What changes for users: institutions connected, procedures that no longer require a journey, skills trained. And what is holding, when it is.
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A northern province bordering the Central African Republic along the Ubangi River, Nord-Ubangi has Gbadolite as its capital and relies mainly on agriculture.
The project covers all 26 provinces, but not at the same pace. This province is not among the ten priority provinces: it benefits from the project's national investments, rolled out in the published order, then in the areas the market does not serve on its own.
Progress is tracked province by province in the project's results framework. Results framework →
What the project is running, has completed or plans here. National projects cover all 26 provinces; their rollout follows the priority order.
Extending transmission networks is the first building block of national connectivity.
Project governance operates at three levels: the Steering Committee (COPIL) for strategic orientation, the Project Technical Committee (CTP) for technical preparation and follow-up, and the UGPTN for execution.
All project procurement follows the World Bank Procurement Regulations: open competition, published methods, traceable evaluation, donor no-objection and publication of results.
The UN Sustainable Development Goals the projects in the province contribute to.
A concern about project activities near you can be reported, confidentially if you wish.
The fiduciary cluster safeguards the project's financial flows: designated account, disbursement execution, accounting, interim financial reports and preparation of external audits.
Monitoring and evaluation measures the project's real progress against the results framework: development objective indicators (PDO) and intermediate indicators, tracked across the 26 provinces.
The infrastructure works financed by the project — fibre laying, site construction, civil works — are subject to the World Bank's Environmental and Social Standards (ESS).
The Grievance Redress Mechanism (GRM) receives, classifies, investigates and closes every project-related grievance, with a public objective: handling within 30 days.
A public project of this scale must be understandable to the people it concerns.
Across most Congolese territories, mobile is — and will long remain — the main way to access the internet.
An administration cannot digitalise without being connected.
Higher education institutions are a decisive entry point: they concentrate intensive usage, train the skills the country needs and spread digital practices across their environment.
Physical investment is not enough: the price and quality of access depend largely on sector rules.
Access is not just signal availability.
International bandwidth per capita is the most direct measure of a country's ability to take part in the digital economy.
Public financing alone cannot cover the country's infrastructure needs.
The Sovereign Cloud of the Democratic Republic of the Congo is one of the strategic infrastructures of the State's digital transformation.
GOVNET is the government network project intended to progressively interconnect the administrations and public institutions of the Democratic Republic of the Congo.
As public administration digitalises further, protecting the State's infrastructure and data becomes a national priority.
Component 2 also supports the Government in building genuine Digital Public Infrastructure (DPI).
A modern digital administration needs the ability to reliably identify the people who use its services.
Fully dematerialising administrative procedures requires mechanisms that guarantee user identity, document integrity and the legal value of electronic transactions.
Data is one of the strategic assets of the State's digital transformation.
The administration's digital transformation requires a shared vision and a coherent architecture.
Component 2 also works on several infrastructures needed for the Democratic Republic of the Congo's digital presence and autonomy.
Digital transformation cannot succeed through infrastructure and technology alone.
The advanced digital skills programme is the heart of Component 3.
Training at scale requires institutions that are equipped, connected and staffed by trained teachers.
Innovation centres give project holders a place, guidance and access to equipment they could not finance alone.
The project aims to support around a hundred Congolese startups, a significant share of them women-led, through performance-based grants (PBG) released as verifiable milestones are met.
Women's inclusion is not a side note: it is a quantified, tracked target of the results framework.
A high-performing network only fully serves the country if Congolese services and content flow across it.
