Category: Africa

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Cooperative Governance and Traditional Affairs (COGTA) and Standing Committee on Public Accounts (SCOPA) to Conduct Oversight in Kwazulu-Natal

Source: APO


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The Portfolio Committee on Cooperative Governance and Traditional Affairs and the Standing Committee on Public Accounts, will conduct a joint oversight visit to KwaZulu-Natal (KZN) from 27 to 30 January 2026 to engage with municipalities that have been identified by the Auditor-General of South Africa (AGSA) as distressed or dysfunctional.

The oversight visit follows a briefing by the AGSA on the 2023–2024 local government audit outcomes, which highlighted a persistent trend of poor audit results across municipalities. According to the AGSA, only 41 municipalities (16%) achieved clean audits.

While 59 municipalities have shown improvement in their audit outcomes since the 2020–21 financial year, 40 municipalities have regressed. In addition, 13 municipalities failed to submit their financial statements and performance reports for auditing by the legislated deadline.

During the oversight visit, the committees will also receive presentations from national and provincial AGSA representatives.

The visit will provide the committees with an opportunity to ascertain the underlying challenges contributing to poor audit outcomes and governance failures; assess the effectiveness of existing interventions and support measures; engage with provincial leadership on their role in enforcing accountability; and explore how intergovernmental relations structures can be strengthened to support municipalities in addressing challenges and improving service delivery to communities.

Members of the media are invited to attend and cover the oversight activities.

DETAILS OF THE VISIT ARE AS FOLLOWS:
VENUE: PIETERMARITZBURG CITY HALL
TIME: 8 am (daily)

Tuesday, 27 January 2026:

The committees will receive briefings from provincial leadership, including the Premier, Mr Thami Ntuli, the MEC for Cooperative Governance and Traditional Affairs and the MEC for Finance. This will be followed by engagements with executive mayors, Speakers, municipal managers, and chief financial officers from the following municipalities:
* Mandeni Local Municipality
* Mpofana Local Municipality
* Inkosi Langalibalele Local Municipality
* Umzumbe Local Municipality
* eThekwini Metropolitan Municipality

Wednesday, 28 January 2026:

The committee will engage with executive mayors, Speakers, municipal managers, and chief financial officers from:
* Ugu District Municipality
* Amajuba District Municipality
* Newcastle Local Municipality
* uThukela District Municipality
* Umkhanyakude District Municipality
* Mtubatuba Local Municipality
* Umzinyathi District Municipality

Thursday, 29 January 2026:

Engagements will be held with:
* Endumeni Local Municipality
* Nongoma Local Municipality
* Nquthu Local Municipality
* Msunduzi Local Municipality
* Mhlathuze Local Municipality
* Impendle Local Municipality

Friday, 30 January 2026:

The committee will conclude the oversight visit with engagements with the Dr Nkosazana Dlamini Zuma District Municipality and traditional leadership.

ISSUED BY THE PARLIAMENTARY COMMUNICATION SERVICES.

For media enquiries or interviews with the committee Chairpersons, please contact the committee’s Media Officer:
Name: Malentsoe Magwagwa (Ms)
Cell: 081 716 5824
Email: mmagwagwa@parliament.gov.za

Distributed by APO Group on behalf of Republic of South Africa: The Parliament.

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Youth Charter Calls for Africa-Wide Investment in Sport-Led Education to Deliver Sustainable Development Goal (SDG) 4

Source: APO


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The Youth Charter (www.YouthCharter.org) has issued a renewed call for African governments, institutions, and development partners to invest in sport-led education models as a proven pathway to delivering UN Sustainable Development Goal 4 (https://apo-opa.co/4tif1zh) (Quality Education) across the continent.

With Africa home to the world’s fastest-growing youth population, the Youth Charter (www.YouthCharter.org) warns that failure to invest in inclusive, community-based education risks deepening inequality, unemployment, and social instability.

“Sport is one of Africa’s greatest untapped education assets,” said Professor Geoff Thompson MBE, Founder and Chair of Youth Charter.

“When aligned with community infrastructure and youth leadership, it becomes a powerful engine for education, wellbeing, and sustainable development.”

At the centre of the Youth Charter’s approach is its Community Campus (https://apo-opa.co/4tif3XV) model, which integrates sport, culture, arts, and digital learning within local communities. Delivered by trained Social Coaches and shaped through the Youthwise educational experience, the model supports young people’s mental, physical, and emotional development while creating pathways into education, employment, and leadership.

The organisation also reiterated its long-standing call for free education for all children and young people, with targeted support for those from historically disadvantaged and conflict-affected communities.

“Young people must be co-creators of education, not passive recipients,” Thompson added.

“Investing in Africa’s youth is not charity, it is the smartest return on investment the continent can make.”

Youth Charter is calling on African governments, regional bodies, and international partners to embed sport for development within national education strategies, youth policies, and major sporting legacies.

Distributed by APO Group on behalf of Youth Charter.

Media Contact:
Youth Charter
contact@youthcharter.org

Youth Charter #Hashtags: 
#YouthCharter
#AfricaYouth
#SportForDevelopment
#Olympism365
#International Olympic Committee
#Olympism
#Fight4theStreets
#YoungLivesLost
#Call2Action
#LegacyOpportunity4All
SportDevelopmentPeace
#Empowerthenextgeneration
#CommonwealthSecretariat
#UNSustainableDevelopmentGoals

About Youth Charter:
The Youth Charter is a UK registered charity and UN accredited non-governmental organisation. Launched in 1993 as part of the Manchester 2000 Olympic Bid and the 2002 Commonwealth Games, the Youth Charter has Campaigned and Promoted the role and value of sport, art, culture and digital technology in the lives of disaffected young people from disadvantaged communities nationally and internationally. The Youth Charter has a proven track record in the creation and delivery of social and human development programmes with the overall aim of providing young people with an opportunity to develop in life.

Specifically, The Youth Charter Tackles educational non-attainment, health inequality, anti-social behaviour and the negative effects of crime, drugs, gang related activity and racism by applying the ethics of sporting and artistic excellence. These can then be translated to provide social and economic benefits of citizenship, rights responsibilities, with improved education, health, social order, environment and college, university, employment and enterprise. www.YouthCharter.org

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La Charte de la jeunesse appelle à un investissement massif dans l’éducation par le sport pour atteindre Objectif de développement durable (ODD) 4 en Afrique

Source: Africa Press Organisation – French


La Charte de la jeunesse (www.YouthCharter.org) relance son appel aux gouvernements, institutions et partenaires de développement africains afin qu’ils investissent dans des modèles d’éducation par le sport. Ce modèle a fait ses preuves pour atteindre l’Objectif de développement durable n° 4 des Nations Unies (Éducation de qualité) sur tout le continent.

L’Afrique abritant la population de jeunes dont la croissance est la plus rapide au monde, la Charte de la jeunesse met en garde contre le risque d’aggraver les inégalités, le chômage et l’instabilité sociale si l’on ne finance pas une éducation inclusive et ancrée dans la communauté.

« Le sport est l’un des plus grands atouts inexploités de l’éducation en Afrique », a déclaré le professeur Geoff Thompson MBE, fondateur et président de la Charte de la jeunesse.

« Associé aux infrastructures communautaires et au leadership des jeunes, il devient un puissant moteur d’éducation, de bien-être et de développement durable. »

Au cœur de l’approche de la Charte de la jeunesse se trouve son modèle de campus communautaire, qui intègre le sport, la culture, les arts et l’apprentissage numérique au sein des communautés locales. Animé par des coachs sociaux formés et enrichi par l’expérience éducative Youthwise, ce modèle soutient le développement mental, physique et émotionnel des jeunes tout en leur ouvrant des perspectives d’éducation, d’emploi et de leadership.

L’organisation a également réitéré son plaidoyer de longue date en faveur d’une éducation gratuite pour tous les enfants et les jeunes, avec un soutien ciblé pour ceux issus de communautés historiquement défavorisées et touchées par les conflits.

« Les jeunes doivent être acteurs de leur éducation, et non de simples bénéficiaires passifs », a ajouté Thompson.

« Investir dans la jeunesse africaine n’est pas de la charité, c’est l’investissement le plus judicieux que le continent puisse faire. »

La Charte de la jeunesse appelle les gouvernements africains, les instances régionales et les partenaires internationaux à intégrer le sport au service du développement dans les stratégies nationales d’éducation, les politiques de jeunesse et les grands héritages sportifs.

Distribué par APO Group pour Youth Charter.

Pour les partenariats, les médias et l’engagement des parties prenantes :
Charte de la jeunesse – Campus communautaire
contact@youthcharter.org

Suivez la campagne :
#CharteDeLaJeunesse
#JeunesseAfricaine
#SportPourLeDéveloppement
#Olympisme365
#ComitéInternationalOlympique
#Olympisme
#LuttePourLaRue
#JeunesViesPerdues
#AppelÀLAction
#UnHéritagePourTous
#SportDéveloppementPaix
#AutonomiserLaProchaineGénération
#SecrétariatDuCommonwealth
#ObjectifsDeDéveloppementDurableDesONU

À propos de Youth Charter :
La Charte de la jeunesse est une association caritative britannique enregistrée et une organisation non gouvernementale accréditée par l’ONU. Lancée en 1993 dans le cadre de la candidature de Manchester aux Jeux olympiques de 2000 et des Jeux du Commonwealth de 2002, la Charte de la jeunesse œuvre pour la promotion du rôle et de l’importance du sport, de l’art, de la culture et des technologies numériques dans la vie des jeunes en difficulté issus de milieux défavorisés, tant au niveau national qu’international. La Charte de la jeunesse a fait ses preuves dans la création et la mise en œuvre de programmes de développement social et humain visant à offrir aux jeunes la possibilité de s’épanouir.

Plus précisément, la Charte de la jeunesse s’attaque à l’échec scolaire, aux inégalités en matière de santé, aux comportements antisociaux et aux effets néfastes de la criminalité, de la drogue, des activités de gangs et du racisme en appliquant les principes de l’excellence sportive et artistique. Ces principes peuvent ensuite se traduire par des avantages sociaux et économiques liés à la citoyenneté, aux droits et aux responsabilités, et par une amélioration de l’éducation, de la santé, de l’ordre social, de l’environnement, de l’accès à l’enseignement supérieur, à l’emploi et à l’entrepreneuriat. www.YouthCharter.org

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Uganda’s boda-boda drivers: the digital economy hasn’t been the route to formal work and better protection – research

Source: The Conversation – Africa – By Rich Mallett, Research Associate and Independent Researcher, ODI Global

Digital labour platforms – like fast food delivery and cab hailing services – are having a dramatic impact on people’s labour rights and working conditions around the world.

In western countries like the UK and the US, their rise has intensified a process of labour casualisation already several decades in the making. Under the guise of “flexibility”, platforms have heralded a return to insecure, temporary forms of employment that offer few rights or benefits to workers.

But in “less developed” countries like Uganda, the growth of the digital gig economy is often considered a boon. Across the global south, it has been claimed that platforms are not only creating millions of new jobs, but they are actually helping to formalise an informal economy so vast it accounts for an estimated 70% of total employment in low- and middle-income countries.

Existing research suggests that by guiding informal workers towards compliance with registration and licensing requirements or making them more visible to state authorities, digital labour platforms are capable of “counteracting informal economic activity”.

But is it all as straightforward as it seems?

In a new research paper I put this claim to the test through a case study of moto-taxi work in the Ugandan capital city, Kampala.

Moto-taxi (or boda boda) work is a hugely important source of income in Uganda, providing livelihoods for an estimated 350,000 people in the capital alone. Over the past decade, ride-hail platforms have descended upon this vast industry, claiming to offer safer, better paid work and a step towards formality.

Drawing on 112 interviews, 370 driver surveys and scans of relevant media, my research reaches a different conclusion. Despite shifting online, digital moto-taxi drivers remain as they always were – informal workers in an unprotected labour market.

This raises fundamental questions about the capacity of digital labour platforms to bring about positive transformations in the global informal economy.

Fallacies of ‘plat-formalisation’

As the new paper shows, moto-taxi workers’ inclusion within the new platform economy brings them no closer to formal labour status in any meaningful way.

This is illustrated by three key insights from my findings.

First, despite early collaborative engagement with state actors, Uganda’s ride-hail companies have tended to operate in unilateral, platform-specific ways that undermine prospects for sectoral standardisation. Each platform enforces its own rules over drivers, and these do not always line up with government legislation.

Take driver licensing, for example. While some companies insist that drivers must have a valid driving permit before working through their apps, others bypass this requirement completely. Market leader SafeBoda, for instance, instead chooses to enrol new drivers in road safety training at a purpose-built “academy”. Though a positive step towards safer driving standards, this is not the same as formalisation.

Second, Uganda’s ride-hail platforms accept zero legal responsibility for the welfare and safety of those using their apps, including cases of “bodily injuries, death, and emotional distress and discomfort”. Despite claiming to help regulate the industry, these companies’ designation of informal moto-taxi workers as independent “gig workers” keeps drivers distanced from state labour regulation.

And third, my findings indicate corporate reluctance to share data with government. According to one city planner I talked with, while the platforms tended to talk positively about public-private collaboration, when push came to shove they would often “withhold their data”. Recent evidence suggests this is continuing to happen, further highlighting the limits of private data ownership and non-binding agreements around data sharing. Without access to this information, it is difficult for governments to register workers, tax them effectively and extend labour protections.

Profiting from informality

Ride-hailing may not have led to better, more formalised work for Uganda’s moto-taxis. But what is has done is open up new revenue streams for the various local and international companies involved. The result: a formalisation not of drivers’ labour but of their wealth.

As detailed in the paper, some of the techniques here include:

  • Commissions. Drivers regularly lose 15%-20% of their trip fares in the form of company commission fees. With digital technology, these are increasingly being captured via cashless payment systems that deduct fees and other equipment-related debts automatically.

  • Equipment. Many companies operate by selling drivers the gear they need to function in the ride-hail economy. SafeBoda, for instance, regularly charges new riders somewhere in the region of US$140 for a smartphone, crash helmets and branded uniforms. Drivers often take this on as debt and pay it back incrementally over time, only to later discover that this does not, in all cases, entitle them to actual ownership. As one former employee at the company told me:

The helmet itself is a business. It’s on the side, you can’t see it. The phone is a business. It’s about business besides riders. It’s all about getting commission on things.

  • Corporate tie-ins. Through a series of funding relationships and “private-private partnerships”, Uganda’s ride-hail platforms make drivers visible and accessible to a whole host of banks, insurance agencies and alternative credit lenders. These financial actors are all keen to find lucrative new markets at the “bottom of the pyramid”. Ride-hailing is simply the vehicle for this.

The formalisation agenda remains important. It is central to achieving better working conditions and stronger labour protections for hundreds of millions of workers around the world.

But for private digital platforms operating across Africa’s informal economies, the bottom line is often not about “counteracting informal economic activity” at all. It is about profiting from it.

– Uganda’s boda-boda drivers: the digital economy hasn’t been the route to formal work and better protection – research
– https://theconversation.com/ugandas-boda-boda-drivers-the-digital-economy-hasnt-been-the-route-to-formal-work-and-better-protection-research-270993

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Crime-fighting in Lagos: community watch groups are the preferred choice for residents, but they carry risks

Source: The Conversation – Africa – By Adewumi I. Badiora, Senior Lecturer, Department of Urban and Regional Planning, Olabisi Onabanjo University

Criminal activities have developed into a security crisis in Nigeria. Alongside the responses of security agencies such as the police and military, there has been a huge local response, with community groups mobilising in the face of criminal attacks.

For example, communities in Zamfara State, north-west region, repelled a bandit attack, causing the death of 37 bandits in August 2024. In Sokoto State, north-west region, residents rescued kidnapped individuals and recovered the body of the deceased village head in August 2024. In Kwara state, north-central region, community groups rescued people from their abductors in December 2025.

But how effective are these community-organised interventions?

I’m an urban and community safety researcher who has studied various aspects of insecurity in Nigeria, particularly in the country’s south-west, for more than a decade now.

In a recent paper I sought to answer this question in relation to Lagos. As Nigeria’s largest city with an estimated population exceeding 20 million, Lagos faces severe, complex crime challenges driven by rapid, poorly managed urbanisation and high unemployment rates. I surveyed 62 stakeholders in a bid to evaluate community-driven crime prevention strategies. Respondents included residents, members of the state and community groups who were playing important roles in the city’s security processes. This was qualitative research.

Many respondents expressed little or no trust in formal security agencies. Their expectations that the police could protect them were low.

A resident interviewed for the study said that while people like politicians got police protection, ordinary citizens did not:

That is why everyone has devised ways to protect themselves and family.

My research found that these commmunity-organised interventions have emerged in different forms. The commonest is community vigilante groups. These are self-appointed resident security volunteers who take it upon themselves to confront criminals in their neighbourhood. This is common in low-income neighbourhoods of Lagos because they have to deal with crime but feel they can’t rely on the police to patrol, unlike elite neighbourhoods.

A successful urban security strategy

Lagos community vigilante groups range from small groups of volunteers on streets, and informal neigbourhood watches, to well structured local community bodies. Community vigilante members are mostly men. But women are not explicitly excluded, and they are an important source of information.

The groups were using local knowledge to help the police. They compiled information on crimes, suspicious activity and criminal suspects in their area and provided it to the police as needed. In some cases, they joined the police intelligence response team to raid hideouts of criminals in their areas.

A resident interviewed for the study said:

We are local people. We know our community very well. We can easily spot strangers and suspicious movements. This local knowledge is what we have, that the police do not have. So, we complement their efforts by providing dependable intelligence for their work. Beyond that, we also escort police patrol, and our presence has helped them to penetrate streets they would not have been able to navigate by themselves.

The relationship between the police and community groups was “semi-formal”. Arrangements were made by the communities with little or no intervention by the state. The collaborations were owned, structured and sustained by residents.

Some of those involved in the groups were remunerated through financial contributions by residents. However, they “occasionally” received financial support from the local government authorities, individual local politicians and donors.

Successes

My research showed there had been some positive results. Residents confirmed that the collaborations brought safety to their community and had helped to reduce crime and insecurity, particularly where the police were lacking.

A resident interviewed for the study said:

Things are a little better. Before now, it was dreadful as criminals and hoodlums operate openly. Although there is still a long way to go, there has been a commendable level of improvements in our security in the last five years.

Some ongoing issues

Despite its success, several concerns were raised in my study.

First, community vigilante groups are a patchwork of isolated groups. Organisations are fragmented and weak. This could be dangerous because it creates unaccountable groups that can easily change from being protectors to being a threat. That can be seen in the Bakassi Boys (south-east Nigeria), Yan Sakai (north-west Nigeria) and global examples like Mungiki (Kenya) and Autodefensas (Mexico).

Second is the question of the legality of community groups in terms of the provisions of the Nigerian constitution, the Police Act and the Public Order Act. Their legal status is “complex” as they operate in a grey area. Most of them do not have the backing of the federal government, which has the constitutional authority to manage policies regarding them.

Third, while community vigilante groups fill security gaps created by an under-resourced police force, their activities sometimes lead to conflicts because they act as judge, jury and executioner.

A police officer interviewed for the study said:

The activities of vigilantes are usually unlawful in the way and manner they deal with suspected criminals … The lawful thing for them is to report suspected criminals to the police, but many times, they take law into their own hands.

Still, residents view the groups as legitimate because of their perceived effectiveness, deep local knowledge, community ties and quick action.

Fourth, relationships between community groups and the police range from amiable and collaborative to distrustful and hostile. Mutual distrust risks escalating violence rather than reducing it.

A member of a vigilante group put it this way:

We cannot totally entrust suspects and our community to the police. We have situations where suspects were released without any investigation and prosecution. Not only that, corrupt police officers do give hints to these suspects about key vigilante members behind their arrests, and these criminals go all-out for them after their unlawful freedom from the police custody.

Moving forward

To overcome the challenges, the following steps should be taken:

  • reform of Nigeria’s security governance, allowing states to create their own police forces

  • formal recognition and support of community groups

  • adopting policies to curb the proliferation of the groups

  • working more closely with community groups to deal with some of the underlying reasons for insecurity. These include political negligence, youth unemployment, poverty and inequality.

– Crime-fighting in Lagos: community watch groups are the preferred choice for residents, but they carry risks
– https://theconversation.com/crime-fighting-in-lagos-community-watch-groups-are-the-preferred-choice-for-residents-but-they-carry-risks-273667

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Communications Committee Set to Embark On Oversight Visit to Media Development and Diversity Agency (MDDA), the South African Universal Service and Access Agency (USAASA), the Universal Service and Access Fund (USAF) and Broadband INFRACO in Gauteng

Source: APO


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The Portfolio Committee on Communications and Digital Technologies will undertake a three-day oversight visit to Gauteng from tomorrow, Tuesday, to Thursday, 29 January 2026, as part of its constitutional mandate to exercise oversight over entities reporting to the Department of Communications and Digital Technologies.

The oversight visit will assess governance, financial management, operational performance and institutional stability across key entities within the communications and digital technologies sector, including the Media Development and Diversity Agency (MDDA), the South African Universal Service and Access Agency (USAASA) and the Universal Service and Access Fund (USAF), as well as the Broadband Infraco SOC Limited (BBI).

Oversight visit programme:

Tuesday, 27 January 2026 – The committee will visit the MDDA offices to engage the agency on the following focus areas:

  • Governance, compliance and risk, with particular attention to audit findings, the appointment of the chief executive officer, litigation matters and governance reforms.
  • Labour relations and staff engagement, focusing on staff morale and whistleblower protection.
  • Operational and financial oversight, including recruitment processes, procurement practices and financial management.

Wednesday, 28 January 2026 – The committee will visit USAASA and USAF to engage on the following areas:

  • Governance and institutional stability, including board functionality and executive vacancies.
  • Financial management and audit outcomes, with emphasis on audit regression and remedial action plans.
  • USAF operations and programme delivery, focusing on project implementation and asset management.
  • Staff engagement, addressing operational realities and capacity constraints.
  • Audit action plans and expenditure registers, as well as project timeliness slippage, often leading into unspent funds allocated for universal connectivity.

Thursday, 29 January 2026 – The committee will visit BBI to focus on the following:

  • Financial status, governance and audit outcomes.
  • Sustainability and turnaround measures.
  • Engagements with the operational staff.
  • SA Connect programme.
  • Conduct a walkabout at the Network Operations Centre to assess infrastructure and operational readiness.

The oversight visits to these entities form part of the committee’s ongoing efforts to ensure accountability, effective governance and the efficient use of public resources within the sector.

ISSUED BY PARLIAMENTARY COMMUNICATION SERVICES ON BEHALF OF THE CHAIRPERSON OF THE PORTFOLIO COMMITTEE ON COMMUNICATIONS AND DIGITAL TECHNOLOGIES, MS KHUSELA SANGONI-DIKO

For media enquiries or to request an interview with the Chairperson, please contact Media Officer:
Justice Molafo (Mr)
Cell: 081 424 7481
Email: jmolafo@parliament.gov.za

Distributed by APO Group on behalf of Republic of South Africa: The Parliament.

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Ethiopia declares end of first-ever Marburg virus disease outbreak

Source: APO


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The Government of Ethiopia has officially declared the end of its first-ever outbreak of Marburg virus disease (MVD) following the completion of enhanced surveillance and the mandatory follow-up period, with no new confirmed cases reported for consecutive 42 days. The outbreak, first confirmed on 14 November 2025 in the South Ethiopia Region, was contained in less than three months through a swift, coordinated response led by the government and supported by the World Health Organization (WHO).

From the onset of the outbreak, WHO worked in close collaboration with the Ministry of Health and the Ethiopian Public Health Institute (EPHI) to support response efforts at national and sub-national levels. WHO Ethiopia played a pivotal role in coordinating response operations and providing sustained technical and operational support across all response pillars, including leadership and coordination, surveillance, laboratory, case management, infection prevention and control, logistics and risk communication and community engagement.

A total of 14 confirmed cases were reported during the outbreak, including nine deaths and five recoveries. There were five deaths that were probable cases. The outbreak affected four districts—Jinka, Malle, and Arba Minch in the South Ethiopia Region and Hawassa in the Sidama Region—triggering the rapid activation and scale-up of response measures. These included active case detection, isolation and supportive care, comprehensive contact tracing, strengthened infection prevention and control in health facilities and engagement with affected communities.

In total, 857 contacts were identified and monitored for 21 days. Three health workers were infected during the outbreak; two died and one recovered, highlighting both the severity of Marburg virus disease and the critical importance of infection prevention and control measures.

WHO activated its emergency response mechanisms within 24 hours of outbreak confirmation in support of the government-led response. Within the same period, WHO deployed 36 experts to the affected areas and repurposed an additional 28 staff to reinforce field operations. The teams provided technical assistance across surveillance and contact tracing, laboratory diagnostics, case management, infection prevention and control, coordination and logistics.

WHO also mobilized and delivered critical emergency supplies. These included laboratory testing supplies and equipment, viral haemorrhagic fever supplies, materials for the establishment and operation of treatment and isolation facilities and vehicles to support field mobility. These contributions enabled the rapid expansion of diagnostic capacity, strengthened patient care and supported effective outbreak control at the frontline. Ensuring the consistent application of standard Marburg virus disease response protocols was another core component of WHO’s support.

“The rapid containment of this outbreak reflects strong national leadership, effective coordination, and the dedication of frontline responders and communities,” said Honourable Dr Mekdes Daba, Minister of Health. “Sustaining preparedness remains essential to protect the population from future public health threats.”

The response was further enabled by Ethiopia’s prior investments in public health preparedness, including strengthened laboratory capacity, disease surveillance systems, a trained surge workforce and coordination through the Public Health Emergency Operations Centre. These capacities, supported through initiatives such as the Ethiopian Pandemic Multi-Sectoral Prevention, Preparedness and Response Project and the AVoHC-SURGE program, allowed for early detection, the scale-up of diagnostics, the deployment of responders and the continuity of essential health services.

“WHO highly values the timely measures taken by the Ministry of Health and the Government of Ethiopia and remains committed to supporting national efforts to further strengthen capacities to prevent, detect and respond to future public health emergencies,” said Dr Francis Chisaka Kasolo, WHO Representative in Ethiopia. “Ethiopia’s response to the Marburg outbreak underscores the importance of sustained preparedness and effective coordination.”

National authorities and partners are implementing follow-up programmes to support Marburg survivors as part of recovery efforts and preparedness planning. After-action reviews are also underway to capture lessons learned and further strengthen readiness for future outbreaks.

“Preparedness saved time, and time saved lives,” said Dr Senait Tekeste Fekadu, WHO Incident Manager for the MVD response. “Ending this outbreak so quickly reflects a resilient health system strengthened through sustained capacity development, while reinforcing the need to continue investing in readiness.”

Marburg virus disease is a severe and often fatal illness caused by the Marburg virus. It is transmitted to humans from fruit bats and spreads through direct contact with the bodily fluids of infected individuals or contaminated materials. Early supportive care improves survival. While no licensed vaccines or therapeutics are currently available, several candidates are undergoing clinical trials.

Distributed by APO Group on behalf of World Health Organization (WHO) – Ethiopia.

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Le Renforcement du Programme Dédié aux Villes Secondaires : Le Gouvernement Veut Créer de Grands Pôles de Développement

Source: Africa Press Organisation – French


Prenant en compte, les potentialités des différentes régions du pays, le gouvernement consent les investissements nécessaires pour faire de certaines localités de véritables pôles de développement.

La grande Côte d’Ivoire en construction doit s’appuyer sur des villes secondaires fortes pour un développement durable et plus inclusif. Cette exigence de développement appelle à la création de pôles économiques structurés, des zones industrielles fortes, au cœur de l’activité, pour le développement du secteur privé national et international, la création massive d’emplois — instruments essentiels d’inclusion, de réduction de la pauvreté et de transformation structurelle de notre économie.

A Bouaké, les changements ont pu être appréciés lors de la Coupe d’Afrique des nations (CAN 2023) et plus récemment pendant la célébration des 65 ans de l’indépendance. La ville est en pleine renaissance. Et les autorités administratives saisissent chaque opportunité pour convaincre les Ivoiriens et aussi les potentiels investisseurs que Bouaké a repris sa place au cœur de la Côte d’Ivoire. L’accès à la deuxième ville du pays est facilité par l’autoroute du Nord dont le dernier tronçon (Tiébissou – Bouaké) a été achevée dans le courant du deuxième semestre 2023.

Avec une université et des structures de formation qui se multiplient, l’offre éducative pour les jeunes s’améliore. Le dispositif sanitaire a été renforcé avec la construction, entre autres d’un nouveau Centre hospitalier régional (Chr) et d’un institut de cardiologie pour appuyer le Chu.

La création d’une nouvelle zone industrielle va favoriser l’installation des opérateurs économiques qui veulent investir dans la cité et contribuer à son développement.

La ville de San Pedro, dans le Sud-ouest, a retrouvé sa cote de deuxième poumon économique du pays, après la réhabilitation et l’inauguration de la Côtière route stratégique,

Les belles perspectives ouvertes reposent sur le port autonome de San Pedro qui est la principale porte de sortie des produits agricoles destinés à l’exportation. Fort de ses nombreux atouts, ce port a engagé de grands travaux pour attirer les opérateurs économiques. Et la réalisation de la nouvelle zone industrielle de Kablaké qui s’étend sur environ 510 hectares à proximité du port, vise à soutenir le développement industriel de cette ville portuaire, objet de demandes croissantes de terrains industriels.

L’Université de San Pedro a ouvert ses portes le 19 octobre 2021. Elle offre des formations innovantes avec des filières d’enseignement en adéquation avec les aspirations de la ville.

Depuis le 06 avril 2022, la ville a un nouveau Chr avec un plateau technique de pointe.

San Pedro dispose de belles installations sportives héritées de la CAN 2023. La ville a bénéficié du déploiement de 198 km de fibre optique selon le bilan régional (2011-2025) du gouvernement.

Ce dynamisme touche également la ville de Korhogo, la capitale de la région du Poro. Les avancées sont recensées dans le bilan régional du gouvernement. Dans cette région, le nombre de localités électrifiées est passé de 99 à 729 entre 2011 et 2025. La réhabilitation de l’aéroport de Korhogo facilite l’accès à toute la région.

 634 PME à Korhogo ont bénéficié d’un renforcement de leurs capacités techniques et managériales pour booster l’activité économique.

Ainsi, à l’instar de ces villes, de grands travaux sont réalisés pour la transformation de plusieurs autres localités. Le développement de zones industrielles pose les jalons essentiels de l’industrialisation du pays.

Le Président de la République, Alassane Ouattara a assuré que la politique de transformation touchera bientôt les villes de Man, Daloa, Bondoukou, Abengourou et Odienné.

Il faut noter que dans la même dynamique, sur proposition du gouvernement ivoirien, la Banque mondiale a approuvé une nouvelle opération visant à financer la construction d’infrastructures urbaines durables dans huit villes secondaires en Côte d’Ivoire (Bouna, Boundiali, Ferkessédougou, Korhogo, Odienné, Ouangolodougou, Tengréla et Man). Le Projet de Développement Durable et Inclusif des Villes Secondaires, ambitionne de créer et d’améliorer l’accès aux services de base et à des infrastructures urbaines résilientes au changement climatique.

Pour le gouvernement ivoirien, le renforcement du programme dédié aux villes secondaires permettra de stimuler l’entrepreneuriat national, pour mieux intégrer les entreprises portées par des champions nationaux dans les chaînes de valeur régionales et internationales.

Distribué par APO Group pour Portail Officiel du Gouvernement de Côte d’Ivoire.

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Développement du Secteur de L’électricité : Des États Africains Impressionnés par La Politique Énergétique de La Côte D’ivoire

Source: Africa Press Organisation – French


Des cadres de l’administration publique du Sénégal, du Togo, du Bénin et de la RDC, ont effectué, du 21 au 23 janvier, un voyage d’étude à Abidjan sur le secteur de l’Energie.

L’objectif était de permettre à ces Etats africains de découvrir et de s’inspirer de la politique énergétique de la Côte d’Ivoire. En particulier, du ‘’Programme Electricité Pour Tous’’ (PEPT).

Au terme de la mission, Souleymane Soro, directeur de cabinet adjoint du ministre des Mines, du Pétrole et de l’Energie, a salué cette initiative de la Banque mondiale qui permet à des pays africains, de venir découvrir la politique énergétique de la Côte d’Ivoire.
 
Pour Oumy Khaïry Diop, Secrétaire permanent à l’Energie au Sénégal, « de retour au Sénégal, nous allons engager des discussions avec l’équipe de la Banque mondiale afin de bénéficier d’un programme sur l’accès à l’électricité. Nous allons discuter avec nos différents partenaires pour avoir un programme non seulement pour l’accès à l’électricité, mais également un programme pour les installations électriques intérieures. Ensuite,  on verra le mécanisme adéquat en nous basant sur l’expérience aussi du PEPT ».

Selon Alassani Fousséni, directeur de cabinet du Ministre délégué chargé de l’Energie et des ressources minières du Togo, « cette mission nous a surtout permis d’apprécier les mécanismes de subvention et de facilitation de l’accès des ménages, notamment les plus vulnérables, à l’électrification ». 

Abondant dans le même sens, Pedro Alidé, Conseiller technique du ministre de l’Energie, de l’Eau et des Mines du Bénin, a déclaré que la mission a été surtout consacrée au partage d’une vision, d’une conviction autour d’enjeux fondamentaux, à savoir, l’accès équitable à l’électricité.

Thierry Samba Lubamba, Conseiller du ministre des Ressources hydrauliques et électriques de la RDC a quant à lui, indiqué qu’il a beaucoup appris de cette mission. « Nous avons découvert comment se fait le contrôle du mouvement énergétique », s’est-il réjoui.

Distribué par APO Group pour Portail Officiel du Gouvernement de Côte d’Ivoire.

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L’Africa Women Innovation and Entrepreneurship Forum (AWIEF) nomme Nicolas Pompigne-Mognard, fondateur et président d’APO Group, au sein de son conseil consultatif

Source: Africa Press Organisation – French

APO Group (https://APO-opa.com), le leader panafricain du conseil en communication et de la distribution de communiqués de presse, est fier d’annoncer que son fondateur et président, Nicolas Pompigne-Mognard (www.Pompigne-Mognard.com/a-propos), vient d’être nommé membre du conseil consultatif de l’Africa Women Innovation and Entrepreneurship Forum (AWIEF), en français, le Forum africain de l’innovation et de l’entrepreneuriat des femmes.

L’AWIEF (www.AWIEForum.org) est une organisation panafricaine qui se consacre à la promotion de l’autonomisation et du leadership économiques des femmes sur l’ensemble du continent. Par l’entremise de sa conférence annuelle, de ses prix, de ses programmes d’accélérateurs et de ses partenariats stratégiques, l’AWIEF continue de soutenir les femmes fondatrices, dirigeantes et innovatrices pour promouvoir une croissance durable et un développement inclusif.

Chaque année, l’AWIEF réunit des entrepreneurs, des investisseurs, des décideurs politiques, des dirigeants d’entreprises et des partenaires de développement de toute l’Afrique et de la diaspora pour deux jours de dialogue de haut niveau, de présentations d’innovations et d’engagement stratégique, tous axés sur la promotion de l’entrepreneuriat et du leadership des femmes. Le programme comprend des allocutions, des tables rondes, des masterclasses, des ateliers et des sessions de réseautage B2B couvrant le leadership, l’innovation, le commerce, la technologie, l’investissement et les politiques.

Depuis leur création en 2016, les AWIEF Awards sont devenus un puissant symbole de reconnaissance et d’inspiration pour les femmes dans le monde de l’entreprise. Plus qu’une célébration du succès, les prix habilitent la prochaine génération d’innovatrices et d’actrices du changement, favorisant une communauté panafricaine dynamique enracinée dans la collaboration, la créativité et un impact mesurable.

Le travail de l’AWIEF est soutenu par une large coalition de sponsors et de partenaires. L’AWIEF 2025 a été rendu possible grâce au soutien indéfectible et aux partenariats stratégiques d’organisations de premier plan, notamment OCP Africa, Deloitte Africa, la ville du Cap, l’ African Women Development Fund (AWDF), Nedbank, le PNUD, ONU Femmes et MINT360.

Le conseil consultatif réunit un ensemble de dirigeants de renom dont l’expérience et l’influence renforcent la mission de l’AWIEF. Parmi eux figurent Fatma Samoura, ancienne secrétaire générale de la FIFA, et Awa Ndiaye-Seck, représentante spéciale d’ONU Femmes, qui apportent toutes deux un éclairage précieux et une perspective mondiale pour faire progresser le leadership et l’esprit d’entreprise des femmes dans toute l’Afrique.

S’exprimant au sujet de sa nomination, Nicolas Pompigne-Mognard déclare : « Je suis intimement convaincu que les femmes africaines doivent être soutenues et reconnues pour leurs contributions, leurs innovations et leur leadership. L’AWIEF met en lumière et célèbre ces femmes, dans le monde entier, de la plus belle des manières. Il s’agit d’une plateforme puissante qui amplifie le leadership et l’innovation des femmes dans toute l’Afrique. Je suis heureux de soutenir cette mission, et rejoindre le conseil consultatif de l’AWIEF offre une opportunité significative de contribuer à générer un impact réel vers un avenir plus inclusif et plus prospère ».

Entrepreneur franco-gabonais nommé parmi les 100 Africains les plus influents en 2023 et 2024, Nicolas Pompigne-Mognard siège à de nombreux conseils consultatifs et comités internationaux de premier plan. Il est notamment membre du Conseil consultatif supérieur de la Chambre de Commerce Canada-Afrique ; du conseil du leadership de l’Africa Tech Festival ; et des conseils consultatifs de la Chambre Africaine de l’Energie, du World Football Summit, de l’Africa Hotel Investment Forum (AHIF), du Critical Minerals Africa Group, de Bloomberg New Economy Gateway Africa, du Sports Africa Investment Summit, de l’EurAfrican Forum et des All Africa Music Awards (AFRIMA). Il travaille également en tant que conseiller stratégique auprès du CEO de la Royal African Society (Royaume-Uni), conseiller stratégique auprès de la Chambre de commerce UE-Afrique et conseiller spécial auprès du président de Rugby Afrique. Il a été récemment nommé membre du conseil de la Africa No Filter Foundation.

APO Group, une société détenue par Nicolas, est le chef de file panafricain du conseil en communication et de la distribution de communiqués de presse. L’entreprise sert plus de 300 clients, dont Canon, Emirates, Nestlé, Western Union, le PNUD, TikTok, Coca-Cola, la NBA, la NFL et Marriott.

Pour de plus amples renseignements à propos de Nicolas Pompigne-Mognard : http://apo-opa.co/3YVuUO3

Distribué par APO Group pour APO Group.

Contact presse :
marie@apo-opa.com

À propos d’APO Group : 
Fondé en 2007, APO Group (https://APO-opa.com) est le leader panafricain du conseil en communication et de la distribution de communiqués de presse. Réputés pour notre expertise africaine profondément enracinée et notre perspective globale, nous sommes spécialisés dans l’optimisation de la réputation et de la valeur de la marque des organisations privées et publiques à travers l’Afrique. En tant que partenaire de confiance, notre mission est d’exploiter le pouvoir des médias, en élaborant des stratégies sur mesure qui ont un impact tangible et mesurable en Afrique et au-delà.

Notre engagement en faveur de l’excellence et de l’innovation a été récompensé par des prix prestigieux, notamment un PRovoke Media Global SABRE Award et plusieurs PRovoke Media Africa SABRE Awards. Nous avons été nommés Leading Public Relations Firm Africa et Leading Pan-African Communications Consultancy Africa en 2023, et Best Public Relations and Media Consultancy of the Year South Africa en 2024 et en 2025, lors des World Business Outlook Awards. En 2025, Brands Review Magazine nous a reconnus en tant que Leading Communications Consultancy in Africa pour la seconde année consécutive. Le magazine nous a également nommé Best PR Agency et Leading Press Release Distribution Platform in Africa en 2024. En 2025, nous avons reçu la médaille d’or de la meilleure campagne RP et la médaille de bronze des événements hors catégorie aux Davos Communications Awards. 

La clientèle estimée d’APO Group, qui comprend des géants mondiaux tels que Canon, Nestlé, Western Union, le PNUD, Network International, African Energy Chamber, Mercy Ships, Marriott, Africa’s Business Heroes et Liquid Intelligent Technologies, reflète notre capacité inégalée à évoluer dans l’écosystème médiatique africain complexe. Avec une équipe multiculturelle à travers l’Afrique, nous offrons des perspectives et une portée inégalées à travers le continent. APO Group se consacre à la refonte de la narration sur l’Afrique, à la remise en question des stéréotypes et à la présentation de récits africains inspirants à un public mondial. Notre expertise dans l’élaboration et l’accompagnement de campagnes de relations publiques dans le monde entier nous permet d’amplifier les messages des marques, de renforcer les réputations et d’établir un lien pertinent avec les publics cibles.

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