The Iconic Leadership Magazine Issue 1 by Kelvin Dumisani

JAN - MAR 2021 £10.00 US$10.00 €10.00

™ A WORLDWIDE MAGAZINE CELEBRATING ICONIC LEADERS OF OUR TIMES

Power

SECRETS OF FEMALE WORLD LEADERS

inspiring

Next Generation

change makers

HER EXCELLENCY FATOUMATA JALLOW-TAMBAJANG

FORMER VICE PRESIDENT OF THE GAMBIA CANDIDATE AFRICAN UNION COMMISSION DEPUTY CHAIRPERSON

Editor`s Message Dear Reader It is with much delight that we present to you our Special Issue of the Iconic Leadership™ Magazine. The Iconic Leadership Magazine™ is a quarterly publication that celebrates and shares the amazing and inspiring stories of iconic leaders of our times. We are greatly honoured and privileged to have as our Cover Story, the former Vice-President of the Republic of The Gambia, Her Excellency Fatoumata Jallow-Tambajang, who has been nominated as a candidate for the position of Deputy Chairperson of the African Union Commission. Madame Jallow-Tambajang’s career spans 35 years playing prominent roles in national and continent-wide platforms, including service with the United Nations and serving as Policy Adviser, Minister and eventually, Vice President of The Gambia. Her distinguished career has seen her recognised with several awards, honours and accolades including Member of the Republic of Gambia, MRG, (1994) and Eminent Person of the OAU (1990) for her exemplary leadership in championing the cause of women.

The Intercontinental School of Economics and Applied Sciences (ISEAS) is a signature university of our times, with an industry relevant and state-of-the-art curriculum customised for Africa. ISEAS has been established to raise the bar of quality education, deliver skills for competence to address real time challenges, and promote interdisciplinary research across continents with special focus on Africa.

Now more than ever, it has become necessary to mentor and inspire the next generation of leaders and change-makers. We hear from Dr Anna Maslon-Oracz, Assistant Professor at the Warsaw School of Economics on the many challenges and rewards that this brings by This Special Edition would be incomplete if we concentrating to shape mentees into future did not address the impact of coronavirus leaders, rather than just good followers. Pandemic. We hear from Her Excellency Ambassador Dr Josephine Ojiambo, former Wishing you a blessed 2021 and a great read of Deputy Secretary-General of the this Special Issue of the Iconic Leadership™ Commonwealth on how Covid-19 has derailed Magazine! the efforts towards gender equality and the empowerment of women, with special focus on the interruption of education for girls. With education platforms moving online, we Justina Mutale announce a new state-of-the-art university. Editor-in-Chief

CONTENTS 06 THE GREAT PAUSE: THE GIRL CHILD

AND THE SAFE RETURN TO SCHOOL

10 CSW65 13 THE WORLD SUMMIT ON WOMEN & GIRLS

15 REVEALING THE POWER SECRETS OF FEMALE WORLD LEADERS

19 HER EXCELLENCY FATOUMATA

JALLOW-TAMBAJANG FORMER VICE PRESIDENT OF THE GAMBIA CANDIDATE AFRICAN UNION COMMISSION DEPUTY CHAIRPERSON

30 INSPIRING AND MENTORING THE NEXT GENERATION OF CHANGE MAKERS

32 A CRITICAL REVIEW OF THE 25 YEARS SINCE THE BEIJING PLATFORM FOR ACTION

THE INTERCONTINENTAL SCHOOL OF ECONOMICS AND APPLIED SCIENCES (ISEAS)

HIGHLIGHTS FEATURE The advancements and set-backs of the Beijing Platform for Action PAGE 32

COVER STORY Her Excellency Fatoumata Jallow-Tambajang, former Vice-President of the Republic of The Gambia. Her nomination as Deputy Chairperson of the African Union. PAGE 21

FEATURE Her Excellency, Ambassador Dr Josephine Ojiambo On The Impact Of The Coronavirus Pandemic On Girl-child Education.

l of Economic hoo s& Sc Ap al p nt

ciences dS lie

Intercon tin e

PAGE 6

ISEAS

HIGHLIGHT The Intercontinental School of Economics and Applied Sciences (ISEAS) PAGE 37

Knowledge - Competence - Resilience

FEATURE World Summit on Women and Girls: Passing the Torch Towards 2030 PAGE 13

FEATURE Dr Anna Maslon-Oracz on the importance of mentoring the next generation of leaders and change-makers PAGE 30

Stop the Spread of Germs Help prevent the spread of respiratory diseases like COVID-19.

6 ft Stay at least 6 feet (about 2 arm lengths) from other people.

When in public, wear a mask over your nose and mouth.

Cover your cough or sneeze with a tissue, then throw the tissue in the trash and wash your hands.

Do not touch your eyes, nose, and mouth.

Stay home when you are sick, except to get medical care.

Clean and disinfect frequently touched objects and surfaces.

Wash your hands often with soap and water for at least 20 seconds.

cdc.gov/coronavirus 316917C August 26, 2020 11:37 AM

THE GREAT PAUSE: THE GIRL CHILD AND THE SAFE RETURN TO SCHOOL W

hen a girl is born, she is born into a world that expects a lot from her. Most of these expectations are not of her own choosing. She grows into a world of inequality and unfairness - from lack of access to education, to gender based violence and early marriage. Take education for instance, preference is given to boys to get them into school and little consideration is given to girls. As a result, girls who manage to graduate from University go into an employment market that has prejudice against a woman’s worth in the workplace. From my own reflection and recollection, being a woman has been and continues to be tough. Although I love it, I can pinpoint specific moments when I was acutely aware that my gender meant I had many barriers to overcome. At times, my gender meant that I was expected, even told, to be less - to be less outspoken, to be less “edgy or aggressive,” to take up less space, to make less noise. The feedback I, and other women like me consistently received was to ‘look and be smaller’. ‘Do anything but be yourself, and certainly don’t challenge the status quo’. I have had to work hard to not allow that criticism to become part of my psyche and I work with women every day, who struggle with the pressure to be small and perfect. I see all the ways internalising that expectation negatively impacts how women show up in their lives and care for themselves. And indeed, we have come a long way throughout this journey in pushing for gender equality. A year ago, marked 40 years since the inception of the United Nations Convention on the Elimination of All Forms of Discrimination against Women (CEDAW). The year 2020 has been even more significant in that it marks 25 years since the Beijing Platform for Action was adopted at the 4th United Nations World Conference in 1995. It will also mark 20 years of the United Nations Security Council Resolution 1325 on Women Peace and Security; 10 Years since UN Women was formed and 10 Years of the Equality Act 2010. 2020 also marks 64 years of the United Nations Commission on the Status of Women; 75 years since the creation of the United Nations; and 5 years of the Sustainable Development Goals. African women continue to demonstrate their willingness to contribute to the global Gender Agenda through their participation in various women’s movements and affirmative actions, including the Beijing Platform for Action.

Her Excellency Dr Josephine Ojiambo Former Deputy Secretary-General of the Commonwealth The year 2020 also brought together a confluence of anniversaries for some of Africa’s own continental initiatives and affirmative actions on gender equality and the empowerment of women and girls. It marked 26 years since the Pre-Congress of the 7th Pan African Congress (PAC) held in Kampala in Uganda; 16 years since the adoption of the Maputo Protocol (African Charter on Human and People’s Rights of Women in Africa); 10 years since the launch of the African Women’s Decade by the African Union; 10 years of GIMAC (Gender is My Agenda Campaign) and 5 years since the African Union declared 2015 as the AU Year of Women Empowerment. This is in addition to the various other global initiatives and affirmed actions aimed at the achievement of gender equality and the empowerment of women and girls, of which African Women have been an integral part. The Sustainable Development Goals have at their core gender equality and the empowerment of women and girls as a priority, with gender equality cutting across all the 17 goals of the SDGs.

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The emphasis on gender equality and the empowerment of women and girls in the SDGs indicates that the world cannot achieve any or all the Sustainable Development Goals without securing the full and equal rights of women and girls, who form half of the world’s population. Covid-19 and Gender Equality Despite the many instruments, frameworks, initiatives and affirmative actions for women and girls, their potential contributions to economic advancement, political participation, social progress and environmental protection continue to be marginalized, and that can be said for the pre-Covid reality. Covid 19 has added another challenge to the achievement of the SGDs and failing to utilise the full potential of the female populations, now more than ever, the world will not achieve its global development vision. Not even close. I want to take the opportunity to shine a spotlight on how the COVID-19 pandemic has posed a critical challenge in the gains made so far of the achievement of the Sustainable development goal, particularly number 5 on gender equality. As we are all aware, this pandemic will see fewer girls have access to education, fewer girl’s transition into other positive learning opportunities; and more girls vulnerable to violence, exploitation, and abuse. And even with schools reopening in countries like Kenya, the number of girls at risk of dropping out of school all together is extremely high.

COVID-19 has become known as ‘The Great Pause’, even worse, ‘The Great Rewind’ for many girls the world over, leaving them in a state of fear and uncertainty. COVID-19 is a human, economic and social crisis and with the rapid rise of coronavirus infections, African governments have adopted measures to curb the spread, including closing spaces of worship, markets and educational institutions. 250 MILLION AFRICAN CHILDREN OUT OF SCHOOL By April 2020, 53 African Union member states had shut down their institutions of learning. This left over 20 million learners out of school at pre-primary level, 160 million at primary, 56 million at secondary, and 8 million at tertiary level, with no access to continued learning and teaching facilities across the continent. It is proven that Schools typically provide safe spaces for girls. When they are in school, they are less likely to be forced into marriage and be abused sexually. During this pandemic, however, schools are not there to protect girls. While girls and women face gender-based violence in schools and universities, a considerable number also find school to be a safe haven when they face abuse and poverty at home. Many of them have had to return to the agricultural fields to help their families, have become unpaid domestic workers and are exposed to transactional sex and/or prostitution.

This crisis has also increased discouragement among girls and young women clouded their hopes of success with heightened pressure from their parents to drop out of school, enter the labour market or get married. Although efforts being made are commendable by many agencies present in this event, there is need for more sustainable and holistic measures that go beyond just accessing education, but address the obstacles encountered by girls and young women in accessing quality education and completing the school cycle. Before the epidemic, and according to UN (UNESCO and UNICEF) estimates, 23% of girls were out of primary school compared to 17% of boys. By the time they become adolescents, the education exclusion rate for girls was 39% in comparison to 36% or boys (UIS, 2019). There is need for more governments to develop post COVID-19 strategic plans for reopening schools, plans that consider the needs of girls and young women. Girls are key to the world’s human capital and will be a key asset in the process of recovering from COVID 19. We need to empower girls, now more than ever, to be brave enough and act for the betterment of their selves and their communities. And having access to education and positive learning experiences enables girls to feel powerful and confident to do so. Facilitating girls’ access to education allows them to learn, discuss, and digest issues with teachers and their peers, and be involved in decision-making that can dramatically affect multiple lives. Take for example Greta Thunberg. At just 16 years old, Greta started an international youth movement on climate change. The Swedish teenager first staged a School Strike for Climate in precincts of the Swedish Parliament in August 2018. Thunberg says she first heard about climate change in 2011, when she was eight years old, and could not understand why so little was being done about it. When will the Gretas of our times be invited to the table? Look at passionate young people from any era and you’ll find impressive catalysts for change. In Kenya, youth activists, many of which were young women, formed the revolutionary networks needed to bring independence to an entire nation, fought diligently for a new constitution, and continue to push for equal rights in the political, economic, and social realms. WE MUST MOVE BEYOND SMALL DREAMS FOR GIRLS The constitution in Kenya as an example guarantees every citizen a right to education. This is regardless of gender, sex, or social class. Higher education holds great value for the public good. It is central to the development of individuals and nations. But there is still uneven development between genders. While the Kenyan government

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has created policies that offer equal opportunities to all, it has paid much less attention to the way policy is converted into action. The gender gap in primary education is not as wide as in higher education. According to the Ministry of Education records, of the 85% of learners who progress from primary to secondary school, 30% proceed to higher education. Women account for just one third of total enrolments. Clearly, women are still struggling to transition into these institutions of higher education. And they also struggle to succeed in science, technology, engineering, and mathematics (STEM) related courses, and to progress into postgraduate studies.

to continue. They are seen as “less committed to their work.” Instead of seeing motherhood as an opportunity to develop leadership skills, it’s seen as a “gap in career.” In fact, women may have an edge due to our socialisation. To get to a leadership position, we must accomplish so much more than men. And the notion that it’s up to women to change things is wrong. It’s not the women that have created this problem. We can look for examples of true leadership from women during the COVID-19 crisis. From Iceland to Taiwan and from Germany to New Zealand, women are stepping up to show the world how to manage a messy patch for our human family. Add in Finland, Iceland and Denmark, and this pandemic is revealing that women have what it takes when the heat rises in our Houses of State. A MESSAGE TO WOMEN Let us support each other in this fight for gender equality, to be an exemplary example of how to network and leverage our individual and collective strength. While we can say that women generally have been historically on the margins of society and power, some are more vulnerable than others. As we think about how to ‘unpause’ this pandemic, I would like us to recognize the different experiences and backgrounds of the female population and how this also impacts their access to education. Girls living in fragile under-served places and with low socio-economic backgrounds have been severely neglected.

The COVID-19 pandemic has also shed light on the inequalities in access to the Internet and digital technologies, especially as we consider that educational institutions went virtual. It has also been a timely reminder of the stark inequalities in Internet access among the youth. Whilst global statistics on access to the Internet have increased annually – (according to the ITU, the number of internet users has grown 10% every year on average globally since 2005) – the digital gap persists across class, gender, age, location and other oppressive divides. The measures taken to control the pandemic are not only making these inequalities more visible, but they are amplifying the threat of the digital divide on people’s basic livelihoods. POSITIVE ENVIRONMENTS AND POSITIVES CONNECTIONS TO THRIVE Women and girls have the power to change the way we approach leadership and response to local and global crisis. Science says: “girls are as predisposed to be leaders as boys”. However, social differences cause the disparity. How parents raise their children, how the media portrays women – there are biases both cultural and organizational – whether it’s conscious. For example, our society is structured so that it’s the responsibility of women to raise the family. It’s an expectation, which therefore allows bias

As a woman working in international development, I had an opportunity to work on behalf of African women like me by designing the Rotary - Commonwealth Women’s Mentorship Program. This programme is developing professional and life skills among exemplary young women between the ages of 21- 29 years across 54 countries. This programme mentors young women seeking to be the change they want to see in this world and are not afraid to do so! Access to education and mentorship programmes like these allows for cross-generational mentorship to flourish, and some much-needed recognition of exceptional young African women leaders. It is clear there is need to create a world where women lead important conversations and make important decisions across every sector, in order to ensure the sustainability of today’s post Covid world. We must however remember that we are only as good as our weakest link. We must be creative, we must think outside the box, and we must be open to new innovative ideas. And, as the international community, we must realize we cannot do this alone. Governments, in partnerships with agencies like the United Nations, especially UNICEF and Non-Profits like my own, Rotary International,

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have a huge role to play in ensuring there is a consolidated effort in empowering the girl-child, now and in future. We must work on behalf of vulnerable girls, speak out for them, and make an extra effort in placing the girl-child on the limelight. Vulnerable hard to reach girls are being reduced to building negative coping mechanisms in order to get through bad situations and come out alive. Some of these coping mechanisms will for many become a lifetime of trauma. We should not let these coping mechanisms become normal for these vulnerable girls. If you believe it is our collective responsibility to ensure girl child empowerment is preserved and preserved with dignity in Post COVID times, then it is the time to outline our commitment. This is the time to begin to strengthen our resolve and it is within our power to make it happen. I have heard core issues repeated several times over the course of my life and career so far, and I truly believe this is the time to be courageous and bold and stand with the girl child. THE GREAT PAUSE When we influence policies and frameworks that empower women, we will adequately address issues unique to women and girls. We need to place women into positions of power who are brave enough to implement strong policies that protect the most vulnerable girl living in the most vulnerable places. Perhaps the concept of the ‘Great Pause’ will enable us to reflect on who we place into power to contribute to a greater impact going forward. I know that we have many female advocates around the world; many are also women and men raising young girls themselves. Please ask yourselves how her voice is being heard in places that matter, how her ideas are being shared and implemented, how her needs are being addressed. Let us step into the shoes of every girl child we meet and reflect upon the unique barriers that keep her from her destiny. In this ‘Great Pause’, it’s important to reflect on how we can open up space for the first hand participation of vulnerable girls in addressing the issues that affect them. Not all women and girls are the same. Their issues are different dependent on where they are struggling. For example, in relation to education materials and curriculum, in some places, it may be more relevant, appropriate and practical to equip a girl child is to provide them with sanitary pads. We need to think holistically and provide a range of inputs to make education for girls happen. Putting the girl child at the centre will enable our responses to be relevant, no matter the ‘sector’. The global challenge for us more than ever is empowering women and girls and promoting gender equality. Ending all forms of discrimination against women and girls is not only a basic human right, but it also has a multiplier effect across all other development areas.

I dedicate this article to the millions of girls around the world who surmount the barriers of inequality and manage to break free from the prejudices to which they have too often been confined. UBUNTU In conclusion, as I reflect upon my years of experience, I am reminded of the African proverb: The Spirit of Ubuntu “I am, because you are” speaks to the fact that we are all connected, and that one can only grow and progress through the growth and progression of others. I hope the young women can be inspired to lead generations of positive social change. Girls have the right to a safe, educated, and healthy life, not only during these critical formative years, but also during crisis and turmoil. If effectively supported during the adolescent years, girls have the potential to change the world – both as the empowered girls of today and as tomorrow’s workers, entrepreneurs, mentors, household heads, political leaders and mothers. An investment in realising the power of adolescent girls upholds their rights today and promises a more equitable and prosperous future, one in which half of humanity is an equal partner in solving the problems of climate change, political conflict, economic growth, disease prevention, and global sustainability.

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CSW65

he sixty-fifth session of the Commission on the Status of Women will take place at the United Nations Headquarters in New York from 15 to 26 March 2021. Representatives of Member States, UN entities, and ECOSOC-accredited non-governmental organizations (NGOs) from all regions of the world are invited to attend the session.

THEMES • Priority theme: Women's full and effective participation and decision-making in public life, as well as the elimination of violence, for achieving gender equality and the empowerment of all women and girls; • Review theme: Women's empowerment and the link to sustainable development (agreed conclusions of the sixtieth session) The Commission on the Status of Women (CSW) is the principal global intergovernmental body exclusively dedicated to the promotion of gender equality and the empowerment of women. A functional commission of the Economic and Social Council (ECOSOC), it was established by ECOSOC resolution 11(II) of 21 June 1946. The CSW is instrumental in promoting women’s rights, documenting the reality of women’s lives throughout the world, and shaping global standards on gender equality and the empowerment of women.

and Platform for Action, the key global policy document on gender equality, and the 23rd special session of the General Assembly held in 2000 (Beijing+5), as well as emerging issues that affect gender equality and the empowerment of women. Member States agree on further actions to accelerate progress and promote women’s enjoyment of their rights in political, economic, and social fields. The outcomes and recommendations of each session are forwarded to ECOSOC for follow-up. UN Women supports all aspects of the Commission’s work. We also facilitate the participation of civil society representatives. METHODS OF WORK The Commission adopts multi-year programmes of work to appraise progress and make further recommendations to accelerate the implementation of the Platform for Action. These recommendations take the form of negotiated agreed conclusions on a priority theme. The Commission also contributes to the follow-up to the 2030 Agenda for Sustainable Development so as to accelerate the realization of gender equality and the empowerment of women. Under its current methods of work, established by ECOSOC resolution 2015/6, at each session the Commission:

In 1996, ECOSOC in resolution 1996/6 (see p. 20) expanded the Commission’s mandate and decided that it should take a leading role in monitoring and reviewing progress and problems in the implementation of the Beijing Declaration and Platform for Action, and in mainstreaming a gender perspective in UN activities. During the Commission’s annual two-week session, representatives of UN Member States, civil society organizations and UN entities gather at UN headquarters in New York. They discuss progress and gaps in the implementation of the 1995 Beijing Declaration

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• Convenes a ministerial segment to reaffirm and strengthen political commitment to the realization of gender equality and the empowerment of women and girls as well as their human rights, and to ensure high-level engagement and the visibility of the deliberations of the Commission, including through ministerial round tables or other high-level interactive dialogues to exchange experiences, lessons learned, and good practices; • Engages in general discussion on the status of gender equality, identifying goals attained, achievements made, and efforts under way to close gaps and meet challenges; • Convenes interactive expert panel discussions and other interactive dialogues on steps and initiatives to accelerate implementation and measures to build capacities for mainstreaming gender equality across policies and programmes; • Considers one priority theme, based on the Beijing Declaration and Platform for Action and the outcome of the 23rd special session of the General Assembly and linkages to the 2030 Agenda for Sustainable Development; • Evaluates progress in implementing agreed conclusions from previous sessions as a review theme; • Discusses emerging issues, trends, focus areas, and new approaches to questions affecting the situation of women, including equality between women and men, that require timely consideration; • Considers in closed meeting the report of its Working Group on Communications; • Agrees on further actions for the promotion of gender equality and the empowerment of women by adopting agreed conclusions and resolutions; • Contributes gender perspectives to the work of other intergovernmental bodies and processes; • Reports on the aspects relating to gender equality and the empowerment of women of the agreed main theme of the Economic and Social Council, in order to contribute to its work; and • Celebrates International Women’s Day on 8 March, when it falls within its session. MULTI-YEAR PROGRAMME OF WORK The Commission elaborated a multi-year programme of work for the first time in 1987, containing priority themes for discussion and action at its annual sessions, per ECOSOC resolution 1987/24. Subsequently, multi-year programmes of work were adopted in 1996 in ECOSOC resolution 1996/6 (see p. 20), in 2001 in ECOSOC resolution 2001/4, in 2006 in ECOSOC resolution 2006/9, in 2009 in ECOSOC resolution 2009/15, in 2013 in ECOSOC resolution 2013/18, and in 2016 in ECOSOC resolution 2016/3. The theme for 2020 was determined in ECOSOC resolution 2018/8. A new multi-year programme of work for the years 2021-2024 is contained in ECOSOC resolution ECOSOC resolution 2020/15. Based on the resolutions from 2018 and 2020, priority and review themes for 2020–2024 are: • 2020: Review and appraisal of the implementation of the Beijing Declaration and Platform for Action and the outcomes of the 23rd special session of the General Assembly, and its contribution towards the full realization of the 2030 Agenda for Sustainable Development. • 2021: Priority theme: Women’s full and effective participation and decision-making in public life, as well as the elimination of violence, for achieving gender equality and the empowerment of all women and girls. Review theme: Women’s empowerment and the link to sustainable development (agreed conclusions of the sixtieth session). • 2022: Priority theme: Achieving gender equality and the empowerment of all women and girls in the context of climate change, environmental and disaster risk reduction policies and programmes. Review theme: Women’s economic empowerment in the changing world of work (agreed conclusions of the sixty-first session). • 2023: Priority theme: Innovation and technological change, and education in the digital age for achieving gender equality and the empowerment of all women and girls. Review theme: Challenges and opportunities in achieving gender equality and the empowerment of rural women and girls (agreed conclusions of the sixty-second session). • 2024: Priority theme: Accelerating the achievement of gender equality and the empowerment of all women and girls by addressing poverty and strengthening institutions and financing with a gender perspective. Review theme: Social protection systems, access to public services and sustainable infrastructure for gender equality and the empowerment of women and girls (agreed conclusions of the sixty-third session).

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THE WORLD SUMMIT ON WOMEN & GIRLS T

he World Summit on Women and Girls was launched and convened by the Justina Mutale Foundation ii commemorating 2020 International Day of the Girl on Thursday 15th October 2020. The was hosted as a virtual event held via satellite and telecast by CHANNEL A TV of Seattle, Washington in the USA, and was broadcast live to a global audience on all social media platforms including Facebook LIVE, Instagram LIVE; and YouTube LIVE.

HER EXCELLENCY ATIFETE JAHJAGA President of the Republic of Kosovo (2011 – 2016) Under the theme “The Passing the Torch Towards 2030”, the Summit attracted the participation of world leaders and Royalty from across the globe including Her Excellency, President Atifete Jahjaga first female President of Kosovo; His Excellency, President Ilir Meta, Current President of Albania; Her Excellency President Dr Ameenah Gurib-Fakim, first female President of Mauritius; Her Excellency Vice-President Jewel Howard-Taylor, current Vice President of Liberia; Her Excellency Ambassador Dr Josephine Ojiambo, former Deputy Secretary-General of the Commonwealth and The Honourable Senator Donzella James, from the State Senate of Georgia in the United States of America. Royal speakers included Her Imperial Majesty, Queen Sheba III, Head of the State of the African Kingdoms Federation; her Majesty Queen Zaynab Otiti Obanor of Nigeria; and Princess Tessy Antony de Nassau of Luxembourg.

The Justina Mutale Foundation convened the Summit in commemorating 2020 International Day of the Girl on Thursday 15th October 2020. The inaugural Summit will be a virtual event held via satellite and telecast by CHANNEL A TV of Seattle Washington in the USA, and broadcast live on all social media platforms including Facebook LIVE, Instagram LIVE; and YouTube LIVE, etc. The timing and significance of this Summit is that year 2020 brought together a confluence of anniversaries in the feminist movement around the world. The Summit will be an annual global forum bringing together women and girls from the global north and the global south for an intergenerational conversation on women’s leadership and change focusing on Beijing+25 and passing on the torch to the Millennials as drivers and disruptors of equality on the journey towards 2030. Taking into account that 2020 celebrated the 25th Anniversary of the Beijing Platform for Action and over 40 years since the inception of the Convention on the Elimination of all Forms of Discrimination against Women (CEDAW), in addition to other past instruments, development frameworks, initiatives and affirmative actions focused on the achievement of gender equality and the empowerment of women and girls, the Summit looked

HIS EXCELLENCY PRESIDENT ILIR META President of Albania

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at the successes, failures, challenges, opportunities, realities on the ground, new ideas and emerging issues in the area of gender equality and the empowerment of women and girls to chart a way forward for the next 10 years towards the conclusion of the Sustainable Development Goals in 2030, and the achievement of a 50-50 Planet.

in the human capital needed to assure sustainable development required to realise the sustainable development goals by the year 2030. The World Summit on Women and Girls will seek to highlight the potential of women and girls and to chart a way forward to accelerating the participation of women and girls in leadership roles, as well as the achievement of gender equality and empowerment of women and girls for the attainment of a The Summit also addressed the impact of COVID-19 on 50-50 Planet by the year 2030. women and girls and the global feminist movement. The Summit addressed the journey so far on issues pertaining The summit reviewed the achievements, successes, to women’s empowerment, gender equality, female failures, opportunities, challenges, emerging issues, ideas leadership, economic empowerment, political participation, and realities on the ground in respect of Beijing+25 2 and science and technology and all other sphere of life. The brought to the fore the obstacles to achieving gender Summit brought together women and girls from both the equality and the empowerment of women and girls. It also developing countries and the developed countries from inspired and instilled confidence in young women and girls various parts of the world, including Asia, Africa, the Pacific, to take up leadership roles, by highlighting the potential and contributions of women and girls to sustainable Latin America, development. Furthermore, the Summit redefined strategies for the acceleration of the participation of women and girls in leadership roles and the achievement of gender equality and a 50-50 planet and reviewed past instruments, frameworks, initiatives and affirmative actions on gender equality and the empowerment of women and girls. An appeal for fair and positive media portrayal of women and girls and their achievements was made in addition to strategising the positioning of women and girls on concerned policy platforms. Young women and girls were encouraged to pursue higher education, and venture into STEAM subjects. The impact of COVID-19 on women and girls and the global feminist movement reviewed and Eastern and Central Europe, as well as women leaders and strategies to counter the impact suggested. girls from western countries such as the UK, USA, Australia, Canada, New Zealand and Europe to exchange and share good practices, ideas, hopes, aspirations, and lived experiences; and to mentor, educate, empower, inspire and motivate one another to raise the voices of women and girls to become effective leaders in the decision-making processes beyond Beijing+25. The youngest speaker at the Summit was 9-year old Zuri Conroy from South Africa and Ayati Ojha from the United States of America. The emphasis on gender equality and the empowerment of women and girls in the SDGs indicates that the world cannot achieve any or all of the Sustainable Development Goals without securing the full and equal rights of women and girls, who form half of the world’s population In addition, the onset of COVID-19 has negatively impacted on the gains towards gender equality and the empowerment of women and girls. Despite the many instruments, frameworks, initiatives and affirmative actions, women and girls, and their potential contributions to economic advancement, political participation, social progress and environmental protection continue to be marginalised. In failing to utilise the potential and talents of the female populations, the world has been under investing

HER EXCELLENCY DR. AMEENAH GARIB-FAKIM President of the Republic of Mauritius 2015-2018 ICONIC LEADERSHIP MAGAZINE

REVEALING THE POWER SECRETS OF FEMALE WORLD LEADERS Inspiring The Next Generation Of Change-makers “The power of women in politics is a soft power”

Atifete Jahjaga, first-ever female President of Kosovo characteristics that, if emulated and embraced, have the power to fundamentally change society for the better. Within her new book, “The Art of Iconic Leadership”, Justina delves into the past and present of iconic women to inspire the trailblazing leaders of the future and implore them to harness opportunities for global change. “This book is my gift to the next generation woman, to every young woman and every girl. A gift to inspire their leadership journey and to let them know that it is possible to lead as a female”, say Justina Mutale

ustina Mutale has gone ahead to reveal that power, by writing a book that chronicles the leadership journey and stories of iconic female world leaders through the ages. The book hit #1 bestseller in the Political Leadership category on the day of its release and subsequently went on to be in the Top 10 Hot New Releases and bestsellers in Business Skills and Top 100 in the children’s Social Skills on Amazon.

Justina’s specialist knowledge regarding the strategies to excel as a female leader is evident from her distinctive track record. Justina is a seasoned professional speaker, delegate, event convenor, mentor and leadership coach. She discusses her own first-hand experiences in the book, both the successes and challenges, to motivate readers. With this in mind, proceeds from the book go to the Scholarship Fund at the Justina Mutale Foundation to help disadvantaged you women and girls from rural communities in Africa access tertiary education across the globe. Within the book, which pulls together politics, gender, economy, strategy, leadership and geo-politics, Justina has identified a number of different characteristics, many of these soft skills, that she believes are fundamental for effective leadership and have been consistently exhibited by female leaders across history, including courage, compassion, resilience and purpose. She also delves into how millennials are leading differently, reflecting on Jacinda Ardern’s impressive success to date.

Despite growing numbers of female world leaders and changing mind-sets, leadership continues to be dominated by men. In her book, Justina Mutale argues that throughout history we have seen many powerful women across the world excel in leadership and demonstrate key

To demonstrate the power of these characteristics she showcases key female leaders in history, bringing the achievements of women across the world to the fore to show just what is possible with women at the helm. Justina recounts the reign of Catherine the Great of Russia and how she exercised her creativity to bring innovation like no other. Justina also discusses Queen Elizabeth II and the successful leadership characteristics she has embodied throughout her reign, including astute emotional intelligence.

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The book has a global focus and includes many women outside of the western world that perhaps readers may not have heard of, including Nkosazana Clairice Dlamini-Zuma, the first ever woman to lead the African Union Commission. She is also the first ever woman to present herself as a presidential candidate in South Africa. It is clear that the coronavirus pandemic has proved the effectiveness of female leadership in times of crisis, and it is essential this recognition is not lost. Justina argues that female leaders are infinitely capable and flourish given the same opportunities as their male counterparts. The Art of Iconic Leadership is the perfect read for anyone seeking a comprehensive guide to the power of secrets of female world leaders. It is an ideal read for any aspiring female leader keen to learn about the past and the present, so they can be prepared to be the future and command real change.

“Justina Mutale has presence… Her book is a source of knowledge, wisdom and life experiences about women leadership, a wisdom bible to stay on the shelf of every home on this planet.” Sabine Balve World Leaders Forum Dubai “The Art of Iconic Leadership – Power Secrets of Female World Leaders is a resilient inspirational journey to empower the woman of the world.” Brenda Morant International Women’s Think Tank, USA

“This book goes beyond the dimensions of ‘a basic leadership book’. It is almost irresistible not to go back and read it again and again.” Ahmet Shala James Madison University School of Strategic Leadership Studies, USA The Leadership Foundation, Kosovo

The book is available at Amazon as well as in bookstores, airports, and E-book platforms, as well as some libraries “An impressive book on female leadership. A masterpiece that every and universities around the world. schoolgirl, parent and teacher must read.” Fatoumata Diallo The FD Minute Factor

“Profound insights for future women leaders. Pulling together politics, gender, economy, strategy, leadership and geo-politics in one place.” Anna Maslon-Oracz Warsaw School of Economics, Poland

“This book promises growth with the turn of every page. Go grab a copy.” Lamine Konkobo BBC Africa

"By Chapter Three, I forgot I was reading a book - I felt enrolled in a mission ... This book is a celebration of the formidable combination of captivating feminine beauty, the strength of personality, and outstanding leadership skills to transform lives. I love the hard work, uncommon courage, and amazing compassion described through the lives in this great book. I love that each chapter morphs from theory into real-life – the replay of historical female leaders who emanate those same vital traits and ends with recommendations for the development of those traits in the read. The role models are well-chosen and the perspective of the author, being different from my own, brought out some very valuable insights for me – both on the person described as well as the leadership trait itself. By Chapter Three, I was caught by the anger and frustration that gave birth to the Foundation, which turned this book from a theoretical read on leadership to one where I was enrolled in the mission. This book is so well written that I forgot I was reading – it felt a much more insightful and intimate experience than that", Bob Hayward

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ABOUT THE AUTHOR

ustina Mutae is an international speaker and leadership expert. She is the author of the internationally acclaimed women’s leadership book: “The Art of Iconic Leadership: Power Secrets of Female World leaders”. She is also co-author of the highly cerebral book: “Women on Corporate Boards: An International Perspective” and has contributed to several other books and publications on women in leadership. Justina has for years consistently advocated for gender equality and the empowerment of women and girls. In 2012, she was named African Woman of the Year. She is Founder and President of the Justina Mutale Foundation, through which she advocates for gender equality and the empowerment of women and girls in political participation and economic empowerment by providing leadership and entrepreneurship training and mentorship. Justina also advocates for the retention and completion of tertiary education for young women from rural and disadvantaged families in Africa by providing them with scholarships to access tertiary education around the world. Justina previously worked in the gender section of the Commonwealth Secretariat and currently serves as VicePresident of the United Kingdom’s National Alliance of Women’s. She has been a consistent delegate, speaker and parallel event convener at global forums that address political, economic, social, African and gender issues. Justina lives in London with her two daughters and a puppy. She leads and serves on various boards of commercial, humanitarian and charitable organizations across the globe, and has been honored with numerous international awards, honors and accolades for her outstanding leadership qualities. She serves as Gender Equality Ambassador and Spokesperson of the International Women’s Think Tank and its International Women’s Centre headquartered in Atlanta, Georgia in the United States of America. The International Women’s Think Tank promotes intellectual research, critical thinking and innovative solutions on issues related to women and girls around the world. The Think Tank works to empower women and girls by increasing intercultural understanding, driving economic growth, exploring collaborative opportunities and partnerships that uplift the human condition and improve the quality of life. The Think Tank supports the enrichment of women and girls of the global community through a strong and active network system, mentorship, intercultural exchange, entrepreneurship, business development, leadership training and sharing of information.

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“Opportunity Beyond Obvious” Nelisa Global Consultancy Ltd 3rd Floor Office 207 Regent Street LONDON W1B 3HH United Kingdom E-mail: info@ngc-africa.com | +44 750 667 5239

HER EXCELLENCY Fatoumata Jallow-Tambajang FORMER VICE PRESIDENT OF THE GAMBIA CANDIDATE African Union Commission Deputy Chairperson ICONIC LEADERSHIP MAGAZINE

er Excellency Fatoumata CM Jallow-Tambajang, former vice-president of the Republic of The Gambia has been named as a candidate for the position of Deputy Chairperson of the African Union Commission (AUC). The Gambian government also secured an Economic Community of West African States (ECOWAS) endorsement for her candidacy. Leaders of the African Union (AU) member nations will meet at an ordinary summit to elect a new Commission, the body’s secretariat, to run the organisation for the next four years. Mrs Jallow Tambajang has played a prominent role in national and continent-wide platforms, with a career spanning over 35 years, including service with the United Nations and to her country as a policy adviser, minister and eventually, vice president of the Republic. In her time at the United Nations Development Program (UNDP) her work focused on international development management, gender, policy, and training. As part of the Gambian government, she served in several capacities including as Policy Adviser on Women for three successive presidents, Minister of Health, Social Welfare and Women’s Affairs, before becoming vice president. Her distinguished career has seen her recognised with several awards including the Member of the Republic of Gambia, MRG, (1994) and Eminent Person of the OAU (1990) for her exemplary leadership in championing the cause of women. She was also the architect of ‘Coalition 2016’, bringing together eight political parties to uproot Gambia’s 22-year dictatorship. Mrs Jallow Tambajang plans to pursue an aggressive forward-looking agenda if elected to the position. She will look to accelerate the adoption and execution of the AU’s Agenda 2063 and the body’s institutional reform goals to assist in the AU’s pursuit of tackling challenges facing the continent and its people.

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FULL BIOGRAPHY Madam Fatoumata Jallow Tambajang, is a visionary, patriotic and eminent Gambian and African women’s leader of substance, a former Vice President and Chairperson of Coalition 2016, which ushered in a peaceful democratic change in The Gambia and founder of many Civil Society Organizations (CS)s) in The Gambia and Liberia with over 35 cumulative years of distinguished service in UNDP work, The Gambia government and private sector. She is also a winner of many national, continental/international awards, to name a few; Member of The Republic of The Gambia (MRG) and The African Woman of The Year in 2016 by the New African Magazine. She is currently The Gambia’s candidate for the next Deputy Chairperson (DCP of the African Union Commission (AUC), and her candidacy has been endorsed by the ECOWAS Authority. Madam Jallow Tambajang is a mother of eight and was a top student who, upon graduating from The Gambia’s only and prestigious mix boarding school, Armitage High School, married at 16 and lived as a full-time house manager with her first husband in Zaire, now named Democratic Republic of Congo (DRC). She returned to The Gambia and got divorced at the age of 21 with her first four children. She taught in a school for two years while also pursuing private studies and eventually achieved a diploma in French Language from the University of Dakar, Senegal. She later earned a Higher Diploma in Teaching French Language and a Bachelor of Arts degree in French from the University of Nice, France, in 1979. As indicated in her attached Manifesto, upon completing her studies in France, Madam Jallow Tambajang returned to The Gambia, worked with the United Nations Development Program (UNDP) for 14

years served in various professional capacities. Her last position was Senior National Program Officer/Adviser on governance, agriculture, livestock production and management, including rangeland development, economic management capacity building, private sector promotion, water resource management and sanitation, human resource management, census and population management, (UNFPA), women and youth in development (UNIFEM/UNDP), Transport and communications (UNSO/ITU), trade and industry (UNCTAD/WTO/UNIDO), Women in Development (WID), South-South Cooperation (UNTACD) and staff development. Madam Jallow Tambajang was appointed as Office Trainer on areas with her portfolio and designated acting Assistant Resident Representative (ARR) and WFP Country Director during the annual home leave and external official missions. From 1986-2020 Madam Jallow Tambajang served her country as National Policy Adviser on Women to three successive Presidents of the Republic of The Gambia; Chairperson of the National Women’s Council and Women’s Representative to The Gambia National Economic and Social Council, under the leadership of the First President of the Republic of The Gambia. She exhibited exemplary leadership in these areas, including influencing and guiding the Government to adopt policy reforms and mobilize significant bilateral and multilateral funding, including from the World Bank, for the empowerment of women. This culminated in adoption of a $15 million WID Program for the institutional strengthening of the National Women’s Bureau and empowering women to curb the feminization and consequences on national development. The program became a model in Africa and was subsequently replicated in other African countries by the World Bank.

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Madam Jallow Tambajang was also instrumental in launching and attracting both domestic and external funding the Bill and Act on the Devolution of Customary Marriages to protect the rights of women. In addition, she co-founded the First and Women Micro Finance Institution (MFI) of The Gambia, namely the Gambia Women’s Finance Association (GAWFA) in 1987 with objective of empowering low-income women who could not access bank loans because of lack of collateral. She subsequently served as the Association’s first treasurer, trainer in corporate governance. She is also the Associations’ current chairperson with the exceptional mandate to guide restructuring of the Association into a fully-fledged and viable micro finance institution (MFI) by December 2021. Furthermore, she advocated for and mobilized support for the establishment of GAMCOTRAP, which is aimed at promoting the elimination of all forms of harmful traditional practices against women and girls, including Female Genital Mutilation (FGM). In July 1994, Madam Jallow Tambajang was appointed as Minister of Health, Social Welfare and Women’s Affairs following a public outcry for competent civilians to work with the defunct military Junta to return the country to democratic governance. Unfortunately, she was obliged to leave because of the excessive human rights abuses on innocent citizens. She was then placed under a two-year political surveillance and banned from leaving the country but she succeeded in securing clearance from the government to join her children in the USA and subsequently returned to work with UNDP Post-War Liberia in 1997 for five years in the initial capacity as UNV/UNDP Adviser on Gender, Health and Population and later as Chief Technical Adviser on Gender and Country Programming and Management. Her work in Liberia entailed providing policy and technical advice to the UN Resident Coordinating system on reactivation of the women’s movement to support the implementation of the Beijing and African Platforms of Action and the domestication of the UN Convention on All Forms of Discrimination Against Women (UNCEDAW). She established and guided a national gender management system (GMS) consisting of a National Gender Forum and Focal Points, UN Gender Theme Group and focal points in key planning institutions, including the Ministry of Planning and Economic Affairs (MPEA). She also trained UN and key national policy and technical capacities in gender mainstreaming thus facilitating the engendering of the country programming and program management processes, namely, gender-sensitive UN Common Country Assessments (UNCCA), UN Assistance Development Framework (UNDAF), UN Demographic & Health Surveys (UNDHS), UN Country Programs, Post-War National Re-Settlement, Recovery and Reconstruction Program (NRRRP).

In guiding the revival of the Liberia Women’s Movement, Madam Jallow Tambajang initiated and guided the establishment of diverse and competent women’s institutions, namely the First Ministry of Gender and Development; National NGO Secretariat; Liberia Women in Business (LIWIBUS); Liberia Rural Women Association (LIRWA); and UN award-winning Mano River Women’s Peace Network (MAWOPNET), Youth Gender Advocacy Group of the University of Liberia and a Gender Media Fraternity. She formulated and mobilized significant UN cost-shared funding for the First UN National Gender Program and guided the building and strengthening of these women’s organizations. This united and formidable movement boldly engaged warlords and compelled them to end Liberia’s seven (7) year war, in which about 200,000 people lost their lives and the living ones suffered atrocities, insecurity and abject poverty. Liberian women thus became the bedrock for the restoration of democratic rule, peace and stability in Liberia. This gender-enabling environment culminated into about 20% increase in women’s participation in the national legislature, government, national civic society leadership cadre and peace missions. Women, including internally-displaced women and victims of gender-based violence eventually benefitted from UN-funded national humanitarian, reconstruction and development programs. In 1992, Madam Jallow Tambajang secured UNDP funding for logistic support and supervision of the UNIFEMcommissioned ‘Impact Assessment on Women and War’ which was conducted by two eminent persons, Honorable Ellen Johnson-Sirleaf (former President of Liberia) and Honorable Elizabeth Rehns. Their report was adopted by the UN Security Council and used as the basis for UN Resolution 1325-Women, Peace and Security. Madam Jallow Tambajang left UNDP Liberia in 2002 and served as lead consultant for the New York-based UNDP Regional Program for Africa (RBA), with the mandate to track and report on the implementation of UNR1325-Women and Peace and Security. The mission assessed the war-prone political environment, engaged all stakeholders, namely key Government officials of former President Joseph Kabila of the Democratic Republic of Congo (DRC), warlords, parliamentarians, Civil Society Organizations (CSOs), including women and youth leaders as well as the international community. It reported its findings to the UNDP RBA: lack of political will to enforce the Resolution, excessive atrocities against women and girls, namely high number of women raped, abducted for sex slavery, tortured and murdered. Women and girls were found to live under constant fear for their lives and poverty with no public voice and strong organizations to champion their cause.

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The Mission recommended that UNDP RBA and UNIFEM engage and influence the UN Security Council to address these issues and for them to support UNDP Kinshasa’s efforts to empower women to claim their rights to life, security, dignity and livelihoods. In following up the implementation of its report, the mission was informed that the recommendations were implemented. Cognizant of her prominent versatility, professional prowess and passion to promote democracy in Africa and protect human rights of the vulnerable citizens, Madam Tambajang undertook several other consultancies in the capacity of either team leader or deputy team leader in international tripartite elections observations in Guinea Conakry, Liberia, Nigeria, Malawi and Botswana under the sponsorship of UNDP Liberia, the National Democratic Institute (NDI) and International Republican Institute (IRI), the Commonwealth and the African Union (AU). Madam Jallow Tambajang was recognized at all levels for her outstanding contributions to development through awards, namely the Prestigious New African Woman of the Year, for her exemplary and courageous leadership in creating Coalition 2016 which brought about democratic change to The Gambia and won the hearts of Africans and the international community. She also facilitated the planning and adoption of the government’s four year (2018-2021) National Reform Agenda and mobilization of funding, including support to the national and civil service and security reforms from the EU, UN and the Millennium Challenge Corporation (MCC). Her awards include Member of the Republic of Gambia (MRG, 1994) and Eminent Person of the defunct OAU (1990) for her exemplary leadership in championing the cause of women and their families as a UNDP Performance Achievement Award -Outstanding Staff Member (Bradford Morse, UNDP Administrator,1990).

MANIFESTO 1.0 My Commitment To Serve the People of Africa: I humbly submit my candidature for the position of Deputy Chairperson of the African Union Commission (AUC). I have always been guided by the belief that the AUC and Africa as a continent have enormous resources, opportunities and potentials to address the pressing issues affecting the continent and the work of the AUC, and successfully advance and achieve the aspirations set out in Agenda 2063 “The Africa We Want”.

I am confident that, if elected to serve as the Deputy Chairperson (DCP), I can contribute significantly to the work of the AUC in advancing the Agenda and addressing the emerging issues facing our continent because I have the required qualifications, competence, commitment and passion. I am a senior Gambian executive leader with over 35 years of in-depth, diverse and resilient political, managerial and operational leadership experience across Africa and the globe. I have served as Vice-President of the Republic of the Gambia; Minister of Health, Social Welfare and Women’s Affairs; Policy Adviser on Women to three successive Presidents of the Republic of The Gambia; Chairperson of the National Women’s Council; and Women’s Representative to The Gambia National Economic and Social Council, under the leadership of the First President of the Republic of The Gambia. I have also served as UNDP Chief Technical Adviser on Gender and Policy Reforms for the enforcement of the Convention on the Elimination of All Forms of Discrimination Against Women (CEDAW) and UN Resolution 1325. My prior appointments include UNV/UNDP Adviser on Gender, Health and Population in Liberia; UNDP Gambia Financial Manager; Thematic Leader in many sectors; Chairperson of the UNDP Gambia Staff Association, the Staff Performance Management, Staff Appointment and Promotion Panel, the Training and Asset Control Committees. In addition, I championed the establishment of an unprecedented Coalition of seven Gambian opposition political parties and four civil society organizations, which eventually ushered in a peaceful democratic dispensation in the Republic of The Gambia. I am a principled and self-driven leader with demonstrated experience in working in a multicultural environment, and abilities to build capacities and winning teams to drive organizational excellence and embrace challenges as a pathway towards the pursuit of excellence for the African Union Commission (AUC) I am a proficient bilingual (English/French), but also fluent in several languages spoken in West Africa, holding a Bachelor of Arts degree from the University of Nice in France and mentored by UNDP to the levels of an international development management expert, gender consultant and trainer of trainers. I am a self-developed critical thinker with 30 years of proactive leadership in governance, organizational development, country programming and management, financial management, development cooperation, human resource development, gender mainstreaming, women and youth transformative leadership development, conflict prevention and resolution, peace mediation, international elections observation and reporting and social entrepreneurship. The aforementioned expertise has enabled me to engineer and contribute to many documented flagships and accomplishments of UNDP in The Gambia and Liberia Country offices, UNDP Regional Policy and Gender Programs, the Gambia Government and women’s organizations.

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I have also traveled extensively to many countries in Africa and abroad for professional engagements, including representing my country in both AU and ECOWAS Heads of State Summits. My dream is to continue serving the people of Africa in the capacity of Deputy Chairperson (DCP) of the African Union Commission (AUC), with humility, dedication and respect for justice, human rights and equity in all its forms. I am convinced that a seamless interaction between the office of the Chairperson and that of the DCP is critical to effectively addressing the complex and pressing issues facing Africa. The pivotal role of the AUC in responding to the multi-layered challenges cannot be over-emphasized. VISION My vision for the AUC/AU is fully aligned with the Aspirations of Agenda 2063 and the AU’s Institutional Reform Agenda focussed on having a competent, financially independent and a more perfect Commission for the greater good of the whole continent, with a singular constituted voice diligently focused on the attainment of the aspirations set out in the Agenda, anchored on genuine independence and sovereignty, culture of democracy, good governance, human rights, peace and stability as well as political and economic security for all her citizens at home and in the diaspora within the context of our African Heritage and Renaissance. I believe that the AU/AUC can buttress these efforts by accelerating the implementation of their major milestone, namely the African Continental Free Trade Agreement (AfCTA), which envisions increasing intra African trade to 52% by 2022 and boosting Africa’s trading position in the global market by strengthening her common voice in the global policy space and trade negotiations. These efforts are intrinsically linked to the aspirations set in African Agenda 2063 to empower all African citizens and curb the loss of human, economic and social capital, resulting for the perilous youth migration to the western world. These enormous responsibilities require the strengthening of the Office of the Deputy Chairperson (DCP), as I plan to do, if elected, to ensure accountability and transparency in the management of the resources allocated for systematically tracking and reporting on implementation of both the Agreement and Agenda.

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MISSION Drawing from my outlined vision, my mission, as the Deputy Chairperson of the Commission, would be to ensure that the office is a center of excellence, capable of fulfilling its mandate to manage accountably the human, financial, physical and material assets as well as the related operating systems of the Commission in line with established polices, thereby enabling the Chairperson to safeguard the credibility and good image of the Commission. This strategic direction would also strengthen the capacity of the office of the DCP to fulfil its related mandate to assist the Chairperson in mobilizing increased investments, including the contributions of member states, for the acceleration of Agenda 2063 and for addressing expeditiously emerging pressing issues affecting Africa as well as the inherent institutional challenges of the Commission.

exceptional customer service, fiscal prudence, teamwork, respect for gender balance and diversity.

ENHANCE ADMINISTRATIVE AND FINANCIAL EFFICIENCY AND RESPONSIVENESS OF THE AUC I would also motivate staff in planning and working conscientiously to address operational constraints in a proactive and ‘client’- or ‘user’-focused manner in delivering a broad range of quality services for the overall effectiveness of the Commission and, by extension, the African Union (AU). These initiatives would enable me to guide the Commission in responding effectively to the needs of a leading and learning organization, where all staff members are empowered and supported in reaching their full potentials. My experience has proven that such initiatives can inspire and motivate staff to accept responsibility with a can-do and winning attitude. Creating this congenial environment would also enable me to set the tone and professional culture of work in line with the Commission’s established standards by ensuring that the Finance and Administration Divisions are guided by core values such as integrity, professionalism,

Cognizant of the importance of deepening partnerships with Regional Economic Communities and Regional Mechanisms (RECs/RMs), Civil Society Organizations (CSOs), the private sector, think tanks from African Universities, NGOs and philanthropists for the securing adequate resources to accelerating implementation of Agenda 2063, AU decisions and protocols at all levels, I apply my expertise in these areas to support the Chairperson to strengthen such partnerships.

As a matter of priority, I will support the Chairperson in ensuring unity of purpose, mutual respect and honour towards the highest office and the face of the organisation by promoting transparency, synergies, fair and best overall administrative practices, fiscal responsibility, staff growth and welfare, leadership outreach; and building sustainable and win-win bridges with all stakeholders of the Commission. I will also work with the senior leadership team and the staff Association to devise strategies and implement actions that inspire mutual staff commitment to the AU’s values, attract and retain Africa’s best talent. Other priorities will be geared towards enhancing staff mobilization and deployment to support the organisation in streamlining staff recruitment, deployment and separation (terms/conditions for terminations, etc). These would PRIORITY ACTIONS FOR FULFILMENT OF MY MANDATE include encouraging staff rotation within the Organs and AS DEPUTY CHAIRPERSON OF THE AUC Agencies, where needed, to improve the global knowledge In line with my vision and mission, I will ensure that the base and functionalities of the organization as well as Office of the Deputy Chairperson (DCP), which is the improve succession planning at managerial levels. backbone of the Commission that interfaces with the AU’s leadership institutions, namely, the Assembly, the Executive In terms of negotiating with the Commission’s financial Council (EC) and the Permanent Representatives stakeholders, I will create mutually beneficial dividends for Committee (PRC), AU Organs and Agencies as well as all stakeholders, thereby fostering transparency and trust International Partners, including the EU, UN and others, is as expected by the African Union and my fellow Africans to strengthened in line with the relevant policies, procedures achieve the successful implementation of Agenda 2063. and best practices of international organisations, Consequently, I will support the Chairperson to steadfastly deliberations of AU Organs, and recommendations of past employ efforts to deal with unexpected challenges, annual financial programmes and management letters emerging issues, risks and threats, as well as harnessing accompanying audit reports. Strengthening the Office of the benefits of multilateralism and progress on the the Deputy Chairperson to become a centre of excellence continent. Given my experience and years of participation for accountable and quality service delivery would be my in the work of the Commission in my previous capacities, I first priority, which entails critically assessing, harnessing will endeavour to enhance conditions for broad internal and maximizing staff capacity, ensuring professional ethics, ownership, phased and gradual implementation as well as merit-based professional rewards and policy compliance. feedback loops that allow progress.

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STRENGTHENING THE OVERALL OPERATIONAL EFFICIENCY OF THE AUC I am readily available and professionally equipped to commit myself to contribute to strengthening the Commission and transforming its backbone, namely the Office of the DCP, to be a centre of excellence for the operational efficiency of the Commission, for attracting and retaining competent African professionals as well as mobilization of adequate resources, including systematically assessing and following-up the contributions of Member States. I would propose a scale of Assessment of Member States for the Chairperson for review to ensure equity and assure contributions are based on ability to pay the arrears outstanding, initiate a framework for proper study and an enactment of methodologies to encourage States in arrears to pay their dues. This would allow the growth of the revenue of the AU and eventually making it to become self-financing as recommended by its Reform Agenda. Another salient and critical issue, which I will focus on, is the speedy implementation of Assembly Decisions, Executive Council Resolutions and Audit Recommendations, which would make the institution earn more respect in the Assembly and the African population. I would also ensure the efficient management of resources and delivery of quality services, teamwork and submission of periodic progress reports to the Chairperson for informed decision-making. My 35 years of demonstrated proactive leadership and accomplishments as former Vice President and Minister of Health, Social Welfare and Women’s Affairs, coupled with extensive experience in international development management and good governance with UNDP and as co-founder and leader of diverse Civil Society Organizations (CSOs) have deepened my knowledge about the mandate and modus operandi of the AUC. Such an exposure positions me to contribute significantly to the advancement of Agenda 2063 and to the creation of a conflict free and prosperous Africa, driven by its people and benefiting the African populace.

on sustainable agriculture, infrastructure, food security, the industrial and new technological revolutions within a peaceful and secure environment. PROMOTING PARTNERSHIPS TO ADVANCE AGENDA 2063 & ADDRESS AFRICA EMERGING CHALLENGES: My focus on the promotion partnerships for AU’s development efforts and I would apply my expertise in this area by ensuring the competency of the Office of the Deputy Chairperson to support the Chairperson to deepen and attract new strategic partnerships with Regional Economic Communities and Regional Mechanisms (RECs/RMs), the UN, EU, US, China, Latin America and the Caribbean, the Arab League, Asia, Civil Society Organizations (CSOs), the private sector, Think Tanks from African Universities, NGOs, philanthropists and other development partners. I strongly believe that this would be critical to the achievement of the goals set out in Agenda 2063 because these actors would strengthen the Commission’s capacity to effectively implement AU decisions and protocols at all levels. STRATEGIC PLAN OF ACTION FOR SUCCESS: -

My Strategic Plan of Action for a successful mandate as Deputy Chairperson presented below is guided by Agenda 2063 and the African Union Administrative Reform Roadmap and the Kigali Decision on Financing the Union:Provide proactive leadership to the Office of the Deputy Chairperson in implementing and improving the overall financial goals and objectives of the AUC, with a view to transforming it into a centre of excellence to ensure good governance and efficient management of resources and maintenance of a culture of professionalism of the Commission.

I would support the Chairperson’s efforts to mobilize strategic resources for diversifying and growing the revenue base of the Commission thereby ensuring adequate funding for the implementation of Agenda 2063.

EFFECTIVE AND TIMELY RESPONSES TO DEVELOPMENT CHALLENGES OF AFRICA Consistent with the outlined transformative institutional - Priority would be also be given to addressing pressing architecture (Office of the Deputy Chairperson), I will issues facing Africa, such as combating the COVID-19 contribute to exploring and providing adequate and timely pandemic and the transition to a better post-COVID-19 responses to financial needs of programs to address world, conflicts and youth migration and supporting pressing issues such as the COVID-19 pandemic and ECOWAS, SADC, the EAC, IGAD and the other RECs/RMs post-COVID-19 transition, conflicts, violent extremism and in restoring peace and human security (in the Sahel, the irregular youth migration and the socio-economic impact of Horn of Africa, Central Africa, Libya, and elsewhere) and climate change in an efficient and effective manner. This improving education, healthcare, HIV/AIDS, agriculture, avenue would enable me to support the Chairperson in building centres for scientific and technological addressing and mitigating these challenges and facilitating development and provision of adequate staff housing; the work of African Heads of State and Governments in guiding the implementation of Agenda 2063, which is anchored on fostering quality and affordable education for all-leaving no one behind, creating employment, increasing ICONIC LEADERSHIP MAGAZINE investments on the empowerment of women and youth,

Establish a strategic and competent cabinet to ensure CONCLUSION: smooth transition through a transparent recruitment of The success of the DCP’s position requires a combination of diverse and qualified male and female professionals, professional managerial and technical skills with comprising one chief of staff, 3 senior advisors, a special experiences and demonstrated political acumen. It also assistant and a communication expert; requires demonstrated competences in people, relationship building, conflict management, negotiations, a high degree Oversee the preparation and updating of work plans, of resilience, and a sense of professional integrity and financial records, the general management of the transparency. In the course of my 35 years of experience, I payroll, the revenue base, bank cash withdrawals and have honed these skills. Besides, like many in my deposits in line with the Financial Rules and generation, I came from a conservative family and was Regulations; fortunate to secure higher education through the vision and guidance of my parents. Among the values they imparted in Evaluate the existing accounting system and me are steadfastness in my faith, honesty, self-discipline, recommend improvements, where necessary; tolerance, proactive leadership, hard work, teamwork, respect for diversity and service to humanity. In addition, Supervise the formulation and management of the my boarding school education coupled with my early budgeting system as well as expenditures within marriage and family life, with eight children, as well as my approved program budgets; track professional journey have cemented these values in me. I am therefore confident that I can competently manage Ensure efficient reconciliation of accounts and the diverse Office of the Deputy Chairperson (DCP), promote preparation of quality financial reports; congeniality, promote a winning team spirit and mutual accountability to the excellence of the office and by Ensure speedy and effective solutions for accounting extension impact positively to the smooth implementation discrepancies and related financial issues; of Agenda 2063. Ensure the management of all clients’ accounts for payment settlements;

In light of my deep love and commitment as a devoted citizen of the African continent to contribute to the advancement of the aspirations and priorities set out in Track resource needs for carrying out financial and Agenda 2063 and to address pressing issues affecting administration tasks and address issues expeditiously; Africa as well as the inherent role of the Commission, I am highly equipped and ready to be a constructive and Promote effective applications of new technologies and supportive deputy to the Chairperson. This would include funding to improve, standardize, streamline and facilitating his efforts to ensure policy compliance, a culture automate financial and administrative processes; of professionalism, mutual staff accountability to the good image of the Commission and, by extension, the African Develop mechanisms for enabling the earning of Union (AU) thereby fostering a peaceful, prosperous ancillary revenue from publications and events that continent driven by its people under the respective able can be useful for urgent and unforeseen expenditure leaders of the AU. needing speedy approval from the PRC without too much delay; Based on my demonstrated competence, strategic work plan and commitment to accountably and efficiently Organize annual staff recreation events to develop a manage the Office of the Deputy Chairperson (DCP), culture of cohesion and community in the context of combined with the value that I can add to facilitating the inherent African values of warmth and friendship; role of the Chairperson in advancing Agenda 2063 and in These efforts will enable me to anchor my dream to addressing the emerging pressing affecting Africa as well institute aculture of excellence in service, as the inherent institutional challenges of the Commission, knowledgeable and supportive contributions on I am hereby humbly calling on you, Your Excellencies and constituent issues and needs as an integral part of Heads of State and Government, to elect me for the mutual accountability and cooperation for the success position.. of the mission.

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JUSTINA MUTALE FOUNDATION GLOBAL FORUM ON WOMEN'S LEADERSHIP AND CHANGE

UNIVERSITY SCHOLARSHIP FOR AFRICAN YOUNG WOMEN

he Justina Mutale Scholarship Programme is an Africa-wide initiative, which aims to provide opportunities to academically talented young women from underprivileged backgrounds in Africa, to pursue higher education at overseas institutions of learning around the world.

For more infomation please contact: The Justina Mutale Foundation Email: management@justinamutale.com …. IN PURSUIT OF EXCELLENCE FOR AFRICA

STAYING STYLISH WHILE MASKING UP TO STOP THE SPREAD OF COVID-19 Designed, Styled and Photographed by Julius Reuben

INSPIRING AND MENTORING THE NEXT GENERATION OF CHANGE MAKERS T

aking responsibility for people who I lead, teach and mentor is my biggest daily concern. As an assistant professor with many years of business professional background I was invited to SGH mentoring program. Serving as a mentor brings many challenges and rewards, but in my work I am concentrating to shape my mentees into other leaders, rather than just good followers. The idea of the Program is based on building relations between mentees and mentors, as well as on creating a community of graduates and students. The program is part of the activities of Warsaw School of Economics in Poland in the field of talent management. I have also been invited for the second time to one of the biggest national polish program Shesnnovation Academy. It is a six-month acceleration program implemented by the Perspektywy Education Foundation and the Citi Foundation with substantive support from the Kronenberg Foundation. Participants receive support from exceptional Mentors and Mentors great stars of technology business - CEO of companies and startups that have achieved market success, a series of training courses on the art of running a business and tailored advice from outstanding industry experts (http://shesnnovation.pl/mentorki/). Apart from my mentoring activities I am the University’s Rector's Plenipotentiary for Africa. As part of its research and teaching activities, Warsaw School of Economics SGH also cooperates with distant African countries. To coordinate this work, I was entrusted at the beginning of this academic year with the duties of Rector's Plenipotentiary for Africa. As part of its tasks, I am looking for opportunities to establish academic cooperation with individual African countries in order to deepen knowledge about the problems and political and economic challenges of Africa and its international environment. The work will result in strengthening the existing cooperation of the Warsaw School of Economics with universities in Africa, as well as the creation of an interdisciplinary platform for cooperation of specialists and scientists interested in the politics, economy and culture of the region. I am also leading Jean Monnet Module on the European Union and the Contemporary Sub-Saharan Africa – an Interdisciplinary Approach Smart Specialisation-EUAfrica/AFROEU (www.afroeu.eu). The scope of the project covers the EU-Africa relations and the situation in the member states concerning the issues connected with EU External Economic Relations, as well as

Dr Anna Masłon-Oracz Professor, Warsaw School Of Economics related policies at the EU and country levels. In the course of development of modern countries and regions; knowledge, skill, innovation and creativity were gradually gaining the position of the most distinctive and individual resources. This transformation has caused the change of paradigm of thinking about competitiveness of regions and forced it to move towards tight relations with knowledge and intellectual capital in enterprises (see Smart Specialization Strategy). The rise of a “smart”, connected Africa is allowing countries across the continent to leapfrog several stages of development in key areas such as banking and telecommunications and is reshaping business and society. Despite this, growth in several African countries has slowed in recent years after more than a decade of solid expansion. Rickety infrastructure, skills shortages, weak governance and a reliance on commodities continue to plague the continent, underscoring the need for economic diversification for sustained, inclusive growth in areas such as agriculture, manufacturing, healthcare, education and banking. Agenda 2063 is the African Union’s blueprint for the future based on inclusive growth and sustainable development. It calls for an integrated Africa guided by Pan-African ideals: an Africa shaped by good governance, democracy, respect for human rights, justice and rule of law; a peaceful and secure Africa; an Africa with a strong

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cultural identity, common heritage, shared values and ethics; an Africa whose development is people-driven with a key role for women and the youth; a strong, united Africa that can be an influential global player. Smart Specialization underlines the importance of the preparation process which occurs at the regional/country level of the research and innovation strategies. In addition I volunteering for various in NGO’s, including the Afriquia Foundation, where I helping in acquisition and distribution of medical equipment and medicines, as well as in cooperation and financial / material support of domestic and foreign institutions carrying out activities aimed at protecting the health of African citizens and improving their living conditions. https://fundacjaafriquia.org/en/about-the-foundation/found ation-council/. I hold the position of President of Foundation Council, which aims to prevent young people, from foster care from the risk of social exclusion. Our priority task is to provide care in a professional way by establishing an individual career path, vocational courses, training and mentoring. Our dream is to prepare a graduate who will be a conscious citizen in the future, will pursue his goals and dreams through dream work. At the Justina Mutale Foundation my role is to lead and mentor young women and girls from disadvantaged She specializes in the economic policy and development rural communities in Africa and help them to get to economics of Sub-Saharan African countries, and her Universities overseas. research interests include regional integration and Africa's Smart Specialization. She has had numerous study trips to ABOUT DR ANNA MASŁOŃ-ORACZ Rwanda, Zambia, Burundi, Tanzania, Uganda and Kenya. Dr Anna Masłoń-Oracz is an advisor on strategic Her famous saying is that “Africa was born in me” to which management and international expansion of companies. she often answers when asked about her fascination with She serves as Plenipotentiary of the Rector of Warsaw the Continent to which she has been attached for over 20 School of Economics for Africa in addition to being years. It started with the work of a volunteer in the Polish Assistant Professor at the Warsaw School of Economics Humanitarian Action, where she taught refugees from and author of lectures and training courses in strategic Africa the Polish language and Polish culture in the 1990s, management, which she conducts on three continents then there was academic cooperation and activity in the (Europe, Africa, Asia). framework of foundations dealing with projects in Africa. She is the manager, main contractor and coordinator of the project "Jean Monnet Module on the European Union and the Contemporary Sub-Saharan Africa - an Interdisciplinary Approach - Smart Specialization - EU Africa / AFROEU". For many years she has been associated with the EU aid fund market and has implemented projects. She was also Vice-President of the Management Board of a PKN ORLEN group company - Płocki Park Przemysłowo-Technologiczny, and a member of the Supervisory Board of the PKN Orlen Group Education Center as well as Vice-President of the Board of the Polish European Community Studies Association. Indexed in the nationwide ZnaneEkspertki.pl database. She has 10 years of studies and 17 years of professional experience, including in non-European environments. Dr Maslon-Oracz has delivered over 100 speeches and lectures at both Polish and international conferences, as well as publications in recognized magazines and book chapters.

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A CRITICAL REVIEW OF THE 25 YEARS SINCE THE BEIJING PLAFTORM FOR ACTION INTRODUCTION As the global community marks the twenty-fifth anniversary of the Fourth World Conference on Women and adoption of the Beijing Declaration and Platform for Action, and five years of the 2030 Agenda for Sustainable Development and its Sustainable Development Goals, the moment is right to achieve irreversible and measurable progress towards this universal commitment to all women and girls, everywhere. The Fourth World Conference on Women held in 1995 stemmed in the implementation of the Beijing Declaration and Platform for Action (BPfA) by 189 member States of the United Nations, which brought out twelve critical areas of Disquiet to guide the mainstreaming of gender in laws, policies, strategies and programmes (UNECA, 2009). The Declaration called upon member States to commit to the advancement of the goals of equality, development and peace for all women while confirming the fundamental principal that the rights of women and girls are an indisputable, integral and indivisible part of universal human rights. The Beijing conference came at a high-water mark of democracy and multilateralism in the world. Gender equality and the empowerment of women is a serious revolving point in the world’s focus. 2020 is a year for the accelerated realization of gender equality and the empowerment of all women and girls. Poverty, discrimination and violence are still strongly present in the lives of women and girls. Under-representation in power and decision-making is still the norm. There is still need for a positive change. We are impatient for that to change. Gender equality have been optimistic that democratic and accountable governments would respond to women’s demands for sweeping change in laws, policies,

practices and social norms across all dimensions of society. The society will increasingly change equitably when gender issues are given fair dimensional growth and fair representation of each gender. Now, in an increasingly unequal world, the future looks much more uncertain. Momentum has been lost. The world’s women and girls are running to stand still as hard-won victories have either hindered or are being reversed. The gains of development have not been shared equally. Since the 1980s, the global top 1 per cent of earners have captured twice as much of the growth in global income as the 50 per cent poorest individuals. While wealth and power are concentrated in the hands of the few, economic insecurity prevails for the many. Fiscal austerity actions have led to cuts to essential public services, with particularly harsh impacts for women in low-income countries who rely on them the most. 2020 is a milestone year. Women’s rights movements are mobilizing, urged on and supported by UN Women’s Generation Equality campaign. Among this milestone is the movement of Justina Mutale Foundation advocating for a free share society where every woman is a pride. The world remains a dangerous place to be a woman. A quarter of a century after Beijing, violence against women and girls remains a global human rights violation of vast proportions. Deep-rooted drivers of abuse persist, and the rapid advancement of technology has opened up new digital spaces where women are being vulnerable, intimidated and strained. Amidst this crisis there has been some important progress each success has also encountered its problems, which has hampered the growth of the society. The interest of this research is to review the success as well as its failures and the way out or way forward.

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THE ADVANCEMENTS In 2020, a 15-year-old girl stands on the cusp of adulthood. She was not even born in 1995, when feminists came together in Beijing, but thanks to their vision and the collective efforts since then of governments and civil society, her life chances on average have expanded. Yet, as this report shows, there is more to do to ensure that all adolescent girls have strong foundations to fulfil their potential in life. This is particularly true for women and girls who experience multiple forms of discrimination. Unpacking the averages reveals that for those who live in a rural area, have a disability or belong to an ethnic minority, the promises of the Beijing Platform for Action and the 2030 Agenda remain far from realized. There are 60 million 15-year old girls around the world, and 89% of them live in less developed areas where poverty is well known. An estimated 32 million girls of primary school age are out of school compared to 27 million boys. 1 in 5 adolescent girls aged 15 to 19 has already experienced intimate partner violence in the previous 12 months. There are 62 million births to adolescent girls aged 15 to 19 during 2015-2020, with most occurring in less developed regions (96%). Despite the high birth rate women still remain vulnerable to their male counterparts. Globally girls aged 10 to 14 spend around 9 hours per week doing household chores, 50% more than boys. Currently, many women are required by law to obey their husbands (in 19 countries), and marital rape is often not explicitly criminalized (in 111 countries). Currently, 31% of all young women globally are not in employment, education, or training, compared to 14% of all young men. Currently, women do much more unpaid care work than men, limiting their paid work opportunities. 58% of women aged 25 to 29 are in the labour force compared to 90% of men. Currently, more women live in poverty than men. Data from 91 countries show that, 50 million women aged 25 to 34 live in the world’s poorest households, compared to 40 million men of the same age. All this disparity in terms of unpaid labour, household works and violence shows that women are marginalized mostly in undeveloped and under developing nations where it is more evident. The improvement in women’s and girls’ health and education worldwide is one of the major success stories of the past 25 years. Today, more girls are in school than ever before, and on average, the gender gap in school enrolment rates has closed. Global literacy rates are rising, especially among the young. While much remains to be done, more women are able to access free maternal health care services. Sustained economic growth is heavily dependent on the health and well-being of the general population and is central to economic progress and poverty reduction, as healthy populations live longer, are more productive, and save more.41 The Beijing Platform for Action (BPfA) spells out women’s right to the highest attainable standard of physical and mental health resulting in a state of complete physical, mental and social well-being. The health and mental wellbeing of women has been attainable with the Beijing conference. Social protection is now increasingly acknowledged as key to reduce poverty and combat inequality. The expansion of cash transfers such as child benefits and social pensions has led to greater economic independence and increased personal incomes for women. All of this has helped reduce the rates of extreme poverty across the world, a major achievement that has benefitted millions of women and girls. The rate of child marriage has declined from one in four to one in five, but 650 million women alive in the world today were married before their 18th birthday. Today, a 15-year old girl in the developing world has more opportunities than ever before. Thanks to shifts in laws, policies and social norms that have changed the world around females. She is more likely to be able to finish primary school and less likely to marry young and become a mother before she is ready. With more role models to look up to in the political leadership of her nation, this young woman can aspire to great things. Evidence from numerous peace processes shows that women are critical actors in shaping and implementing inclusive and sustainable peace agreements. In Colombia, civil society groups called a National Summit of Women and Peace to demand that women be allowed to participate in peace talks. As a result, 20 per cent of the Government’s negotiating team and 43 per cent of the delegates from the Fuerzas Armadas Revolucionarias de Colombia (FARC) were women. These female negotiators then worked alongside women’s organizations to broaden the peace agenda to include land rights for indigenous women, reparations for sexual and gender-based violence and political participation of women.13 In South Sudan, 44 women’s organizations created the ‘Women’s Coalition’ to strengthen women’s influence over the peace process. They were a driving force in the formal peace talks in Addis Ababa, providing technical support to women participants. They also negotiated a deal to ensure that women accounted for 35 per cent of all representation in executive bodies in the peace accord.14

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THE SETBACKS There are diverse problems that has emerged such as Conflict and humanitarian crises have become more complex and protracted in the past 25 years, leaving women and girls more vulnerable than ever before. If the world continues on its current course, the escalating environmental crisis will destroy many of the development gains achieved to date. The poorest and most marginalized women and girls, who have contributed least to causing the problem, are already the most affected by irreversible environmental degradation and natural disasters. Along with the economic costs of the climate crisis, a rise in displacement, and forced migration, poverty and insecurity will have a disproportionate impact on women and girls, including through greater exposure to abuse and violence. All of these trends have coalesced in the rise of exclusionary politics, characterized by misogyny and xenophobia. All these have negatively affected the growth and development to an equilibrium society. Although the number of out-of-school children at primary and lower secondary levels has nearly halved since 1995, 32 million girls of primary age are still out of school. In most regions, young women have made significant gains in education, they continue to face barriers to translating these gains into equal labour market opportunities. The countless hours women spend in unpaid care and domestic work remain a huge obstacle to being able to access decent employment. Action is needed to transform the world of work in ways that help women thrive and achieve economic independence. Equal pay, ending occupational segregation and tackling violence and harassment at work are urgent priorities. Since more than one third of women globally work in agriculture, strengthening their access to land and providing better support for women farmers is essential. The Justina Mutale Foundation and other women’s organizations have been at the vanguard of change find it increasingly difficult to do their work where space for civil society is squeezed and funding is scarce. Yet, across the world, women are raising their voices, joining together with allies in governments, the private sector and social movements to insist that bold systemic change is possible. These feminist leaders see gender inequality as inseparable from broader struggles for racial justice, workers’ rights, climate justice, rights, corporate accountability and more. Yet, poverty and inequality persist, and austerity measures are an impediment to further progress. In far too many countries, completing quality secondary education remains out of reach for millions of girls, with those in poor and rural families often left behind. Without childcare options, women often face the impossible choice between working and leaving their children alone or sacrificing the chance to provide an income for their families. After a lifetime of work and caring for others, most women lack an adequate pension for a dignified retirement. There is an urgent need for better access to gender-responsive social protection and quality public services to provide women with sustainable routes out of poverty. Politics is still an overwhelmingly male domain, with three quarters of parliamentary seats held by men. This picture falls far short of the vision that was laid out in the Beijing Platform for Action a quarter of a century ago. It also bodes ill for reaching the Sustainable Development Goals a decade from now, progress on which critically depends on greater gender equality. Male dominance is still on the goal compared to the envisioned bridge in the gap. The actions of the global community now will determine the prospects of not only the current generation of young women but future generations too. New and emerging challenges mean that even the continuation of slow progress can no longer be taken for granted. Change is urgently needed and will only be possible if everyone joins forces and acts with determination to achieve gender equality and justice for all. In doing so, we will be shaping an alternative vision of a future where women’s rights are at the centre of a better world for all.

By Aimee Osamudiamen Chris Justina Mutale Foundation Research & Advocacy Team, Nigeria

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THE WAY FORWARD The Beijing Declaration and Platform for Action is the most comprehensive and transformative global agenda for the achievement of gender equality and the empowerment of women and girls. Today, its bold vision has renewed relevance. Linking the Beijing Platform for Action’s 12 critical areas with the 17 Sustainable Development Goals, this review makes recommendations for future action and showcases inspiring policies and programmes that will make difference. To ensure that progress is accelerated and achieved across all of these themes, certain universal catalysts for change come to the fore. There is an urgent need to support women’s movements and leadership, from individual decisions about work or family life, to collective action for a better world, women and girls must be heard and heeded. Women’s voices in political decision-making, in communities, in parliaments and in peace negotiations are essential to support and sustain prosperous and peaceful societies. Women’s rights organizations have transformed the world for the better. They are indispensable in bringing women together, amplifying their voices, and mobilizing their collective power to demand accountability and change. Community mobilization and activism are becoming increasingly vital and energizing forces in the drive to prevent violence against women and girls. Strengthening women’s sexual and reproductive health and rights is another critical lever. Better access to family planning, for example, contributes to poverty reduction and improved health. By preventing unwanted pregnancies, it enables adolescent girls to finish school and supports women’s labour force participation. There is need to harness technology for gender equality where new technologies hold enormous potential for the empowerment of women and girls, by creating jobs and opportunities for women in business, enabling the innovative delivery of public services, and finding ways to mitigate and adapt to climate change. To harness this potential, it is essential to close the gender digital divide, which is particularly wide in low income countries, so that women have equal access to and use of digital tools and can participate equally in the development of technology. At the same time, new risks such as cyber violence, threats to privacy rights or algorithms that perpetuate unconscious bias also need to be eliminated. There is need to ensure that everyone is carried along the promise to achieve gender equality for all women and girls stands and falls with empowering and guaranteeing the rights of those who have been pushed to the margins by decades of structural discrimination on the basis of gender, class and ethnicity, among others. Progress must be shared by everybody, with no woman or girl left behind. Data should be collected to show who is being excluded. All must be given a voice and a seat at decision-making tables so that policies and programmes are designed and implemented to respond to the rights and needs of these vulnerable groups in the society. References 1. 2.

3. 4. 5. 6. 7. 8. 9. 10.

Bouvier, V.M. (2017). “Gender and the Role of Women in Colombia’s Peace Process.” Background Paper Prepared for the United Nations Global Study on 15 Years of Implementation of UN Security Jewkes, R., E. Stern and L. Ramsoomar. (2019). Preventing Violence against Women and Girls: Community Activism Approaches to Shift Harmful Gender Attitudes, Roles and Social Norms: Evidence Review. Pretoria: What Works to Prevent Violence against Women and Girls Global Programme, SAMRC (South African Medical Research Council). Kezie-Nwoha, H. and J. Were. (2018). “Women’s Informal Peace Efforts: Grassroots Activism in South Sudan.” CMI Brief No. 2018-07. Chr. Michelson Institute, Bergen, Norway. WHO (2020). “The Beijing+25 Review Process: An Update”. World Health Organisation Available at: www.gadnetwork.org 41 http://www.who.int/hdp/en/ UNECA.(2009). “A fifteen-year review of the implementation of the Beijing Platform for Action in Africa (BPfA) +15 :From 1995-2009”. Addis Ababa, Ethiopia: UNECA. UNESCO (2018). “World Inequality Report 2018”. (United Nations Educational, Scientific and Cultural Organization (UNESCO), Paris: United Nations. (2014). “Millennium Development Goals Report -2014”. United Nations, New York UNSD (2018). SDG5 Gender Equality: Achieve Gender Equality and Empower All Women and Girls. (United Nations Statistics Division). Available at: https://unstats.un.org/sdgs/report/2019/goal-05/. WEDO (2019). “Advances for Gender Equality at COP25.” News. Women’s Environment and Development Organization. Available at: https://wedo.org/advances-for-gender-equality-at-cop25/. World Bank, (2001). Engendering Development: Through Gender Equality in Rights, Resources, “and Voice”. OUP –USA.

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Intercon tin e

INTERCONTINENTAL SCHOOL OF ECONOMICS & APPLIED SCIENCES

I SEAS

Knowledge - Competence - Resilience

Email: info@iseas-ac.uk | website:iseas-ac.uk I N D U S T R Y R E L E VA N T & S TAT E - O F - T H E - A R T C U R R I C U L U M C U S T O M I Z E D F O R A F R I C A

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ISEAS is different and unique: established to raise the bar of quality education, deliver skills for competence to address real time challenges, and promote interdisciplinary research across the continents with special focus on Africa . ISEAS degree programs are “Industry Relevant” aimed at self-employment, entrepreneurship, professional growth and development.

ISEAS LONDON: A SIGNATURE UNIVERSITY OF THE TIMES INDUSTRY RELEVANT & STATE-OF-THE-ART CURRICULUM CUSTOMIZED FOR AFRICA

INTERCONTINENTAL SCHOOL OF ECONOMICS & APPLIED SCIENCES, LONDON ICONIC LEADERSHIP MAGAZINE

ISEAS shall offer unique online learning experiences for Africa to match learners’ circumstances, motivations and commitments so that they can study at their own pace. ISEAS online programs are designed to inspire and develop a global community whilst allowing learners to succeed and excel at their own terms and find solutions for the Continent by and among themselves. ISEAS opens access to quality education for all. Regardless of the location, country or lifestyle commitments, learners are at the heart of ISEAS learning design and learners will benefit from programs that provide practical knowledge that they can put into action immediately. ISEAS purpose is to develop the technical and professional competencies of individuals in order that they meet the demands and requirements of modern professions in a close and strategic collaboration and partnership with the Private Sector and overseas reputed Higher Learning Institutions for student/staff engagement, mobility and exposure in the world of work locally and internationally.

INTERCONTINENTAL SCHOOL OF ECONOMICS & APPLIED SCIENCES, LONDON ICONIC LEADERSHIP MAGAZINE

INTRODUCTION THE ESSENCE OF THE HIGHER LEARNING INSTITUTION Higher Learning Institutions were all born from a search for truth and thus knowledge. In its earliest relationship, the search for and testing of ideas and theories gave rise to research. As frontiers of knowledge were pushed back, and as theorizing sought the aid of experimentation as means of proof, a new field called ‘science’ was initiated. The rapid growth of this newfound science very soon gave birth to technology. FOCUS ON AFRICA In the 21st century, Africa finds herself in deep crises, struggling against hunger, disease, and poverty, with such major handicaps as population growing at rapid rates (e.g. 2.7% of Sub-Saharan Africa) and a debt burden (estimated at $417bn) sharply increasing. In the ongoing quest to resolve these crises, cooperation from the developed nations with which African nations interact is necessary, but it becomes increasingly clear that the African nations that are affected must take the lead. Institutions are among the imperatives for focus, particularly higher education institutions, which should be able to fulfill the tasks of generating and applying knowledge relevant to the needs of the continent. This discussion bring us to the following guiding questions: • Can these current universities and colleges in Africa be mobilized for the concerted action directed to resolving Africa’s problems? • What can Africa reasonably demand of their universities? • What kind of education and education systems should African universities seek to provide for students? Concerned, somehow affected, with the ongoing challenges and weaknesses of Higher Learning Institutions (HLI) in Africa, and considering the increasing gap between job seekers (graduates) and employers (Private Sector); ISEAS led a team of experienced and professional consultants to carry out a series of systematic assessment surveys (gaps analysis) and held a series of meetings with potential employers in Africa to explore the most common graduates attributes as they apply to graduates employability and the incidence of skills mismatch in the labor market in Africa. The findings showed that the domain of educational higher institutions is mainly restricted to the theory and basic generic skills in developing the attributes of the graduates. There are gross inadequacies in the supply of technical/practical and critical/analytical thinking skills, as needed by the employers and by the extension of the labor market. Furthermore, the employers also identified the following issues: • • • • •

Mismatch of qualifications with employers’ needs; Lack of supply and demand of information on labor market on real time; Lack of exposure of students to the real world of work; Lack of soft and finishing skills for self-employment; and Political and Economic issues (lack of government actualized priorities and commitment to address this beyond the written and pronounced policies!).

Nowadays, most of universities focus on academic programs and forget to teach students how to use the knowledge acquired in engaging in activities reflecting the spirit of discipline, patriotism, resilience, self-reliance and self employment and the behavior that are based on the belief that unity is vital to economic, social, and political progress and aims to "unify and uplift" people of African descent.

INTERCONTINENTAL SCHOOL OF ECONOMICS & APPLIED SCIENCES, LONDON ICONIC LEADERSHIP MAGAZINE

THE WAY FORWARD In attempting to address the above challenges; we decided to establish the Intercontinental School of Economics and Applied Sciences (ISEAS) in order to raise the bar of higher education in Africa. In developing our Teaching and Learning Framework, we considered the individual differences, personal development, cultural diversity, and skills of critical/analytical thinking, creativity, innovation, pan Africanism, self-reliance and resilience. ISEAS will serve as a powerful center for contemplation and the generation of new knowledge and practical/technical skills, for the cultivation of enlightened citizenship, as crucibles for forging inclusive, integrated, and innovative societies, and as purveyors, at their best, of cultures of civility, ethical values, and shared well-being. Thus, employability and job creation will be at the heart of the value proposition of our education system. HOW DIFFERENT AND UNIQUE IS ISEAS GOING TO BE? The programs’ objectives are to encourage students to think clearly, creatively, and critically about those problems confronting the individual and society; to stimulate students to seek more knowledge, to develop more tolerance, and to acquire greater awareness of the world community; to assist students in making contributions to the groups of which society is composed; and to foster within students the desire to continue the pursuit of knowledge whereby a better understanding of self and society is afforded. ISEAS purpose is to develop the technical and professional competencies of individuals in order that they meet the demands and requirements of modern professions in close and strategic collaboration and partnership with the Private Sector and overseas reputed universities for student engagement and exposure in the world of work locally and internationally.

INTERCONTINENTAL SCHOOL OF ECONOMICS & APPLIED SCIENCES, LONDON ICONIC LEADERSHIP MAGAZINE

WHY ISEAS WHY ISEAS We are moving rapidly towards the knowledge-based society and the technology based economy, with the well-known and well-documented aspects of globalization overlaid on this transformation. The emerging Knowledge Revolution goes beyond the changing technologies and the challenges and opportunities they create to include the structure of knowledge and how it is transmitted inter-generationally and across countries. It is in this perspective we decided to establish ISEAS to operate as Online Higher Learning Institution for Africa. The focus is to open access to education and training provision, freeing learners from the constraints of time and place, and offering flexible learning opportunities to individuals and groups of learners. COLLABORATION WITH THE GOVERNMENT ISEAS will join forces with the government to contribute to the national development since: • The impact of globalization in higher education leads to increased competition for financial and human resources. The capacity to attract R&D funding and the most talented academics at the international level is a key to growth in academic performance and competitiveness. • Global challenges such as health and the quality of life, energy sustainability and food security put new demands on universities, as does the Knowledge Economy’s need for innovation in order to spur the creation of jobs and economic growth. Global challenges require universities to develop inter-disciplinary approaches and to interact more effectively with key stakeholders in industry and government. • A further differentiation in the mission and provision of higher education is needed in order to better respond to the increasingly diverse needs of students, employers, business and industry, and society at large. The main results envisaged are: • Attracting more highly talented students and academics from around the world; • Attracting more competitive research funding from internal and other external sources; • Providing a stronger knowledge base for the region, in terms of relevance for the innovative potential of business and industry, i.e. the creation of new products, companies and jobs; • Delivering a larger and better-qualified supply of higher education graduates to the regional workforce to attract and retain firms and investment in the region.

INTERCONTINENTAL SCHOOL OF ECONOMICS & APPLIED SCIENCES, LONDON ICONIC LEADERSHIP MAGAZINE

FUNDAMENTAL PILLARS AND OBJECTIVES PHILOSOPHY To continually enhance the intellectual, socio-cultural, economic fabric of the country, and Africa in general. Hence we hold that the strength of our society is rooted in our diversity and that it is through synergy that we achieve excellence. VISION To gain local and international recognition as a leader in providing open access Higher Learning-level education in Africa. MISSION To provide open access to online learning that connects learner and community needs with educational resources, appropriate technology, and a variety of instructional pedagogies. The system will support online learning by providing leadership in the planning, promotion, support, and administration of online courses and programs, by establishing standards and encouraging shared goals wherever appropriate, and by using collective resources and organizing inter-campus cooperation wherever economies of scale apply. CORE VALUES Self-awareness; Quality; Access; Affordability; Integrity; Collaboration, Research and Self-Reliance. ISEAS Objectives • • • • • • • •

To offer online educational programs that meet the needs of diverse learners and support student success and completion. To integrate current technology that cultivates student-centered learning experiences led by dedicated and qualified faculty wherein students gain knowledge and build skills that support personal and professional development. To provide learning opportunities that help students synthesize theory and practice, enabling them to respond ethically to contemporary issues and complex problems. To foster a rich student learning environment focused on diverse social, ethnic, economic, and educational experiences and thereby prepare and empower graduates to be collaborative and inclusive within their communities. To work closely with employers and workforce development experts to identify the workplace skills and competencies that will enhance our graduates' abilities to contribute to their organizations, achieve greater professional and personal success, and strengthen their organizations. To place priority on innovation, continuous assessment, and improvement of student learning, curriculum development, access to learning resources, and responsive student services. To maintain operational, financial, and strategic strength that ensures the future of Intercontinental School of Economics and Applied Sciences Promote interdisplinary research, entrepreneurship and self-employment.

INTERCONTINENTAL SCHOOL OF ECONOMICS & APPLIED SCIENCES, LONDON ICONIC LEADERSHIP MAGAZINE

RATIONALE In order to achieve the desired objectives by the end of each student’s course of study, the School will provide ongoing support in the form of up-to-date materials and training that allows teachers and learners to: • Set clear goals and learning outcomes. • Manage student expectations of their own learning abilities. • Allow students to be involved in their own goal setting. • Create standard practice and provide continuation as students move across levels. • Identify areas for remedial action, further support and scaffolding. • Recognize areas of strengths for further development. • Improve understanding of language functions in real world settings. • Monitor and assess learner progression at any given point during the programs. • Help with time management to increase confidence and reduce stress.

INTERCONTINENTAL SCHOOL OF ECONOMICS & APPLIED SCIENCES, LONDON ICONIC LEADERSHIP MAGAZINE

JUSTIFICATION WITH SOCIO-ECONOMIC BENEFITS TO AFRICA Higher Education is one of the key drivers of growth performance, prosperity, and competitiveness in national and global economies. Intercontinental School of Economics and Applied Sciences (ISEAS) will not only deliver tertiary education and ongoing skills training, but also shall provide a bustling research environment that produces innovations with valuable commercial applications. The ways in which ISEAS intends to impact society, workforces and graduates include but not limited to: CREATE A QUALITY WORKFORCE The modern workplace is in a constant state of evolution. Personnel need to regularly evaluate their work-related skills and take opportunities for continued learning, which should be supported by their employers. ISEAS is committed to be pivotal in delivering training to people at all stages of their careers, from students and recent graduates to senior managers. Accreditation at every level gives assurance to employers and allows employees to have concrete evidence of their career development. Plus, skills’ training has an immensely positive impact on the wider economy. A well-trained, highly skilled workforce is better prepared for the challenges and opportunities of the modern workplace. ISEAS will deliver technical skills and know-how to our graduates ready to join industry as a skilled workforce that increases productivity, boosts output, and propels growth in the wider economy. ISEAS will strive to promote lifelong learning; driving excellence in professional education is just a natural progression. DRIVE INNOVATION AND ENTREPRENEURSHIP A key role of ISEAS will be to drive innovation and entrepreneurship, with the aim of finding solutions to global challenges in areas that matter to society, such as healthcare, environmental protection, resource security, international development, and population trends. Many of the greatest advances of recent years, including augmented reality, self-driving cars, cloud computing, etc. were all born from research that took place at universities. Innovations certainly have high economic value, but they also enrich our health, work and impact us socially. The wider economy will benefit from ISEAS research and innovation as it drives investment, both locally and globally, promote exports, and makes the economy more balanced. ISEAS initiatives that promote research also allows students to learn transferable skills that will help them succeed in the workplace, further strengthening the knowledge-based economy.

INCREASE EMPLOYABILITY Applicants are faced with a highly-competitive job market, in which their qualifications might not be enough to secure the kind of work they desire. As the economy moves further toward competency-based recruitment, with its focus on skills and experience over pure academics, graduates and established professionals must be armed with the tools they need to find and succeed at work. Higher education institutions are critically important here. HLIs should be proactive in arranging opportunities for current students to develop industrial expertise through work experience and internships. In addition, technological and workplace skills training shall be taught adjacent to our academic curriculum. Further, it can be beneficial to offer mentoring opportunities to help prepare expectant graduates for a competitive job market. Knowledge really is power, but it’s not just about formal academic qualifications. Broad employability skills help graduates give employers precisely what they need: technologically minded workers who are flexible, organized, and resourceful. In addition, ISEAS is ideally placed to offer employability training to people looking to change careers or apply for new roles, who need an update to their existing skills. ISEAS will offer Advanced Modules for experienced professionals, which represent an exciting intersection for higher education and industry. UP-SKILL EXISTING WORKFORCES As digitization changes the landscape for working professionals, ISEAS shall provide them with the opportunity to enhance their existing knowledge and learn new skills. For employers, this has a positive impact on productivity, output, and staff morale. It also helps companies to drive efficiency and thus profitability. ISEAS will be offering professional development opportunities to employees, which allows companies to identify potential leaders for the future. Staff who are receptive to continuing education and express an interest in courses that fit into their long-term career plan are the ones to watch. For businesses, this can provide assurance that future leaders are well trained and fully equipped to drive continued success. BOOST OUR GRADUATES EARNING POWER & ROI Graduates with the right knowledge and skills have the ability to demand higher salaries, as they are equipped to make significant contributions to the revenue and growth of the companies they work for. ISEAS has a responsibility not only to provide academic instruction, but also to offer opportunities to learn skills for the workplace, gain industry experience, and benefit from mentoring. All graduates will be rightly proud of their academic achievements, but those who have used their time at university to prepare for life in the workplace will have a better chance of success in the highly-competitive job market and be in a stronger position to command higher pay or jump into their careers at a higher pay bracket.

INTERCONTINENTAL SCHOOL OF ECONOMICS & APPLIED SCIENCES, LONDON ICONIC LEADERSHIP MAGAZINE

COLLABORATION BETWEEN ISEAS AND INDUSTRY/BUSINESS In the last decade, there has been substantial growth in the number of research deals between companies and universities. Businesses, which have been reducing their spending on early-stage research for more than 20 years, have increasingly turned to universities to perform that role, as they provide access to the best scientific and engineering minds in specialized areas. Meanwhile, reduced government support of academic research has made universities and other HLIs more receptive to private investment and industrial collaboration. There are also substantial benefits for wider society, thanks to advances in life sciences, communications, engineering, and more. In short, this kind of partnership has the potential to benefit all sides enormously. HLIs and companies both favor long-term collaboration over one-off contracts. A transactional model, whereby a lengthy period of negotiation prefaces each research project, is not desirable for either side. Instead, continuous connections are preferred, allowing ongoing early-stage research, which can rapidly be transformed into commercially-viable products that contribute to economic growth. FEED INTO A KNOWLEDGE-BASED ECONOMY A knowledge-based economy is characterized by dependence on a high-skilled, well-educated, and technically minded workforce. It makes use of advancements in technology alongside intellectual capital to move away from material consumption and aim toward an economy built on knowledge and data. The higher education sector is a natural partner to the knowledge-based economy. As the source of advanced learning and new information from research, ISEAS shall help train the workforce of tomorrow while supporting the innovations of today. Economists have identified knowledge creation as a key driver of economic growth. This is largely due to greater efficiency in various forms. Highly skilled staff requires less supervision, are more productive, and add greater value. The changing state of higher education continues to exert increasing pressure on institutions to consider new educational models, aligning with vastly different conditions of the 21st century. For many students, the challenges of time, distance, and costs associated with traditional degree completion make online delivery and flexible pathways more accessible, affordable, and desirable.

INTERCONTINENTAL SCHOOL OF ECONOMICS & APPLIED SCIENCES, LONDON ICONIC LEADERSHIP MAGAZINE

NATIONAL AND INTERNATIONAL COLLABORATIONS Local and international cooperation is a prerequisite for ensuring the sustainability and quality of teaching, student engagement and research at our university. LOCAL COLLABORATION - PROFESSIONAL BODIES • • •

Institute of Procurement Professionals Institute of Certified Public Accountants Institute of Internal Auditors

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FOSTER ISEAS - PRIVATE SECTOR COMMUNITY ENGAGEMENT

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ISEAS will seek collaboration and cooperation with the Private Sector and Community and to that effect enter into memorandum of Understanding (MoUs) with each other on related subject of study. These MoUs will detail the modalities and general conditions regarding collaboration between ISEAS and Private Sector for enhancing, within the country, the availability of highly qualified manpower in the areas of skills development (education and training), the generation, acquisition, and adoption of knowledge (innovation and technology transfer), and the promotion of entrepreneurship (start-ups and spin-offs). Because we believe that the benefits of these linkages are wide-reaching: they can help coordinate R&D agendas and avoid duplications, stimulate additional private R&D investment (additionality effect), and exploit synergies and complementarities of scientific and technological capabilities. Because we both believe that this collaboration can also expand the relevance of research carried out in private institutions, foster the commercialization of private R&D outcomes, and increase the mobility of labor between private and public sectors without any prejudice to prevailing rules and regulations in ISEAS and Private Sector without any disregard to any mechanism evolved and approved by the competent government authorities in so far as such mechanism applies to ISEAS and Private Sector. INTERNATIONAL COLLABORATION - INTERNATIONAL PROFESSIONAL BODIES • • • • • •

CIPPS: Commonwealth Integrated Personnel and Payroll System ACCA: Association of Chartered Certified Accountants ISACA: Information Systems Audit and Control Association CILT: Certified Institute of Logistics and Transport CIA: Certified International Auditors STEM LEARNING: Education and Careers Support in Science, Technology, Engineering and Mathematics (UK) Online, Distance and Blended Learning Accreditation.

INTERNATIONAL HLIS (FOSTER INTERNATIONAL COOPERATION IN EDUCATION AND RESEARCH) In line with the development of friendly international cooperation in accordance with our mutual interests in developing programs of academic, scholarly exchanges and research and for the purpose of establishing a long-term mutually beneficial collaboration to develop the following forms of cooperation which will benefit the university: • • • • • • • •

ISEAS

Establish ties of friendship and cooperation. Promote mutual understanding, academic collaboration, cultural and personnel exchanges. Work toward more formal, complex, and binding agreements. Exchange of materials in education and research, publications, and academic information; Exchange of faculty and research scholars; Exchange and mobility of students to overseas campuses; Joint research and meetings for education and research; Joint projects and programs related to global education.

Knowledge - Competence - Resilience

INTERNATIONAL ACCREDITATION • CPD Accreditation • Dual Accreditation - ILM • IAO: International Accreditation Organization • ASIC: Accreditation Services for International Schools, Colleges and Universities

INTERCONTINENTAL SCHOOL OF ECONOMICS & APPLIED SCIENCES, LONDON ICONIC LEADERSHIP MAGAZINE

ISEAS - CUSTOMER SEGMENTS 1. Aspiring Academics (18-24 years old, focused on academic studies) 2. Academic Wanderers (older students unsure about academic and career goals, and how to reach them). 3. Career Starters (wider range interested in university as a path to a specific career). 4. Industry Switchers (older students with job experience interested in transitioning to a new career field). 5. Career Accelerators (older students interested in moving forward their career field).

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ISEAS opens access to quality education for all. Regardless of the location, country or lifestyle commitments, learners are at the heart of ISEAS learning design and learners will benefit from programs that provide practical knowledge that they can put into action immediately. We propose to learners the following Study Approaches: 1) Progressive Integrated Course Program: for Aspiring Academics 2) Interval Learning Approach: for Academic Wanderers and Career Starters 3) In-deep Learning Approach: for Industry Switchers and Career Accelerators

ISEAS

Knowledge - Competence - Resilience

INTERCONTINENTAL SCHOOL OF ECONOMICS & APPLIED SCIENCES, LONDON ICONIC LEADERSHIP MAGAZINE

VALUE PROPOSITION By Value Proposition we mean the fundamental need that ISEAS is trying to fulfill for the students. Why ISEAS is established:

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Educational Excellence (helping students to identify and develop their individual talents). Global Readiness (supported and extended by our exchange programs and joint research activities with our overseas partner universities). Education in Values (creativity, respect & tolerance, self-improvement, responsibility and social commitment). Co-Curricular Excellence (knowledge & skills beyond academics through industry & community collaboration and engagement). Competence-Based, Vibrant, Flexible and Cutting-edge Curriculum (developed in consultation with industry and top employers). Contemporary Evidence-based Pedagogy. Degree Qualification highly valued by employers. Cost Effective and Flexible Access to Learning Opportunities. Working with Employers for Practical/Hands on Learning and Quick Employability Opportunities. Engage Students in Project-based Learning Activities. Support and Promote Undergraduate Interdisciplinary Research.

INTERCONTINENTAL SCHOOL OF ECONOMICS & APPLIED SCIENCES, LONDON ICONIC LEADERSHIP MAGAZINE

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Knowledge - Competence - Resilience

Email: info@iseas-ac.uk | website:iseas-ac.uk I N D U S T R Y R E L E VA N T & S TAT E - O F - T H E - A R T C U R R I C U L U M C U S T O M I Z E D F O R A F R I C A