Posts

Posted on

Presidente do Afreximbank visita o Centro Médico Africano de Excelência, numa altura em que este investimento emblemático na área da saúde assinala o primeiro ano de impacto transformador

Source: Africa Press Organisation – Portuguese –

No âmbito da sua visita de trabalho à Nigéria e à região em geral, o Dr. George Elombi, Presidente do Conselho de Administração do Banco Africano de Exportação e Importação (Afreximbank) (www.Afreximbank.com), visitou, na sexta-feira, 3 de julho, o Centro Médico Africano de Excelência (AMCE) em Abuja, reafirmando o compromisso do Afreximbank em apoiar a concretização da soberania africana em matéria de cuidados de saúde.

Desenvolvido pelo Afreximbank em parceria com o King’s College Hospital, de Londres, o AMCE foi criado para ajudar a transformar a prestação de cuidados de saúde especializados em África, reforçando a capacidade clínica, promovendo a investigação e a educação, criando um ecossistema sustentável para cuidados de saúde de nível mundial no continente e, por sua vez, reduzindo a dependência das viagens médicas ao estrangeiro.

No seu primeiro ano de funcionamento, o AMCE passou de uma visão para um impacto mensurável, demonstrando como o financiamento ao desenvolvimento pode transformar os cuidados de saúde no continente.

O Centro registou mais de 5 000 doentes de mais de 20 países em quatro continentes, sublinhando o seu papel crescente como centro de referência regional e global para cuidados de saúde especializados avançados.

Para além dos números, há vidas que já estão a ser transformadas. Durante o seu primeiro ano, o AMCE atingiu vários marcos clínicos importantes. O Centro realizou a primeira Radioterapia Estereotáxica Corporal (SBRT) da África Ocidental para o cancro do pulmão, tratando um octogenário com um tumor pulmonar localizado através de uma técnica altamente precisa e não invasiva que, anteriormente, obrigava muitos doentes a viajar para o estrangeiro. O Centro concluiu igualmente a sua primeira Cirurgia de Revascularização Miocárdica Tripla (CABG) complexa, demonstrando que os cuidados cardíacos avançados podem agora ser prestados de acordo com os padrões globais em África. O AMCE concluiu ainda com êxito dois transplantes de células estaminais.

O seu laboratório avançado processou mais de 40.000 testes e exames de diagnóstico, realizou 10 cirurgias de coração aberto e 11 procedimentos cirúrgicos cardíacos no âmbito do programa cardíaco, administrou 99 procedimentos em laboratório de cateterismo e 173 procedimentos com suporte anestésico em apenas um ano.

Além disso, o Centro deu início aos serviços de medicina nuclear, estando agora disponíveis exames de Tomografia Computadorizada por Emissão de Fotões Únicos/Tomografia Computadorizada (SPECT/CT) para cintilografias ósseas, renogramas e cintilografias de perfusão, enquanto os exames de Tomografia por Emissão de Positrões/Tomografia Computadorizada (PET/CT) têm início previsto para o final do ano.

Durante a visita, o Dr. Elombi elogiou o notável progresso registado pelo Centro no seu primeiro ano de funcionamento, descrevendo-o como uma demonstração convincente da excelência africana, da determinação institucional e de um objectivo comum. Afirmou que: “O sucesso deste Centro reflecte a riqueza de talento aqui reunida e o espírito pan-africano que sustenta o seu serviço. A visão que inspirou a concepção e a construção desta unidade é a mesma convicção que está agora a ser levada adiante pelos profissionais de saúde que prestam cuidados no continente. O AMCE presta serviços de saúde e promove a soberania sanitária de África, reafirmando a nossa capacidade colectiva de assumir a responsabilidade pelas nossas próprias vidas e pelo nosso futuro. O AMCE é uma unidade de cuidados de saúde do quarto nível, de classe mundial, que presta serviços médicos com um padrão que, anteriormente, muitos teriam procurado fora do continente. Os nigerianos e os cidadãos de toda África devem tirar o máximo proveito desta unidade – construída por instituições africanas com o apoio inabalável dos nossos governos.”

O Director Executivo do AMCE, Brian Deaver, afirmou que a visita do Dr. Elombi representa um marco importante na trajectória do Centro e constitui uma oportunidade para reflectir sobre o impacto que o AMCE teve em apenas um ano. 

“O nosso progresso, desde conquistas clínicas pioneiras até à conquista de uma confiança crescente em toda a região, demonstra que África é capaz de construir e manter centros de excelência de classe mundial. Com a visão e o apoio contínuos do Afreximbank, continuamos empenhados em promover os cuidados aos doentes, a investigação, a educação e a inovação, para reforçar os sistemas de saúde em todo o continente”.  Observou o Sr. Deaver.

O Dr. Elombi visitou igualmente os principais departamentos clínicos, interagiu com profissionais de saúde e funcionários e recebeu informações actualizadas sobre o desempenho operacional do Centro, as conquistas clínicas e os planos de expansão a longo prazo. Agradeceu aos colaboradores das instalações pelo seu empenho na construção de uma nova referência para os cuidados de saúde especializados em África, salientando que as conquistas iniciais do Centro reflectem a dedicação, o profissionalismo e a visão partilhada da sua força de trabalho.

Actualmente, o AMCE emprega mais de 600 profissionais clínicos e não clínicos, representando 12 nacionalidades, o que reflecte a sua crescente reputação como destino para profissionais de saúde altamente qualificados. No início deste ano, o Centro obteve igualmente a certificação Great Place to Work®, com 90 por cento dos colaboradores a afirmarem que é um excelente local para trabalhar.

Distribuído pelo Grupo APO para Afreximbank.

Siga-nos no:
 X: https://apo-opa.co/44e6imk
Facebook: https://apo-opa.co/4p2fDqM
LinkedIn: https://apo-opa.co/4wttd9f
Instagram: https://apo-opa.co/4buy6Xp

Sobre o Centro Médico Africano de Excelência (AMCE) de Abuja:
O Centro Médico Africano de Excelência (AMCE) de Abuja é uma instituição médica multiespecializada de nível terciário criada pelo Afreximbank em colaboração com o King’s College Hospital de Londres. Em parceria estratégica com o Bank of Industry (BOI) e a Nigerian National Petroleum Corporation Limited (NNPCL), o AMCE reflecte o que é possível alcançar quando as instituições africanas se unem com um objectivo comum. O centro foi concebido para estabelecer novos padrões nos cuidados de saúde especializados, na investigação e na formação médica em toda África.

Criado para colmatar lacunas críticas nos serviços médicos avançados no continente, o AMCE presta cuidados de classe mundial em áreas como a oncologia, a hematologia, os cuidados cardiovasculares e os cuidados de saúde gerais. O centro está igualmente equipado para realizar procedimentos avançados, tais como o transplante de células estaminais e outros tratamentos especializados que, historicamente, obrigavam os doentes a viajar para o estrangeiro.

Esta unidade emblemática faz parte da visão mais ampla do Afreximbank de reforçar o ecossistema de cuidados de saúde em África, reduzindo o turismo médico, apoiando a formação e a investigação médicas e criando oportunidades de emprego nos sectores clínicos e não clínicos.

Com a sua rede crescente de especialistas, investigadores e profissionais de saúde, o AMCE está a posicionar-se como um centro de referência para a medicina avançada em África, contribuindo para um sistema de saúde mais forte e resiliente no continente.

Sobre o Afreximbank:
O Banco Africano de Exportação e Importação (Afreximbank) é uma instituição financeira multilateral pan-africana com mandato para financiar e promover o comércio intra e extra-africano. Há mais de 30 anos que o Banco utiliza estruturas inovadoras para oferecer soluções de financiamento que apoiam a transformação da estrutura do comércio africano, acelerando a industrialização e o comércio intra-regional, impulsionando assim a expansão económica em África. Apoiante firme do Acordo de Comércio Livre Continental Africano (ACLCA), o Afreximbank lançou um Sistema Pan-Africano de Pagamento e Liquidação (PAPSS) que foi adoptado pela União Africana (UA) como plataforma de pagamento e liquidação para sustentar a implementação da ZCLCA. Em colaboração com o Secretariado da ZCLCA e a UA, o Banco criou um Fundo de Ajustamento de 10 mil milhões de dólares para apoiar os países que participam de forma efectiva na ZCLCA. No final de Dezembro de 2025, o total de activos e passivos contingentes do Afreximbank atingiu mais de 48,5 mil milhões de USD, e os seus fundos próprios totalizaram 8,4 mil milhões de USD. O Afreximbank tem notações de grau de investimento atribuídas pela China Chengxin International Credit Rating Co., Ltd (CCXI) (AAA), pela GCR (A), pela Japan Credit Rating Agency (JCR) (A-) e pela Moody’s (Baa2). O Afreximbank tem notações de grau de investimento atribuídas pela China Chengxin International Credit Rating Co., Ltd (CCXI) (AAA), pela GCR (A), pela Japan Credit Rating Agency (JCR) (A-) e pela Moody’s (Baa2)  e pela S&P Global Ratings (BBB+). O Banco tem a sua sede em Cairo, Egipto.

Para mais informações, visite: www.Afreximbank.com.

Media files

Baixar .tipo

Posted on

Le Président d’Afreximbank effectue une visite au Centre Médical Africain d’Excellence, fruit d’un investissement majeur dans le secteur de la santé ; alors que l’établissement célèbre sa première année d’impact transformateur

Source: Africa Press Organisation – French

Dans le cadre de sa tournée de travail au Nigéria et dans l’ensemble de la région, le Dr George Elombi, Président et Président du conseil d’administration de la Banque africaine d’import-export (Afreximbank) (www.Afreximbank.com), s’est rendu au Centre médical africain d’excellence (AMCE) à Abuja le vendredi 3 juillet, réaffirmant ainsi l’engagement d’Afreximbank à soutenir la réalisation de la souveraineté sanitaire de l’Afrique. 

Développé par Afreximbank en partenariat avec King’s College Hospital de Londres, l’AMCE a été créé pour contribuer à transformer la prestation des soins de santé spécialisés en Afrique, en renforçant les capacités cliniques, en faisant progresser la recherche et l’enseignement, en créant un écosystème durable pour des soins de classe mondiale sur le continent et, par conséquent, en réduisant la dépendance vis-à-vis des voyages médicaux à l’étranger.

Au cours de sa première année d’activité, l’AMCE est passé du stade de vision à celui d’impact mesurable, démontrant ainsi comment le financement du développement peut transformer les soins de santé sur le continent.

Le Centre a pris en charge plus de 5 000 patients provenant de plus de 20 pays répartis sur quatre continents, soulignant ainsi son rôle croissant en tant que centre de référence régional et mondial pour les soins de santé spécialisés de pointe.

Au-delà des chiffres, ce sont des vies qui sont déjà en train de changer.  Au cours de sa première année, l’AMCE a franchi plusieurs étapes cliniques importantes.  Le centre a réalisé la première radiothérapie stéréotaxique corporelle (SBRT) d’Afrique de l’Ouest pour un cancer du poumon, traitant un octogénaire atteint d’une tumeur pulmonaire localisée à l’aide d’une technique hautement précise et non invasive qui obligeait auparavant de nombreux patients à se rendre à l’étranger.  Le centre a également réalisé son premier pontage aorto-coronarien triple (CABG) complexe, démontrant ainsi que des soins cardiaques de pointe peuvent désormais être dispensés en Afrique selon les normes internationales.  L’AMCE a également mené à bien deux greffes de cellules souches. 

Son laboratoire de pointe a traité plus de 40 000 tests et examens diagnostiques, réalisé 10 opérations à cœur ouvert et 11 interventions chirurgicales cardiaques dans le cadre du programme cardiaque, effectué 99 procédures en salle de cathétérisme et 173 interventions sous anesthésie en seulement un an. 

De plus, le centre a lancé des services de médecine nucléaire : l’imagerie par tomographie par émission monophotonique/tomodensitométrie (SPECT/CT) est désormais disponible pour les scintigraphies osseuses, les rénogrammes et les scintigraphies de perfusion, tandis que l’imagerie par tomographie par émission de positons/tomodensitométrie (PET/CT) devrait être mise en service plus tard dans l’année.

S’exprimant lors de cette visite, Dr Elombi a salué les progrès remarquables enregistrés par le Centre au cours de sa première année de fonctionnement, les qualifiant de démonstration convaincante de l’excellence africaine, de la détermination institutionnelle et d’une volonté commune.  Il a déclaré : « Le succès de ce centre reflète la richesse des talents réunis ici et l’esprit panafricain qui sous-tend son action.  La vision qui a inspiré la conception et la construction de cet établissement est la même conviction que portent aujourd’hui les professionnels de santé qui dispensent des soins sur le continent.  L’AMCE fournit des services de santé et fait progresser la souveraineté sanitaire de l’Afrique tout en affirmant notre capacité collective à prendre en main nos propres vies et notre avenir.  L’AMCE est un établissement de soins de santé quaternaires de classe mondiale, offrant des services médicaux d’un niveau que beaucoup auraient auparavant dû aller chercher hors du continent.  Les Nigérians, ainsi que les citoyens de toute l’Afrique, doivent tirer pleinement parti de cet établissement — construit par des institutions africaines avec le soutien indéfectible de nos gouvernements ».

Brian Deaver, directeur général de l’AMCE, a déclaré que la visite du Dr Elombi marquait une étape importante dans le parcours du Centre et offrait l’occasion de revenir sur l’impact qu’a eu l’AMCE en seulement un an.   

« Nos progrès, qu’il s’agisse de nos réalisations cliniques pionnières ou de la confiance croissante que nous inspirons dans toute la région, démontrent que l’Afrique est capable de créer et d’entretenir des centres d’excellence de classe mondiale.  Grâce à la vision et au soutien constants d’Afreximbank, nous restons déterminés à faire progresser les soins aux patients, la recherche, la formation et l’innovation afin de renforcer les systèmes de santé à travers le continent », a souligné M. Deaver. 

Dr Elombi a également visité les principaux services cliniques, échangé avec les professionnels de santé et le personnel, et a été informé des performances opérationnelles du Centre, de ses réalisations cliniques et de ses projets d’expansion à long terme.  Il a remercié les employés de l’établissement pour leur engagement à établir une nouvelle référence en matière de soins de santé spécialisés en Afrique, soulignant que les premières réalisations du Centre reflètent le dévouement, le professionnalisme et la vision commune de son personnel.

Aujourd’hui, l’AMCE emploie plus de 600 professionnels cliniques et non cliniques, représentant 12 nationalités, ce qui témoigne de sa réputation grandissante en tant que pôle d’attraction pour les professionnels de santé hautement qualifiés. Plus tôt cette année, le Centre a également obtenu la certification Great Place to Work®, 90 % des employés affirmant qu’il s’agit d’un excellent lieu de travail.

Distribué par APO Group pour Afreximbank.

Suivez-nous sur :
X: https://apo-opa.co/44e6imk
Facebook: https://apo-opa.co/4p2fDqM
LinkedIn: https://apo-opa.co/4wttd9f
Instagram: https://apo-opa.co/4buy6Xp

À propos du Centre médical africain d’excellence :
Le Centre médical africain d’excellence (AMCE) d’Abuja est une institution médicale multispécialisée de niveau tertiaire développée par Afreximbank en collaboration avec King’s College Hospital de Londres. Dans le cadre d’un partenariat stratégique avec la Banque de l’industrie (Bank of Industry-BOI) et la société nationale de pétrole du Nigéria (Nigerian National Petroleum Corporation Limited-NNPCL), l’AMCE montre ce qu’il est possible de réaliser lorsque les institutions africaines s’unissent autour d’un objectif commun. Ce centre a pour vocation d’établir de nouvelles normes en matière de soins de santé spécialisés, de recherche et d’enseignement médical à travers l’Afrique.

Créé pour combler les lacunes critiques en matière de services médicaux de pointe sur le continent, l’AMCE propose des soins de classe mondiale dans des domaines tels que l’oncologie, l’hématologie, les soins cardiovasculaires et les soins de santé généraux. Le centre est également équipé pour réaliser des interventions de pointe telles que la greffe de cellules souches et d’autres traitements spécialisés qui, par le passé, obligeaient les patients à se rendre à l’étranger.

Cet établissement phare s’inscrit dans la vision plus large d’Afreximbank visant à renforcer l’écosystème de santé africain en réduisant le tourisme médical, en soutenant la formation et la recherche médicales, et en créant des opportunités d’emploi tant dans les secteurs cliniques que non cliniques.

Grâce à son réseau croissant de spécialistes, de chercheurs et de professionnels de santé, l’AMCE se positionne comme un pôle de référence pour la médecine de pointe en Afrique, tout en contribuant à un système de santé plus solide et plus résilient pour le continent.

À propos d’Afreximbank :
La Banque Africaine d’Import-Export (Afreximbank) est une institution financière multilatérale panafricaine dédiée au financement et à la promotion du commerce intra et extra-africain. Depuis 30 ans, Afreximbank déploie des structures innovantes pour fournir des solutions de financement qui facilitent la transformation de la structure du commerce africain et accélèrent l’industrialisation et le commerce intrarégional, soutenant ainsi l’expansion économique en Afrique. Fervente défenseur de l’Accord sur la Zone de Libre-Échange Continentale Africaine (ZLECAf), Afreximbank a lancé les le Système panafricain de paiement et de règlement (PAPSS) qui a été adopté par l’Union africaine (UA) comme la plateforme de paiement et de règlement devant appuyer la mise en œuvre de la ZLECAf. En collaboration avec le Secrétariat de la ZLECAf et l’UA, la Banque a mis en place un Fonds d’ajustement de 10 milliards de dollars US pour aider les pays à participer de manière effective à la ZLECAf. À la fin de décembre 2025, le total des actifs et des garanties de la Banque s’élevait à environ 48,5 milliards de dollars US et les fonds de ses actionnaires s’établissaient à 8,4 milliards de dollars US. Afreximbank est notée AAA par China Chengxin International Credit Rating Co., Ltd (CCXI), A par GCR, A- par Japan Credit Rating Agency (JCR) et Baa2 par Moody’s. Moody’s (Baa2) et S&P Global Ratings (BBB+). La Banque a son siège social au Caire, en Égypte. 

Pour de plus amples informations, veuillez visiter www.Afreximbank.com

Media files

Posted on

South Sudan: Children lead Yambio’s call for peace

Source: APO


.

As the rhythmic beat of traditional drums filled the air in Yambio, the capital of South Sudan’s Western Equatoria State, a young girl’s voice rose above the crowd with a heartfelt wish.

“Oh, peace, we have been looking for you day and night,” sang student Gamboripai Flora, capturing the hopes of countless children who have grown up knowing more about conflict than calm.

For many families in Western Equatoria, peace is not an abstract ideal. It means children walking safely to school, farmers returning to their fields without fear, and communities rebuilding relationships fractured by years of violence.

Those aspirations took center stage during the launch of the “Hear Us, Act Now” campaign, an initiative led by the United Nations Mission in South Sudan (UNMISS) in partnership with the Government of Western Equatoria State. The campaign encourages communities, particularly young people, to promote dialogue, reconciliation and peaceful coexistence.

The event brought together elders, traditional chiefs, artists, women, youth leaders, civil society organizations and government representatives. Through music, dance and cultural performances, participants celebrated both their rich cultural heritage and their shared commitment to a more peaceful future.

For Flora Gume, a member of the Western Equatoria Women’s Union, lasting peace begins within families and communities. Reflecting on the role women have played throughout years of conflict, she said they have carried the burden of protecting children, supporting displaced families and holding communities together.

“We should know and put in mind that peace begins with women,” she said. “We should speak to our men, our children and the young boys. We should encourage them to lay down their guns and resolve their grievances through dialogue.”

Young people have often been caught in cycles of violence sometimes as victims and, at other times, as participants. The campaign aims to change that by positioning youth as leaders in peacebuilding.

Emmanuel Wanga, a member of the Civil Society Network, said the shift is already becoming visible.

“Youth have been used for a long time as perpetrators of conflict. Now they are taking the lead in calling for peace. That is already a sign of transformation.”

Local leaders say peace is also essential for economic recovery and development.

Ann Tuna, Speaker of the Western Equatoria State Legislative Assembly, emphasized that stability would allow communities to rebuild their livelihoods.

“We want to see our people living in peace. We want businesses to flourish and farmers to return to their land without fear. Our youth should hear us and act now by choosing peace over violence.”

UNMISS says the campaign is designed to ensure that young people’s voices are not only heard but also help shape the state’s peacebuilding efforts.

“The ‘Hear Us, Act Now’ campaign reflects our shared commitment to ensuring that all voices, especially those of young people, are heard and contribute to meaningful peacebuilding efforts,” said Emmanuel Dukundane, Civil Affairs Officer with UNMISS.

Although the celebrations have ended and the drums have fallen silent, the campaign’s message is only beginning. In partnership with the Ministry of Culture, Youth and Sports, UNMISS will take the “Hear Us, Act Now” campaign to counties across Western Equatoria, expanding its call for dialogue, reconciliation and lasting peace.

Distributed by APO Group on behalf of United Nations Mission in South Sudan (UNMISS).

Posted on

Strengthening Vigilance to Contain Diphtheria in Mauritania

Source: APO

Long considered a disease of the past, diphtheria continues to affect certain regions of Mauritania. Located in the east of the country, near the border with Mali, the Mbera refugee camp hosts communities particularly exposed, in a context marked by frequent population movements and sometimes difficult living conditions.

In the wilaya (region) of Hodh El Chargui, the disease circulates in an environment where access to healthcare can be limited, families often share cramped spaces and many children have not received all their vaccine doses. Combined with population movements, these factors favour its spread.

Faced with this situation, the Ministry of Health, with support from the World Health Organization (WHO), is working closely with field teams to limit transmission. WHO assists authorities in several regions, helping health workers better recognize and treat diphtheria, protect patients and staff and ensure the availability of essential medicines. It also supports the delivery of care in Fassala and in the Mbera camp, as well as vaccination activities around identified cases.

In this context, Zeinabou, 22, a student at a Quranic school in Mbera, recognized the signs of the disease early enough to seek help. “The pain started simply, then the fever rose and I immediately thought of the cases people were talking about around us,” she explains. This reflex quickly led her to the health centre—a decisive choice in a situation where rapid care saves lives.

Diphtheria is a bacterial infection that mainly affects the throat and respiratory tract. It spreads from person to person through coughing or sneezing. Without prompt treatment, it can cause serious complications or even death. Yet it can be prevented through vaccination, which remains the best protection.

At the Mbera camp health centre, Dr Ghassoum Abdoulaye Wane, chief physician, sees this increase confirmed day after day: behind the numbers, constant pressure weighs on teams and communities, despite a general downward trend in cases since early 2026.

Between 1 January 2025 and 29 March 2026, 1439 confirmed cases and 56 deaths were recorded in Mauritania. Fourteen out of 15 wilayas were affected, with a strong concentration in Hodh El Chargui, which accounted for 862 cases. The Bassiknou district, including the Mbera camp, remains particularly affected, with 602 cases reported.

In the same camp, Khadija, 46, faced the disease within her family. She was caring for her 3 year old niece Salimata when the child fell ill. “Everything happened very quickly. Her throat was swollen, she had a fever and was breathing with difficulty. I immediately took her to the health post, then to the Mbera health centre,” she recalls.

Salimata was hospitalized in a ward reserved for diphtheria patients, where care is free and monitoring is constant. “The caregivers were present day and night. They did everything to reassure us. Some had even learned a few words in our local languages to communicate better with us,” says Khadija. After a week of hospitalization, the child was discharged, fully recovered.

Behind these stories, significant work has gradually been put in place to support affected communities. “Population movements, the high number of unvaccinated children and the pressure on health facilities explain why our district has been particularly affected,” emphasizes Dr Mohamed Souleimane Elemine, chief physician of Bassiknou district.

At the Mbera camp health centre, teams had to adapt quickly. Dr Moussa Sacko, general practitioner, stresses the importance of acting without delay. “As soon as patients arrive, we quickly identify suspected cases. They are directed to dedicated wards and immediately receive the necessary care,” he explains. Despite limited resources, his team treated 602 diphtheria patients between 2025 and March 2026.

Several actions have helped reduce the spread of the disease: better case monitoring, faster treatment, availability of essential medicines such as azithromycin and diphtheria antitoxin, improved protection for caregivers and vaccination of at risk individuals around identified cases. These efforts, supported by WHO, have strengthened the organization of the response on the ground.

According to Dr Charlotte Ndiaye, WHO Representative in Mauritania, these elements are crucial to limiting spread. “The circulation of diphtheria is favored by insufficient vaccination coverage, the presence of ‘zero dose’ children, and frequent population movements. Detecting cases quickly, treating them well and strengthening vaccination helps prevent severe forms and deaths,” she emphasizes.

These efforts have already improved the situation in several districts. In Adel Bagrou, for example, strengthened case surveillance and vaccination campaigns have greatly limited transmission, with only four cases recorded in the past three months. In Bassiknou, more than 23 000 people were vaccinated during a campaign conducted in January 2026.

For Zeinabou, this experience changed her view of prevention: “Before, I didn’t know there was a vaccine against this disease. Today, I talk about it to my family and friends. I tell them to be careful and protect themselves.”

Meanwhile, Khadija often thinks back to the anxious moments at the hospital before seeing her niece running and playing again: “I realized this disease can be serious, especially for children. But I also saw that going quickly to the health centre and following treatment can really make a difference and save our children.”
 

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

Media files

.

Posted on

Does it help to report poor government service in South Africa? Study finds what’s missing

Source: The Conversation – Africa – By Lesedi Senamele Matlala, Senior Lecturer and Researcher in Public Policy, Monitoring and Evaluations, University of Johannesburg

Across South Africa, there are various ways for people to report issues like broken infrastructure, unreliable water supply, failing clinics and poor municipal services. The channels include ward meetings, hotlines, and digital platforms like WhatsApp, Facebook and X. Complaints are often shared publicly and sometimes gain traction.

But are they enough? As a researcher specialising in governance, public policy and citizen-based monitoring, I recently conducted a study examining whether the system in South Africa is working as it should. The study was prompted by the paradox that despite the expansion of citizen participation mechanisms and digital reporting platforms since 2013, public dissatisfaction with service delivery remains high. This raises questions about whether citizen feedback is influencing government decision-making.

Citizen-based monitoring was introduced by the Department of Planning, Monitoring and Evaluation in 2013. It was designed to strengthen accountability and improve frontline service delivery by enabling citizens to monitor public services and communicate their experiences directly to government institutions.

My research shows that the central problem behind persistent service delivery failures is not the absence of public participation. South Africans continue to report problems, attend meetings, engage online and raise concerns about service delivery. The deeper problem is the absence of institutional response. Citizen-generated feedback is rarely integrated into formal government systems such as planning, budgeting, performance management, or service delivery processes. This means many complaints are acknowledged but not acted upon.

The study therefore recommends embedding citizen-generated feedback directly into government planning, budgeting, performance management and service delivery systems so that participation can translate into action.

The systems failures

Our research involved collecting survey data and conducting qualitative interviews with 12 representatives across government, civil society and community media. Participants included government officials responsible for citizen engagement, monitoring and service delivery oversight, leaders of civil society organisations involved in social accountability initiatives and community radio practitioners who regularly facilitate dialogue between citizens and government. The findings reveal persistent challenges.

There is limited integration of citizen-based monitoring into core government systems. In many cases, citizen feedback mechanisms operate separately from formal planning, budgeting and performance management systems. This means complaints are collected but not systematically translated into government action.

There has been a decline in participation. Interview participants reported lower attendance at ward meetings and reduced public engagement with formal participation mechanisms, which they attributed to frustration with the limited government response to citizen feedback.

There are unclear institutional mandates, such as uncertainty over whether municipalities, provincial departments, ward councillors, or national government structures are responsible for responding to citizen complaints. This fragmentation diffuses responsibility for responding to citizen feedback across departments and spheres of government, allowing issues to fall through the cracks and leaving citizens without answers.

There is inadequate follow-through on citizen feedback.

Key drivers of this include:

  • Weak institutional ownership: in South Africa, citizen-based monitoring is managed inconsistently across departments and municipalities. No single institution is clearly responsible for coordinating responses and ensuring accountability. As a result, citizen-based monitoring is frequently treated as a temporary project or pilot rather than embedded within core government functions such as planning, budgeting and performance management. This leads to weak accountability, fragmented implementation and inconsistent responses to citizen concerns.

  • Digital exclusion: digital platforms as WhatsApp, Facebook, X and municipal reporting portals have added another layer to this dynamic. These platforms offer new opportunities for visibility and engagement but also expose the limitations of existing systems. This is highlighted in debates on open government, where transparency does not automatically translate into responsiveness. Institutions such as the UNDP governance programme emphasise the importance of models that combine digital and offline participation. Reliance on digital tools also risks excluding those without access to technology or the skills to use it.

  • Donor dependency: many citizen-monitoring initiatives rely on temporary donor-funded projects. These often collapse once funding ends.

  • Low public awareness: citizens don’t know about platforms they can use to report service delivery failures.

  • Limited feedback loops: citizens don’t get updates on whether their complaint was received, investigated, or resolved.

The consequence is a growing sense of frustration among citizens. They begin to question the value of engaging with formal systems when their participation does not produce visible change. It leads to declining trust in public institutions and, in some cases, increased reliance on protest action.

Signs of progress

The study also identified positive factors such as enabling policy frameworks, structured capacity-building aimed at strengthening the skills of government officials responsible for citizen engagement and service delivery monitoring and the adoption of digital reporting and communication tools by government departments and municipalities.

The study recommends embedding citizen-based monitoring more directly into formal government systems such as planning, budgeting, performance management and municipal reporting structures. This will make it more likely that citizen feedback contributes to decision-making and accountability.

In practice, this would mean that complaints raised through ward committees, WhatsApp groups, municipal hotlines, social media, or community radio are formally recorded, assigned to responsible departments, tracked through digital systems, linked to municipal performance targets, and followed up with feedback to citizens on actions taken.

It also requires recognising the continued importance of local communication platforms such as community radio. These are important channels for engagement in many parts of the country, particularly where digital access is limited.

The success of citizen-based monitoring depends on whether governments respond to what citizens are saying.

The challenge is building systems that require government to respond. In Brazil, participatory budgeting in Porto Alegre linked citizen priorities directly to municipal spending decisions.

In Kenya, the Huduma Kenya service model includes complaint tracking and service-request management. South Africa could adopt similar mechanisms: complaint tracking, response deadlines, public dashboards and direct links between citizen reports and municipal budgets.

Until citizen feedback is embedded into governance systems, participation will fall short of its potential.

– Does it help to report poor government service in South Africa? Study finds what’s missing
– https://theconversation.com/does-it-help-to-report-poor-government-service-in-south-africa-study-finds-whats-missing-283526

Posted on

Mauritanian Prime Minister Meets Qatar Ambassador

Source: Government of Qatar

Nouakchott, July 06, 2026

HE Prime Minister of the Islamic Republic of Mauritania El Moctar Ould Djay met HE Shaheen bin Ali Al Kaabi, Ambassador of the State of Qatar to the country, to discuss bilateral relations between the two nations.

The meeting focused on cooperation between Qatar and Mauritania and explored ways to further strengthen ties across areas of mutual interest. 

Posted on

State of SITA report shows governance failures

Source: Government of South Africa

State of SITA report shows governance failures

An independent investigation into the State Information Technology Agency (SITA) by the Public Service Commission (PSC), covering the period 2020 to 2025, has found serious weaknesses in spending controls, contract management and governance.

The findings have prompted a set of reforms aimed at stabilising the organisation and ensuring that SITA is fit for purpose in a modern digital state.

The report found that SITA was flagged for irregular expenditure by the Auditor-General across four audited years. It also found weak accountability for officials responsible for irregular spending, a high number of tenders abandoned or cancelled before completion, and long delays in awarding contracts, slowing down government projects and service delivery.

Speaking during a media briefing on Monday in Pretoria, Minister of Communications and Digital Technologies Solly Malatsi said the delays were not merely internal administrative failures, but affected the ability of government departments to obtain the Information and Communications Technology (ICT) systems and services they need to serve the public.

“Departments including the South African Police Service, Home Affairs and Justice have, over time, sought exemptions to meet their operational needs outside SITA processes,” Malatsi said.

Among the most serious findings are:

  • Over R2 billion in irregular expenditure was flagged by the Auditor-General across four audited years: R819.7 million in 2020/21, R285.5 million in 2021/22, R452 million in 2022/23 and R514.171 million in 2024/25. The investigation found insufficient evidence that consequence management was consistently applied in relation to these matters.
  • The investigation also found that one in four tenders analysed did not result in an award. Of 1,443 concluded procurement matters reviewed, 278 were withdrawn, 52 were cancelled and 34 were closed with no recorded reason, representing an attrition rate of 25.2%.
  • In addition, 529 procurement matters remained open in the pipeline, with the oldest matters sitting in adjudication and contracting for an average of more than 400 days. A total of 203 procurement matters took longer than a year from work order to final outcome.

The report further found that SITA did not have a reliable, integrated and automated central contract register for its own contracts. Contract expiry dates were tracked manually, and value for money could not always be demonstrated.

In recruitment and human resources processes, the investigation identified corruption exposure arising from broad discretion, weak controls, incomplete audit trails, retrospective approvals, weak vetting and instances where contract extensions bypassed competitive processes.

The report also raised serious concerns about Board records, including missing meeting packs, incomplete resolutions and records that were dependent on individual custodians.

As a result, SITA was often unable to demonstrate clearly how major decisions were taken, when they were taken and by whom.

The Minister said the report provided a clear diagnosis, practical reforms and firm deadlines.

“The Board and management now have a direct mandate to stabilise the organisation, restore basic controls, clear procurement blockages and rebuild trust through evidence, not promises,” Malatsi said.

To ensure that the report becomes a reform instrument rather than another unimplemented document, the Minister and the PSC agreed on immediate actions.

  • First, the SITA Board must submit a Board-approved stabilisation and recovery plan to the Minister within 30 business days.
  • Second, SITA must produce a verified procurement backlog baseline within 30 business days, benchmarked against the investigation data, so that progress can be measured transparently and cannot be overstated.
  • Third, SITA must submit a governance reform plan within 60 business days, including measures to strengthen Board administration, records management, delegations, procurement controls, contract management and executive accountability.
  • Fourth, SITA must provide quarterly governance-health reports to the Minister, including progress on procurement turnaround times, backlog reduction, contract-register integrity, implementation of audit findings and consequence-management matters.
  • Fifth, SITA must establish a consolidated consequence-management framework. Every irregular expenditure item, disciplinary matter and prior investigation finding must be registered, allocated to an accountable owner, tracked, and closed only with evidence. Criminal or high-value matters must be escalated to the appropriate authorities without delay.
  • Sixth, reforms may not be closed on management’s assurance alone. Their effectiveness must be independently validated and reported to the Minister.
  • Finally, the Department of Communications and Digital Technologies is leading a formal review of SITA’s mandate and operating model, working with the Department of Public Service and Administration, National Treasury and the Presidency.

The review will consider whether legislative, policy or operational reforms are required to support the wider effort to make SITA fit for purpose.

According to the statement from the briefing, the Minister and the PSC emphasised that the report does not find that every transaction, appointment or decision at SITA was irregular.

Rather, it identifies systemic weaknesses that created an environment in which poor decisions, delays, weak accountability and corruption risks could take root. – SAnews.gov.za

 

nosihle

2

Posted on

Gwarube announces completion of 2018 SAFE pit toilet backlog

Source: Government of South Africa

Gwarube announces completion of 2018 SAFE pit toilet backlog

The Department of Basic Education has reached 100% completion of all pit toilet eradication projects identified through the 2018 Sanitation Appropriate for Education (SAFE) Initiative audit.  

Speaking during a school sanitation visit at Dimbaza Primary School in the Eastern Cape on Monday, Basic Education Minister Siviwe Gwarube confirmed that all 3 372 schools identified in the 2018 audit have now been provided with safe and appropriate sanitation facilities. 

The achievement marks the completion of one of democratic South Africa’s most consequential school infrastructure programmes and honours the memory of children such as Michael Komape, Lumka Mkhethwa and Langalam Viki, whose deaths changed the national conversation on school sanitation forever. 

The completion of the SAFE Initiative has changed the daily reality of millions of learners and thousands of teachers. 

More than 3 million learners have benefited from safer sanitation facilities, while more than 48 000 teachers now work in healthier and more dignified environments. 

Ayama Willem, a learner from LF May Primary School, shared in a video how the new toilets have replaced the fear she once experienced using unsafe pit toilets where snakes were sometimes found, allowing her to focus on learning instead of worrying about her safety. 

At Dimbaza Primary School, teacher Anelise Fani described the previous sanitation facilities as frustrating and discouraging for educators, saying the new facilities have restored dignity to teachers who dedicate their lives to educating South Africa’s children. 

Minister Gwarube emphasised that the announcement confirms the successful completion of the backlog identified through the 2018 SAFE Initiative audit and does not suggest that every pit toilet in the country has disappeared. 

She noted that some schools may have developed sanitation challenges after the original 2018 audit, others may have been unintentionally omitted, while some communities have retained old pit toilet structures despite receiving new facilities. 

The Minister stressed that provincial education departments must now identify and address any remaining sanitation challenges with urgency.

While celebrating this significant national milestone, the Minister noted that South Africa continues to face a broader school infrastructure backlog exceeding R120 billion, with many schools still requiring classrooms, libraries, laboratories, fencing and other essential facilities. 

She also warned that natural disasters, vandalism and constrained provincial budgets are placing growing pressure on infrastructure delivery. 

The Minister emphasised that the completion of the SAFE Initiative must now be protected through proper maintenance, community ownership and provincial oversight, so that the facilities built through this programme remain safe, clean and functional. 

She further called on communities to protect school infrastructure, reminding South Africans that every classroom, sanitation facility and school preserved is an investment in the community’s future. 

“Today we celebrate a remarkable national achievement of eradicating 100% of the pit toilets identified in the SAFE Initiative Backlog. Tomorrow, we continue building, maintaining and modernising our schools until every learner, in every province, learns in an environment that reflects the value we place on their future.” – SAnews.gov.za

 

DikelediM

0

Posted on

Rodgers welcomes improvement in funded KZN municipal budgets

Source: Government of South Africa

Rodgers welcomes improvement in funded KZN municipal budgets

KwaZulu-Natal Finance MEC Francois Rodgers has commended the significant improvement in the number of municipalities adopting funded budgets for the 2026/27 financial year, describing it as an important step towards strengthening financial governance and ensuring sustainable service delivery across the province.

According to the KwaZulu-Natal Treasury, 43 of the 49 municipalities that had tabled and approved their 2026/27 budgets were assessed as having funded budgets in line with Section 18 of the Municipal Finance Management Act (MFMA).

The provincial Treasury noted that eNdumeni Local Municipality had not approved its budget at the time of the assessment.

The department said the latest assessment marks an improvement from the previous financial year, when 19 municipalities adopted unfunded budgets following their 2025/26 adjusted budgets. The number has since declined to six municipalities for the 2026/27 financial year.

The municipalities that adopted unfunded budgets are Mpofana, iMpendle, iNkosi Langalibalele, eMadlangeni, Ulundi Local Municipality, and uThukela District Municipality.

The KwaZulu-Natal Treasury said the status of eNdumeni Local Municipality’s budget remains undetermined, while the funding status of Amajuba District Municipality’s budget is still being assessed after the municipality informed Treasury that it adopted its budget on 29 June 2026.

The Treasury also noted that iNkosi Langalibalele Local Municipality re-tabled its 2026/27 budget on 25 June 2026, but the revised budget has not yet been reassessed.

While welcoming progress, Rodgers said the provincial government remains concerned about municipalities that continue to approve unfunded budgets, warning that the practice undermines financial stability and compromises the delivery of essential services to communities.

He reiterated that adopting unfunded budgets contravenes the MFMA and its associated regulations.

“We welcome the improvement in funded budgets, reflecting stronger compliance and financial discipline. However, unfunded budgets remain unlawful and undermine service delivery. The Government of Provincial Unity will continue to act against non-compliance while supporting municipalities to improve,” Rodgers said.

He reaffirmed KZN Treasury’s commitment to working with municipalities to strengthen financial management practices.

“Municipalities are encouraged to continue engaging with Treasury to ensure that their budgets are credible, funded, and aligned with the principles of sound fiscal governance.” – SAnews.gov.za

 

GabiK

5

Posted on

Home Affairs to recruit 301 immigration officers

Source: Government of South Africa

Home Affairs to recruit 301 immigration officers

The Department of Home Affairs says it is moving to strengthen immigration enforcement capacity through the recruitment of an additional 301 immigration officers.

At present, the department has only 868 immigration officers.

“This limited capacity is expected to support immigration enforcement across the entire country. Despite the severe resource constraints that the department continues to face, reprioritisation work has been done to enable the recruitment of this cohort of additional Immigration Officers. 

“The increase from 868 to 1 169 officers will enhance enforcement capacity by 35%,” the department said in a statement on Monday.

This is being done in conjunction with other initiatives alongside National Treasury to secure additional resources to further boost digital transformation and capacity-building initiatives. 

The Minister of Home Affairs, Dr Leon Schreiber, said the recruitment drive forms part of the department’s broader reforms to build a secure, digital and fit-for-purpose immigration system that serves the national interest.

“The Home Affairs @ home reforms are about building an immigration system that works from beginning to end. That means using technology like the Electronic Travel Authorisation to strengthen the enforcement of lawful entry into South Africa, while also investing in the frontline officers who enforce our laws every day.

“By appointing 301 additional immigration officers, we are now making one of the biggest investments in immigration enforcement capacity in years, strengthening our ability to uphold the rule of law and protect the integrity of South Africa’s immigration system,” the Minister said. – SAnews.gov.za

 

Edwin

4