Sadio Mane scored for Senegal as they came from behind to draw 1-1 with the Democratic Republic of Congo on Saturday and keep top place in Group D at the Africa Cup of Nations finals in Morocco.
Cedric Bakambu put the Congolese into the lead in the 61st minute but Mane equalised eight minutes later with his 51st goal for his country, one of the favourites to win the tournament.
The two countries both have four points from their opening two games and look set to progress comfortably into the last 16 with a final group game to come for each on Tuesday.
Senegal are ahead of DR Congo on goal difference in the standings after they beat Botswana 3-0 in their opening fixture on Monday while DR Congo edged past Benin 1-0 the same day.
In the group’s other game, Yohan Roche scored a deflected winner as Benin claimed a first ever victory at the tournament with a 1-0 success against Botswana in Rabat.
Benin took the lead in the 28th minute when Roche played a one-two in the box with captain Steve Mounie and his shot from 10 yards took a wicked deflection off a defender and into the net.
Benin finally celebrated a victory at the continental finals at the 16th attempt following their debut in 2004, and despite the fact they were quarter-finalists in 2019. They also have five draws to go with 10 defeats.
Agricultural insurance was designed to protect farmers from risk. But in Niger State, it has become another risk on its own. Many women farmers say they’ve lost more money chasing claims than to floods, pests, or drought. Justina Asishana reports on how the women have become so tired of endless paperwork and silence from insurance officers that they now depend on faith, rather than policies, to survive.
When termites invaded her soya beans farm in Paikoro Local Government Area (LGA) of Niger State, Jummai Makama thought help would come. She had registered for insurance through the state’s Agricultural Development Project (ADP), now called the Niger State Agricultural and Mechanisation Development Agency (NAMDA) and paid the required premium. But when she called her extension officer to report the loss, the response shocked her: “You didn’t report within 24 hours,” she was told.
“In my farm, for soya beans, you plant and they come up with good flowers; but termites get into them and you won’t know until you harvest. At the end of the day, the seeds do not come out fine. When I complained to the insurance company so that they can give me some percentage, they did not answer and I eventually got tired and left them. One day when they finally answered, the insurance company said I did not report within 24 hours, so I could not get any benefit.
“How could I know my farm had failed within 24 hours?” she asked, her voice cracking in disbelief.
“By the time I saw that the crops were not producing, it was already too late. It is only when the seedlings start coming out I would know it did not produce fine. But they said the insurance had expired.”
Now, Jummai says what many other women farmers in Niger State have concluded is that “God is our insurance.”
Across Niger State, hundreds of women farmers say they have lost faith in the state government’s agricultural insurance scheme meant to protect them from crop failure, drought or pest invasion; while others have not even heard of the agricultural insurance scheme and what it is meant for. Many say they either never heard back from insurance officers or were denied claims for technical reasons they barely understood.
Distance, paperwork, and mistrust
For many rural farmers, the idea of insurance feels like another government promise that ends at the city. Some say they are asked to take photos or fill forms in English and majority of them cannot read, write or speak English. They always need someone who would interpret to them in any situation where English is needed. Others do not even have phones that can capture images, a key requirement for evidence of damage.
Jummai complained of inadequate sensitisation about what is expected of them when disaster struck on their farms, adding that even the extension officers from NAMDA come to their farms and get them registered but do not respond to distress calls when they have challenges in their farms.
“The extension officers are the ones; when you plant, they come and survey and advise on what they do but our problem with them is that when you have a problem in the farm, they will say you have paid for insurance, so you should go to the insurance office while the insurance office in Minna does not assist. We feel maybe we do not know the right channel to follow. When it is time to pay the premium or to assist you in registration of the insurance, you will see the extension officer and the insurance company. But when you need them, you won’t see them.
“Since my soya beans experience, I have not registered with them because they will collect the money, but refuse to assist when you have challenges in your farm. My farm is along Lapai Road, which is about 20 kilometers from my house; it is not every day that I go there. When you plant your crops and see them coming out with green leaves, you have the belief that they will produce well. If, later, you go to your farm and see the same leaves changing colour like they are putting fire on them, there is little you can do. However, when you call on them to come and see it and they tell you that you did not report within 24 to 48 hours, what can you say?
“There was no training on what to do when things like this happen; that you have to report within 24 or 48 hours. No sensitisation or training at all, all they want is the registration fee and payment of premium”, she said.
Comfort Joseph, a maize and rice farmer in Dikko community in Gurara local government said the process of registering for insurance is tiring. Distance is also an issue for many of the farmers who have to travel long distances from their villages to town for the registration.
“As a farmer, we don’t like what will waste our time. The procedure of going to insure your farms is what discourages us. You cannot leave a village and go to the town that you want to insure your farm where they will waste your time and give you conditions you will not be able to meet. The transport (cost) alone is enough to discourage anyone.”
“Then when you register, they come with plenty of papers. But when you have a problem on your farm, they vanish. They will tell you that you did not report in time.
“So, we have decided to trust in God; God is our insurance. Insurance is for a year. I do not think I can insure my farm for a year, and if nothing happens, I go ahead and do the same the following year, paying them money that I need to meet other needs. That is why we got discouraged.”
“In Agaie, during meetings of Smallholder Women Farmers of Nigeria, we have discussed insurance several times,” said Halima Mohammed, SWOFON Coordinator in the area.
“But most of our women are not used to the process. The registration process is long, and many of them cannot even read. If the insurance wants us to join, they should come to us, not wait for us to come to them.”
The few who tried to benefit from the Anchor Borrowers’ Programme say the experience made them wary of any formal financial scheme. “They gave us seedlings that didn’t germinate,” said Martha Baba, a rice farmer in Katcha local government area, “When we complained, they said it was insured, but we never saw a kobo till today.”
A system that forget its users
Agricultural insurance was created to protect farmers from risk, but its design seems made for urban bureaucrats, not rural women who cannot read and write or afford to travel far from their farms. In addition to these, the perceived 24-hour loss-reporting rule, complex documentation, and absence of field officers have left most farmers excluded.
Women farmers say until insurance companies decentralise their operations, build local trust, and simplify claims, the scheme will remain a paper promise.
For now, Jummai and her peers have found their own mode of protection.
“Like my people in the village, most of them do not know how to make the complaints or document this loss, and as such, they lose out of the insurance benefit. In this case, nothing is usually done; so we no longer go for it. What we do is contribute small money in our cooperative, so if anything happens, we help one another. But as for government insurance, it has failed us. It is only God that has not failed.”
Many women farmers now rely solely on faith and solidarity.
“When we face any problem, we pray,” said Comfort. “We are used to depending on God because government people always disappoint us.”
While some are sceptical about the agricultural insurance, the women in Agaie LGA, whose farms have been ravished by herders who led their cattle to eat up their crops, causing them tremendous losses, are optimistic that getting insured can help them back to their feet after their crops have been eaten up by the cattle.
Halima Mohammed, the SWOFON Coordinator in Agaie expressed optimism that if they had registered for the agricultural insurance, they would have been able to recoup some of the money they invested.
“We have raised the issue of insurance in our various meetings but our people are not used to the process of registration. I believe that if I had insurance, I would not have lost it all when those Fulani allowed their cows to enter my farm. It would not have affected me much. I believe that the insurance would have helped me cover some of the loss.
“The insurance registration takes time and as I have learnt from the insurance registration, as soon as the incident happens, you will take the picture and send it to them. You can’t give them an ordinary letter; you have to show proof of evidence. But what about those of our women who do not have phones that can take pictures? In Agaie, we, the women farmers are not used to insurance, but we are working to see how we can register for it very soon.”
Same attitudes reflected in accessing bank loans
The attitude the women farmers have towards agricultural insurance is the same they have in approaching commercial banks for loans. Several of them claimed that the banks have not been understanding to their plight whenever they experience loss in their farms. They cannot understand why they have to pay heavy interests even when they have experienced losses.
As a result, the women farmers now rely on their community cooperatives or associations while others have vowed never to collect loans either from the bank or their various cooperatives.
Agnes Aynadanyi in Gurara had this to say. “I collect loan from my community cooperative because it is when you have it that you will return it. I never go to the bank to collect money because their interest is too much, and you must pay at the time they ask you to pay back.”
Talma Baba, also in Gurara, said: “I have never collected loan from any cooperative or bank. I sell my product, from which I get the money to use for my farm. As regards insurance, I don’t know about it; it is only God that is my insurance.”
Comfort Joseph who is the SWOFON Treasurer in Gurara said they have a cooperative meeting with about 25 women where they save money weekly, and from the savings, anyone who needs money is given from the purse.
“We pay it back. It is given for a minimum of three months to six months and with low interest. I don’t go to bank because their interests are very high and if you do not pay at the given time, you will be sorry. I have tried them before and the conditions they gave include payment of interest every month and they do not wait. If you don’t meet up, they go for the collateral. I can’t collect their loan for farming because it is seasonal, as you cannot get the money immediately and use it to pay for loan.”
For Halima, failure to pay back the loan collected from the cooperative would limit the chances of the defaulter from accessing any other loan.
“In our cooperative, we do weekly contributions and when you have need, you can borrow money and pay with interest. Whoever did not pay on time will not be given any loan again and the person will forfeit any money she has contributed so far. There is duration of loan. The cooperative is helping us. What we give out is determined by what we have in our purse. For banks, the procedure is long, and if you take a loan from them and refuse to pay, the interest will keep increasing. That is why in Agaie, we do not buy the idea of a loan from the bank.”
Why farmers are not accessing agricultural insurance despite its benefits – NAIC
The Nigerian Agricultural Insurance Corporation (NAIC) is the primary agency of the Federal Government of Nigeria under the Federal Ministry of Agriculture, responsible for providing insurance coverage to farmers.
NAIC’s main goal is to implement and manage the federal government’s official Agricultural Insurance Scheme, which is designed to protect farmers from the financial losses caused by natural disasters and other hazards. The Corporation helps stabilise farm incomes and encourages farmers to continue investing in their operations. This coverage includes subsidised insurance which is for major crops and livestock, whereby the government (federal and state) subsidises the insurance premium by 50%. This makes it affordable for small-scale farmers.
It covers staple crops like maize, rice, yam, cassava, sorghum, cotton, and more; as well as livestock like poultry, cattle, sheep, goats, and piggery. It covers losses due to fire, drought, floods, pests, diseases, windstorms, and other natural hazards.
There is also the commercial insurance where NAIC offers commercially priced insurance for large-scale agricultural investments and other related assets. By insuring a farmer’s project, NAIC reduces the risk for banks and other financial institutions. This makes lenders more willing to provide credit and loans to farmers, as the loan is protected even if the farm fails due to a covered disaster.
NAIC also functions as a general insurance company, offering policies for farm buildings and machinery, motor insurance for tractors, vehicles, fire & special perils, burglary and housebreaking, livestock and crop policies outside the subsidised scheme.
The NAIC Manager in Niger State, Mohammed Al-Amin, explained that for the standard Nigerian Agricultural Insurance Corporation (NAIC) subsidised scheme, a farmer typically pays 2 per cent to 2.5 per cent of the total value of their investment, which is the sum insured; adding that this is possible because the Federal and State Governments pay a 50 per cent subsidy on the premium for approved crops and livestock.
“For instance, if you invest ₦1,000,000 to plant maize, the total insurance premium is ₦40,000 (4 per cent). You pay ₦20,000 (2 per cent) while government pays ₦20,000 (the remaining 2 per cent).
He admitted that most women farmers do not know much about agricultural insurance and how to access the insurance policies, which is why the majority of them are not covered. He added that several women farmers and other farmers generally find it difficult to part with the meagre premium required for the registration of the insurance policy, as they will not offer them anything and would affect their incomes.
“Whenever we go and talk about agricultural insurance to women (farmers), the first thing they ask is what is their gain? When we try to tell them the gain, they say it will not benefit them. Most women farmers are usually small-scale farmers who feel it is not important for them to come for insurance.”
Speaking about the claim process, which the women farmers complained about, he said these are paid after full documentation, which includes loss notification, loss assessment and final report. He faulted the 24-hour report claim by the women, explaining that it is within 72 hours that they will need to report their loss.
“If there is a loss, the clients have been told to inform NAIC office either through phone call, email or text message within 72 hours. Failure to do that would result to non-compliance. The farm should not be tampered with until our physical verification of the damage. Some of these farmers do not inform us about the loss they have until after two or three months or after harvest where there would be no evidence to substantiate such claim.
“Therefore, such claim cannot be compensated. This is what usually happens with our farmers in the rural areas.
“There are different types of claims in agricultural insurance. Once they inform us within the stipulated time, we go to the farm and assess it. If it is a pest, we try to identify what type of pest and if it is a flood, a picture is taken when the flood happens and after the flood recedes, we assess it to determine the type of damage that occurred. After full documentation, we send our final report to the claims department and the claim is processed within 30 days.”
Al-Amin highlighted the importance of insurance, stating that it is a transfer of risks that gives the farmer peace of mind and takes the farmer back to prosperity after they have suffered any loss in their farms.
He disclosed that in 2025, NAIC registered 9,325 farmers across Niger State, pointing out that the majority of those who signed up are large scale and livestock farmers, who take insurance very seriously.
Why agricultural insurance is important – Niger government
The Permanent Secretary of the Niger State Ministry of Agriculture, Dr. Mathew Ahmed, explained that farming is a business and insurance is essential to protect farmers from losses, pointing out that the state government has been sensitising farmers across the 25 LGAs through radio and media campaigns on the importance of farm insurance, while some development partners also support this initiative by paying insurance premiums for some farmers.
“Insurance is part of business, and farming is business. We have encouraged all our farmers across the state to insure all their farms across the 25 local governments. In fact, we have gone to radio houses to sensitise our farmers on the importance of insuring their farms. Now, some of our development partners have demonstrated the importance of insurance by paying insurance for our farmers.
“Agricultural insurance is to help our farmers get back to business when they have any challenges – if there is any endemic disease outbreak, floods, droughts, or fire incidents. If a farmer has spent, for example, N1 million, the insurance company may not be able to pay him that N1 million, but they can pay the farmer up to N400,000 to N500,000 so that he can use that money to go back to the field to reinvest. So, the insurance helps the farmer to adjust his shocks so that he doesn’t lose everything that he has invested.”
Ahmed said the ministry continues to emphasise insurance awareness during training and community engagements to ensure farmers understand its value and benefits.
The Managing Director of Agency (NAMDA), Muhammad Ali Baba, confirmed that the extension officers of the agency assist women farmers in registering for agricultural insurance, but because it is not free, the women farmers do not take advantage of it.
“You know, insurance is not free and the average farmer, because they have resource constraints, might be looking at payment for the insurance premium as if they are precious money down the drain. But it is an idea that is gaining ground. We continue to spread the message across.”
He also noted that several farmers do not know the importance of agricultural insurance because sensitisation is lo, especially in rural communities. He said that if there are sensitiatisation, one of the key messages by the officials would be explaining why they need to go for insurance, the premium they need to pay. Another key message, he said, would be explaining that it is the premium that validates the insurance, as if they do not pay premium, there would be no cover for their farm or livestock.
“Most of our farmers, because they have limited resources, would rather focus on buying physical inputs, such as fertilizer or chemicals. So, they will see expenditure on insurance as throwing away good money. But we continue to sensitise them. But they have to pay. That is just the crux of the matter.”
Across Niger State, the message from women farmers is clear: government insurance schemes have failed them. They are not asking for miracles, only fairness, proximity, and a system that listens when their crops die. Until then, their faith will remain rooted not in paperwork, but in prayer. When the next planting season comes, Jummai will still return to her farm. She will pray against pests, drought, and loss, not because insurance protects her, but because her faith does. For her and many others, survival in the field has become a matter of belief, not bureaucracy.
“This report was made possible with support from the International Centre for Investigative Reporting, (ICIR)”
The assassination of Chief Babatunde Ilori, the Elerewe of Owo Kingdom four years ago, shook the ancient town. His remains were interred penultimate Friday amidst tears while curses were rained on his assailants. Notably, rumour went round that his ghost was seen by some people in the town, while several strange incidents were observed on the night before he was finally laid to rest. Taiwo Abiodun writes.
Four years in the morgue
It is exactly four years since the ancient town of Owo was thrown into deep sadness and grief, as one of its prominent sons, Chief Babatunde Ilori the Elerewe of Owo Kingdom was assassinated. In the whole of the four years, the corpse was left in the Federal Medical Centre, Owo mortuary, while the family members pursued the case, demanding justice.
Bank, shops closed
However, penultimate Friday, when the family decided to inter his remains, the whole town stood in solemn solidarity. The popular First Bank in Owo as well as over 50 shops owned by the Elerewe family shut down – to honour the fallen Chief. He was buried in the Elerewe Courtyard called Ugha Ajebo beside his late father, High Chief Ojo Elerewe and other past Elerewes. The Ugha Ajebo is the designated final last resting place for Elerewes when they joined their ancestors. The Nation gathered that the shops and the land where the First Bank branch is situated belong to the Elerewe family, hence the hour given to him by the bank.
The journey of Chief Elerewe to his final resting place started with a Wake keep on Thursday, followed by a Church Funeral service at CAC, Igboroko Ñlá, Owo, on Friday, after which he was taken to his final resting place.
The late Elerewe was assassinated four years ago in the ancient town of Owo. Some suspects were arrested in connection with the murder but later released while investigation went on.
Body well preserved
A major wonder as the late chief was to be laid to rest, according to eyewitnesses, was how well-preserved and fresh the body remained after spending such a long time in the mortuary. Brother and family spokesman, Honourable Olasupo Olakunori, who is also the Director General of Opomulero Group (a Yoruba cultural group ), described the burial as highly successful.
His words: “My brother was given a befitting burial and I thank God for this.”
On why it took four years to bury him, Olakunori said: “We were extra vigilant and didn’t want the autopsy report to be tampered with. The police had it with them for long and we refused to bury the corpse until we had the right and ‘untampered’ report”.
He added: “In spite of the years the corpse was in the morgue, the body was well preserved. I give kudos to the Federal Medical Centre Morticians for a job well done for preserving it very well. The Morticians did a good job. That was why we were able to open it to the public to view, contrary to the rumour that it had become a mess. It was well preserved.”
He, however, vowed that justice must not only be seen to have been done but also served. “We will pursue this case to a point. His murderers were callous and they must be prosecuted; if not they are going to do worse things.”
Strange happenings
Many strange things were said to have occurred during the burial. According to one of the wives, Olori Omotolani Doris Elerewe, fresh blood was found in his nose at the mortuary and in the coffin, despite having been kept for so long. Olori Doris recounted her own experience during the wake keep. She said: “At around 2am on the day of the wake keep, I was awake and I heard snoring sound coming from the direction of the coffin; soon after I heard some coughing, from the same direction; and there was nobody in sight. Later on, the window curtains started falling off the walls. For about one hour, strange sound or noise kept coming from the direction of the coffin. At a point, I woke up those who were sleeping to inform them the happenings. I showed them the window blinds that had fallen. Suddenly, we started hearing strange sound from the coffin again; this time it was vibrating! An hour later, a strange wind started blowing in the courtyard, as if it was going to rain and the house started shaking. None of us could sleep thereafter.”
The strange occurrences did not end there. Prophetess Adeola Olayinka, sister to the late chief, said about four women walking past the morgue, “swore to high heavens that they saw him walk pass, even greeted them.”
Adeola continued: “Many said they saw him but I didn’t see him. A girl who could not be less than 12 years, possibly a virgin, claimed she saw the late High Chief walking past her.
According to Princess Kehinde Daramola-Olateru Olagbegi, a princess of the kingdom, the strange occurrences are testimonies to the fact that the late Elerewe’s spirit lives and he will surely haunt his killers and bring them to justice.
Alchemy Group has emerged overall winner of Nigeria‘s first-ever classical guitar competition for children, as the Chocolate Africa Classical Guitar Society of Nigeria in collaboration with Guitare Classique Afrique in France, a non-profit Association hosted the maiden edition of the contest in Lagos, marking a major milestone in the country’s music education landscape.
The competition, organised for students of the Chocolate Africa Classical Guitar, CACG, Academy, brought together young guitarists who had undergone nearly one year intensive training in performance, music literacy and sight reading, with Alchemy Group clinching the top prize after a keenly contested outing.
Speaking at the event, Founder and Executive Chairman, Chocolate Africa Classical Adegoke Taiwo Oluwagbemiga, said the initiative was designed to provide young children with a platform to perform while creating awareness about classical guitar, an instrument he described as uncommon in Africa, particularly West Africa.
“We organised the competition for young children to give them a platform and create awareness. Classical guitar is not common in Africa, especially among people in West Africa, and very few Africans participate in global Classical guitar competitions,” he said.
Oluwagbemiga explained that the CACG Academy, a subsidiary of the society, is Nigeria’s first specialised classical guitar school, operating as a non-profit organisation that offers free, quality music education to children from low-income communities, starting from Lagos.
According to him, about 65 students are currently enrolled in the academy’s tuition-free scholarship programme, with teaching and logistics largely supported through partnerships with Guitare Classique Afrique, a France-based organisation, and individual donations.
“The students do not pay any tuition. In terms of teaching, we are in partnership with a society in France, Guitare Classique Afrique, which has been sponsoring almost everything we do here,” he said.
He noted that beyond performance, the competition assessed students on music literacy, sight reading and stage confidence, stressing that regular performance experience is critical to the development of young musicians.
Oluwagbemiga also disclosed that the society was established to help preserve Nigerian folk music, which he said is gradually facing extinction.
“In the next 20 to 30 years, some of our music may no longer be heard. As an ethnomusicologist and composer, this is very important to me. We want to document, arrange and preserve these sounds,” he added.
Also speaking, Co-founder and Director of CACG, Hamilton Olushola Festus, said three groups, Imperial, Delight and Alchemy, performed at the competition, explaining that the groups were formed and named by the students themselves based on age categories.
“All the performers are students of our academy. This is the first of its kind classical guitar competition, and in due time, we plan to expand it to include students across Nigeria,” Festus said.
He added that the academy’s curriculum goes beyond performance, as students are also taught reading, writing, music documentation and promotion through sheet music, with some graduates already serving as teaching assistants.
Parents at the event commended the initiative, describing it as impactful and transformative. Mrs. Umusu Ojevwe, who has two children enrolled at the academy, praised the quality of the performance and the commitment of the tutors.
“The performance today was quite interesting. The tutors have taken their time over the past months to train these children. It’s fun and brings back memories of our younger days when we prepared for Christmas carols,” she said.
Another parent, Mrs. Ebere Uche, said her child had shown remarkable growth since joining the academy last year.
“My child has grown positively, both in interest and academics. The organisers and teachers have been wonderful. This academy is a safe place for children and helps them become smart and creative,” she said.
One of the jurors and Cooperation Officer at the French Embassy in Nigeria, Ms. Marianne Ournac, commended the quality of the performances, noting that music education plays a key role in building confidence and creativity in children.
“I was amazed by the quality of the sound, posture and overall performance. The teachers did a really good job. This kind of initiative deserves support,” she said.
The event climaxed with the presentation of cheques to the winners, as Alchemy Group emerged overall winners of the maiden Classical Guitar Competition, underscoring Nigeria’s growing footprint in classical music education.
Linus Oota writes that Nasarawa State Governor, Abdullahi Sule, designed his 2026 budget to sustain the momentum of his administration’s reforms.
On Wednesday, November 26, 2025, Nasarawa State Governor, Engr Abdullahi Sule, presented the 2026 appropriation bill to the Nasarawa State House of Assembly.
During the presentation, the governor expressed the desire of his administration to sustain the industrialization policy he promised the people of the state in 2019 and the drive is underpinned by both the size of the budget and sectoral allocations that indicate where emphasis lies.
During the six years, six months old administration of Governor Abdullahi Sule, the dream of making Nasarawa State a harbour for investment was 90 percent realized.
The 2026 budget of Strategic Consolidation has a total size of Five Hundred and Seventeen Billion, Fifty Thousand, Nine Hundred and Ten Naira and Seventy-Seven Kobo (N517,539,050,910.77) only.
According to Governor Sule “The 2026 Budget therefore, represents a strategic consolidation of our achievements over the years and a deliberate effort to chart a sustainable path for accelerated development.
“The Budget is aimed at achieving the developmental aspiration of our administration viz-a-viz the policy direction of the APC government under the leadership of our amiable President, Bola Ahmed Tinubu (GCFR),” he said.
Looking at the budget and the aspirations of Governor Abdullahi Sule, the budget is no doubt audacious in outlook. The proposed budget evidently captured the dreams of the governor to manage effectively the resources of the state to make a positive impact on the people of Nasarawa State.
The 2025 budget which was presented in November 2024 deepens the governor’s efforts in tackling security challenges headlong and ensuring profitable Agricultural yields.
Speaking on the gains of the 2025 budget in the area of Security and Agriculture, Governor Abdullahi Sule told the lawmakers that the attraction of investments into the state was directly linked to peace and harmonious co-existence of the populace.
“On agriculture, you are aware that Nasarawa is an agrarian State with good climatic conditions and soil texture. This is why we have continued to take advantage of this opportunity to prioritize and focus on boosting our agricultural production for food value-chain addition.
“We also committed to ensure full exploitation of our potential in the agricultural sector. In this connection, the government has sustained the distribution of farm inputs to our farmers in order to support agricultural development in the State.
“I am happy to inform you that in our commitment to ensure food security for the State, Government expanded cultivation to 3,300 hectares of farm out of the 10,000 hectares of land acquired in Jangwa and Agwatashi of Awe and Obi Local Government Areas respectively. As I speak, harvest has begun and we are expecting 8 tons per hectare to be harvested at the end of the season.
“This administration has also procured and distributed tractors and other agriculture machinery, as well as farm inputs to our farmers in our determination to enhance mechanized agriculture and its sustainability,” the governor added.
The 2026 budget, notable for its substantial increase from previous years, indicates the state’s ambitions to accelerate development and improve residents’ quality of life. Significant allocations go to key sectors such as education, health, infrastructure, and agriculture/industry, security which are crucial for stimulating economic growth, creating job opportunities, and ensuring the populace’s overall well-being.
Investments in infrastructure, including roads and healthcare, are expected to enhance connectivity and access to essential services. Specifically, infrastructure received 157.80 billion representing 30.49% , Education got 92.91 billion representing 7.95%, the Health Sector was allocated 37.19 billion representing 7.19% while the Agricultural sector was given 31.85 billion representing 6.15% .
The budget which overwhelmingly prioritizes infrastructure, reflected the Governor’s focus on delivering critical projects he has consistently proclaimed. Tagged, the ‘Budget of Strategic Consolidation,’ the document aimed at accelerating ongoing projects and launching new ones.
Recall that, in the midst of strident calls by admirers from across his Nasarawa North zone for him to declare interest to run for the Senate, Governor Sule has consistently called on the people not to distract him but to allow him to focus on delivering critical infrastructure for the sustainable growth and development of the state.
Therefore, it is not surprising that the 2026 financial plan allocates N157.8 billion to infrastructure—30.49% of the total budget and the largest share of any sector. This substantial investment highlights the administration’s conviction that robust physical infrastructure is vital for unlocking economic potential and improving citizens’ quality of life.
Most significantly, the budget is strategically tilted toward capital projects, with 58.88% (N304.75 billion) earmarked for capital expenditure to ensure resources are directed toward tangible development.
This infrastructure focus builds on progress made over the past six years, during which the Sule administration has constructed about 639 kilometers of road networks, with recent initiatives to include new rural road projects in Akwanga, Nassarawa-Eggon, and Wamba Local Government Areas, such as the 17km Buku/Kambre/Numa Gona/Bayan Dutse link and the 21.5km Alizaga Hill Umme to Arugbadu road.
These projects are designed to open up and connect rural communities, fostering inclusive socio-economic growth by linking agricultural areas to markets.
The infrastructure drive is also not only limited to rural communities but extends to urban centers. Residents of Lafia, Keffi, and Akwanga are witnessing transformative projects like the recently commissioned Lafia Ahmed Bola Tinubu interchange and ongoing construction of flyovers and underpasses. These initiatives are expected to improve traffic flow, reduce travel time, facilitate the movement of goods, and stimulate commerce.
Beyond physical infrastructure, the 2026 budget is a multi-faceted development tool. The economic sector received the second-largest allocation of N221.84 billion to support job creation through industrialization, small and medium enterprise (SME) support, and agricultural productivity.
This policy thrust is in line with a recent major achievement: the groundbreaking of a $400 million rare earth and critical metals processing plant by Hasetins Commodities Limited in Uke, Karu Local Government Area.
Touted as a game changer and set to be the largest of its kind in Africa, the plant will process elements essential for electric vehicles, medical equipment, and advanced manufacturing. During the groundbreaking, Governor Sule commended the project as a historic milestone that will position Nasarawa as a high-technology production hub and create numerous jobs for the state’s youth.
The social sector is another key beneficiary, with an allocation of N170.92 billion. This includes N92.91 billion for education and N37.19 billion for health. These resources are intended to enhance the quality and accessibility of essential services, building on previous efforts such as recruiting teachers and healthcare staff, upgrading primary healthcare centers to general hospitals, and expanding health insurance coverage for the poor and vulnerable.
To ensure sustainable human capital development beyond its tenure, the administration has also established six strategic new agencies in key sectors to drive modernization, institutional strengthening, economic growth, public safety, and regulatory framework.
“These agencies include: Nasarawa State Fire and Rescue Service Agency, Nasarawa State Education Trust Fund (NASETFund), Institute of Leather and Science Technology, DOMA, Nasarawa State Multi-Door Court House (NSMDC) and in response to the expanding electricity market following the decentralization of power regulation in Nigeria.
“We have also established Nasarawa State Electricity Regulatory Commission to oversee the generation, transmission, distribution, and marketing of electricity within the State.
“This new regulatory framework is expected to improve power supply reliability, encourage private sector participation, and support industrial growth across the State. We have also domesticated the made in Nigeria Project Office in Nasarawa State. This is in our commitment to promoting local content in line with the Renewed Hope Agenda of the Federal Government
“I wish to state that these newly established Agencies Mark a significant shift towards strategic reforms, empowering citizens, driving economic growth, enhancing security, and strengthening institutions. I invite partners, stakeholders, investors, and the public to join us in supporting these Agencies as they drive transformative changes and improve service delivery across Nasarawa State” Sule had said
The 2026 budget will be funded partly through the government’s expected revenue of an estimated total recurrent revenue of N302,521,043,791.16 only from FAAC and IGR, and capital receipts which includes aid, grants, and capital development funds, which form part of deficit financing of N151, 435,982,663.34 only.
According to Governor Sule “the total expenditure budget for fiscal year 2026 is structured into N212,789,330,249.07 only, and this represents 41.12% recurrent expenditure and a total capital expenditure of N304,749,720,661.70 representing 58.88%. the ratio of the recurrent to capital spending shows another improvement in our commitment to investing in capital spending” he said
Speaking on the milestones achieved in the 2025 budget despite the challenges of an unstable economic environment, including inflationary pressures, fluctuating exchange rates and national uncertainties, Governor Abdullahi Sule told the state lawmakers that.
“I need to State that at the end of October 2025, Nasarawa State had generated a total revenue of N235.048 billion including opening balance which represents 61.16% of the total projected revenue for the fiscal year.
This includes N127.20 billion from the Federation Account Committee (FAAC) and N27.31 billion from Internally Generated Revenue (IGR). Additionally, we received N26.51 billion as capital receipts from aid, grants, and capital development funds, which from part of deficit financing.
“The total expenditure for the 2025 budget as at October 31st, 2025, stood at N226.36 billion, representing 58.90% of the approved expenditure for the year. Of this, N106.11 billion was spent on recurrent costs, with priority given to the regular payment of staff salaries, gratuities/pension, debt servicing and other running costs.
“The capital expenditure for the period was N120.25 billion, representing 53.75%, this is the highest capex performance in a fiscal year since the creation of the State. Our revenue collection and public expenditure management reforms are yielding results , with notable improvements in independent revenue (Internally Generated Revenue) performance. However, to sustain this momentum, we must make efforts to identify and tap into new revenue sources to reduce over reliance on external sources,” Governor Sule added
Our correspondent gathered that the 2026 Budget seeks to consolidate ongoing infrastructure projects to enhance connectivity and economic competitiveness, expand job creation through industrialization, SME support, and agricultural productivity, and improve the quality and accessibility of basic healthcare and education services.
Others include Intensify urban renewal efforts and strengthen environmental management, deepen the digital transformation of government operations for improved service delivery, enhance social protection mechanisms for the poor and vulnerable, sustain investments in security to safeguard lives, property, and economic activities, deepening fiscal sustainability and efficiency.
The budget equally seems to accelerate infrastructure delivery, strengthening human capital development especially in education, health, and other critical sub-sectors, as well as expanding the revenue base through improved Internally Generated Revenue (IGR) systems.
These priorities and policy thrust reflect Governor Sule’s commitment to building a resilient, competitive, and inclusive State and the goal is to consolidate prior achievements and accelerate ongoing reforms.
Indeed, as the 2026 appropriation bill undergoes legislative review, the Speaker of the State House of Assembly, Rt. Hon. Dr. Danladi Jatau, has promised the Governor a diligent and speedy passage, acknowledging the budget’s clear commitment to the progress of the state.
For the people of Nasarawa State, the coming year promises intensified activity, marked by construction, new economic opportunities, and the practical delivery of the critical infrastructure Governor Sule has been championing.
And if the last six full budgets (2020, 2021, 2022, 2023, 2024 and 2025) budgets of the Abdullahi Sule led administration are signposts to his credibility and competence, the 7th full budget will definitely be an appraisal of the administration’s performance.
Sule has often reiterated his administration’s commitment to a partnership and inclusive governance to ensure that there is focused and qualitative governance and to create the enabling environment for a public private sector partnership which is fundamental to the creation of an enduring economic development and individual prosperity of the people of Nasarawa State.
Public leadership is often judged by power, influence, and visibility. Yet the most enduring leadership is shaped by something quieter: humanity.
This understanding lies at the heart of the partnership between Senator George Akume and Queen Zaynab Otiti Obanor. Both bring to public life an appreciation that governance and humanitarianism are not separate spheres, but complementary obligations.
It is a partnership shaped by maturity, shared purpose, and an understanding that personal stability strengthens public duty.
Especially in an era when public life is often reduced to spectacle, the union of Senator George Akume, Secretary to the Government of the Federation, and Queen Zaynab Otiti Obanor offers a different narrative—one grounded not in optics, but in service.
As Secretary to the Government of the Federation, Senator Akume occupies a role that demands institutional memory, coordination, and balance. His approach has been defined less by confrontation and more by continuity ensuring that government functions with coherence and purpose.
For Senator Akume, whose career has traversed multiple layers of Nigeria’s political landscape, leadership has always been about institutions rather than individuals. For Queen Zaynab, service has meant creating impact that is measured not by applause, but by lives improved and futures secured.
Senator Akume’s public record spans decades of national responsibility, institutional stewardship, and political restraint. His career has been marked by a consistent focus on governance, national cohesion, and the quiet work of statecraft that rarely makes headlines but sustains the machinery of government.
Queen Zaynab Otiti Obanor, on the other hand, has built her life around humanitarian engagement, diplomacy, and initiatives aimed at water access, education, and leadership development. Her work often conducted away from public glare has focused on building systems, partnerships, and platforms that endure beyond individual personalities.
Their partnership represents the meeting of two lives already devoted to public purpose. It is not a reinvention of either individual, but a reinforcement of shared values: humility, discipline, empathy, and responsibility.
Queen Zaynab’s work, has focused on people rather than positions. Through charitable initiatives and international dialogue, she has championed access to clean water, youth development, and cross-cultural understanding areas increasingly recognized as foundational to long-term national stability.
At a time when Nigerians increasingly demand integrity and humanity from those in leadership, this union sends a subtle but powerful signal that service is strongest when anchored in personal stability, shared values, and a long view of legacy.
Together, they embody a leadership model that values empathy alongside authority, and service alongside structure. Their partnership underscores a simple truth: leaders who understand humanity govern better, and societies thrive when service is treated as a calling rather than a platform.
Nation-building is rarely dramatic. It is sustained by steady hands, clear minds, and leaders whose personal lives support rather than distract from their public responsibilities.
Their shared journey is rooted in a belief that leadership must be humane, deliberate, and forward-looking. It is a reminder that the most meaningful contributions to society often come from those who work quietly, guided by values rather than validation.
As Nigeria continues to navigate complex challenges, such examples of grounded leadership offer reassurance that public service when practiced with dignity and empathy remains a powerful force for good.
History is often unkind to leaders who inherit complexity. It demands instant miracles while ignoring the weight of what came before. Yet, every so often, a leader emerges who understands that transformation is not always loud or dramatic, but steady, deliberate, and ultimately undeniable. In Ogun State, that leader has been Prince Dapo Abiodun.
When he assumed office as governor, Ogun was widely acknowledged as a state of immense promise, yet burdened by deep contradictions. Its land attracted industries, but its infrastructure lagged behind demand. Its people were industrious, yet opportunities were uneven. Though it bordered Lagos—Africa’s commercial capital—it often bore the spillover costs without enjoying proportional benefits. What Abiodun brought to this reality was not noise, but order; not populism, but planning.
Today, Ogun no longer pleads for relevance. It asserts it.
Leadership with direction, not drama
From the outset, Abiodun’s administration made it clear that governance would be anchored on a clearly articulated development philosophy. The ISEYA agenda was not presented as a slogan, but as a governing compass—one that placed infrastructure, social development, education, youth empowerment, and agriculture at the centre of public policy.
This clarity of purpose has defined the administration’s approach. Rather than scatter efforts across unrelated initiatives, projects have been tied to long-term outcomes. Ministries and agencies operate through coordination rather than competition. The result is a state that moves with coherence instead of confusion.
Infrastructure that speaks for itself
If governance is best judged by what citizens can see and feel, then Ogun’s roads have become some of the most eloquent advocates of the Abiodun administration. Across the state, long-forgotten corridors have been restored to life. Roads in Abeokuta, Ota, Sagamu, Ijebu-Ode, Ilaro, and numerous rural communities now bear the mark of purposeful governance.
The reconstruction of strategic routes such as the Sagamu–Interchange–Abeokuta corridor, the Atan–Lusada–Agbara axis, and key intra-city roads has redefined mobility and commerce. These are not ceremonial projects; they are economic arteries, carrying goods, people, and opportunity across senatorial boundaries.
More profoundly, these roads have reunited communities with the promise of development. Farmers reach markets with ease. Traders move goods without losses. Families access schools and healthcare without dread. Under Abiodun, infrastructure has become a tool of dignity.
Taking Ogun to the skies
Perhaps no project captures the audacity of Abiodun’s vision more clearly than the Gateway Agro-Cargo Airport at Iperu. In a country where airports are often criticised as prestige projects, Ogun’s facility stands apart as a statement of economic intent.
Designed as a cargo and logistics hub, the airport aligns seamlessly with the state’s agricultural and industrial ambitions. It reflects a governor who understands supply chains, export competitiveness, and the demands of modern commerce. By integrating the airport with road and rail infrastructure, the administration has positioned Ogun as a natural gateway for goods moving between farms, factories, ports, and international markets.
This is infrastructure with purpose—conceived, initiated, and delivered by one administration, and one of its kind in Nigeria.
Restoring investor confidence, one policy at a time
Under Abiodun, Ogun has regained its standing as one of Nigeria’s most investment-friendly states. Through consistent engagement with the private sector, regulatory clarity, and strategic infrastructure support, the government has sent a clear message: Ogun is open, ready, and reliable.
Industrial hubs in Agbara, Ota, Sagamu, and Abeokuta have witnessed renewed activity. Manufacturers continue to expand operations, encouraged by improved access roads, responsive institutions, and a government that listens. Strengthened investment facilitation agencies have reduced bureaucratic friction, allowing investors to focus on production rather than paperwork.
The revival of discussions around the Olokola Free Trade Zone and inland logistics infrastructure further underscores the administration’s strategic outlook. Development is not pursued in isolation, but through regional collaboration and long-term positioning.
Education reform under Abiodun has been quietly transformative. Public schools have seen extensive rehabilitation, improved learning environments, and a gradual restoration of confidence in public education. Teachers, long neglected, have received renewed attention through recruitment, training, improved welfare, and prompt payment of salaries and allowances.
Digital learning initiatives and model schools reflect an understanding that education must evolve with the times. The administration’s support for tertiary institutions through infrastructure upgrades and partnerships reinforces Ogun’s historic reputation as a centre of academic excellence. The launch of the OgunDIGI Class during the COVID-19 pandemic was widely praised for keeping learning uninterrupted.
In tangible terms, the administration has built and renovated well over 1,000 blocks of classrooms across all 236 wards, identifiable by their distinctive yellow roofs. More than 50,000 desks and chairs, along with essential learning materials, have been supplied. The government approved the construction of 12 blocks of 900 smart classrooms in flagship schools across the zones and employed over 4,000 teachers through initiatives such as OgunTeach.
Additional reforms include improved rural and transport allowances, the absorption of OgunTeach interns into permanent positions, the clearance of promotion backlogs, and the abolition of illegal levies and indiscriminate fees to guarantee free and accessible basic education. Governor Abiodun also secured significant UBEC intervention funds to clear backlogs from 2014–2019, earning commendations from the National Parents-Teachers Association (NPTA) and praise from the National Association of Ogun State Students (NAOSS).
People-centred healthcare system
Healthcare reforms under Abiodun have prioritised access, quality, and sustainability. Primary healthcare centres across communities have been renovated and equipped, bringing essential services closer to the people. Functional facilities, supported by reliable power solutions, have significantly improved service delivery.
The Ogun State Health Insurance Scheme stands as one of the administration’s most people-centred policies, reducing out-of-pocket expenses and expanding access to care. In health infrastructure, the administration secured full accreditation and upgraded the state’s Schools of Nursing to collegiate status, inaugurated the Sexual Therapy and Assault Referral Centre (STAR) at the Olabisi Onabanjo University Teaching Hospital, completed and concessioned the 250-bed Medical Centre of Excellence in Abeokuta, and commissioned key projects at the Federal Medical Centre, Abeokuta, including a consultant complex and ward extensions.
Redefining agriculture
Agriculture in Ogun is no longer an afterthought. Through mechanisation support, farmer data systems, and market integration, the Abiodun administration has elevated farming from subsistence to enterprise.
Farm settlements have been revitalised, access roads constructed, and rural markets improved. The alignment of agricultural policy with logistics infrastructure—particularly the agro-cargo airport—demonstrates a sophisticated understanding of value chains and export potential.
Key initiatives include the development of a 20,000-hectare rice farmland in Yewa, a pilot rice project yielding 1,400 metric tonnes, and the empowerment of thousands of agripreneurs in cassava production. The creation of the Ogun State Investment Promotion Agency (OGUNIPA), youth-focused agricultural programmes, and the Ijebu Development Initiative for Poverty Reduction (Eriwe) to develop the fish sub-sector further reflect this strategic focus.
Youth empowerment rooted in skills
Rather than rely on token empowerment schemes, the Abiodun administration has invested in skills development and employability. Job centres, digital platforms, technology hubs, and vocational training programmes have expanded pathways for young people to earn, create, and innovate.
These initiatives acknowledge a simple truth: empowerment without skills is charity; empowerment with skills is development.
Governance anchored on stability
Beyond physical projects, Abiodun’s greatest strength may lie in the tone of his governance.
Regular consultations, town hall engagements, and collaboration with traditional institutions have fostered trust and inclusion. Fiscal discipline and transparency have ensured that ambition does not outpace capacity.
Strategic security partnerships and community engagement have helped preserve Ogun’s reputation as a stable environment for investment and living—an achievement often undervalued until it is absent.
Quiet but enduring transformation
The transformation of Ogun under Dapo Abiodun is neither accidental nor exaggerated. It is evident in roads that endure, institutions that function, and policies that align with lived realities. While challenges remain, the direction is firm and the momentum unmistakable.
What Ogun has witnessed is leadership that understands that development is not about grandstanding, but about groundwork; not about applause, but about permanence.
In redefining governance with calm authority and strategic intent, Dapo Abiodun has not merely governed Ogun State—he has restored its confidence, reclaimed its relevance, and repositioned it for a future that now feels attainable.
In Sokoto State, Dr. Fatima Aliyu, wife of Governor Ahmed Aliyu and First Lady, has shown that governance is most effective when built on teamwork. Through supportive leadership grounded in empathy and public service, she exemplifies how strong partnerships can reinforce policy outcomes and bring government closer to the people. Through her dedication and hard work, Dr. Fatima has emerged as a quiet, supportive and influential force in her husband’s administration.
In many respects, Fatima Aliyu’s approach echoes a proud historical legacy. She is following in the footsteps of Nana Asma’u, the celebrated daughter of Shehu Usmanu Danfodiyo, who played a transformative role in advancing education, women’s learning, and social reform in the Sokoto Caliphate. Like Nana Asma’u who used knowledge, moral authority, and community engagement to uplift society, Fatima Aliyu has deployed soft power and social advocacy to strengthen governance and expand opportunity, particularly for women and girls.
Even in the United States of America, where the role of the President’s spouse, though not defined by law, has however over the years become a powerful platform that has positively impacted various programmes that address critical social issues. Eleanor Roosevelt, for instance, transformed the role by championing human rights, education, and women’s welfare, proving that influence can extend beyond ceremonial duties. Similarly, in Nigeria, Maryam Babangida used her position as First Lady to elevate the welfare of rural women and children through the Better Life for Rural Women programme, demonstrating how advocacy and public engagement can reinforce government priorities.
Fatima Aliyu, is no doubt on a firm ground building on the foundation laid by these notable women.
It is a fact that when such power is exercised with purpose, such roles like that of Fatima Aliyu complements formal governance by advancing policy implementation and fostering social acceptance. Fatima Aliyu’s activities reflect this keen understanding. Her activism does not seek to rival executive authority; rather, it reinforces the policies of her husband particularly in areas where key government policies need the buy-in of women to succeed. Her effort in getting the people to embrace these policies can’t be denied.
Often described as the wife of the Sokoto State Governor or simply as the First Lady, Fatima Aliyu has chosen a path defined by substance rather than flamboyance. Her various engagements consistently focus on social welfare, maternal and child health, women’s inclusion, youth development, and support for vulnerable populations. These are far from peripheral concerns; they form the social foundations upon which the administration’s broader development agenda is built.
For instance, one of the defining priorities of Governor Aliyu’s administration is the revitalization of education, particularly at the basic and secondary levels. From the rehabilitation of schools to renewed emphasis on enrolment and learning outcomes, education has been framed as both a developmental and moral imperative. Fatima Aliyu’s vigorous outreach to parents, women’s associations, and community leaders reinforces this agenda at the grassroots. By engaging mothers on the importance of girl-child education and providing financial support for schooling, she helps address the social barriers that the provision of infrastructure alone cannot resolve. In this sense, her activism functions as a social multiplier for government investment.
Her commitment to girl-child education is reflected in her oversight of the disbursement of cash support to 41,821 female students under the Adolescent Girls Initiative for Learning and Empowerment (AGILE) project. The intervention, implemented as a Conditional Cash Transfer programme, is aimed at advancing girl-child education in Sokoto State by reducing financial barriers and encouraging school retention. Speaking on the initiative, Fatima Aliyu underscored its broader societal value, noting that “By educating girls, AGILE is helping to build a more just and prosperous society.”
In the same vein, Governor Aliyu’s administration’s emphasis on improved primary healthcare and maternal health is strongly reinforced by Fatima Aliyu’s consistent advocacy. Sokoto State, like many states in the North, continues to grapple with challenges related to maternal mortality, child nutrition, and access to basic health services. While government-led efforts to upgrade healthcare facilities and expand access are essential, their success depends largely on community participation. Through health sensitization engagements that promote antenatal care, immunization, and preventive health practices, Fatima Aliyu has strengthened these initiatives with cultural sensitivity and personal engagement. Her role underscores a critical truth that healthcare outcomes improve when effective persuasion is incorporated into public policy.
Governor Aliyu’s emphasis on social welfare and poverty alleviation also finds resonance in her public work. From engagement with widows and low-income families to advocacy for support for displaced or economically vulnerable communities, Fatima Aliyu amplifies the administration’s concern for social protection. While government interventions may take the form of relief materials, empowerment schemes, or targeted assistance, her involvement adds a human dimension that strengthens public confidence in such efforts. She signals that governance is attentive not only to economic indicators, but also to the dignity of the people.
The focus on women’s empowerment is particularly noteworthy. Women play a crucial role in household and community well-being, and investing in their development yields far-reaching benefits. According to a report by the United Nations Development Programme (UNDP), empowering women economically leads to improved health, education, and social outcomes for entire families. By prioritising women’s skills acquisition and entrepreneurship, Sokoto State under Ahmed Aliyu is therefore not just fostering inclusive growth, but also strengthening social stability. Fatima Aliyu’s advocacy in this area reinforces the administration’s understanding that sustainable development must be gender-responsive.
Youth development is another area where Fatima Aliyu’s invaluable contribution is evident. With unemployment and social dislocation posing security risks to the stability of the society, the Sokoto State Government has emphasized skills acquisition and economic inclusion as part of its development strategy. Fatima Aliyu’s interactions with the young people, particularly in discussions around skills acquisition, self-reliance, and community responsibility reinforce these priorities. By lending her voice to conversations about taking advantage of available opportunities, she has helped frame youth development as a shared societal responsibility rather than a task for the government alone.
While security remains the responsibility of formal state institutions, it is also shaped by important social dynamics. The administration’s efforts to improve security through collaboration with traditional leaders and community structures have benefited from trust at the local level. Fatima Aliyu’s respectful engagement with these structures, especially women leaders and community influencers, has contributed greatly to the improved stability. In communities where informal networks matter deeply, such engagement is not incidental; it is strategic.
What distinguishes Fatima Aliyu’s approach is her understanding of the power of soft power. She operates without executive authority, yet her influence lies in accessibility, cultural fluency, and moral persuasion. By listening to community concerns and amplifying them through appropriate channels, she creates feedback loops that have enriched governance. In doing so, she complements the governor’s emphasis on inclusive governance.
Fatima Aliyu’s role reflects a deeper philosophy of spousal partnership in public life. Rather than existing as a symbolic presence at official functions, she has wisely chosen to function as a partner on purpose by reinforcing the administration’s development priorities through social engagement. This partnership is not about visibility for its own sake; it is about alignment. Governor Aliyu deserves credit for recognising her value and deliberately empowering her to contribute to the effective governance of the state.
Importantly, Fatima Aliyu’s activism is marked by cultural sensitivity. In a society where tradition and religion play a major role in shaping public norms, progress must be negotiated rather than imposed. Her engagements respect existing structures while subtly expanding the civic space for women, much in the tradition of Nana Asma’u, demonstrating that women’s participation in public life is deeply rooted in history.
As Sokoto State navigates the complexities of socio- economic development, Fatima Aliyu continues to prove that partnership in governance, when grounded in public service and aligned with the general good, remains one of leadership’s most powerful assets. Through compassion, advocacy, and quiet effectiveness, she stands as a modern embodiment of a timeless truth: that societies progress fastest when women are empowered to lead, serve, and inspire.
When a new Chairman assumes the leadership of the Independent National Electoral Commission (INEC), expectations naturally run high. The Commission is one of Nigeria’s most sensitive national institutions, a body that often stands at the intersection of politics, law, and public morality. Its performance defines not only who wins or loses elections, but also the integrity of the democratic process itself. TONY AKOWE writes on the task before the new INEC Chairman
There is no gainsaying the fact that Nigeria’s electoral landscape stands at a crossroads. This much has been admitted by even those who manage the system and those who play an active part in the electoral process. For one, the 2023 general elections left behind a trail of mixed emotions. While some saw triumph and victory, thereby regarding the process as successful and an improvement on previous exercises, others feel some sense of disillusionment.
Two years or less to the conduct of the 2027 general elections, the debates over technology, logistics, credibility, and judicial outcomes have continued to dominate public discourse. At a time when agitations for the reform of the electoral system are high, Prof. Joash Amupitan steps into the saddle of the leadership of the nation’s electoral umpires, inheriting the huge burden brought to bear on the polity. It is worth mentioning that the immediate past Chairman of the Commission, Prof. Mahmood Yakubu, left a big shoe for him to wear.
Against this backdrop, Prof Amupitan steps into office with the urgent task of rebuilding confidence, deepening reforms, and reaffirming the Commission’s independence. Interestingly, Yakubu’s era has been marked by both commendations and condemnations, depending on where you stand. While those who lost elections believe that the commission has not done well, especially during the 2023 elections, those who won elections described Yakubu as the best thing to ever happen to Nigeria. This explains why he should realise from the onset that the task before him is enormous and enviable. From the onset, he must realise that the institution he leads must not only conduct credible elections, but must convince Nigerians that those elections are free, fair, and transparent. The agenda before him, therefore, is both technical and moral, which is a duty to reset the system and reawaken trust in the ballot.
With public trust in the commission currently at a low ebb, largely due to the perception held by many, whether rightly or wrongly, it is essential to acknowledge that one of the most pressing challenges facing the new Chairman is how to restore public confidence in the commission. Whatever the position those holding the views may hold, there is no doubt that the issue of credibility of the electoral process, as raised by several Nigerians, cannot be ignored. In several quarters, questions linger about the consistency of the Commission’s procedures, especially in the transmission and collation of results. The commission must explain to Nigerians why a dedicated portal like the INEC Result Viewing (IREV) portal was created, and the fact that it does not take the place of a proper coalition of results. One of the reasons why many Nigerians appear to have lost confidence in the system is because of the belief that the IREV is a result collation portal. However, while the portal serves as a database for results from all polling units, it has not taken the position of a collation centre. The Electoral Act 2022 provides for the procedures to be followed before election results can be declared. Amupitan, as a lawyer, must educate and enlighten Nigerians on why the IREV was put in place and what purpose it is supposed to serve. He must also lead the commission to expand and build on the communication channels put in place by his predecessor, while carrying out massive training and retraining of the main staff and other adjunct workers whose output has a way of affecting the commission. Transparency must, therefore, become the Commission’s operating culture. Nigerians need to see an electoral umpire that communicates clearly, explains its decisions promptly, and engages openly with the electorate. Regular press briefings, stakeholder town hall meetings, and interactive digital platforms could bridge the perception gap that often fuels suspicion. One thing that is crystal clear is the fact that public confidence is the foundation of electoral legitimacy. When citizens believe their votes do not count, democracy begins to erode. The new Chairman must consciously rebuild this trust — not through rhetoric, but through consistent, open conduct.
Deepening electoral reforms
Since the return to democratic rule in 1999, the nation’s electoral space has been shaped by successive reforms, some of which have often been driven by public pressure. The introduction of the Bimodal Voter Accreditation System (BVAS) and the INEC Result Viewing (IReV) portal during the 2023 general elections marked significant technological progress.
The BVAS replaced the smart card reader, which was introduced into the electoral process in 2015. Its main function was to read the Permanent Voter Card (PVC) and verify the voter’s fingerprint to ensure the voter was genuine and accredited. But it could not capture facial recognition or transmit results directly. But the BVAS, which was introduced in 2021, replaced the Smart Card Reader and improved on it by combining fingerprint and facial recognition for accreditation and also transmitting election results electronically from the polling units.
But both innovations also exposed new vulnerabilities, from network disruptions and failure to operational inconsistencies. Although the disruption to the IREV and delay in properly taking in presidential election results during the 2023 elections and attempts to hack the system despite a series of assurances have weighed down on the credibility of the final results. Prof Amupitan must lead the revolution that will change this narrative for good and ensure that all identified hitches are attended to and corrected before the 2027 elections and beyond. In addition, he should champion the next phase of reform. Part of the steps that must be taken immediately is to liaise with the National Assembly to clarify sections of the Electoral Act that still leave room for legal ambiguity, particularly regarding electronic transmission and manual collation, status of candidates who jump from one political party to the other on the eve of elections, the role of the courts in determining winners of elections, especially when the candidates involved did not participate in the elections, but lost or got manipulated out of the system during party primaries among other reforms. This is important at a time when the legislature is working on repealing and re-enacting the Electoral Act. He must also push for legislative protection of INEC’s independence, ensuring that future reforms are not left at the mercy of political expediency. He should also ensure that the reforms to be carried out within the electoral space do not end with technology. The Commission’s internal processes, such as recruitment, logistics management, and staff training, require a structural overhaul because the credibility of any election is only as strong as the competence of those who administer it.
Rebuilding institutional integrity
Every new INEC leadership inherits not only the machinery of election management but also the perception of institutional strength or weakness. The Commission’s credibility depends on the perceived neutrality of its officials, from the national headquarters to the state headquarters and down to local government offices. Although the President still has the right to appoint Resident Electoral Commissioners, their posting is still the prerogative of the commission. For ease of administration, the immediate past Chairman introduced a policy that ensured that RECs are posted within their zone or origin, but not in their states. Whether this insulates them from partisanship is left to be seen. But Amupitan must drive this process along with his National Commissioners, some of whom are already running out of their tenure. The Commission must champion transparent selection criteria and performance-based evaluation systems for state offices, especially when choosing the Administrative Secretaries who are staff of the Commission. Where misconduct is established, sanctions should be swift and public. This, again, is why he should work with the National Assembly in amending the 1999 constitution to allow the commission discipline RECs and remove them if possible. Institutional integrity is not built overnight. It grows from consistent adherence to ethical standards and the courage to enforce discipline internally. The Commission must prove that it can regulate itself before it can convincingly regulate others.
Technology and electoral logistics
No matter how advanced the laws or good the intentions, elections are ultimately won and lost on the field. However, logistics remain one of the most persistent weaknesses in electoral management, from delayed materials to malfunctioning devices. To address the issue of logistics, especially in the delivery of election materials, the new INEC leadership must sustain existing relationships with stakeholders in the transport sector.
The use of residential houses as polling units must be discouraged, while such polling units must be moved to more neutral places. Cases abound across the country where polling units are located in front of residential houses that sometimes turn out to belong to politicians. Rather, public schools should be designated as polling units as they often have the capacity to take a large gathering of voters. The Commission must also build trust with the traditional rulers to serve as custodians of electoral materials. But the danger in this is that the ruling party in such places may have access to such materials. But if the commission can address the issue of logistics in the elections, a large percentage of the problem in the system would have been solved. The Amupitan leadership must also carry out a comprehensive audit of BVAS machines, IReV servers, and data storage systems of the commission. It must take steps to identify gaps in hardware integrity and data security. Every technology deployed must be stress-tested for Nigeria’s diverse terrain and network challenges. Beyond technology, logistics planning requires fresh imagination. Electoral materials should not arrive late because of last-minute contracting or poor transport coordination in addition to the road transport unions. The Commission can explore partnerships with reputable logistics firms and security agencies for better coordination. The danger in contracting transport companies, however, is that some of the reputable ones are also owned by politicians or their associates. In other words, the commission must work to create a network that will ensure transparent elections. Innovation should be seen as a continuous process. In the long term, INEC could explore blockchain-based verification systems to prevent tampering and ensure real-time transparency. The goal is to make manipulation increasingly difficult and confidence increasingly easy. Amupitan has, however, made it clear that while technology is key, it cannot completely guarantee credible elections because the telecom network has remained a major challenge. He said the commission is discussing with network providers with a view to ensuring improved services during elections.
Electoral offences and accountability
Another recurring challenge that has undermined Nigeria’s electoral process is the culture of impunity. Ballot snatching, vote buying, falsification of results, and violence remain major features of elections largely because perpetrators rarely face justice. While incidents of ballot box snatching have been on the decline over the years, the political actors have devised means of carrying out their act of election rigging. Although the Economic and Financial Crimes Commission (EFCC) has often deployed its personnel to monitor elections while on the watch out for vote buying, it is instructive that not many people have been arrested and brought to book for vote buying. During the recent Anambra elections, the EFCC announced the arrest of only three persons for incidences of vote buying. But the Centre for Democracy and Development, in its preliminary report, alleged vote buying in two out of the three Senatorial districts in the state. The report also alleged that voters were snapping their ballot paper after voting. This is clearly a violation of the guidelines for the election. Such persons must be brought to justice if we are to clean up the electoral space. This explained why the Electoral Offences Commission must be created to handle incidences of vote buying and other electoral crimes. Prof Amupitan, as the new Chairman, must lend a strong institutional voice to the call for the establishment of the Electoral Offences Commission, as recommended by several panels and civil society groups. The immediate past chairman spoke strongly about the establishment of the commission. But while the last Senate passed the bill to establish the commission, the House of Representatives failed to consider the report of its committee to create the commission because of a typographical error. Many stakeholders have argued that without an independent prosecutorial body, INEC remains overburdened and underpowered to enforce discipline. The passage of the constitutional amendment to create the Electoral Offences Commission by the National Assembly and its concurrence by state Assemblies and eventual signing by the President will go a long way in enhancing electoral integrity ahead of the general election.
Equally important is collaboration with the police, judiciary, and anti-corruption agencies to ensure that electoral offences are treated with the seriousness they deserve. Every prosecuted case strengthens public belief that democracy has consequences for wrongdoing. INEC staff, too, must be held accountable. Where internal compromise is proven, punishment should be public and deterrent. The credibility of an election is not only about what politicians do; it also depends on what the electoral officers refuse to do.
Strengthening voter education and participation
Since the return to democratic rule in 1999, the participation of Nigerians in the electoral process has continued to decline, even as the register of voters keeps growing. Available records showed that with about 57.9 million registered voters in 1999, the country recorded about 52.26 per cent voter turnout. This increased to 69.08 per cent in 2003 when the nation had about 60 million registered voters. This figure dropped to 57.5 per cent turnout in 2007 when the nation had a slight increase in voter registration to about 61.5 million. The figures dropped further in 2011 to 53.7 percent even when the voter registration increased to about 75 million eligible voters. But by 2015, INEC announced a decrease in the figure on the voter register to about 68.8 million, with a voter turnout of 42.7 per cent. With 84 million voters eligible for the 2019 elections, only 41 per cent of voters turned up to elect the President. The lowest voter turnout since the return to democracy has been during the 2023 general election, with only 26.7 per cent of eligible voters out of about 93. 4 million registered voters turning out to cast their votes.
Many have argued that low voter turnout does not add to the credibility of elections. Therefore, the new Chairman must treat voter education not as an event, but as a continuous civic duty. The Commission must therefore collaborate with the National Orientation Agency, civil society groups, and the media to reawaken civic consciousness. There is a need to localise and digitalise voter education, while those in the rural communities, young people, and first-time voters should be reached through targeted campaigns in indigenous languages and on social media. INEC must also review the Continuous Voter Registration (CVR) process to ensure accessibility, especially for displaced persons and marginalised groups.
Democracy thrives only when citizens participate. The task before the Commission is to make that participation meaningful and easy.
Navigating political pressures
INEC’s independence has often been tested by political forces that seek to influence its decisions, both from local and international sources. From appointment controversies to policy disputes, the perception that the Commission is vulnerable to external influence has been difficult to dispel. As a lawyer and an administrator, Prof. Amupitan needs both administrative tact and moral firmness to navigate this terrain. Independence is not merely declared; it is demonstrated through consistent refusal to bend to political convenience. He must establish transparent policies on communication, decision-making, and stakeholder engagement. Every action of the Commission should be explainable in terms of law, not loyalty. Only then will public confidence deepen and political actors learn to respect the neutrality of the umpire.
Planning for the next electoral cycle
Even though the next general election may be a little above one year away, electoral reform must be treated as a marathon and not a sprint. One of the weaknesses of past Commissions was the tendency to begin serious planning only months before major elections. The new INEC leadership must initiate a comprehensive post-2023 review to identify what worked, what failed, and why. From this should emerge a Strategic Plan for the 2027 elections, complete with timelines for technology upgrades, logistics testing, and staff retraining. An early start will allow the Commission to anticipate challenges and engage stakeholders meaningfully. It will also help ensure that by the time the next elections approach, reforms are already institutionalised rather than improvised. The conduct of the Osun and Ekiti governorship elections in 2026 will serve as a litmus test for the Amupitan-led commission.
Reinforcing inter-agency cooperation
The success of any election depends on effective coordination among institutions such as security agencies, the National Orientation Agency, the National Broadcasting Commission, and the judiciary, among others. Past elections have exposed lapses in this synergy, especially in security deployment and information management. The new INEC Chairman should ensure that the Inter-Agency Consultative Committee on Election Security (ICCES) becomes a permanent structure, not just an election-time formality. If possible, the creation of the body should be embedded in the electoral legal framework because regular meetings, scenario planning, and early warning systems can reduce violence and confusion during polls. Presently, the ICCES meets only four times a year. Similarly, coordination with the judiciary must be proactive. Training and dialogue between electoral officers and judges on electoral jurisprudence can minimise post-election disputes and inconsistent rulings.
Engaging the media and civil society
He must realise the fact that a credible election process requires a credible information flow. The media and civil society organisations have historically served as watchdogs and educators, but relations with the INEC have not always been smooth. He should therefore cultivate a professional partnership with these groups. Press freedom and access to information are vital for transparency. When journalists are informed, misinformation and suspicion decline. Civil society groups, on their part, can provide early warnings and independent observation that strengthen public confidence.
Funding and financial accountability
Elections are expensive undertakings, and funding remains a recurring challenge. Delays in budget releases, coupled with allegations of financial waste, have sometimes affected INEC’s efficiency. He should push through the amendment to the electoral act that will ensure the immediate release of funds meant for the elections. He must find a way to strengthen the Commission’s financial management system. Transparent procurement processes, digital accounting, and external auditing should become standard practice. Early engagement with the National Assembly on budgetary matters will also prevent last-minute funding crises that hamper logistics. He must also find a way of reducing election expenses. That is why he needs to push through the amendment to the electoral act that seeks to eliminate bye elections, especially in legislative elections, to ensure that when an elected person resigns or dies, his political party should be made to produce the replacement. The political parties, through the Inter- Party Advisory Council, are already in support of this.
Building a Culture of Continuous Improvement
Beyond policies and technology, the deeper challenge is cultural. The Commission must develop a mindset of continuous improvement, where each election becomes an opportunity to learn, not merely to survive. The Chairman can institutionalise post-election conferences, stakeholder assessments, and data-driven performance reports. Comparative learning from other African democracies like Ghana, South Africa, and Kenya will also be beneficial. Democracy is not perfected by chance; it is built by institutions that refuse to repeat their mistakes.
Courage, vision, and integrity
Amupitan, as the INEC Chairman, faces serious challenges from people who see nothing good in whatever one does. There is no doubt that there are enormous expectations from Nigerians and the international community, who give limited room for errors. As head of the only constitutional agency that wields the power to decide who occupies elective offices in Nigeria, both in the Executive and Legislature, he has constitutional power anchored on a mandate to deliver free and credible elections and therefore stands between political ambition and national stability and therefore must deliver fairness without fear, and reform without resentment. This is more important at a time when many Nigerians are advocating that the power to conduct local government elections be taken away from the states and handed over to INEC. The assignment before him is therefore both clear and demanding. That is, to rebuild trust, reform the system, and reaffirm the constitutionally guaranteed independence of the agency. It is important to say that Nigerians are not asking for perfection, but the credibility of the system. The road ahead may be difficult, and political pressures will be brought to bear by both local international forces and the political class and Nigerians alike. Public criticism will be heard and sometimes based largely on absolute falsehood, while operational challenges will persist. Yet, the measure of leadership lies not in avoiding these pressures but in standing firm under these pressures and insisting on doing what is right. Some analysts believe that if Prof. Amupitan can restore faith in the ballot, he would have succeeded in strengthening the foundation of Nigeria’s democracy.
There is no gainsaying the fact that following the successful completion of the Anambra governorship election, which is the first to be conducted under the new Chairman, the time is ripe for him to properly settle down to his new assignment. He must quickly seek to strengthen transparency and public communication within the electoral space. One political analyst who followed the Mahmood Yakubu era closely, Ezenwa Nwagwu, believes that the commission was not always quick to respond to issues in the public domain. This is one area that Prof. Amupitan should quickly work on, especially in the run-up to the FCT Area Council elections, the Osun and Ekiti governorship elections and the 2027 general elections. In addition, he should take immediate steps to reform internal operations and staff integrity systems and push for the establishment of the Electoral Offences Commission. This commission will help reduce the burden of investigating and prosecuting electoral offenders, which is almost nonexistent at the moment. The commission must also build on the gains of the immediate past chairman in the area of use of technology in the electoral process by upgrading existing technology and logistics frameworks, while enhancing voter education and civic engagement. Many believe this will revive citizens’ participation and reduce voter apathy, which has seen less than 30 per cent of registered voters in the country participating in elections. Even though the recent Anambra elections witnessed a great improvement in previous elections, less than 30 per cent of the 2.8 million registered voters took part in the election.
As the year comes to an end, Coke Studio has continued to shape how young Nigerians experience December through music and culture.
In 2023, Coke Studio rode the ‘We Outside’ wave with its ‘Outside With Coke’ theme, keeping the brand at the center of Detty December conversations. By 2024, it leveled up with ‘Flex With Coke,’ to deliver live experiences, raves, and bold stage takeovers that made Coke Studio the heart of December.
Going into 2025, Coke Studio is evolving once again by adopting one of the year’s most resonant cultural expressions as its December identity: ‘Locked In with Coke Studio.’
In locking down Detty December, Coke Studio will transform music and culture events into more. Coca-Cola’s December takeover will be anchored by its flagship partnerships with Flytime Fest and Rhythm Unplugged.
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Coke Studio’s artist-led experiences will deliver performances from leading musical acts like Flavour, Olamide, Asake, Davido, Rema, Central Cee, MOLiY, Shoday, Dope Caesar, Zaylevelten, DJ Tunez, and more, in a carefully curated line up that defines what December looks like when everyone is Locked in with Coke.
