Mohammed Bouazizi

By Oguejiofo Annu

January 15, 2011

Since a young man named Mohamed Bouazizi poured petrol over himself on December 17 and set himself, alight in front of the office of the Governor of his region, life turned upside down in Tunisia and the fires that he lit has burned until it engulfed the entire country from town to town.

Mr Bouazizi an indigent, indigenous, black Tunisian university graduate had no job in what was suppposedly an enlightened and prosperous African country. He could not find employment anywhere much as he tried, and he had body and soul and family to cater for.

By Damola Awoyokun

Knife murders, gang culture, drugs, jail, overrepresentation in sports and music, underrepresentation in Oxbridge or in top courses of other universities, substantial underachievement, general underperformance etc.A lot of these are blamed on black people’s dysfunctional attitude to family life and child-raising. But we who came from Africa know that it is not a black problem it is a Caribbean problem but we have only come to accept it as ours too because we are one black family. And once blacks from the two continents annul the flimsy complexes that stand strongly in the way of mutual cultural dialogue and learning from each other, many of these problems that have impaired black people’s positive contribution to the British society would sharply subside.

Dr Biko Agozino

Mon, 29 Nov 2010

Obama's star has not faded at all, contrary to some speculations, it continues to shine bright, but many viewers are deliberately wearing blinkers, and are blinded by hate and anger and cannot see that in reality, we are witnessing one of the most historic presidencies of all time. In two years, Obama has achieved more than most presidents have achieved in four years, despite having to deal with intense opposition, not only from the other party, but also from within his own.

By Biko Agozino, Ph.D.

I enjoyed reading the interview of Elechi Amadi by James Eze in The Sun in October 2004. I wish to thank Amadi for sharing the open secret of his success as a writer: you need to read hundreds, and he repeated, hundreds of novels before you can master that art form and venture to become a successful novelist. I hope that this simple lesson will be encouraged in many more high schools by requiring students to read for pleasure beyond their textbooks.

By Azuka Nzegwu (March 8, 2006)

Overview of Management and Strategy Issues

The Harlem Children’s Zone (HCZ), formerly known as the Rheedlen Centers for Children and Families was facing problems with management and strategy. Started in 1979 by Richard Murphy to help truants in Manhattan’s upper west side community, the organization also had a range of programs to address disadvantaged populations such as the elderly and the homeless. During the 1990s, the Harlem’s Children’s Zone was growing rapidly under a dynamic leader, Geoffrey Canada. Because of the growth, the organization needed to evaluate their programs and determine where their efforts should be concentrated to reap the most social investment. As the organization grew, the need of evaluating and identifying the strengths became crucial, as well as sustaining that organizational growth. The management and strategy issue the organization faced, which plagues other nonprofits is effective resource allocation in mission-critical program. Second, organizations that do not have a mechanism of evaluating the programs cannot determine their effectiveness or if the programs are producing results that will further the organization’s mission. The inability to demonstrate their commitment to their mission will make it difficult to secure future funding. If organizations, such as HCZ with an ambitious goal of educating every poor child in a 64-block area in Harlem are to achieve their goals, they need to understand their long-term plan and to be able to inform funders as to how they are meeting their milestone if they want to receive funding to continue to grow. These are some of the problems Harlem Children’s Zone faced. Essentially, the organization needed a way to effectively manage their operations, secure long-term funding, evaluate their programs, and meet their intended impact.

By Azuka Nzegwu (April 19, 2006)

Brief Summary of the Transformation of the Seattle Day Nursery Association

The Seattle Day Nursery (SDN) was created in 1909 to serve the childcare needs of parishioners of the First Presbyterian Church in Seattle, Washington. The shift of traditional roles and family imbalance caused women to become sole providers of their families, thereby increasing the need of childcare services. Meanwhile in 1921, SDN became a charter member of the United Way. During the 1960s, Mildred Reed, a social worker, became the first professional executive director and formed a strategic coalition with another organization to provide daycare services to low-income families. Plagued with problems with resource management and looting of the fund by a staff member, plus her involvements with other initiatives led to Reed’s resignation. In 1973, the Board of Trustees hired an executive director with twenty years of experience in nonprofit and welfare organization. Pat Gogerty stepped in to rescue the failing organization and created innovative programs that not only changed the organization but have sparked much-needed debate in the field.

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