Supporting Next Generation of Leaders in Sustainability News Release NCapeling 28 January 2021

A new programme offering paid internships for young people who are passionate about social, economic, and environmental sustainability has been launched.

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Cities as climate leaders: Progress and ambition 1 December 2021 — 12:00PM TO 1:00PM Anonymous (not verified) 16 November 2021 Online

This panel discusses the progress cities have already made, whether progress at COP26 was enough, and what more needs to be done to scale action and ambition internationally.

Cities are critical to tackling the pressing environmental challenges of our time. While they now account for an estimated 75 per cent of global CO2 emissions, cities also offer a unique opportunity for devolved leadership on climate action. At the recent COP26, some significant progress was made in elevating cities’ position on climate action with a flurry of announcements and commitments.

For example, more than 1,000 cities are now committed to the Cities Race to Zero and C40’s Clean Construction Declaration saw multiple cities committing to at least halving emissions from initial construction of buildings by 2030. A raft of financing commitments were also made to improve urban resilience in the face of climate change.

This builds on existing momentum before COP26. Over 50 world cities are now on track to meet Paris Agreement and the Marrakech Partnership is further enabling collaboration between governments and cities within the UNFCCC processes.

Therefore, how we design, build, govern and use our urban places will be a key factor for decarbonization and climate change adaptation.

On the back of COP26, this panel brings together leaders from across urban development sectors to discuss the progress cities have already made, whether progress at COP26 was enough, and what more needs to be done to scale action and ambition internationally. 

16 September 2020

Mugabe’s Fall Is a Wake-Up Call for Africa’s Leaders Expert comment sysadmin 27 November 2017

The continent’s long-standing leaders will come under increasing pressure to demonstrate their societal value. Some will become more oppressive; others may conclude that their time has expired.

The end of the Mugabe presidency in Zimbabwe – with the swearing in of Emmerson Mnangagwa in Harare on Friday – is being watched closely across Africa, and especially by its long-standing leaders.

Currently, 30 per cent of African countries are ruled by long-standing rulers, defined as heads of state that have ruled for more than 10 years. Africa is not unique in this respect (Central Asia also has its share of ageing leaders), but Africa has a long tradition, and about a fifth of all African heads of state since independence can be classified as long-standing.

A recent study, African Futures: Horizon 2025, by the European Union Institute of Security Studies (and which this writer contributed to), shows that long-standing rulers in Africa are reducing in number. President José Eduardo dos Santos of Angola stepped down voluntarily in September after almost 38 years in office, and Yahya Jammeh of Gambia was forced out after 23 years in office in early 2017. Robert Mugabe was forced out as leader earlier this week after 37 years.

This still leaves a cluster of other ageing leaders: Teodoro Obiang Nguema Mbasogo of Equatorial Guinea (38 years); Paul Biya of Cameroon (35 years); Yoweri Museveni of Uganda (31 years); Omar al-Bashir of Sudan (28 years); and eight others.

Many of them are coming under increased internal pressure. Demonstrations against Togo’s Faure Gnassingbé in Lome over the summer resulted in him agreeing that any future president could stand for only two terms. In the Democratic Republic of the Congo, Joseph Kabila is also under increased pressure to agree to elections, after 16 years in power.

Within all of this, there is a pattern of leaders in west and southern Africa adopting the principle of only serving two terms.

De-facto monarchies

Long-standing rulers still thrive in central Africa and its Great Lakes region. Presidents here have successfully changed constitutions to remain in office. They include Denis Sassou Nguesso of the Republic of the Congo and Yoweri Museveni of Uganda. Zimbabwe will be a warning to them that they should not assume that they will be able to behave as de-facto monarchies, leaving office only after dying of natural causes and handing power over to their family.

Robert Mugabe’s intention to hand power to his wife, Grace, spectacularly backfired. As a couple of Zimbabwe military officials dryly commented: ‘Leadership is not sexually transmitted.’ Former president Hosni Mubarak in Egypt also miscalculated by trying to groom his son, although Ali Bongo Ondimba succeeded his father as president of Gabon after his father died. Equatorial Guinea is still heading for a crisis as President Obiang is grooming his deeply unpopular playboy son, Teodorin, to succeed him.

What Zimbabwe reminds us is that, with the exception of central Africa, there will be more long-standing leaders in Africa disappearing over the coming decade. This is due partly to pressure and partly to their ageing: 13 current long-standing rulers are aged between 65 and 84 years old. This means there will be more transitions taking place such as the one that occurred in Zimbabwe on Friday or the smooth one in Angola in September, when president dos Santos stepped down and handed power to João Lourenço.

This is good news for Africa, which has the most youthful and fastest-growing population in the world. It is the second-largest and second-most populated continent. More than 40 per cent of Africans are under 15, and 20 per cent are between 15 and 24. By 2050, one third of the world’s youth population will live in Africa, up from one fifth in 2012. This means a dramatic disconnect is developing between long-standing leaders and their population.

Generational politics was visible over the past week in Zimbabwe and in the end the older generation prevailed through military intervention. This is transitional politics, and there is likely to be more of it.

Increasing pressure

Other long-serving leaders like Museveni have watched closely. Museveni has already responded to shore up support of his military by giving them a significant pay rise. There is likely to be more investment in the military by Africa’s long-standing leaders in the coming months.

Change in Africa comes in fits and starts. The fall of Mugabe is a reminder that Africa is dynamic and change is occurring all the time. Africa’s long-standing leaders will come under increasing pressure to demonstrate their societal value. Some will become more oppressive; others may conclude that their time has expired and that they should welcome a transition.

This is the key lesson of Angola – where president dos Santos willingly retired after 37 years in power. Mugabe dreamed of dying in office and being succeeded by his wife – and was forced out by the military. I predict both models will be repeated in Africa in coming years.

This article was originally published in the Irish Times.

COVID-19 in South Africa: Leadership, Resilience and Inequality Expert comment sysadmin 7 May 2020

In a world looking for leadership, South Africa’s president Cyril Ramaphosa has been remarkable. One year after he carried the time-worn ANC through a national election, South Africans are crying out for more.

In the COVID-19 crisis so far, Cyril Ramaphosa has been widely praised for displaying the decisive leadership so many hoped for when they cast their ballot for him in May 2019. Buttressed by others such as health minister Dr Zweli Mkhize, and on a simple objective to prevent transmission, South Africa has been a lesson to the world. Act fast. Act hard.

Former president Thabo Mbeki’s disastrous response to the HIV crisis cast a long shadow over his legacy, and Ramaphosa has taken note. South Africa has had one of the tightest lockdowns in the world. No exercise. No cigarettes. No alcohol.

The lockdown was imposed when the country had only around 1,000 recorded cases and just two deaths. As a result, transmission from returning travellers has not yet led to an exponential infection rate within the community. The government’s swift reaction has bought much needed time with the peak now seemingly delayed to September or October.

Continental and national leadership

Ramaphosa has also emerged as a key focal point for Africa-wide responses. As current chair of the African Union (AU) he leads the continental engagement with the World Health Organization (WHO), and the various international finance institutions, while South African officials are working with the AU and the United Nations Economic Commission for Africa (UNECA) on a push for African debt restructuring.

He has also been active in trouble shooting to unlock external assistance to the continent, including from China and Russia. Appointing special envoys is typical of his boardroom-honed leadership style.

International and regional partnerships are vital for resilience and the arrival of 217 Cuban doctors to South Africa is strongly reminiscent of the liberationist solidarity of the Cold War era. And regional economies remain dependent on South Africa to protect their own vulnerable citizens. Following the 2008 financial crisis, it was South Africa’s regional trading relationships that remained robust, while trade with its main global partners in China and the US dropped.

Despite the plaudits, Ramaphosa remains vulnerable to challenge at home, notably around his failure to stimulate South Africa’s moribund economy. On the eve of lockdown, Moody’s joined its peers Standard and Poor’s and Fitch in giving South Africa a below investment grade credit rating. The move was a long time coming. Long mooted economic reforms were slow to materialise, and South Africa had fallen into recession.

Ramaphosa depends on a small core of close advisors and allies, initially united in apparent opposition to the kleptocratic rule of President Jacob Zuma and the deep patronage networks he created within both the party and the state. But this allegiance is being tested by economic reality. Support within the party was already drifting prior to the crisis.

Disagreements are not just technocratic – there are big ideological questions in play around the role of the state in the economy, the level of intervention, and its affordability, with key government figures sceptical of rapid market reforms. Energy minister and former union stalwart Gwede Mantashe is wary of job losses, and minister of public enterprises Pravin Gordhan protective of state-owned enterprises (SOEs). Before coronavirus hit, Ramaphosa seemed content to allow these policy disputes to play themselves out with little decisive intervention.

Slow progress on reform, against worsening economic performance, left Ramaphosa and his allies exposed. In January the president missed the UK’s African Investment Summit in order to assert control over a party meeting at which it was expected his detractors would seek to remove Gordhan.

COVID-19 has sharpened thinking

As the independently assertive - and eminently quotable - pro-market reformist finance minister Tito Mboweni stated, ‘you can’t eat ideology’. Accelerated reform and restructuring is required if the government turns to the International Monetary Fund (IMF) for assistance.

For the first time, Gordhan has been forced to deny a bailout to beleaguered state airline South African Airways (SAA), and the government’s lockdown bailout of R500 billion has been applauded by business. Much like the fiscal stimulus and recovery plan of 2018, it relies on smart spending, targeting sectors with high multiplier effects. It also includes significant reserve bank loans.

But it has been criticised for not doing enough to help the most vulnerable. There is considerable fear of what could happen when the virus takes hold in South Africa’s townships and informal settlements where social distancing is almost impossible, basic toilet facilities are shared, and HIV and TB rates high.

There are mounting concerns of the humanitarian cost of a prolonged lockdown, and the government has been faster than others in implementing a tiered lockdown system, trying to get people back to work and keep the economy afloat.

South Africa has been criticized by the UN for the use of lethal force by security forces in enforcing lockdown and, in a society plagued by corruption, there are fears legislation to stop the spread of false information could be used to restrict legitimate reporting on the virus response or other issues.

COVID-19 shines a spotlight on societies’ fault-lines worldwide. South Africa is often touted as having one of the highest levels of inequality in the world but, in a globalized economy, these divisions are international as much as they are local.

Resilience comes from within, but also depends on regional and global trading and financial systems. South Africans and international partners have long recognised Ramaphosa’s leadership qualities as an impressive voice for the global south.

But he must also be an advocate for South Africa’s poor. This crisis could accelerate implementation of his landmark pro-poor National Health Insurance and Universal Health Care programmes. Or the hit of COVID-19 on top of South Africa’s existing economic woes could see them derailed entirely. Ramaphosa must push through economic reforms at the same time as managing COVID-19 and rebuilding trust in his government.

General practice leaders in Wales have voted unanimously to reject the Welsh government’s GP contract offer for 2024-25.The BMA’s ​General Practitioners Committee Wales said the government’s general medical services contract offer for the current financial year “fails to provide a credible and sustainable future” for general practice.GPs in Wales will now vote on whether to accept or reject the contract in a referendum that will open later this month.Gareth Oelmann, chair of the committee, said, “The decision to disregard the serious concerns and valuable contribution of general practice in Wales is beyond insulting, it is dangerous, leaving more surgeries and their patients in peril. We are concerned that this offer will leave more practices with no option but to close. GPs are being denied the resources they need to deliver vital services to the population.”The BMA said it was not yet able to disclose any details on the offer, and...

Concerns are mounting over whether the NHS can meet key performance targets this winter, NHS Providers has said, after a survey of trust leaders highlighted pressure on hospitals, ambulance services, and community and mental health teams.1Over nine in 10 of the leaders who responded (96%) said that they were extremely or moderately concerned about the effect of winter pressures on their trust and local area. The most common reasons for concerns related to financial constraints and staffing provision. The top three greatest risks to the provision of high quality patient care over winter were identified as delayed discharge (57%), social care capacity (49%), and acute care bed capacity (43%).NHS Providers surveyed 171 trust leaders from 118 trusts in September and October, accounting for 56% of the provider sector.Most trust leaders (79%) were worried or very worried about whether their trusts had capacity to meet demand for services over the next...

BEAVERTON, Ore., Oct. 29, 2024 — Ultra Accelerator Link (UALink) Consortium, led by Board Members from AMD, Amazon Web Services (AWS), Astera Labs, Cisco, Google, Hewlett Packard Enterprise (HPE), Intel, Meta […]

The post Ultra Accelerator Link Consortium Launches with Industry Leaders, Opens Membership to Drive AI Connectivity Standards appeared first on HPCwire.

Nov. 8. 2024 — High-performance computing (HPC) has been an indispensable research tool for accessing physical realms difficult, or impossible, to achieve with experiment alone. For several decades, the Department […]

The post ECP: ‘Forward’ Projects Boost US Leadership in Advanced Computing and AI appeared first on HPCwire.

Netflix's hit docuseries "America's Sweethearts: Dallas Cowboys Cheerleaders" will return for a second season in 2025.

What will the world look like in 2030? International business consultant Nikolaus S. Lang predicts the evolution of a multipolar world, with multiple emerging coalitions of countries acting in new ways to achieve their economic, technological and military goals. He dives into what this will mean for the global economy, offering five tips for business leaders to prepare for the coming geopolitical landscape.

Montana Superintendent Elsie Arntzen offers practical advice to schools that could open as early as May 7, even as she says "how they open schools and how learning takes place is up to them."

Principals and superintendents are caught between politicians’ demands, an anxious public, and experts’ contrary advice about the path forward during the pandemic. The unspoken message: You’re on your own.

Here are strategies for creating strong, respectful, productive relationships between superintendents and school boards.

Principals and superintendents are caught between politicians’ demands, an anxious public, and experts’ contrary advice about the path forward during the pandemic. The unspoken message: You’re on your own.

Rural Iowa school superintendents and school board members unite to form new rural education advocacy group.

An audit of the early-childhood education offerings in Minnesota finds complexity and fragmentation as well as a lack of data about program effectiveness.

Many schools that have recently opened their doors are already seeing COVID-19 cases among students and staff. Should that shake the confidence of other school leaders who are planning to reopen?

Marrakesh, 15 December 2014 – African Ministers of Agriculture recognized the facilitating role of FAO “under the new strategic framework established with the leadership of the [...]

Kimberly Murray has opened an uncomfortable and difficult but long overdue conversation about justice for Canada’s "disappeared" residential school children, Indigenous leaders say in response to the special interlocutor's two-volume final report.

The newly appointed leader of OM’s work in Moldova talks about faith, leadership and why, despite personal tragedy, he still leans on God.

Extreme Leadership Training camps create unity in Ukraine.

Lincoln and Manna from Hong Kong are two of the four candidates to participate in OM EAP’s first Timothy Trek training programme this year.

As OM Hong Kong celebrates 25 years, leader Cheuk-chung Lau reflects on the past 19 years and wonders who the next “Joshua” will be.

Mercy Teams International (MTI) strives to see local workers in each ministry field trained and equipped as leaders. MTI Cambodia is one example.

When making formal statements, school and district leaders should call out racist patterns and commit to dismantling White supremacy, advise Dorinda J. Carter Andrews and Shaun R. Harper.

Education Week spoke to chief equity officers and superintendents for ideas on promoting more equitable education practices in school districts. Here’s what they shared.

Congress grilled the CEOs of Amazon, Apple, Facebook, and Google about "pandemic profiteering," anti-competitive practices, and the flow of misinformation about COVID-19.

A group of Texas high school cheerleaders filed a petition with the state Supreme Court over an ongoing dispute about the display of banners with religious messages at high school football games.

OM Angola sets out to change the future of the country’s youth.

A recent study found that one organization's instructional-leadership professional development had no impact. Could it be because the topic of instructional leadership needs to be expanded?

Harvard's Richard Elmore has pointed out the "catastrophe" that is educational leadership preparation. We can all look to practice communities like Peloton to develop our skills, practice, and mindsets to help remedy that.

Penn State World Campus is hosting a virtual leadership summit this month and invites students from across the University to attend.

Here are strategies for creating strong, respectful, productive relationships between superintendents and school boards.

The Penn State Board of Trustees concluded its November meetings, giving final approval to several capital projects and electing new officers, among other actions, Nov. 7-8 at the University Park campus.

Penn State York’s Future Business Leaders of America Collegiate group took home 16 awards from the national competition in Orlando, Florida, at the end of June.