THE SURMOUNTABLE AND POLICY CHALLENGES OF DOING BUSINESS IN SOUTH EASTERN NIGERIA, IGBOLAND

 

24 October 2025  /  friday Blues 1-013

 

THE SURMOUNTABLE AND POLICY CHALLENGES OF DOING BUSINESS IN SOUTH EASTERN NIGERIA, IGBOLAND

by Noble Dr. Uzodinma Adirieje (KSJI)

 

+234 80 34 72 59 05   /   druzoadirieje2015@gmail.com

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INTRODUCTION

 

The South Eastern region of Nigeria—comprising Abia, Anambra, Ebonyi, Enugu, and Imo States—is widely recognized as the cradle of Nigerian entrepreneurship and innovation. Its people possess an unmatched drive for commerce, creativity, and industry. From the bustling markets of Onitsha and Aba to emerging industrial clusters in Nnewi and Enugu, the South East holds immense potential to become a hub of small- and medium-scale manufacturing, trade, and service industries. However, despite these advantages, the ease of doing business in the region remains hindered by a complex web of infrastructural, energy, security, and policy challenges. Fortunately, these challenges are surmountable through deliberate policy reforms, coordinated planning, and effective governance.

 

ENERGY AND ELECTRICITY CONSTRAINTS

 

Perhaps the most debilitating obstacle to business growth in South Eastern Nigeria is the unreliable and costly electricity supply. Entrepreneurs spend an enormous share of their operating costs on self-generation—diesel, petrol, and alternative energy sources. The national grid’s inefficiency, coupled with frequent outages and low voltage, undermines production, especially in energy-intensive sectors such as manufacturing, agro-processing, and cold-chain logistics. Many small businesses are forced to operate below capacity or shut down entirely.

To overcome this, there is an urgent need for decentralization of energy generation and distribution through the promotion of mini-grids, renewable energy solutions, and localized power systems. State governments should partner with private investors to develop solar farms and small hydroelectric projects to supply industrial clusters. Incentives such as tax breaks for renewable energy investors and energy efficiency programs for MSMEs would help reduce production costs and boost competitiveness. Power sector reforms must also be localized, with state electricity laws enabling partnerships that ensure reliable power supply for commercial and industrial use.

 

INFRASTRUCTURE DEFICITS AND TRANSPORT BOTTLENECKS

 

The state of physical infrastructure in the South East poses a significant challenge to business competitiveness. Roads connecting key cities—Aba, Owerri, Onitsha, Awka, Nsukka, and Abakaliki—are often in deplorable condition, leading to delays, increased transport costs, and product spoilage. The absence of a functional rail network and limited inland waterway transport further isolates the region from major national and export markets.

To transform the business environment, both federal and state governments must prioritize infrastructure renewal through a regional development master plan. Public–private partnerships (PPPs) can mobilize resources for the dualization of major highways, rehabilitation of feeder roads, and construction of logistics hubs. A functional inland dry port in Aba or Onitsha could drastically cut transportation costs and enhance trade. Similarly, the Enugu Airport should be upgraded into a modern cargo and export hub to support the region’s manufacturing and agricultural exports. Reliable transportation is the lifeline of commerce, and its improvement would unlock enormous economic value.

 

SECURITY AND STABILITY CONCERNS

 

The growing insecurity in parts of the South East has become a major deterrent to business operations and investments. Kidnapping, armed robbery, extortion, and politically motivated violence have disrupted supply chains, reduced investor confidence, and increased the cost of doing business. Many businesses now close early, while others have relocated to more stable regions.

Security is a collective responsibility. Beyond policing, the region needs an integrated security architecture involving state and community actors. The establishment of regional security frameworks, well-coordinated vigilante networks, intelligence sharing, and technology-driven surveillance systems can drastically reduce criminality. Governments must also address the root causes of insecurity—youth unemployment, social exclusion, and poor governance—through economic empowerment and civic engagement. When people have livelihoods and feel included, they are less likely to engage in or tolerate violence.

 

POLICY, GOVERNANCE, AND INSTITUTIONAL CHALLENGES

 

Policy inconsistency, bureaucratic bottlenecks, and corruption continue to undermine ease of doing business. Entrepreneurs face multiple taxation, redundant levies, and unclear regulations that discourage formalization. The lack of coordination among federal, state, and local agencies often leads to duplication and confusion.

Governments across the region must digitize business registration, licensing, and tax administration to promote transparency and predictability. A unified South East Business Facilitation Council could harmonize policies, streamline processes, and monitor implementation across states. Civil society and business associations should also play an oversight role to ensure accountability and policy continuity.

 

ACCESS TO FINANCE AND HUMAN CAPITAL

 

Limited access to affordable finance restricts business growth. Traditional banks demand high collateral, and interest rates are prohibitive. The region’s MSMEs need tailored financial instruments, such as microcredit, cooperative banking, and credit guarantees. Financial technology innovations—using transaction data for credit scoring—should be promoted to expand lending to informal and small businesses.

Furthermore, bridging the human capital gap is essential. Many enterprises lack skilled manpower, managerial capacity, and quality assurance systems. Collaboration between academia and industry should be strengthened through vocational education, apprenticeships, and innovation hubs that equip youths with practical skills in manufacturing, technology, and agribusiness.

 

CONCLUSION AND RECOMMENDATIONS

 

The challenges of doing business in South Eastern Nigeria are formidable but surmountable. They are largely structural and policy-induced, not insurmountable flaws of the people or geography. By prioritizing energy reform, infrastructure renewal, enhanced security, institutional efficiency, and human capacity development, the region can attract investment, create jobs, and drive inclusive growth.

The South East has the entrepreneurial spirit, technical ingenuity, and resilience required to rise. What remains is visionary leadership, coherent regional cooperation, and unwavering commitment to implementation. With the right mix of policy reforms and stakeholder collaboration, the region can transform its business climate and reclaim its place as Nigeria’s industrial and commercial powerhouse.

 

 

Noble Dr. Uzodinma Adirieje is a distinguished and multidimensional communicator whose work as a writer, columnist, blogger, reviewer, editor, and author bridges the intersections of global health, sustainable development, human rights, climate justice, and governance. He is the Chief of Protocols of the Abuja Grand Commandery of the Ancient and Noble Order of the Knights of St. John International, and has attained the Noble (highest) degree of the Order. He has been honoured as ‘Ezinna’ CMO of St. John of the Cross Parish, Amaruru, Orlu Diocese, Imo State; and ‘Ezinna’ CWO of St. Martin Parish, Lugbe Abuja. He holds a number of chieftaincy titles including ‘High Chief Ugwumba I of Amaruru clan’, and ‘Ahaejiejemba Ndigbo Lagos State’.

 

GOVERNANCE: X-RAYING THE IMPACT OF THE CURRENT SKYROCKETING COST OF COOKING GAS ON HUMAN CAPITAL AND ACHIEVEMENT OF THE SUSTAINABLE DEVELOPMENT GOALS IN NIGERIA

 

24 October 2025  /  friday Blues 1-014

 

GOVERNANCE: X-RAYING THE IMPACT OF THE CURRENT SKYROCKETING COST OF COOKING GAS ON HUMAN CAPITAL AND ACHIEVEMENT OF THE SUSTAINABLE DEVELOPMENT GOALS IN NIGERIA

 

by Noble Dr. Uzodinma Adirieje (KSJI)

 

+234 80 34 72 59 05   /   druzoadirieje2015@gmail.com

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Nigeria’s recent surge in liquefied petroleum gas (LPG) prices is more than a household nuisance — it is a governance stress test with direct consequences for human capital development and progress toward the Sustainable Development Goals (SDGs). Between mid-2024 and 2025 many households experienced steep increases in the cost of refilling household cylinders (for example, 12.5 kg refills rose sharply year-on-year), forcing families to reallocate scarce incomes and often to revert to cheaper, dirtier fuels. This price shock risks reversing years of modest gains in health, education and gender equality.

 

First, the health channel. Clean cooking with LPG dramatically reduces household air pollution compared with wood, charcoal or kerosene. When LPG becomes unaffordable, many low-income families revert to biomass, increasing indoor smoke exposure that raises rates of acute respiratory infections, chronic obstructive pulmonary disease, pregnancy complications and childhood stunting. These health shocks reduce learning time for children, increase school absenteeism, and sap caregivers’ ability to work — all of which erode human capital accumulation. The World Health Organization and sector studies have long identified cleaner household fuels as important public-health interventions — the current price spike therefore threatens both lives and productivity.

 

Second, the time and opportunity cost channel. Switching back to wood or charcoal means households — disproportionately women and girls — spend more time collecting fuel and tending slower stoves. That time cost reduces hours available for schooling, income-generating activities, childcare and community participation. Over time, these lost opportunities compound into lower educational attainment and diminished labor market readiness — precisely the components of human capital that underpin several SDGs (SDG 3 health, SDG 4 education, SDG 5 gender equality and SDG 8 decent work). Empirical work from Nigeria shows household energy choices are tightly linked to socioeconomic status and vary with fuel prices, so sustained price rises will deepen existing inequalities.

 

Third, the nutrition and expenditure channel. Higher LPG prices force households to reweight budgets toward cooking fuel and away from nutritionally important items, healthcare and education. Where food budgets are squeezed, children face dietary shortfalls that impede cognitive development and growth. Health shocks from smoky fuels add medical expenses, pushing vulnerable families further into poverty. This dynamic undermines SDG 1 (no poverty), SDG 2 (zero hunger) and SDG 10 (reduced inequalities). Recent national price reports suggest year-on-year LPG cost inflation measured in double digits, amplifying these risks across millions of households.

 

What does this mean for governance? First, fuel pricing and supply are policy outcomes. Price shocks reflect domestic supply dynamics (refinery operations, distribution bottlenecks), exchange-rate pressures, and subsidy or tariff regimes. A resilient governance response must combine short-term social protection measures with medium-term market and infrastructure fixes: targeted cash transfers or LPG vouchers for the poorest households; streamlined LPG distribution and storage to reduce bottlenecks; and policies to stabilise pricing while incentivising domestic LPG production and local cylinder refilling networks.

 

Second, cross-sector coordination is essential. Ministries of Health, Education, Energy and Social Welfare must treat clean cooking as a development priority, not merely an energy market problem. Investment in community-level behaviour change, clean stove financing schemes, and school feeding programs that use clean fuel can preserve human capital gains even while energy markets adjust.

Third, equity-focused data and monitoring are needed. Governments should deploy rapid household surveys and leverage existing administrative data to identify which regions and demographic groups are most impacted, so relief and policy adjustments are precise and effective. Civil society and local governments have roles in monitoring price trends, reporting supply failures, and protecting vulnerable households from exploitative market practices.

 

Finally, meeting the SDGs requires recognizing energy as an enabler, not an isolated sector. Clean cooking contributes directly to targets on health, education, gender, climate and poverty. Allowing a sustained LPG price shock to push households back toward polluting fuels risks a multi-dimensional development setback. Governance must therefore act at pace: short-term social protection to preserve human capital, medium-term market fixes to stabilise supply and prices, and long-term investments in domestic LPG value chains and clean alternatives that reduce vulnerability to international price swings.

In sum, the skyrocketing cost of cooking gas in Nigeria is a governance challenge with tangible human capital consequences. If left unaddressed, the shock will deepen health burdens, curtail education and economic opportunities — and slow progress across multiple SDGs. The policy response must be rapid, equitable and coordinated: protecting the poorest today while building a more resilient, domestic and inclusive clean-cooking future for tomorrow.

 

Noble Dr. Uzodinma Adirieje is a distinguished and multidimensional communicator whose work as a writer, columnist, blogger, reviewer, editor, and author bridges the intersections of global health, sustainable development, human rights, climate justice, and governance. He is the Chief of Protocols of the Abuja Grand Commandery of the Ancient and Noble Order of the Knights of St. John International, and has attained the Noble (highest) degree of the Order. He has been honoured as ‘Ezinna’ CMO of St. John of the Cross Parish, Amaruru, Orlu Diocese, Imo State; and ‘Ezinna’ CWO of St. Martin Parish, Lugbe Abuja. He holds a number of chieftaincy titles including ‘High Chief Ugwumba I of Amaruru clan’, and ‘Ahaejiejemba Ndigbo Lagos State’.

 

‘UNEA-7’ AND THE OBLIGATIONS TO LEAVE NO ONE BEHIND IN ADVANCING SUSTAINABLE SOLUTIONS FOR A RESILIENT PLANET [current concerns 2-020]

 

21 October 2025 / current concerns 2-020

 

[This article may be freely published provided the credit/authorship is retained. We’ll appreciate receiving a reference/link to the publication] 

 

‘UNEA-7’ AND THE OBLIGATIONS TO LEAVE NO ONE BEHIND IN ADVANCING SUSTAINABLE SOLUTIONS FOR A RESILIENT PLANET

 

by Dr. Uzodinma Adirieje, FAHOA

 

 +2348034725905 (WhatsApp) / EMAIL: druzoadirieje2015@gmail.com

 CEO/Programmes Director, Afrihealth Optonet Association (AHOA) – CSOs Network and Think-tank

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INTRODUCTION

 

The 7th session of the United Nations Environment Assembly (UNEA-7) is scheduled for December 8–12, 2025, in Nairobi, Kenya. The meeting will be preceded by the Open-ended Committee of Permanent Representatives (OECPR-7) from December 1–5, 2025. Convening in Nairobi under the theme “Advancing Sustainable Solutions for a Resilient Planet,” UNEA-7 arrives at a moment of both urgency and moral responsibility. UNEA—the world’s highest-level decision-making body on environmental issues—serves as the “Parliament of the Environment,” bringing together member states, civil society, and the private sector to chart global priorities for environmental governance. For governments and societies, the question before UNEA-7 is not merely what sustainable solutions to pursue, but for whom those solutions are designed. The Assembly must thus reaffirm the fundamental principle underpinning the 2030 Agenda for Sustainable Development: Leave No One Behind (LNOB).

 

THE MEANING OF LEAVING NO ONE BEHIND

 

“Leave No One Behind” is more than a slogan; it is an ethical, human rights-based commitment that compels governments and institutions to ensure inclusivity, equity, and participation in all sustainable development efforts. It mandates that we identify and prioritize those who are most disadvantaged—rural and poor populations, women and girls, persons with disabilities, Indigenous peoples, and others marginalized by social, economic, or geographic factors—and integrate their needs and capacities into policy design. In this way, the LNOB approach guarantees that environmental resilience is not a privilege of the few but a right for all.

 

ENVIRONMENTAL INEQUALITY AND HUMAN VULNERABILITY

 

Environmental degradation and climate change deepen existing inequalities, often punishing the poorest and most vulnerable first. Climate shocks, flooding, droughts, biodiversity loss, and pollution disproportionately affect marginalized groups. Women and girls, for instance, bear increased caregiving burdens and face heightened risks of gender-based violence during displacement. Indigenous and local communities, who depend directly on natural ecosystems, frequently suffer from pollution, deforestation, and land grabs, yet remain excluded from decision-making processes that shape their environments.

 

To achieve true planetary resilience, policy responses must therefore be intersectional—linking environmental action with social justice, human rights, gender equality, and poverty eradication. Addressing these intersections ensures that environmental sustainability becomes a driver of inclusive development rather than a source of exclusion.

 

‘UNEA-7’ AS A PLATFORM FOR LNOB IMPLEMENTATION

 

UNEA-7 provides an opportunity to embed LNOB principles in global environmental governance. Several pathways are crucial:

a. Data and Monitoring: Governments must strengthen environmental data systems to identify who is being left behind. Indicators should be disaggregated by gender, age, income, disability, and location to target interventions effectively. Without disaggregated data, inequality remains invisible and unaddressed.

b. Financing and Technology Transfer: UNEA-7 should prioritize equitable access to environmental finance and technologies. Concessional and blended financing mechanisms must favor community driven initiatives—such as decentralized renewable energy projects, local water management systems, and nature-based solutions (NbS) in vulnerable communities. Technology transfer should likewise be inclusive, enabling developing countries and local communities to build adaptive capacities.

c. Inclusive Environmental Governance: LNOB requires inclusive governance structures that enable meaningful participation of marginalized groups in environmental decision-making. This includes community consultations, gender-responsive budgeting, and the institutionalization of civil society engagement in national environmental action plans.

 

A RIGHTS-BASED APPROACH TO ENVIRONMENTAL RESILIENCE

 

The UN General Assembly’s 2022 recognition of the human right to a clean, healthy, and sustainable environment has strengthened the legal and moral obligations of states and institutions to protect vulnerable groups from environmental harm. Integrating human rights into UNEA-7 outcomes ensures that environmental actions are guided not only by efficiency but by justice.

 

This rights-based approach requires mechanisms for accountability and redress—such as access to environmental information, participatory decision-making, and judicial recourse for affected communities. When communities can claim their right to a healthy environment, environmental policies become more durable, legitimate, and effective.

 

OPERATIONALIZING ‘LNOB’: AFRICAN AND GLOBAL PERSPECTIVES

 

From the African perspective—and drawing from field experiences with community-based organizations through Afrihealth Optonet Association (AHOA)—three operational recommendations can help UNEA-7 translate LNOB into tangible outcomes:

 

a. Adopt an LNOB Operational Annex to UNEA Resolutions: Each UNEA resolution should include a mandatory annex detailing the ‘LNOB’ implementation requirements, including data disaggregation, equity indicators, financing targets for marginalized communities, and mechanisms for civil society monitoring.

 

b. Scale up Community-led Nature-based Solutions (NbS): Nature-based solutions provide cost-effective pathways for resilience, biodiversity conservation, and poverty alleviation. UNEA-7 should champion global financing facilities that directly fund community cooperatives and civil society organizations to implement NbS for climate adaptation and ecosystem restoration.

 

c. Establish an Environmental Equity Rapid Response Mechanism: Environmental disasters—floods, droughts, or toxic spills—often devastate marginalized populations first. UNEA-7 should call for a global rapid response platform linking UNEP, regional banks, and civil society to provide emergency social protection, environmental health services, and legal assistance to affected communities.

 

THE ROLE OF CIVIL SOCIETY AND NETWORKS

 

Civil society networks like Afrihealth Optonet Association (AHOA) are indispensable in advancing the LNOB agenda. By mobilizing community voices, facilitating knowledge exchange, and implementing grassroots resilience projects, organizations like AHOA bridge the gap between policy and practice. They also play critical roles in advocacy, monitoring, and accountability—ensuring that UNEA commitments translate into measurable benefits for those most in need.

 

Through platforms such as the Global Civil Society Consortium on Climate Change (GCSCCC), African civil society continues to call for environmental justice, inclusive financing, and gender-sensitive climate action across all UNEA processes.

 

ACCOUNTABILITY AND MEASURING PROGRESS

 

UNEA-7’s effectiveness should be judged by outcomes that improve lives. Hence, its resolutions must be linked to time-bound commitments, national implementation frameworks, and monitoring systems aligned with the Sustainable Development Goals (SDGs). Moreover, UNEA should create spaces for citizen feedback, enabling communities to assess whether policies truly uphold the LNOB principle.

 

Transparent accountability mechanisms—such as public scorecards, participatory reviews, and independent evaluation reports—will ensure that global environmental governance remains both inclusive and effective.

 

CONCLUSION: EQUITY AS THE CORE OF RESILIENCE

 

A resilient planet cannot exist where inequality persists. As UNEA-7 seeks to advance sustainable solutions, the global community must remember that sustainability divorced from equity is unsustainable. Leaving no one behind is not an optional aspiration—it is the moral compass and structural foundation of genuine resilience. To achieve this, governments, development partners, civil society, and communities must collaborate to transform environmental governance into a tool of justice and inclusion. Let UNEA-7 stand as the turning point where environmental action and social equity are recognized as inseparable—where the planet’s resilience is measured not by the strength of its economies, but by the dignity and wellbeing of its people.

 

About this Writer: 

Dr. Uzodinma Adirieje is an environmental health researcher with Afrihealth Optonet Association (AHOA), focused on linking ecosystem health and human well-being in Nigeria. He is a global health practitioner, development expert, and civil society leader whose work sits at the critical nexus of biodiversity, health, and climate change. He serves as the CEO of AHOA, a pan-African and global South civil society network advancing sustainable development through advocacy, policy dialogue, and grassroots interventions. With over two decades of experience, Dr. Adirieje has championed the understanding that biodiversity is essential for human health - supporting food security, disease regulation, clean water, and resilient livelihoods. His leadership promotes integrated approaches that address environmental degradation, climate change, and poverty simultaneously. Through AHOA, he leads multi-country initiatives on climate change, ecosystem restoration, renewable energy, universal health coverage, and climate-smart agriculture, while advocating for stronger governance and inclusive community participation. At national, regional, and global levels, Dr. Adirieje engages with governments, international organizations, and civil society to drive policies linking health and environment. His work underscores that safeguarding biodiversity is not only an ecological necessity but also a cornerstone of global health and sustainable development in Africa and the Global South.

 

CLIMATE–HEALTH SYNERGIES FOR SUSTAINABLE DEVELOPMENT IN AFRICA [current concerns 2-019]

 

18 October 2025 / current concerns 2-019

 

[This article may be freely published provided the credit/authorship is retained. We’ll appreciate receiving a reference/link to the publication] 

 

CLIMATE–HEALTH SYNERGIES FOR SUSTAINABLE DEVELOPMENT IN AFRICA

 

by Dr. Uzodinma Adirieje, FAHOA

 

 +2348034725905 (WhatsApp) / EMAIL: druzoadirieje2015@gmail.com

 CEO/Programmes Director, Afrihealth Optonet Association (AHOA) – CSOs Network and Think-tank

follow Dr. Uzodinma Adirieje on Facebook by clicking on this link <https://www.facebook.com/uzoadirieje> to receive more posts.

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INTRODUCTION

 

Sustainable development in Africa depends fundamentally on the capacity to build synergies between climate action and health systems. Climate change exacerbates health risks, but it also offers an opening: by aligning climate mitigation, adaptation, and health goals, African countries can make progress toward multiple Sustainable Development Goals (SDGs) simultaneously. These synergies are not theoretical — they are already being leveraged in pockets across the continent, and scaling them is essential if Africa is to meet its development ambitions by 2030 and beyond.

 

THE STAKES: WHY SYNERGIES MATTER

 

Climate change is affecting health via multiple pathways: increased heat stress, spread of vector-borne diseases, more frequent extreme weather, compromised water and food security, and growing mental health burdens. These impacts undermine progress on SDG 1 (no poverty), SDG 2 (zero hunger), SDG 3 (good health and wellbeing), SDG 6 (clean water and sanitation), SDG 13 (climate action), and others. When climate and health policies operate in isolation, opportunities for co-benefits are lost.

 

For instance, cleaner energy initiatives (reducing indoor air pollution) can improve respiratory health. Improved water management and sanitation reduce waterborne disease and drought vulnerability. Early warning systems for extreme weather can protect lives and health infrastructure. These co-benefits often yield better returns on investment than siloed interventions.

 

EMERGING INITIATIVES IN AFRICA

 

Regional plans combining health and climate

Experts working with the Clim-HEALTH Africa consortium have developed plans to strengthen resilient health systems that are climate adapted. These plans involve evidence-based climate-informed health planning, forecasting, surveillance, and workforce development in the health sector.

 

Similarly, eight countries in Southern Africa (including Malawi, Namibia, Lesotho, South Africa, Zimbabwe, Botswana, Mozambique, and Madagascar) have embarked on a WHO-backed initiative to build emergency preparedness and response systems that respond to climate-related health threats — including early warning, diagnostics, and lab capacities.

 

ENVIRONMENTAL DETERMINANTS OF HEALTH STRATEGIES: The WHO African Region has adopted a “Regional Strategy for the Management of Environmental Determinants of Human Health in the African Region 2022–2032.” It aims to integrate actions across health, environment, climate adaptation and mitigation; reinforcing the Libreville Declaration’s call for multisectoral collaboration.

 

HEALTH INEQUALITIES IN ‘SADC’ REGION: Recent research in the Southern African Development Community (SADC) region shows that climate change is amplifying health inequalities: waterborne and vector-borne diseases are increasing where infrastructure is weak, and low-income communities suffer more. This kind of research underscores where synergies are most needed — combining climate adaptation (e.g. water security, flood management) with public health interventions.

 

CLIMATE-RESILIENT CARE SYSTEMS: The Brookings Institution has emphasized the urgent need for health care infrastructure that is resilient to climate stress — for instance, ensuring clinics have reliable power, clean water, sanitation, and that services can be delivered under extreme weather. These foundational investments support multiple SDGs: health, gender equality (since women often bear extra caregiving burdens), poverty reduction, and clean energy access.

 

FINANCING INNOVATIONS: Africa is exploring new financing models to shield communities from climate-driven health crises. A WHO/AECF workshop in Nairobi pursued funding mechanisms that embed resilience, equity, and innovation into health systems — for example, linking climate risk financing with health system strengthening.

 

PATHWAYS TO STRENGTHENING CLIMATE-HEALTH SYNERGIES

 

To maximize these synergies across Africa, the following pathways are particularly important:

a. Policy integration and multisectoral planning: Health ministries must partner closely with environment, agriculture, water, energy, and disaster risk reduction sectors. Climate and health strategies should not be add-ons, but integral portions of national development plans and SDG implementation frameworks.

b. Investment in resilient infrastructure: Clinics, hospitals, and health service delivery points need resilient infrastructure: clean water, sanitation, reliable electricity (ideally from renewable sources), cooling/ventilation for heat, flood-proofing, etc. This reduces vulnerability of health services themselves, while improving patient care.

c. Community and local systems engagement: Local communities understand climate-health risks best. Empowering them through participatory planning, early warning, and control of local environmental determinants (e.g. vector control, water safety) ensures responses are responsive and sustainable.

d. Data, surveillance, and forecasting: Climate-health synergies require evidence. Expanding climate-sensitive disease surveillance, combining meteorological data with health information systems, modelling vulnerabilities, and mapping exposures are essential. This allows targeted interventions.

e. Innovative finance and resource mobilization: The gap in climate finance for Africa remains large. Prioritizing blended finance, climate-health risk insurance, micro-financing, and ensuring funding streams are accessible at local levels will help. Also, leveraging international climate funds for health adaptation is crucial.

f. Monitoring, evaluation, and learning: Tracking progress on health outcomes, equity, resilience, and the co-benefits of climate-health interventions is needed. Learning across countries and regions helps avoid reinventing the wheel, and helps scale what works.

 

IMPLICATIONS FOR SUSTAINABLE DEVELOPMENT

 

By aligning climate-health synergies, Africa can accelerate progress across many SDGs:

a. SDG 3 (Health & Well-being): Reduced mortality and morbidity from climate-sensitive diseases; stronger health systems.

b. SDG 1 & 2 (Poverty & Hunger): More resilient food systems and nutrition, less loss of livelihood from climate shocks.

c. SDG 6 (Clean Water & Sanitation): Better water security, improved sanitation reducing disease burden.

d. SDG 7 (Affordable, Clean Energy): Cleaner cookstoves, renewable power for health facilities, reduced indoor air pollution.

e. SDG 13 & 15 (Climate Action & Life on Land): Through adaptation and mitigation, preserving ecosystems that protect health (forests, wetlands), reducing emissions, making health systems more climate resilient.

These are not additive benefits; they multiply. For example, a health centre powered by solar energy reduces GHG emissions, secures uninterrupted health services during power outages (as caused by storms or grid failures), and improves maternal and newborn health by enabling services 24/7.

 

CHALLENGES AND CONSIDERATIONS

 

i. Financing gaps and competing priorities: Many governments have tight budgets; health and climate budgets compete with other urgent needs.

ii. Capacity constraints: Skills, infrastructure, technical capacity in many local health systems remain weak.

iii. Data limitations: Climate-sensitive health data are often sparse or poorly integrated across sectors.

iv. Equity issues: The poorest, marginalized, rural, women, youth are most affected and often least able to access services. Any synergies must prioritize these groups.

 

CONCLUSION AND RECOMMENDATIONS

 

For Africa, climate-health synergies are not optional — they are essential for sustainable development. By weaving together climate resilience and health system strengthening, African countries can leverage each investment for multiple gains including better health, reduced vulnerability to climate shocks, and faster progress toward the SDGs. To achieve these, it is recommended that deliberate policy and programmatic efforts be concentrated in achieving sustainable integrated policies, resilient infrastructure, community engagement, innovative financing, and strong monitoring. The opportunity is vast, but so is the responsibility. The choices we make today will determine whether Africa meets the global SDG targets, her regional Agenda 2063 targets, and protects the health and wellbeing of its future generations of Africans.

 

 

About this Writer: 

Dr. Uzodinma Adirieje is an environmental health researcher with Afrihealth Optonet Association (AHOA), focused on linking ecosystem health and human well-being in Nigeria. He is a global health practitioner, development expert, and civil society leader whose work sits at the critical nexus of biodiversity, health, and climate change. He serves as the CEO of AHOA, a pan-African and global South civil society network advancing sustainable development through advocacy, policy dialogue, and grassroots interventions. With over two decades of experience, Dr. Adirieje has championed the understanding that biodiversity is essential for human health - supporting food security, disease regulation, clean water, and resilient livelihoods. His leadership promotes integrated approaches that address environmental degradation, climate change, and poverty simultaneously. Through AHOA, he leads multi-country initiatives on climate change, ecosystem restoration, renewable energy, universal health coverage, and climate-smart agriculture, while advocating for stronger governance and inclusive community participation. At national, regional, and global levels, Dr. Adirieje engages with governments, international organizations, and civil society to drive policies linking health and environment. His work underscores that safeguarding biodiversity is not only an ecological necessity but also a cornerstone of global health and sustainable development in Africa and the Global South.

 

SOUTH EAST GOVERNORS, 'PDP’S INGRATITUDE, AND 'APC’S OLIVE BRANCH

 

17 October 2025  /  friday Blues 1-012

 

SOUTH EAST GOVERNORS, PDP’S INGRATITUDE, AND APC’S OLIVE BRANCH

 

by Noble Dr. Uzodinma Adirieje (KSJI)

 

+234 80 34 72 59 05   /   druzoadirieje2015@gmail.com

follow Dr. Uzodinma Adirieje on Facebook by clicking on this link <https://www.facebook.com/uzoadirieje> to receive more posts.

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For over two decades, the Peoples Democratic Party (PDP) enjoyed unwavering loyalty and massive electoral support from the South East geopolitical zone. Ndigbo stood by the PDP through thick and thin, even when it was neither politically rewarding nor strategically beneficial to do so. Yet, in return, the region received minimal recognition, marginal representation, and scant infrastructural dividends. Today, as the All-Progressives Congress (APC) extends an olive branch, the time has come for Ndigbo and their leaders—especially the South East Governors—to rethink their political alignment and embrace pragmatic partnership with the ruling party for the collective good of the region.

 

 opportunities, influence, and development. It is not about blind loyalty but strategic engagement. One is optimistic that the olive branch extended to the South East is not a token of pity, but an invitation to partnership—a call for integration, not isolation.

 

Unfortunately, the PDP’s long dominance in the region produced more sentiment than substance. While the South East voted overwhelmingly for the party, major infrastructural investments, and policy inclusions consistently eluded the zone under the PDP, and throughout the Buhari Presidency – due to the “dot in the circle” prejudice. Even when opportunities arose, they were often given to others who negotiated smartly, while the South East was placated with promises and praises. This ingratitude is glaring when one compares the political reward system of the PDP with the actual contributions and sacrifices of the South East people over the years.

 

The APC’s olive branch under President Tinubu represents a chance for political renewal. Under Tinubu’s government, we hope to see signs of infrastructural revival, including the completion and continuation of major road projects, sea ports, reliable electricity supply, improved security, renewed conversations on regional industrialization, and support for entrepreneurial initiatives. The South East, known for its industrious and innovative people, can leverage this federal goodwill to expand its economic base, attract investments, and influence policy direction at the national level.

 

For the South East Governors, aligning with the ruling APC is not about abandoning their people’s values or political identity—it is about ensuring that their states are not left behind in national planning and federal allocations. Governors must rise above partisan sentiment and act as pragmatic leaders who understand that development is driven by inclusion, not opposition. A region perpetually in opposition risks isolation, and isolation breeds underdevelopment.

 

Moreover, Ndigbo’s alignment with the APC as the ruling party would restore their strategic voice in national politics. It would provide the opportunity to advocate more effectively for equity, justice, and restructuring within the federation. Political alignment will also enable the region to negotiate from a position of strength, influence federal appointments, and shape Nigeria’s policy trajectory in ways that reflect Igbo values of enterprise, resilience, and innovation.

 

In conclusion, the South East must now look beyond the PDP’s ingratitude and embrace the APC’s olive branch with wisdom, “renewed hope”, and courage. The future of Ndigbo lies not in emotional loyalty to a party that has taken them for granted, but in constructive collaboration with any government at the centre. Aligning with the ruling party is not capitulation—it is strategy, foresight, and a pathway to relevance, unity, and prosperity for the South East. Peace!

 

Noble Dr. Uzodinma Adirieje is a distinguished and multidimensional communicator whose work as a writer, columnist, blogger, reviewer, editor, and author bridges the intersections of global health, sustainable development, human rights, climate justice, and governance. He is the Chief of Protocols of the Abuja Grand Commandery of the Ancient and Noble Order of the Knights of St. John International, and has attained the Noble (highest) degree of the Order. He has been honoured as ‘Ezinna’ CMO of St. John of the Cross Parish, Amaruru, Orlu Diocese, Imo State; and ‘Ezinna’ CWO of St. Martin Parish, Lugbe Abuja. He holds a number of chieftaincy titles including ‘High Chief Ugwumba I of Amaruru clan’, and ‘Ahaejiejemba Ndigbo Lagos State’.

 

PRIORITIZING COMMUNITY-DRIVEN CLIMATE–HEALTH LINKAGES IN AFRICA

 

16 October 2025 / current concerns 2-018

 

[This article may be freely published provided the credit/authorship is retained. We’ll appreciate receiving a reference/link to the publication] 

 

PRIORITIZING COMMUNITY-DRIVEN CLIMATE–HEALTH LINKAGES IN AFRICA

 

by Dr. Uzodinma Adirieje, FAHOA

 +2348034725905 (WhatsApp) / EMAIL: druzoadirieje2015@gmail.com

 CEO/Programmes Director, Afrihealth Optonet Association (AHOA) – CSOs Network and Think-tank

follow Dr. Uzodinma Adirieje on Facebook by clicking on this link <https://www.facebook.com/uzoadirieje> to receive more posts.

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INTRODUCTION

 

Across Africa, the climate crisis is no longer a distant forecast — it is a daily reality shaping health, livelihoods, and social systems. Heatwaves, shifting rainfall patterns, prolonged droughts, and more intense floods are altering disease ecologies, food production, water security, and mental wellbeing. In this landscape, policy and finance often default to large-scale infrastructure or national plans. Yet the most effective and sustainable responses begin at the community level. Prioritizing community-driven climate–health linkages must be central to Africa’s adaptation and health strategies: it is the path to resilient systems that protect lives and livelihoods.

 

WHY COMMUNITY-DRIVEN ACTION MATTERS

 

Communities are the first responders to climate-driven health shocks. They hold contextual knowledge about local microclimates, seasonal patterns, traditional coping strategies, and social networks. Interventions shaped and led by communities are more culturally appropriate, better targeted, and more likely to be maintained over time. Community ownership also enhances trust — a crucial ingredient when promoting behavior change (e.g., improved WASH practices, vector control measures, or early care-seeking).

 

CORE PRIORITIES FOR COMMUNITY-DRIVEN CLIMATE–HEALTH WORK

 

1.         Integrate climate resilience into primary health care (PHC): Clinics and community health workers should be equipped to recognize and manage climate-sensitive conditions — from vector-borne diseases whose seasonality is changing, to heat exhaustion and malnutrition during drought. Simple measures such as solar backup for clinics, heat-adapted triage protocols, and community maps of vulnerable households make primary care robust to shocks.

2.         Link climate-smart agriculture to nutrition and health: Smallholder farmers are adapting planting calendars and crop mixes to changing rains. When these agricultural adjustments are coupled with nutrition counseling, kitchen gardens, and post-harvest storage solutions, households gain stable access to diverse diets, reducing malnutrition and improving maternal and child health.

3.         Scale community surveillance and early warning: Community volunteers and health workers can map water sources, mosquito breeding sites, and report clusters of febrile illness or malnutrition. Linking community surveillance to district health information systems and meteorological forecasts enables rapid responses — targeted vector control, prepositioning of supplies, or mobilizing outreach teams before outbreaks intensify.

4.         Preserve and expand WASH and nature-based solutions: Protecting watershed areas, installing communal rainwater harvesting, and maintaining ecological buffers reduce exposure to waterborne disease while providing resilience in drought and flood. Community-led sanitation drives and maintenance committees not only reduce infections but strengthen social capital needed during crises.

5.         Address mental health and social protection: Climate shocks erode mental wellbeing through loss of livelihoods, displacement, and chronic stress. Community structures — faith groups, elders, women’s associations — are natural platforms for psychosocial support, livelihood recovery groups, and localized safety nets such as community savings and loans that cushion shocks.

 

HOW TO PRIORITIZE AND FUND COMMUNITY LEADERSHIP

 

1.         Redirect financing to micro-grants and participatory budgeting: National and donor resources should allocate clear windows for community-controlled funds. Micro-grants enable local priorities — a borehole, a community seed bank, or clinic solarization — to be implemented quickly and with local buy-in.

2.         Strengthen local governance and inclusion: Decision-making spaces must be intentionally inclusive: women, youth, persons with disabilities, and minority groups should have equal voice. Participatory risk assessments and community action plans ensure that investments address the needs of the most vulnerable.

3.         Build technical support, not replacement: External partners should provide technical assistance, training, and linkages to supply chains and data systems, while ensuring communities retain leadership over design and implementation. Capacity building for community health workers, ‘agripreneurs’, and local committees multiplies impact.

4.         Measure what matters: Beyond counting infrastructure outputs, monitoring should track health outcomes, equity, and community leadership indicators: reductions in disease incidence, improved nutrition scores, and measures of local decision-making power and sustainability.

 

SCALING THROUGH KNOWLEDGE EXCHANGE

 

South-to-south learning — where communities share practical solutions across contexts — accelerates adaptation. Platforms for exchanging experience (virtual and in-person) help replicate low-cost, high-impact interventions like community seed banks, volunteer surveillance networks, and communal water harvesting models.

 

COMPLEMENT, DON’T SUBSTITUTE, NATIONAL SYSTEMS

 

Community-driven action is not an alternative to strong national policy. Instead, it complements national health and climate systems, early warning services, and climate finance mechanisms. Governments must integrate community plans into district-level planning, ensure supply chain support, and create enabling policies that institutionalize community participation.

 

CONCLUSION: AN ETHICAL AND STRATEGIC IMPERATIVE

 

Prioritizing community-driven climate–health linkages is both an ethical obligation and a strategic necessity. Many of Africa’s communities already traditional and indigenous resilient practices. What they need next is recognition, resources, technical support, and decision-making power. When communities lead, health systems become more responsive, adaptation becomes locally appropriate, and investments yield sustained returns — in lives saved, livelihoods protected, and societies strengthened. The future of climate resilience in Africa will be won not by distant experts alone, but by empowered communities connected to responsive systems and fair financing, as our collective priority. This is very possible.

 

About this Writer: 

Dr. Uzodinma Adirieje is an environmental health researcher with Afrihealth Optonet Association (AHOA), focused on linking ecosystem health and human well-being in Nigeria. He is a global health practitioner, development expert, and civil society leader whose work sits at the critical nexus of biodiversity, health, and climate change. He serves as the CEO of AHOA, a pan-African and global South civil society network advancing sustainable development through advocacy, policy dialogue, and grassroots interventions. With over two decades of experience, Dr. Adirieje has championed the understanding that biodiversity is essential for human health - supporting food security, disease regulation, clean water, and resilient livelihoods. His leadership promotes integrated approaches that address environmental degradation, climate change, and poverty simultaneously. Through AHOA, he leads multi-country initiatives on climate change, ecosystem restoration, renewable energy, universal health coverage, and climate-smart agriculture, while advocating for stronger governance and inclusive community participation. At national, regional, and global levels, Dr. Adirieje engages with governments, international organizations, and civil society to drive policies linking health and environment. His work underscores that safeguarding biodiversity is not only an ecological necessity but also a cornerstone of global health and sustainable development in Africa and the Global South.

 

 

 

STRENGTHENING THE ROLES OF MONITORING AND EVALUATION (M&E) IN ENSURING THE SUCCESSES OF POLICIES, PROGRAMMES AND PROJECTS current concerns 2-017

 

14 October 2025 / current concerns 2-017

 

[This article may be freely published provide the credit/authorship is retained. We’ll appreciate receiving a reference/link to the publication] 

 

STRENGTHENING THE ROLES OF MONITORING AND EVALUATION (M&E) IN ENSURING THE SUCCESSES OF POLICIES, PROGRAMMES AND PROJECTS

-           

by Dr. Uzodinma Adirieje, FAHOA

 +2348034725905 (WhatsApp) / EMAIL: druzoadirieje2015@gmail.com

 CEO/Programmes Director, Afrihealth Optonet Association (AHOA) – CSOs Network and Think-tank

follow Dr. Uzodinma Adirieje on Facebook by clicking on this link <https://www.facebook.com/uzoadirieje> to receive more posts.

'Like' and comment on my posts to receive other people's responses.

 

 

INTRODUCTION

Monitoring and Evaluation (M&E) is no longer a back-office activity reserved for periodic reports. In today’s fast-changing policy and programme environment, M&E must be a central, strategic function—able to inform decisions in real time, to hold actors accountable, and to generate credible evidence of what works, for whom, and under what circumstances. Strengthening M&E is therefore not optional: it is essential for ensuring the success and sustainability of policies, programmes and projects across health, sustainable development, governance, climate actions, partnerships, advocacy, research, equity, and community engagement.

 

‘M&E’ AS A STRATEGIC PILLAR, NOT AN AFTERTHOUGHT

Too often, M&E is conceived as something that happens after programme implementation — a box to tick to satisfy funders, thus constraining its full value. When M&E is embedded from the policy design stage it becomes a strategic pillar that shapes objectives, resource allocation, and implementation pathways. A strong M&E function supports adaptive management. As monitoring data reveal bottlenecks or unexpected outcomes, managers can pivot quickly, reallocate resources, or refine strategies to reach targets, achieve objectives, and improve impact. This also reduces waste, mitigates risk, and accelerates learning.

 

CLEAR FRAMEWORKS AND ‘SMART’ INDICATORS

The foundation of effective M&E is clarity. Policies, projects and programmes must define clear objectives and measurable outcomes. Using logically structured frameworks—such as results frameworks or logical frameworks—helps link inputs to outputs, outcomes and long-term impacts. Indicators should be SMART: Specific, Measurable, Achievable, Relevant and Time-bound. Well-chosen indicators avoid ambiguity and enable comparison across time and geographies. Importantly, indicators should include both quantitative and qualitative measures. Although numbers tell part of the story, qualitative data reveal the lived experience, perceptions, and contextual factors that shape outcomes.

 

ROUTINE DATA SYSTEMS AND INTEROPERABLE INFORMATION ARCHITECTURE

Reliable monitoring demands routine data systems that are timely, accurate and accessible. Health management information systems, social protection registries, and programme monitoring platforms must be strengthened to capture real-time programme activity and service delivery metrics. Equally important is data interoperability—systems should speak to one another to avoid fragmentation and duplication. Investment in digital health and management platforms, accompanied by strong data governance and privacy safeguards, enables centralized dashboards and automated alerts that support rapid decision-making at national and sub-national levels.

 

CAPACITY BUILDING AND PROFESSIONALIZATION OF ‘M&E’

M&E is a technical discipline requiring skilled professionals. Governments and implementing organizations must invest in capacity building—training M&E officers, statisticians, data managers and programme managers in both technical skills and the softer skills of data use and communication. Professionalizing M&E means creating clear career pathways, accreditation, and communities of practice where practitioners share methods, tools, and lessons learned. When M&E professionals are empowered and integrated within programme teams, the function moves from box-ticking to value creation.

 

INTEGRATING PARTICIPATORY APPROACHES AND LOCAL KNOWLEDGE

Top-down M&E risks missing crucial contextual insights. Participatory M&E methods that involve beneficiaries, community leaders, and frontline workers ensure that indicators are relevant and that data reflect realities on the ground. Participatory approaches increase trust, improve data quality, and support accountability by enabling communities to monitor service delivery and hold implementers to account. Local knowledge often explains why interventions succeed or fail, while bringing that knowledge into M&E systems enriches interpretation and improves programme adaptation.

 

BUILDING A CULTURE OF DATA USE AND EVIDENCE-INFORMED DECISION-MAKING

Data collection alone is not enough. The real value of M&E is realized when data are interpreted and used to inform decisions. Leaders must cultivate a culture where evidence is actively sought and acted upon. This involves routine data review meetings, decision-focused dashboards, and clear protocols for how monitoring findings trigger management responses. Promoting accessible visualizations and concise policy briefs helps translate technical findings into actionable recommendations for policymakers and funders.

 

LEVERAGING EVALUATION FOR ACCOUNTABILITY AND LEARNING

Monitoring provides continuous feedback, while evaluation provides rigorous assessments of effectiveness and value for money. Both are crucial. Evaluations—whether formative, summative, or impact-focused—should be designed with clear questions that address causality, equity, and sustainability. Independent evaluations enhance credibility and can uncover unintended consequences. Crucially, evaluation findings should feed back into policy cycles, informing scale-up decisions, design revisions, and resource prioritization. Treat evaluations as learning instruments, not just audit exercises.

 

ENSURING EQUITY AND GENDER-SENSITIVE ‘M&E’

Effective M&E must illuminate disparities. Disaggregating data by gender, age, disability, geography, and socioeconomic status ensures that programmes do not inadvertently widen inequalities. Gender-sensitive indicators and equity-focused evaluation questions reveal who benefits and who is left behind. Where inequities are identified, M&E should recommend targeted adaptations to improve access and outcomes for marginalized groups.

 

RESOURCE ALLOCATION AND SUSTAINABILITY OF ‘M&E’ SYSTEMS

Sustainable M&E requires predictable funding. Too often, M&E is the first line item cut when budgets tighten. Instead, domestic and donor budgets should allocate dedicated resources for M&E infrastructure, staffing, and operations. Investing in local ownership—building national M&E units and integrating M&E responsibilities into line ministries—reduces reliance on external consultants and strengthens institutional memory. Sustainability also means investing in technologies and maintenance rather than one-off tools.

 

ETHICS, PRIVACY AND RESPONSIBLE DATA USE

As data systems expand, ethical safeguards are paramount. Protecting privacy, ensuring informed consent, and implementing secure data storage practices are non-negotiable. Data governance frameworks must define who can access data, how data will be used, and how sensitive information will be protected. Ethical M&E safeguards the dignity of participants and maintains public trust—essential for long-term programme success.

 

PARTNERSHIPS AND MULTI-STAKEHOLDER COLLABORATION

No single institution can do M&E alone. Strong M&E benefits from partnerships among government, civil society, academia, donors and the private sector. Academic institutions bring methodological rigor; civil society offers grassroots insights and accountability mechanisms; the private sector can provide technological platforms and analytics. Multi-stakeholder M&E coalitions ensure that findings are robust, relevant, and widely owned.

 

FROM EVIDENCE TO IMPACT: CLOSING THE FEEDBACK LOOP

Finally, the ultimate purpose of M&E is impact. That requires closing the feedback loop: monitoring and evaluation findings must lead to concrete changes—policy adjustments, reallocated resources, redesigned interventions, or scale-up of successful approaches. Documenting these management decisions and their consequences builds a virtuous cycle where evidence informs practice, practice generates data, and data produce stronger evidence.

 

CONCLUSION

Strengthening M&E is an investment in effectiveness, transparency and accountability. It transforms programmes from static blueprints into adaptive systems that learn and improve. For policymakers, practitioners and donors committed to results, robust M&E is the roadmap from intention to impact. By embedding M&E at every stage—design, implementation, evaluation and scale-up—stakeholders can ensure that policies, programmes and projects deliver measurable, equitable and sustainable benefits for the communities they serve.

 

 

About the Trainer/Facilitator: 

Dr. Uzodinma Adirieje is a distinguished expert in Monitoring and Evaluation (M&E), renowned for his leadership, technical expertise, and commitment to strengthening evidence-based development across Africa and beyond. A pioneer Fellow and former National President of the Nigerian Association of Evaluators (NAE), he has been pivotal in advancing evaluation professionalism and institutionalization in Nigeria. As National Consultant to UNICEF and the Federal Ministry of Budget and National Planning, Dr. Adirieje drafted Nigeria’s National Monitoring and Evaluation Policy and served as Consultant for Nigeria’s first SDG-3 Synthesis Report. He also played leadership and technical roles in Nigeria’s first national evaluations of SDG 3 (Health) and SDG 4 (Education). A professional trainer/facilitator and accredited ‘Trainer of Trainers’ by the Federal Government of Nigeria, Dr. Adirieje is deeply involved in capacity building for M&E practitioners. An active member of the African Evaluation Association (AfrEA), he continues to promote accountability, learning, and sustainable development through results-based M&E practice in Africa.