Government of Tanzania established the Institute of African Leadership for Sustainable Development (UONGOZI Institute) with the support of the Government of Finland in 2010. UONGOZI Institute works to inspire and equip leaders in Africa to deliver sustainable solutions to the challenges facing the continent, and to live up to their individual and collective potential to lead the transformation of Africa’s economies and societies.

To date, UONGOZI Institute has already engaged in various activities that are aligned with the Sustainable Development Goals in both its capacity building and research and policy work. These are, broadly; Urbanisation (Goal 11), Sustainable Agriculture (Goal 2) in partnership with the Southern Agriculture Growth Corridor of Tanzania, Forestry (Goal 17), meeting energy needs sustainably (Goal 7), Natural resources management (focussing on the Mining, and Gas Sectors), Financial Inclusion for Women (Goal 5 and 16), Green Growth (Goal 8, 9, 10, 13, and 14).

UONGOZI Institute stands ready to support African governments in meeting their Sustainable Development Goals targets, both in terms of the research and monitoring work required on the ground, and capacity building to ensure decision-makers are inspired and equipped to live up to their collective and individual leadership potential.

For more information on the SDGs and the SDG Launch:






For more information on UONGOZI Institute:


What is the UONGOZI Institute Blog?

Welcome to UONGOZI Institute’s blog, and as we say it here in Tanzania – Karibuni.

This blog will serve as an informal platform for the UONGOZI Institute (UI) to provide useful information, as well as encourage an exchange of ideas for those across the continent and beyond who are interested in issues of leadership and sustainable development in Africa.

Posts will cover a variety of topics surrounding those two themes, including useful information from UI’s research findings and television shows, and provide insights on capacity building through tips and tricks from UI’s training courses. There will also be periodic posts to announce UI events and relevant scholarships and fellowships advertised outside of UI, or other programs that could prove to be useful for the emerging generation of African leaders.

Lastly, reviews of books on topics of interest from the UONGOZI Institute Resource Center will be posted by UI staff to help provide recommendations for those interested in delving deeper into the material presented here. We also welcome guest posts from practitioners in fields related to any of the above mentioned topics.

If you are interested in contributing as a guest blogger, please email info@uongozi.or.tz with “Guest Blog Post” as the subject line.

From those of us here at the UONGOZI Institute Blog, we hope to see you here weekly to join the dialogue on these important thematic issues. To make sure you are always aware of when a new post is freshly pressed, you can follow our blog by pressing the “Follow” button on the right hand side of the page.

Please see our “About” page to learn more about the UONGOZI Institute and be sure to visit our website.