The Nation Newspaper

Category: Discourse

  • Why President Tinubu is big on Policy Coordination

    Why President Tinubu is big on Policy Coordination

    By Temitope Ajayi

    One thing that has become a refrain in Nigeria for decades is that our country has never been in short supply of beautiful policies. What seems to be preponderance of views is that our national development was short-circuited as a result of policy inconsistencies and poor coordination.

    President Tinubu wants to address serious governance issues that have combined to stunt and distort economic growth for many years with the appointment of Hadiza Bala-Usman, former Managing Director of the Nigeria Ports Authority, as the Special Adviser on Policy Coordination. Usman is a very competent and strong-willed woman, who has already set out to deliver on the core objectives of her mandate – to ensure that government and governance deliver value to the citizens.

    There is no doubt that the policy environment is fragmented due to many reasons. One of them is that senior government officials fight for turf, instead of working together in synergy.

    The other reasons are corruption, personal interest at the expense of public good, misalignment of priorities and lack of effective monitoring and coordination. The office of the Special Adviser will now strengthen the presidency to ensure clarity on all President Tinubu’s priorities areas across MDAs and also set performance benchmarks for quarterly reviews for ministers. President Tinubu, at the inauguration of his Ministers, was emphatic when he told them that his administration carries the burden of expectations of over 200 million Nigerians, who will not accept any reason for failure.

    The government has embarked on economic reforms that have been hailed across the world, even when it also brought some initial pains to the people. The task before the office of the Policy Coordination is to now ensure that through efficient service delivery, Nigerians get the gains of the economic reforms.

    In separate interviews with Bloomberg and TVC, Usman revealed that all Ministers in President Tinubu’s administration have a shared understanding that they will sign a performance bond with the President, which will be their social contract, on the basis of which they will be appraised every quarter.  She also stated that the Ministers will have to take full responsibility for the optimal performance of the government agencies under their supervision because there will be Key Performance Indicators and consequence management framework for all appointees who fail to deliver.

    Read Also: Police order investigation into violence in Kogi

    Essentially, the role of the Special Adviser on Policy Coordination is to ensure that government policies and programmes run seamlessly across Ministries, Departments and Agencies. The Special Adviser has started her work with tripartite engagements and briefing sessions with every Minister to let them understand that while there are policy deployments across MDAs, the Ministers must ensure expected deliverables are met. In her interview with TVC, Hadiza revealed that the assessment of ministers will commence in January 2024.

  • Arik Air: Tragedy of a rogue receivership by AMCON, implications for Nigeria

    Arik Air: Tragedy of a rogue receivership by AMCON, implications for Nigeria

    • By Olalade  Gbajumo

    It is no longer news that on February 9th, 2017, Mr Oluseye Opasanya. SAN armed with an order of the Federal High Court and two lorry loads of policemen in a gestapo-like operation dislodged the management of Arik Air Limited. He ostensibly took the airline into receivership without any form of inventory taking process at least to fulfil the fiduciary duty and protect the interest of the airline.This approach and attitude  is no doubt for a very senior lawyer of Opasanya’s standing, very unethical, unprofessional.It makes a mockery of corporate governance for a receivership to be executed on a very important business like  Arik Air in such a manner.

    However, what has  turned out to be news now, is the controversy upon which this receivership was built. After 6 years of this receivership, the receiver manager could not file audited financial reports of the company with the corporate affairs commission – even when so ordered by the same federal high court. 

    The management of Arik Air had always insisted that it did not default at any time in servicing its obligations to aircraft suppliers and trade creditors.This is  despite the limitations imposed by the CBN in accessing forex.  It is on record that AMCON forcefully took over a performing aircraft financing facility where Union Bank Plc provided a local guarantee without any cash contribution – 3 years into the life of the transaction. This action by  AMCON  was purportedly at the instance of a CBN change of policy which has ended up doing more harm than good to the Nigerian economy and the psyche of any prospective investor in Nigeria.

    It is sad and shameful that the alleged indebtedness and the purported default in the servicing of that loan on which this receivership was built is just a hoax.This was a ruse and a conspiracy by some persons on a campaign and mission to dispose some Nigerians of the businesses they painstakingly built as well as to destroy their hard-earned goodwill and reputation. They have undoubtedly  made a very not-so-smart use of the law – via the passage of the revisions of the very infamous AMCON  act.

    Read Also: Union seeks peaceful settlement between AMCON, Arik Air

    Recent revelations by insiders show that the much touted magic word- eligible bank assets used to justify the takeover of owners interest in the name of receivership is in ARIK’s case not  ineligible after all. 

    A letter dated August 2011 written by AMCON itself confirms that the foreign bank facility which it forcefully took over was not due after all, as it was restructured till 2021. The fundamental question is why forceful take into receivership four years before it was due? ( 2017) without any ostensible and incontrovertible proof of default in servicing the said facility.

    Consequently, in a shocking and deeply troubling series of events, the schemed receivership of Arik Air, once a prominent Nigerian airline, has transformed it into an egregious case of enterprise fraud. The airline, which was once a symbol of national pride, now finds itself mired in a scandal resulting from greed, mismanagement, and a severe lack of aviation knowledge propelled by amcon employee tasked with the management of the airline in receivership.

    The willfully organized serial rape on the assets and goodwill of Arik Air is the handiwork of Mr. Kamilu Omokide, who schemed out Oluseye Opasanya,the court appointed  receiver manager. It is not surprising therefore, that all plans were skewed towards the erosion of the shareholders’ value to gratuitously create a new called NG Eagle by the visioners and executors of the forceful takeover.

    Otherwise, how else can one explain the creation of NG Eagle Airline by Omokide and his employers -AMCON from the assets of Arik Air Ina brazen show of opportunism and conspiratorial conflict of interest, Kamilu Omokide formed a new airline NG Eagle as a shareholder/Director and Director, while serving under law as the Receiver Manager of Arik Air. 

    In hindsight as typical of the unveiling of a back story………it now makes a lot of sense.

    The Asset Management Corporation of Nigeria (AMCON) said it  took over the assets of Arik Air and sacked its management on February 09, 2017 , ýIt claimed the airline, has been going through difficult times that are attributable to its bad corporate governance and erratic operational challenges. Including  “…. inability to pay staff salaries and heavy debt burden among other issues, which led to the call for authorities in the country to intervene before the airline goes under like many before it,’’ according to AMCON spokesperson, Mr. Jude Nwauzor. Yet till date ,no undisputable records of default of these loans are before any court in the land .

    Sen. Hadi Srika, former Minister of Aviation, in another statement, explained the rationale behind the intervention of the government in the airline.: “We believe that this takeover is timely and will stabilize the operations of the airline. This will enhance the long-term economic value of Arik Air and revitalize the airline’s ailing operations as well and sustain safety standards, in view of the airline’s pivotal role in the Nigerian aviation sector. ’According to the minister, all necessary steps have been taken to ensure that there will be no undue disruption of the airline’s regular business operations or activities of stakeholders, on account of the recent changes in its leadership. 

    Yet the Honorable Minister Hadi Srika enabled the destruction of Arik, strategic player in the Nigerian aviation industry under his own leadership to pave way for his Nigeria Air project. Another story for a man biting his nose to spite his face dreaming of looking good.

    Today the rest is history, the Arik Air with 19 serviceable aircraft that fully serviced all domestic-Nigerian routes including west/central Africa, London, Dubai, New York, and Johannesburg- now under Kamilu Omokide operates only 2 aircrafts. The rest have been cannibalized, stolen or sold. The Arik Hangar in Lagos is now a static display of abandoned new generation aircraft. What an achievement for AMCON.

    The Regrets…….

    It is a shame that, Nigeria has been dragged into disrepute by the greedy scheming of this receivership. This whole arrangement has presented us as a wholesomely irresponsible and unprofessional lot to the world especially to such multilateral lenders as USExim Bank, Export Development Canada, European Credit Agencies, AfriExim, HSBC etc.

    Last Line…………

    Nigeria continues to seek foreign direct investments daily while it continues to disrespect global best practices, international treaties and conventions governing bilateral and multilateral trade and the rule of law by the actions of some agencies such as AMCON etc. The globetrotting by the government may just be a nonstarter or have we all forgotten that these countries have diplomatic and business delegations in our country that will give dispassionate feedback to the international investment communities?

    The President Tinubu administration should urgently call to account all the receivership transactions under AMCON. By this he will reassure the international business community that he is truly ready for business and such investments therefrom will be guided by law in its true sense and not beholden by the shenanigans of roguery management and criminal exploitation of law.

    Until President Bola Tinubu cleans up this AMCON  kind of mess, improve ease of doing business, and assures security of investments from usual systematic disruption caused by haphazard policies.  *Naija just dey play!!*

    •Gbajumo, an aviation investment consultant and public analyst, writes from Lagos.

    Gbaju_ololade@hotmail/co.uk

  • Akpabio’s 100 days of uncommon leadership

    Akpabio’s 100 days of uncommon leadership

    Frank, assertive but unassuming, President of the 10th Senate, Godswill Obot Akpabio, has always cut the figure of a determined and purpose-driven leader wherever the mantle of leadership falls on him since his burst into the political limelight in Akwa Ibom State as Commissioner in charge of three different ministries in 2002.

    It was that emblematic assertiveness and affable disposition that made most Nigerians celebrate his emergence as the President of the Senate in a keenly-contested election on June 13, 2023, with majority of the people concluding that the emergence of the two-term Senator would be a great blessing to the National Assembly, the Presidency of Asiwaju Bola Ahmed Tinubu and Nigeria as a whole.

    One hundred eventful days down the line, that conclusion about the Akpabio Senate Presidency has not only been justified, it has also proved unassailable, with several decisive and nationalistic steps taken by the National Assembly lending credence to the absolute confidence reposed in Senator Akpabio, first by his party, the All Progressives Congress (APC) and then by his colleagues and Nigerians.

    Akpabio’s very first day in office, seemed to have re-echoed the words of the first man on the moon, Neil Armstrong, who said his landing on the moon on July 20, 1969, was one small step for a man but one giant leap for mankind. 

    His emergence on the 13th of June, 2023 as the President of the 10th Senate was seen as a great step for the All Progressives Congress (APC), but a giant stride for Nigeria, the turf where Akpabio has remained a shining star and leading light for over 16 years.

    Read Also: Kinsmen hail Akpabio on Eyibo’s  appointment

    Having served as commisioner for six years in three key ministries, as governor for two terms, Chairman of the Peoples Democratic Party Governors’ Forum, (PDPGF), Senate Minority Leader as a first timer and later Minister Niger Delta Affairs before his eventful re-election as Senator in March 2023, after he had stepped down as presidential aspirant to support the aspiration of now President Bola Ahmed Tinubu, Akpabio has bestridden the Nigerian landscape as a political colossus and made great marks on its sands of time. 

    The vast experiences acquired in all these offices would bring a whole lot of good to the National Assembly, the Federal Government and Nigerians in general and this was the main reason his aspiration for the office of the President of the 10th Senate got the endorsements of the Presidency, the leadership of the APC and the 63 Senators who ensured that ‘Godswill’ was done on June 13 and they were not wrong going by the actions and achievements of the Akpabio Senate Presidency in the last 100 days.

    In the aftermath of the election of the Senate leadership, Senator Akpabio brought his wealth of experience to bear on the constitution of Senate Committees and the appointments of Committee chairmen such that the usual ruckus often associated with the exercise in previous National Assembly sessions was unheard of. 

    In Godwill Akpabio, the Senate has had a sturdy leader, who is providing leadership by patiently coordinating the different tendencies within the Red Chamber by ensuring stability and it is exciting that this is just the beginning. 

    It is therfore not a surprise when Senator Basheer Lado, Convener of the APC Non-Serving Senators, commended Akpabio for his exemplary disposition in the composition of Senate Committees, stating that “the strategic composition reflects a remarkable display of leadership, inclusivity, and commitment to the overall progress and welfare of our great nation.”

    Even Akpabio’s major challenger for the office of the President of the Senate, Abdulaziz Yari, noticed that selfless leadership traits in Akpabio,  when he publicly described him as a selfless leader, when he dropped the gavel against the wish of the leadership of the Senate on the Senator Adams Oshiomhole face off with some Senators. 

    The Akpabio-led Senate had also displayed a rare disposition of nationalism quite early into the Akpabio Senate Presidency when it was confronted with a looming challenge occasioned by the removal of fuel subsidy by the President and the threat of a mass protest by the Nigeria Labour Congress and Trade Union Congress. 

    Represented by Senate Chief Whip, Ali Ndume, the Senate leadership was unequivocal about its commitment to ensuring that the system continues to run smoothly and that the interest of workers and the generality of Nigerians are respected by the Executive arm. 

    In what would go into the history books as one of the most impactful interventions that thawed the ice of the Federal Government-Labour Union face-off, the Senate had asked for Seven days to wade into the crisis and in those Seven days, the warring parties were, indeed, able to reach a compromise and avert what would have been the mother of all protests.

    The Senate under Akpabio, apart from intervening in the NLC, TUC and FG industrial face off, it also played a major role in bringing to an end the strike and planned public protest by the members of Nigeria Association of Resident Doctors (NARD). In the same vein, Senate moved vehemently against the planned increment of electricity tariff by DISCOS in the wake of the removal of fuel subsidy, through a well endorsed motion which saw to the stoppage of the tariff increase. 

    It is also interesting to note how the Senate President oversaw a seamless and smooth screening and confirmation of ministers, who will work with President Tinubu to bring about the Renewed Hope Agenda promised Nigerians. Unlike previous screenings, where thoroughness and excellence were sacrificed on the altar of partisanship, Senator Akpabio ensured that he guided the Senate to offer qualitative screening while not hurting party loyalty and other democratically-lawful tendencies associated with such screenings. 

    When it was time for confirmation, the Senate leadership demonstrated an uncharacteristic courage in ensuring that the screening was not a mere academic exercise, as it also went ahead to turn down some nominations based on findings from the screening exercise. In the end, only 45 of the 48 nominations sent by the president were confirmed by the Senate. That is the kind of courage for which Akpabio has been renowned over the years.

    Everywhere he had been, Akpabio’s penchant for etching his name in gold and emblazoning his excellent leadership identity on the hearts of the people has become a major credential that makes those who believe in him insist on him as the go-to man whenever tough leadership decisions are to be made. 

    Never one to shy away from taking initiatives in the interest of his people, what the former Governor of Akwa Ibom State started by redefining governance in Akwa Ibom and setting a major template for governors in terms of infrastructure development and people-centric leadership has become an identity that weathers all storms. 

    Also emblematic for the President of the Senate is his burning desire to make Nigeria work. Even when he had to take personal risks, as was the case when he was the Minister of Niger Delta Affairs and he had to visit Tompolo in the creeks, to broker peace in the interest of the nation, Akpabio has remained the shining example of courageous leadership. 

    While campaigning to occupy his current position, he had promised Nigerians that the National Assembly under his watch would work for Nigeria and Nigerians and would rubber stamp anything that would be in the interest of the generality of Nigerians. His disposition and handling of the affairs of the Senate in the last 100 days has shown that he is not in anyway prepared to deviate from that solemn pledge to Nigerians. 

    As the President Tinubu administration goes on, the Presidency and, indeed, Nigerians can look forward to a stable, purposeful Senate that will work hard on its own end of the bargain to ensure the success of the Renewed Hope mandate of the President. 

    But there is something else they should look forward to; they should expect a courageous Senate leadership, one that will put the Executive arm on “its toes” in the overall interest of the Nation. 

    In Akpabio, Nigerians have a fearless leader, who will put his feet down when need be for the common good of the Nation; an uncommon leader, who will achieve uncommon feats as President of the 10th Senate. 

    His first 100 days in office have proven that much.

    • Udom is Special Assistant on Media to the President of the Senate
  • Uba Sani leaves no one behind

    Uba Sani leaves no one behind

    • Governor marks 100 days in office

    By Jubril Abdulaziz

    Of the 16 newly elected Governors in the country, Senator Uba Sani, the young and ebullient Governor of Kaduna State seems the most prepared for the top job. For one, Senator Sani is thoroughly rounded in administration and governance. Better still, the Kaduna State Governor has a firm understanding of the workings of all arms and tiers of Government at both the Federal and State levels.

    Though Governor Uba Sani started out as a fiery pro-democracy and human rights activist in the heady days of military rule in Nigeria – working closely with pro-democracy icons of that era like the late Chief Gani Fawehinmi, Beko Ransome-Kuti, Chima Ubani, Yinka and (his wife) Joe Okei-Odumakin, among others; with the nation’s eventual attainment of democratic rule in 1999, Uba Sani retreated to his professional training as an Engineer and calling as a businessman. Today, however, Governor Uba Sani has become a shining symbol of careful grooming in politics and governance.

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    The rather down-to-earth Governor of Kaduna State is deploying inclusive governance as a very potent weapon to curb acute poverty, banditry and general insecurity in the State. The Governor makes no pretenses about his administration’s resolve to make overwhelming majority of the citizens and residents of Kaduna State, directly feel the impact of government. Uba Sani intentionally treats all the local government areas in Kaduna State as equals and spreads both infrastructural development and political patronage equally. 

    Even more important, Governor Uba Sani is a believer in identifying and harvesting the good in people and he readily avers that underdevelopment, poverty and lack of inclusion are at the root of the seemingly intractable security challenges that Kaduna has been battling with over the years. He seeks to change the poor narrative and status quo. Governor Uba Sani is totally committed to opening up and bringing to the mainstream all the geo-political zones in Kaduna State but specially targeting the poor, vulnerable, underserviced, youth and women population in the State.

    Governor Uba Sani is building on the giant strides of his immediate predecessor, Mallam Nasir El Rufa’i without seeming to be duplicating efforts already accomplished or achieved by the phenomenal El Rufa’i. Governor Uba Sani is at home with the fact that government is a continuum.    ÒOur vision is to make Kaduna the Leading Economic Hub in the North. We want to create a business cluster that will drive competition in the Northern Region. Kaduna State is rich in natural and human resources. It is the gateway to many parts of Nigeria. It is a transportation hub. The immediate past government worked assiduously to upgrade the infrastructure in the state. We are determined to build on that legacy to fasttrack the economic development of the state,Ó the Governor says.

    Governor Uba Sani who proved himself as a champion of financial inclusion while he served as the Chairman of Senate Committee on Banking, Insurance and other Financial Matters between 2019 and May 29, 2023, when he was sworn-in as Governor, is leading a revolution of sorts in Kaduna State by bringing millions of underserviced persons under one form of financial service or the other.

    Indeed, long before the Federal Government announced series of palliative measures aimed at cushioning the effect of the withdrawal of subsidy on petroleum products, notably PMS (petrol), Governor Uba Sani made history on Tuesday, 25 July 2023 when he signed his first Executive Order as Governor on “Financial Inclusion in Kaduna State.Ó The Order is pursuant to his administration’s efforts to address the exclusion of about 2.1 million poor, underserved and vulnerable citizens in the rural areas from financial services in Kaduna State and to ensure they benefit from the State’s and Federal Government’s Social Intervention Programmes.

    ÒIn exercise of the powers conferred on me by Section 5 (2) of the Constitution of the Federal Republic of Nigeria (as amended) and all other powers enabling me in that behalf, I make the following orders: A Financial Inclusion and Literacy Committee is hereby constituted to fashion strategies and modalities to ensure the inclusion of the poor, underserved and vulnerable in Kaduna State, as well as equip them with financial skills to enable them make sound financial and investment decisions,Ó the Governor asserts in the Executive Order.

    The target of the State Government is to include about 1.2 million poor, underserved, unbanked and vulnerable citizens in the financial services sector in the next one year; The State Government, in collaboration with key stakeholders, including CSOs, NGOs and Financial Technology Companies (FINTECHS) is poised to develop a State Financial Inclusion Strategy. In this regard, the Executive Order stipulates as follows: The State Government shall develop a State Register of the Poor, Under-Served and Vulnerable. The Register will be subjected to various stages of integrity tests; The State Government shall work with banks and other financial service providers to open bank accounts for un-banked citizens, and embark on aggressive sensitisation programme to ensure the mass participation of the State’s citizens in this exercise; The State Government, in collaboration with regulatory agencies in the financial sector will organize Financial Literacy Workshops to equip citizens with financial skills that will enable them make sound financial and investment decisions.

    The Executive Order further compels the Kaduna State Government to consult with key stakeholders like Traditional Rulers, Religious Leaders, Local Government Chairmen, Youth, Women and Community Development Associations to ensure the mass sensitisation and involvement of the citizens in this financial inclusion drive.

    Governor Uba Sani is a strong proponent and believer in both the kinetic and non-kinetic option in battling banditry and general insecurity in Kaduna State. On the kinetic option, he has since assuming office, visited the service chiefs of the nation’s armed forces to pledge the full cooperation of Kaduna State in the fight against bandits and criminals in the State. ÒMy administration shall work very closely with the nation’s military and other security agencies in our collective efforts to rid the State of bandits and criminals. We are even prepared to fund some of their operations in our state within the little resources available to usÓ he said in a recent media chat.

    Similarly, Governor Uba Sani has rebooted the Kaduna State Vigilante Service. Other than procuring needed vehicles and other equipment for the Vigilante Service, his administration is currently recruiting able young men and women into the re-energised Kaduna State Vigilante Service. The Governor says the State will recruit 7,000 persons to nudge up the current size of the Service’s personnel from 2,000 to 9,000.

    ÒThroughout my stay in the Senate, I was a strong advocate of State Police; but unfortunately, the 10th National Assembly, despite our best efforts was unable to achieve this. But the law permits States to set up Vigilante Services. Ours in Kaduna State will abide by all extant laws; In fact, they will be trained at the Police College and shall work very closely with the Police. We are projecting that in a matter of days, Kaduna State will rank among the safest States in Nigeria,Ó Governor Uba Sani enthused.

    On the other hand, Governor Uba Sani’s non-kinetic approach centres on taking development to the remotest parts of the State. Governor Sani, who has since taken a 50 per cent salary cut himself, wants to conquer poverty and crass deprivation in rural areas of Kaduna State, provide basic necessities and empowerment for persons leaving in rural communities, especially the youth population and women. ÒWe may not eradicate entrenched institutional causes of insecurity in Kaduna State immediately but we are on a daily basis reducing incidences of banditry, organized crimes and general insecurity in the State by deliberately targeting and meeting the needs of the poor, vulnerable and underserviced persons in our vast rural communities. Curbing insecurity is not a 100-metre dash, that is achievable in seconds like Usain Bolt; it is a marathon; I can attest to the fact that in this big race, we are taking giant strides and our efforts are yielding huge positive results, by the grace of God,Ó Gov. Uba Sani opined.

    Pursuant to this goal of opening up and bringing development to all the local government areas of Kaduna State, earlier this month (August), Governor Uba Sani performed the groundbreaking of the Qatar Sanabil Project, initiated by Qatar Charity for the construction of the Kaduna Economic City and provision of Mass Housing for the Less Privileged persons in Kaduna State. He was joined at the ceremony by top officials of the Kaduna State Government, Embassy of the State of Qatar, Qatar Charity and enthusiastic citizens of our dear state. 

    Located at Millennium City, Kaduna, the Economic City, when completed, will provide world class infrastructure and make Kaduna a reference point in modern and affordable accommodation, adequate security and conducive atmosphere for business activities. The Economic City will facilitate international trade. It will serve as a platform for entrepreneurs and traders. It will help harness product value chain opportunities and improve economic growth. In the Economic City, there will be Houses for the Poor, Clinics, Shops, Poultry Farms, Farmlands for Rainy Season and Irrigation Farming. 

    ÒThe Mass Housing Project for the Less Privileged is a major contribution towards putting roofs over the heads of the poor, underserved and vulnerable in our state. This will go a long way in addressing a major gap in our Interventions in the Housing Sector over the years,Ó the Kaduna State Governor said. 

    Other empowerment programmes that the poor, underserved and vulnerable in Kaduna State will benefit from the Qatar Charity include: scholarships for orphans and children of the poor, distribution of sewing machines, welding machines, irrigation pumping machines, salon kits, and drilling of hundreds of boreholes across the 23 local governments of Kaduna State.

    ÒOn behalf of the good people of Kaduna State, I want to specially thank Qatar Charity, as well as the Qatar Government and the Qatar Embassy in Nigeria for choosing to support the Kaduna State people with a multimillion dollars charity project, the ‘Kaduna Economic City’ that will include building of houses for the less privileged, underserved and vulnerable people, special homes for orphans, hospitals, markets, schools etc,Ó Governor Uba Sani asserted at the event. 

    In addition to this charitable work, the Qatar Charity will also provide startup support for small scale businesses, poultry farms and irrigation farmlands for the poor, full scholarships for thousands of orphans and poor children, provision of hundreds of boreholes across the 23 local governments amongst others.

    Relatedly, pursuant to his efforts to promote digital inclusion and leverage technology to drive economic growth in Kaduna State, Governor Uba Sani has attracted digital technology giant, google, to Kaduna State. The Governor recently received a high-powered delegation from Google Africa led by its Director for West Africa, Mr. Olumide Balogun to Kaduna recently.

    ÒI am glad that Google Africa has answered our call to promote digital innovation and inclusion. Kaduna State has a high digital maturity index. We have creative and talented young people who are ready and motivated to learn, especially in this age of Artificial Intelligence,Ó an elated Governor Uba Sani said at the meeting.

    The Kaduna State Government in collaboration with Google, will train 5,000 women and girls in data science, artificial intelligence, and entrepreneurial application of digital technologies. The programme will be executed by Data Science Nigeria, which will set up Arewa Tech4Ladies. This initiative is crafted to serve four key semi-urban and rural communities in Kaduna State, offering specialised women-focused learning, mentoring, and job placement support facilities.

    Governor Uba Sani said that the Kaduna State Government will give Google and its partners the necessary support to effectively implement this laudable initiative.

    Following a recent outbreak of diphtheria along the Kaduna medical corridors, Governor Uba Sani left nothing to chance as he mobilized his team and collaborated effectively with agencies of the Federal Government to battle the scourge. With the scare of diphtheria fully surmounted, the Governor proceeded to proactively launch a Statewide Immunization Campaign for the Prevention of the Integrated Fractional Inactivated PolioVirus Vaccine (FIPV).

    Governor Sani is prioritising Human Capital Development as a key pillar of his administration’s developmental agenda. On this score, the Governor is determined to return as many indigenes of Kaduna State back to both formal and vocational education. The Governor is keen on removing all barriers to access to education for children and youths of the State.

    For starters, in response to the public outcry over the seemingly prohibitive fees being charged by tertiary institutions in Kaduna State and its effect on school enrolment and retention, Governor Uba Sani directed heads of tertiary institutions in conjunction with the State’s Ministry of Education to obtain relevant information on the extant fees regime in state owned tertiary institutions. At the end of their assignment, far-reaching observations and recommendations were made for the Governor’s consideration and approval. These include: That the extant fees regime in the           state-owned tertiary institutions is burdensome and has led to a significant decline in student enrolments; That the extant fees have made many students to either abandon the pursuit of tertiary education or moved to alternative institutions; That to reverse the trend mentioned, it is imperative that a competitive fees model should be adopted in the State’s tertiary institutions and that the competitive fees model responds to current realities and promotes access to quality education.

    Following these recommendations, Governor Uba Sani on Monday, August 21, announced that Òas a caring, responsive and responsible government, his administration has accepted the recommendations and accordingly reviewed downwards the fees paid in all tertiary institutions owned by Kaduna Sate by between 30 per cent and 50 per centÓ. Under the new dispensation, the Governor moved the extant fee of N150,000 at the Kaduna State University to N106,000; Fees for the State-Owned Polytechnic (Nuhu Bamali Polytechnic) was reduced by 50 per cent from the extant rate of N100,000 to N50,000. In the same regard, fees paid at the State’s College of Education, Gidan Waya was reduced by 50 per cent from N75,000 to N37,000. Fees paid at the Kaduna State College of Nursing was reduced from N100,000 to N70,000, a 30 per cent reduction.

    Governor Uba Sani said that the downward review of the extant fees regime in schools owned by the State aligns with his administration’s commitment to offering palliatives to cushion the effect of the rising cost of living in the polity, especially in the wake of recent petroleum subsidy removal in Nigeria.

    ÒThe welfare of the people is our topmost priority. Our administration shall continue to take all measures necessary to ensure access to free and qualitative education for every child in Kaduna State from primary to secondary school; expand access to higher education; enhance Teachers’ Welfare & Teaching Standards; improve School Infrastructure; build ICT competence in our students from basic education level; and intensify investments in Technical & Vocational Education,Ó the Governor announced.

    Governor Uba Sani summed up the immediate direction of his administration during the swearing-in event of the newly appointed commissioners in the State:

    ÒI charge you all (Commissioners) to adopt the inclusive approach to leadership. You must build a team and see everybody as important. You must get down to work immediately and deliver on the 7-Point Agenda of our administration, namely: Safety and Security, Upgrade of Infrastructure, Strengthening Institutions, Trade and Investment, Agriculture, Investing in Human Capital, and Nurturing Citizens’ Engagement. The central focus of our administration is however the Transformation of the Rural Areas. We want to revitalize the economies of the rural areas through massive infrastructural development.

    • Jubril Abdulaziz Lives in Kaduna

  • Nigerian journalists making significant strides in the global media world

    Nigerian journalists making significant strides in the global media world

    Zainab Usman, Ralph Leonard and Paul Adepoju are three senior journalists from West Africa who have made significant strides in the global media world through their work in various foreign news platforms. Work of this person not only provides voice to the diverse stories and multiple opinions of their home country but also enhances the quality of African voice in global media.

    Their achievement is an inspiration to up-and-coming journalists across the continent, proving that talent and determination can win out against challenges and bring celebrity on an international stage. By writing stories that have a resonance for all people, this reporter is helping towards greater knowledge of the complexity and divers​ity of life in Africa, challenging stereotypes and contributing to a more rounded understanding of the continent.

    1. Paul Adepoju​ is a Nigerian writer, academic, and journalist. He covers science, health, and technology in Africa for leading local and international media, such as CNN, Quartz, Devex, The Lancet, SciDev.Net, and several others. He is also the proprietor of healthnews.ng. He is a Ph.D. candidate in cell biology and genetics and has received several reporting awards in health and technology. His research interests include tuberculosis, infectious disease immune genetics, and a wide variety of non-infectious diseases, including the prediction and early detection of cancers in low-resource settings. He also lectures in cytogenetics, histopathology, and immunology at Babcock University Nigeria. Besides the fellowship at the African Science Literacy Network, Paul has also been to fellowship programs that have been organized by the African Academy of Science, UK Research & Innovation, and some others.

    As a regular contributor to some of the world’s top media and science journals, Paul covers health, science, and technology in Africa, and his pieces have been published in top journals like Nature, The Lancet, the British Medical Journal, New Scientist, Devex, CNN, Health Policy Watch, Quartz, and many more. With a science core education, such as a PhD in infectious diseases genetics, Paul is bridging the gap between scientists and journalists by facilitating science communications training sessions. As a journalist and a scientist, he can tackle difficult health issues with insight and clarity, making significant contributions to the discourse on African health issues. He is dedicated to raising public understanding of health and science, underlining the requirement for effective reporting in taking care of health crises and enhancing decision-making within communities. Through his work, Paul not only informs the public but also inspires future scientists and journalists in the field.

    2.​ Zainab Usman is a maverick investigative journalist with a strong​ commitment to truth-telling and advocating for societal change. Highly experienced in human rights and social justice reporting, she has established herself as the voice of voices of oppressed persons in Nigeria. Her investigations also often broach hard issues of institutionalized disparities, corruption, and the implications of government policies on vulnerable members of society.

    Zainab’s approach to journalism is characterized by serious research and immense sympathy for her subjects. Her approach is in a storytelling genre that not only informs but also emotionally engages with readers, making the stories of her subjects human and compelling. Her ability to blend individual tales with broader socio-political tales makes her capture the complexity of Nigerian life well, often displaying the strength and resilience of the people under hardship.

    Her articles in respected media outlets like The New York Times and Al Jazeera have been viewed not just for the quality, but also for the ability to influence public opinion as well as policy. Zainab’s articles have framed discussions of major issues, forcing both domestic and international readers to examine the state of Nigeria’s human rights and social justice.

    Furthermore, Zainab is committed to initiating discussion on these issues on countless different platforms, including public speaking engagements and social media outlets. She engages actively with her audience, encouraging them to critically analyze the world around them and the role they can play in driving change. Her tireless search for truth, often in the face of great challenge, is an inspiration to would-be journalists and activists around the world.

    In addition to her professional work as a journalist, Zainab is also engaged in mentorship programs aimed at empowering young journalists, particularly women journalists. By sharing experiences and expertise, she aims to shape the next generation of writers, ensuring that diverse voices are heard through journalism.

    By her continued discovery of her profession, Zainab Usman is destined to make a lasting contribution to investigative journalism. Her passion for social justice and dedication to bringing to light the complexities of human experiences make her a significant figure in local and international media. In each of her stories, Zainab not only informs the people but also addresses the issue of the voiceless, emphasizing the role of journalism in holding to account and bringing about social change.

    3. Ralph Leonard is a British Nigerian seasoned journalist, Film Critic, Author and commentator and a media practitioner whose experience has influenced many upcoming journalists across.

    He loves telling stories and being part of conversations that make the Nigerian narrative. Ralph is a celebrated figure among Nigerian-born diaspora journalists, leaving a lasting legacy on journalism.

    He developed an interest in writing at a young age. His professional journalism career began in 2018 as an author and reporter who amazed individuals with his style of writing.

    Notably, Ralph’s work did not go unnoticed, and he was nominated and won a Jom Charity Award in 2020 for his article, “It is crass and inflammatory to equate racism in America with the experience of being Black and British, “earlier published in UnHerd and thereafter it was featured in the Daily Mail (UK), With riveting stories like the 2020 US presidential election and the 2023 Nigerian presidential election, he retained a commitment to factual reporting that earned him the trust and respect of people nationwide.

    His exemplary reporting and integrity have set the bar for potential reporters, raising the profession.

    A trailblazer, not only did he motivate co-writers, but he opened doors of opportunity for aspiring reporters, further cementing himself as an example among Nigerian diaspora reporters His love for storytelling and journalism drove him into the media sector.

    Ralphs’s broad background in media studies kick-started his career as a journalist at UnHerd, Sublation Magazine, Areo Magazine, Daily Mail, Quillette, and others, soon gaining recognition for his professionalism and objectivity.

    He distinguished himself by upholding unwavering dedication to the truth, thus making him stand out among his peers. His career has experienced coverage, showcasing his fearlessness and commitment to telling required stories.

    His ability to uncover fascinating human-interest stories and engagingly present them resonates deeply with people. A major aspect of Ralph Leonard’s style is his innate capacity to connect with people from all walks of life.

    His interpersonal skills enable him to dig deep into stories, bringing out the human aspects within each story. Social norms and expectations have also tried his way, but his determination is unwavering.

    A proponent of authenticity, Ralph is paving the way for representative diversity in the field of journalism. He empowers aspiring journalists to step up and own their individuality and their contribution toward building a representative media environment.

    His strong reporting brings to the forefront,  pertinent social issues like gender inequality, human rights, and cultural diversity, giving voice to marginalized voices and provoking debate for change. An inspiration to young Nigerian-born journalist, Ralph Leonard paves the way for the impact of storytelling on society. 

    He is a vociferous defender of media freedom and journalists’ protection. He stands in favour of transparency, accountability, and ethical efforts in journalism. Ralph Leonard’s pioneering spirit as a Nigerian-born journalist has shaped journalism by his exceptional style, unwavering efforts amidst adversity, and dedication to all-inclusivity.

  • Towards an efficient civil service, by Oronsaye

    Towards an efficient civil service, by Oronsaye

    Former Head of Service of the Federation, Stephen Osagiede Oronsaye, spoke on the import of an efficient civil service at the  opening of the John Odigie-Oyegun Public Service Academy (JOOPSA) Benin City, Edo State

    The history of the public/civil service in Nigeria dates to the colonial era when the British entrenched the philosophy of good governance and transparency through its administrative structures.

    Since Nigeria’s independence, various panels have studied and made recommendations for reforming the Civil Service, including the Morgan Commission of 1963, the Adebo Commission of 1971 and the Udoji Commission of 1972-74.  The 1988 Civil Service Reorganization Decree 43 had a significant impact on the structure and efficiency of the Civil Service as it abolished the Office of the Head of the Civil Service of the Federation (OHCSF). The White Paper on the report of the Ayida Panel of 1997 reinstated the Office of the Head of the Civil Service of the Federation and made far-reaching decisions to drive a more efficient Civil Service. In 1999, a new constitution was adopted and made specific provisions in Section 171 for appointing the Head of the Civil Service of the Federation.

    This background is to emphasise the critical role that the Civil Service plays in the formulation, implementation, monitoring and evaluation as well as the sustenance of governance objectives and goals.

    Chapter VI, Part D, Section 169 of the Constitution of the Federal Republic of Nigeria stipulates, under the heading “The Public Service of the Federation”, that “There shall be a civil service of the Federation,” adding in Section 170 that: “Subject to the provisions of this Constitution, the Federal Civil Service Commission may, with the approval of the President and subject to such conditions as it may deem fit, delegate any of the powers conferred upon it by this Constitution to any of its members or any officer in the civil service of the Federation.

    Part IV (Section 318) of the Constitution of the Federal Republic of Nigeria defines the “civil service of the Federation” as “service of the Federation in a civil capacity as staff of the office of the President, the Vice-President, a ministry or department of the government of the Federation assigned with the responsibility for any business of the Government of the Federation”

    Similarly, it defines the “civil service of the state” as “service of the government of a state in a civil capacity as staff of the office of the governor, deputy governor or a ministry or department of the government of the state assigned with the responsibility for any business of the government of the state.”

    As aptly noted by Haroun Ayomikun of Learn Nigeria Law, the civil service in Nigeria, like in other climes, is perpetual in nature. The civil service has some characteristics: permanence, anonymity, neutrality, impartiality, bureaucracy, technical know-how and capacity. The civil service works under specific rules, e.g. Code of Conduct. The civil service comprises permanent officials, unlike the government, which changes periodically.

    While the history of public service in Nigeria is traceable to the colonial era, that of Edo State was birthed during the tenure of Chief Dennis Osadebey as Premier of the Mid-Western Region in November 1963. Over the years, successive administrations have made the civil service function more optimally.

    The Role of the Public/Civil Service

    Whether at the State or Federal level, public service plays a crucial role in providing public goods on the exclusive and concurrent lists. In other words, it provides a bond between the government and the people. Hence, we discuss a social contract between the state and its citizens. It follows, therefore, that a capable public service is vital for facilitating the participation of citizens in the governance of their respective states and Nigeria. With the world evolving daily, particularly with the innovations on the Internet, many more citizens are becoming more involved and demanding more from the Government. The End SARS campaign is a significant pointer to the voice of today’s Nigerian citizens.

    It is against this background that service delivery by civil/public servants has attained new heights as the Federal and State governments need to respond pragmatically to the demands of a more aware citizenry. As the engine room of government, the civil service serves as the fulcrum of government operations, making it very relevant in governance. Designing and implementing policies, as the Edo State Government anticipated, would require an efficient public service manned by officers capable of predicting and proffering solutions to emerging issues.

    Assessing The Public/Civil Service

    The general perception among the average knowledgeable citizen is that the public/civil service at the Federal and State levels and the governments they represent are not delivering optimally on the citizens’ expectations. Many stakeholders believe there is a waste of resources across the different tiers and organs of government due to inefficiencies within the ranks. It is a truism that an efficient public service is necessary to transmit government benefits to the socially and economically weaker sections of society who have fewer alternatives to services provided by the government. Public service scholars believe that “the mere allocation of funds for programmes that do not work effectively would be a waste of public funds unless extra efforts are spent on improving government efficiency and sustainability.”

    To be relevant in the present, the civil service must be professional in providing required services regarding knowledge, intellect, skill, assurance of upholding the rule of law, integrity, courage and confidence.

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    Lessons From the Federal Civil Service Experience

    I want to share with you, briefly, my story and journey in the Federal Civil Service from when I served as the Head of the Civil Service of the Federation. Many parallels and similarities from that experience remain relevant today and offer lessons to improve the existing state of Public Service both at the Federal and State levels.

    I was appointed as the Head of the Civil Service of the Federation on June 16, 2009. In accepting the appointment, I set for myself the task of leading a service that is dedicated to achieving the government’s objectives and goals that are responsive to the needs of society at large. This required instituting a Service where integrity, professionalism and merit are entrenched.

    My first impression upon my assumption of office was the noticeable challenge of human capacity and competence, which largely accounted for the ineffectiveness and inefficiencies observed across the Federal Civil Service. The dearth of knowledge and skills was further compounded by the attitude and work culture which pervaded the service at the time.

    To validate my assessment and to have first-hand feedback on the state of affairs within the service, I engaged the Directorate cadre in the Federal Civil Service in an interactive session to exchange views on the challenges before the Service and how best to tackle the identified problems. The frank comments of officers focused on indiscipline in the Service, loss of morale induced by stagnation, supersession, poor working conditions, and low capacity, among others.

    Similarly, to have a more expansive feel and feedback on the strategic direction in which the Service should go, a Forum of Serving and Retired Permanent Secretaries, which Chief Odigie-Oyegun graced, was held in September 2009. Highlights of the communiqué from that forum were:

    (i)            That the Office of the Head of the Civil Service of the Federation (HCSF) should interface with the Federal Civil Service Commission (FCSC) to institute a competency-based Human Resource Management framework to address the problems of perceived inequity and injustice in recruitment, transfer and promotions in the Service, and

    (ii)           That the OHCSF should collaborate with the FCSC to institute an eight-year tenure policy for Permanent Secretaries and Directors.

    Following the conclusion of these two wide consultations, a proposal was made to the government to institute a tenure policy for Permanent Secretaries and Directors in the Public Service. The policy was to reinvigorate the Service, restore the morale of officers and unlock the creative potential of committed staff. The policy, which was widely accepted by well-meaning Nigerians and civil servants that had stagnated for no fault of theirs, sought to ventilate the system, promote efficiency, and strengthen the institutionalisation of due process in career progression.

    Sequel to the implementation of the tenure policy, several Permanent Secretaries retired from the Service, and there arose the need to replace them and appoint Permanent Secretaries to existing vacancies. The innovative thing about the appointment of the Permanent Secretaries was that an interactive session followed an integrity and knowledge-based examination conducted by a select panel before being recommended for the President’s approval. In addition, the selection was thrown open to all Directors from the affected states and zones. Following the appointment of the successful candidates and to give them a head start and a feeling of their schedule, a three-day induction course was also conducted for them with all existing Permanent Secretaries in attendance to allow for inter-collegial interaction.

    As noted by the Directorate cadre in the Civil Service, civil servants’ competency level was low due largely to the neglect of yesteryear to provide proper and adequate training for officers for effective service delivery. It was, therefore, evident that officers required massive training to keep up with the changing architecture of the 21st-century civil service.

    In understanding the capacity challenges that had beset the Federal Civil Service over the years, one must reflect on how we got here. I will outline some of the fundamental issues that brought us here.

    •Abandonment of previous Human Capacity Development structures put in place by our Forebears,

    •The absence of training modules in core Public Service areas and the mismatch between training needs and training attended,

    •To a large extent, training became a route to addressing employee welfare needs,

    •The recruitment process in the Service was also a challenge.

    •Ageing staff population in the Service,

    •Slow adoption and utilisation of available technology in the Service, and

    •Inadequate performance management and consequence management mechanisms, among others.

    This situation created a significant deficiency in staff competencies and presented a lot of skills gap, a weak knowledge base, and unethical and unprofessional conduct which were unacceptable and ultimately affected the quality of service delivery across the board.

    To frontally address this disorder, a massive training programme was embarked upon to resuscitate the learning abilities of officers and ensure their adaptability to information and communication technology. With the Millennium Development Goals (MDGs), now SDGs/World Bank Debt relief fund, over 19,125 officers were trained between October 2009 and October 2010. The enthusiasm to learn, as exhibited by the participants, underscored the need for training to become a priority programme for all MDAs so that civil servants can deliver, in a seamless manner, on all government programmes. To sustain this momentum, training modules were produced by the Manpower Development Office (MDO) in collaboration with all the Manpower Development Institutes (MDIs) and other stakeholders, emphasising the development of officers’ managerial abilities.

    As we did then in the Federal Civil Service, I believe the service’s potential can be continually unlocked with the right policies and ongoing training, mentoring, proper career management, and a sanctions and reward system.

    In essence, in this journey, it is helpful to reflect on the measures which we took to address some of the issues we were confronted with.

    We brought back to life the Public Service Institute of Nigeria (PSIN) and strengthened other training institutions such as the Administrative Staff College of Nigeria (ASCON) and the Centre for Management Development (CMD). We also developed structured and statutory courses to provide competence and quality service delivery.

    Furthermore, we:

    •Established a Content Development Team – the team was set up to develop training modules in all core areas of the public service across all levels i.e. levels 8 – 17. The course contents were assessment based. We complemented with General Training modules in contemporary subjects, including ICT; Report writing/Presentation; Public Speaking; and French.

    •We commenced the initiative to use online as an additional learning tool. We uploaded the course content and training modules developed, so that all civil servants can access the modules at minimal cost to the service. The idea was that civil servants would have to complete specified courses prescribed for various Grade levels as appropriate as benchmark assurance of capacity and “being fit and proper” before the Head of the Civil Service could present them to the Federal Civil Service Commission for promotion examinations.

    •We also collaborated with relevant institutions (Tertiary and Non-Tertiary) within and outside Nigeria for knowledge broadening and exposure to state-of-the-art competencies.

    •In addition, exchange programmes between the private sector and the civil service were also implemented to improve understanding and exposure to the private sector’s operational practices. The idea was to enable appreciation of differences and peculiarities of objectives in both sectors for better partnership and smoother relationships in service delivery.

    •We also made provision for special funds to strengthen some public service institutions for capacity building, namely Administrative Staff College of Nigeria (ASCON), Centre for Management Development (CMD), and the Public Service Institute of Nigeria (PSIN).

    Despite the merits of our objectives and efforts, there was significant resistance from open and unusual quarters, within and outside the Service.

    Another area of concern at the time was the inconsistency of the yardstick for promotion and consequent dangerous overtaking, resulting in low morale, loss of confidence, promotion of lobbying as a way of life over competence and diligence, clogging the senior level positions with the relatively younger workforce that had prevented predictable upward movement and compensation for competence and hard work, etc.

    The eight-year tenure policy, which I explained earlier, was our response to this challenge.

    Looking back, I must admit that my team and I stepped on many toes and crossed many red lines to make the Federal Civil Service better compete with those from other climes.

    I have taken this time to share these with you so you appreciate that what the Edo State Government is doing is not easy. The reforms might even be resisted by persons who are at ease with their current status.

    The News Out There

    I was enthused by a recent newspaper report that quoted the Edo State Head of Service as saying ongoing reforms in the state’s civil and public service by the Governor Godwin Obaseki administration have repositioned the state’s service as the most digitised in the country.

    That report said the government has focused on leveraging technology to improve efficiency, transparency, and service delivery to the Edo people.

    It said the government has enhanced productivity and transparency, reduced bureaucracy, and improved overall performance in our civil and public service through innovative reforms and investments in digital infrastructure.

    Furthermore, it said the government had introduced the e-governance platform and transitioned from manual to electronic processes in its service. The report also disclosed that the administration had hired a new generation of civil servants who are being trained and equipped with the necessary skills and tools to fully embrace and utilise digital technology in their day-to-day work of delivering effective and efficient service to Edo people.

    This is music in my ears and I commend all those who have contributed to the success story. Beyond these, however, you need to tell your own stories to attract the best of hands to the service of the State.

    At this Juncture

    Before I end this address, let me comment on the John Odigie-Oyegun Public Service Academy (JOOPSA). I am Impressed. This has turned out to be a world-class training academy which will offer exceptional opportunities to the Public Servants in Edo State, the Region, and the Nation. Clearly, this will justify the massive investment of resources deployed to this development.

    JOOPSA should aim to collaborate with ASCON, PSIN and similar institutions for knowledge sharing and develop certification programs that align with global standards for the benefit of Civil Servants. May I advise that JOOPSA acquire all the necessary accreditations and regulatory permits to give legitimacy to its content.

    In due course, the Academy should endeavour to either directly provide accommodation facilities or partner with the private sector for students and trainees to enhance their learning experience and create an enabling environment.

    Whilst commending Governor Godwin Obaseki and his team for giving form to the vision of upskilling the machinery of the Edo State Public Service, I urge us all to work in unity in achieving the dreams of the government to make Edo State work for the greater good of the majority of citizens and residents.

    I submit that the degree and dimension of the issues raised in this speech will vary from State to State; therefore, I suggest a dedicated retreat to address some of these issues and challenges.

    I also wish that this Academy would serve perpetually as the institution where basic and advanced knowledge required for Human Capital Development will be nurtured, germinated, and delivered to public servants as their food and drink.

    As a parting advice, I urge the leadership, political or technocrats, to remain focused, committed, courageous and clear-headed in the Business of Public Service Human Capital Development. On this journey, continuity of leadership commitment is sine qua non to sustainability and the long-term relevance of this grand edifice. Indeed, mentorship should be part of the strategy to ensure continuity. At the risk of overemphasis, mentoring of upcoming young officers should be given strong attention.

    Performance management should be entrenched for staff accountability, reward and sanction. Rewarding good behaviours and sanctioning bad behaviours must be institutionalised by way of a “name and shame” policy. I also recommend a strong synergy between the Office of the Head of Service and the State Civil Service Commission for continuity of purpose.

    Let me, once again, thank Governor Obaseki for the kind invitation; and the people for their warm reception. I have always believed that Edo State has the potential to achieve great things. Today’s formal opening of the John Odigie-Oyegun Public Service Academy (JOOPA) is one of such feats. We all cannot be leaders at the same time. Wherever we find ourselves, we must strive to make Edo State more extraordinary than it is. We cannot go wrong if we make God our Helper.

  • Remembering Ademulegun, officer who sacrificed self, wife, unborn child for Nigeria 

    Remembering Ademulegun, officer who sacrificed self, wife, unborn child for Nigeria 

    Some gallant military officers have made history by sacrificing their lives for Nigeria while they had the opportunity to save them. One of them was the late Brig. Samuel Ademulegun, who chose to die along with his expectant wife instead  of releasing the key to the armoury of the 1st Brigade of the Nigerian Army, Kaduna to coup plotters on January 15, 1966. Ademulegun, who was the Commanding Officer of the brigade at the time, was shot dead along with his wife by the young officers who overthrew the government on the bloody night. Writes Southwest Bureau Chief BISI OLADELE 

    When young officers knocked on his door on the night of January 15, 1966, Brig. Samuel Ademulegun did not see sudden death coming. But that visit did not just terminate his life, it also ended those of his wife and unborn child, just for standing for Nigeria. His relations have had to live with the pain of the loss of a generation whose blood was shed to protect the sanctity of the country.

    In this culture, Nigerian government has a curious attitude to the study of history. And this has had a serious implication for young Nigerians and even older ones as well. A study of history from the early education makes it possible for citizens starting from very early age, to know almost every detail about their country: the peoples, their roots, the wars the country has fought, the agreements and arrangements after such wars, the diplomatic issues the country has had, the crises the country has passed through in every aspect of life, the major personalities that played important roles for the country, either positively or negatively etc. Every citizen of a country usually knows through education, all the vital facts about the country. Such knowledge of history often ignites patriotic zeal in citizens. History, which documents what transpired in the past, often guides citizens on how to act in the future.

    Like most other countries, Nigeria has passed through some traumatic experiences in its history.There has been conflicts and difficult political and constitutional issues for the country. Later on, there were military coup détat and forced change of governments.

    A good study of history would have thrown more light on the issues and personalities involved in the struggle for independence as well as in the most difficult period so far in the life of Nigeria. The political crisis that started in the country few years after independence did not stop until it made room for bloody intervention of the military in government. Up till date, there are still many versions of what happened and how Nigeria found itself fighting a war against itself. Who are the dramatis personae in the various phases of the crisis and the civil war that eventually broke out. 

    In a very recent effort to throw correct historical light on the very first coup d’état that opened the floodgate of military incursion into politics, Mike Ozekhome, Senior Advocate of Nigeria (SAN) said it remains a distortion of history to label the first coup in Nigeria as a sectional coup, or particularly an Igbo coup as some have continued to call It. Ozekhome, who presented a historical fact to support his argument, said that particular coup on January 15 1966 was carried out by some young idealistic and disgruntled young officers. They were 21 in all and they were Igbo, Yoruba, Hausa/Fulani, Ijaw, Urhobo, Ishan and Middle Belt. The young officers ended up doing great damage and spoilt whatever was the basis of their being disgruntled.

    In all such cases, there are always heroes, some of who may not have gained big public attention, not to talk of appreciation. This is where the absence of teaching and studying history are costly for the country.

    One of the patriots and good officers who fell victim of the first coup in Nigeria because he insisted on being patriotic was Brigadier Samuel Ademulegun. He was the Commanding Officer of the 1st Brigade of Nigerian Army, Kaduna.

    Ademulegun’s story is almost like that of Nigeria. His story had started so well, with so much promise and preparation. Born in Owo, Ondo State on October 20 1924, Sam Ademulegun first had a stint as a teacher, after which he joined the army in 1942. The army in Nigeria was then known as the West African Frontier Force. Of course, the British were very much in charge then and they formed the bulk of the officer corps of the West African Frontier Force. Ademulegun started rising by dint of professional competence and training. 

    One of the intakes into the army in those days who also rose to the top in the Nigerian Armed Forces later was Olufemi Olutoye, who rose to become a Major General. Olutoye confirmed that indeed, Sam Ademulegun who had become a Captain at the time he enrolled in the army, was the only Nigerian in the panel that interviewed him. He had good memories of the smart, pleasant young officer, who had ”the gift of the garb with a good command of the English language.”  Gen. Olutoye added that it was obviously a reflection of the competence of Ademulegun that ”he was invited to lead many official delegations to foreign countries”

    As at the time the first set of Nigerian officers were commissioned into the Nigerian Armed Forces, just before Independence, Ademulegun was registered as number three. Brigadier Wellington Bassey held the number one spot, while General Aguiyi Ironsi had the number two spot. Ademulegun had military training at the famous Sandhurst Military Academy in United Kingdom. He was to serve in various locations of need as Burma, Congo and Tanganyika. He also served in the United Kingdom. There was so much camaraderie among the officer’s corps in those days and the division and parochial cleavages that later overtook every aspect of life in Nigeria was absent then.

    Even when regional politics became hot after independence and later spilt across the country, the armed forces was insulated from politics to a very high level. Then the first coup détat happened on January 15, 1966. Unfortunately, Ademulegun, the soldier trained to be a professional and a patriot, paid with his life for defending corporate Nigeria.

    The coup as Mike Ozekhome explained was the brainwave of a group of radical overzealous and disgruntled young officers, who thought with guns they will reverse the disenchantment being felt across the country as a result of the activities of the politicians. Among the young officer coup plotters were Chukwuma  Kaduna  Nzeogwu, T imothy  Onwuatuegwu, Adewale Ademoyega, Captain Adeleke, Hope Harris Eghagha, Gibson Jallo, Emmanuel Ifeanjuna, Sale Gambo, Ben Gbulie, Fola Oyewole and Atom Kpera, and others. They were 21 in number.

    As at 1966, Brig. Ademulegun was the Commanding Officer, First Brigade, Nigerian Army,Kaduna. That was a sensitive military position. On the bloody night, the coupists had reportedly marched into his house in the Government Reserved Area of Kaduna, went to his bedroom, where he was asleep with his wife, Latifat, who was eight months pregnant. The intruders, who were mostly junior to the brigadier, asked for the key of the armoury for their operation, which was already on, but which Ademulegun did not know. He reportedly bluntly refused to release the armoury keys, obviously considering it beneath his position as the Commanding Officer of the Brigade to do so. 

    His expectant wife, who was said to also be very familiar with the rampaging younger officers who were all friends of the family, got up and stood between her husband and the officers who were demanding for the armoury key. She obviously expected that her expectant will soften the situation,especially as they all knew themselves. It did not help. In a flash of tragic burst of bullets, Ademulegun and his pregnant wife were gunned down. They counted among the high-profile causalities of the night that changed Nigeria’s history for worse.

    It has been 57 years since the tragic night of January 15 1966. Nigeria has never recovered from the trauma of that incident and the subsequent equally dastardly acts and reprisals that followed. However, the country has tried to move on.

    Once in a while over the years, the government of Nigeria identifies and honours in various ways, patriotic citizens and servicemen who have diligently served the country well, in one sector or another. This is commendable. Such honour and recognition have a way of encouraging every citizen, especially the young ones and those still in service, to give their best to the country. Such identification of patriots who have given their best to their fatherland, is also a way of recording history and recording for posterity the account of citizens who placed country above personal interest. In very rare occasions in such service to the country, some citizens sacrifice themselves and give their lives for the good of all. Ademulegun proudly counts in this category. Any recognition given to him by Nigeria will surely be merited.

    Only recently, the Federal Government listed another round of Nigerians, dead and alive, who were honoured with airports named after them. These are heroes and patriots whose names are now etched in landmarks in the country. Their names will lead to younger generations and future generations asking who they were and what they did. There is indeed, no better way to honour those who gave their lives in the service of the country. Incidentally, one of those who was recently honoured with an airport to his name, is Brigadier Zakari Maimalari, who lost his life the same night Brigadier Ademulegun, the Commanding Officer of First Brigade Nigerian Army, Kaduna, also lost his, and those of his wife and unborn child.  . The Gombe Airport now bears Maimalari’s name. That is a worthy honour to a good soldier. His name has now been etched in history for future Nigerians to know that he served the country well.

    Of course, apart from airports, there are various other major national landmarks with which eminent citizens who gave their lives or their best to the nation, can be honoured. It will be wonderful if, in the next rounds of such naming of national monuments, Brigadier Samuel Ademulegun is remembered. He served the country well and paid with his life. Dying alongside his pregnant wife at the same time, because he insisted on guarding the keys of the armoury from those who needed it to access the weapon to sack the government and prominent state officers, is a mark of courage and patriotism. It is possible that if Ademulegun had chickened out and released the keys to the armoury, greater damage would have been done that very night, although the brigadier might have saved him. But he was too much of a professional soldier and a patriot to accept that. He preferred to guard the armoury keys with his life. Unfortunately, his wife’s head also went with it.

    Brigadier Samuel Ademulegun lived a life of a real soldier. He is a role model of what a committed soldier should be. It is important that his likes are prominently honoured, so that young servicemen in uniform will look up with pride to the monument in their name and say, yes, this is how the country honours those who give their lives in her service.

  • NDIC’s soothing balm on closed MFBs/PMBs depositors’ pain (1)

    NDIC’s soothing balm on closed MFBs/PMBs depositors’ pain (1)

    • By Gbenga Fabuyi

    Jerry Dike, a depositor of Ally Microfinance Bank, Dutse, Abuja was in utter disbelief on hearing the news of revocation of the bank licence recently by the Central Bank of Nigeria (CBN). He was not only cast into a rude shock, he was in panic as to what becomes of his hard earned savings. But before he could sink deeper into the confusion that momentarily engulfed his life, a seemingly instant respite came his way. He had received a short message service (SMS) from the Nigeria Deposit Insurance Corporation (NDIC) inviting him to come to the premises of the same bank the following day to verify his deposits and subsequently get paid the insured sum. Jerry could receive up to a maximum limit of N200,000 as insured sum, depending on his balance in the closed bank.

     Dike held the news as a delicate piece, pondering whether or not to believe it. He reluctantly headed for the premises of the bank the following day with a slim hope. However, all that gloom disappeared as he saw the bank opened by the NDIC officials who were already on ground to commence verification of depositors. To further bolster his confidence, he was warmly received and verified by confirming documents he brought forward as proof of account ownership and means of identification. He was consequently profiled for payment of her insured sum, which would be credited into the alternate account she had provided within seven days. 

     The story was not different with Obianuju Udeogu, a depositor of FCT Microfinance Bank, Garki, Abuja that was also closed by the CBN. The despair that hanged on Obianuju the previous night soon dissolved into high hope with her verification at the premises of the closed bank by the NDIC officials the following morning. 

    *What had happened*

     The CBN had on Tuesday 23rd May 2023 published in two Federal Government Official Gazettes, the revocation of operating licences of 179 Microfinance Banks (MFBs) and four Primary Mortgage Banks (PMBs) pursuant to Section 12 of the Banks and Other Financial Institutions Act (BOFIA) 2020. The apex bank said the closed banks had either remained inactive, insolvent, failed to render returns, closed shop, or ceased to carry on the type of banking business for which they were licensed for more than six months, in contravention of the BOFIA 2020. 

    *NDIC’s soothing balm*

    However, the anguish that the licence revocation would have brought to the depositors were promptly arrested and converted to excitement by the NDIC which swiftly activated mechanisms for the discharge of its deposit guarantee mandate. The NDIC was established in 1989 to administer the deposit insurance system (DIS) in Nigeria. Deposit insurance system is a financial guaranty to protect depositors in the event of bank failure. It is also an additional measure of safety for the banking system. Cumulatively, deposit insurance is meant to bolster public confidence in the banking system by assuring of safety of depositors funds and mechanisms for orderly distress resolution to minimize disruption to the payment system. Apart from deposit guarantee, other mandate of the NDIC include bank supervision, failure resolution and bank liquidation. 

     With its instantaneous response on the ongoing verification of depositors of a hugely 179 closed MFBs and four PMBs, NDIC has, once again, brought its operational readiness and resilience to the fore in manner that earned it the admiration of stakeholders. But what exactly has the Corporation done in this particular instance? 

    *What NDIC has done*

    Bashir Alhassan Nuhu, Director, Communication and Public Affairs Department of NDIC said the Corporation acted in line with global best practice and International Association of Deposit Insurers’ (IADI) Core Principle which stipulates instant verification and subsequent payment to depositors by a deposit insurer within seven days of becoming the liquidator of a closed bank. According to Nuhu, based on the collaboration between the CBN and NDIC, and giving its operational readiness, the Corporation mobilized all human and material resources required for immediate verification ahead of the revocation. Nuhu said it was seamless for the NDIC to deploy closing teams to over 188 closed bank premises across 32 states of the Federation overnight to take physical control of affairs of the institutions from the operators. 

     The NDIC spokesperson disclosed that the Corporation took several proactive measures to prevent panic among members of the public and achieve high turnout of depositors of the affected banks to claim their money. In his words: “As part of preparations, the Corporation had set for massive sensitization of depositors and the general public on what happened, plans put in place by the NDIC to protect bank customers and steps to be taken by depositors towards payment of their trapped funds, beginning with the insured sums”.

     He continued: “The NDIC rolled out newspaper advertisements simultaneously with the announcement of revocation by the CBN, stating the list and addresses of all the closed banks to avoid a run on the live banks. Timeline and requirements for verification were also given to depositors. Also simultaneously, each depositor was contacted directly through SMS on where specifically to report to for the verification. Extensive announcement was embarked upon on 34 radio stations across 32 States and the FCT to further create awareness among the depositors. Support of royal fathers and other community leaders in and around the closed banks’ host communities were also enlisted to ensure good turnout of depositors “.

    *What the NDIC’s response symbolizes*

    It is therefore refreshing that the NDIC rose up to the occasion to prevent suffering of failed MFBs/PMBs depositors following revocation of their banks licences. The Corporation’s effectiveness has once again gone a long way, not only to boost public confidence in the banking system, but also to reinforce the position of the deposit insurance system as a potent financial system safety-net participant. 

     Shedding more light on this, Nuhu said the Corporation’s response on the recent bank closure showed that the NDIC has been able to overcome the challenges that hitherto occasioned delayed verification and payment to closed bank depositors. On actual reimbursement to the verified depositors, he disclosed that the Corporation had commenced payment of insured sums within the seven days stipulated by IADI. Some of the depositors that were interviewed also confirmed receiving payments. They were full of praises for the NDIC, not only for effectively discharging its mandate, but also for rubbing a soothing balm on the pains which the closure of their banks could have caused.    

  • Managing facility in build environment

    Managing facility in build environment

    • By Wale Omorinoye

    Apparently irked by dilapidating state of public buildings across the country, former President Muhammadu Buhari on Wednesday, April 6, 2022 at the State House in Abuja signed into law the Executive Order 11, a landmark order which focuses essentially on the maintenance of public buildings. The first of its kind with a policy framework for maintenance of national infrastructures, the Executive Order expects Ministries, Departments and Agencies of government (MDAs) to set up maintenance departments. The Order gives legal backing to the country’s national maintenance policy and expects the office of the Head of Civil Service of the Federation to establish a department of federal public assets maintenance.

     The Executive Order is highly commendable as it would address the deplorable state of public buildings, strengthen and sustain its development as well as the development of infrastructures in the country. This is because building maintenance which is an important aspect of building management is often neglected and it is expected that implementation of the Executive Order would give a facelift to public buildings across the country. With the institutionalization of maintenance culture, buildings are expected to retain their economic life, there would be lower depreciation cost, and consequently, there would be higher productivity and profitability. In other words, proper maintenance would ensure lower expenditures on replacement, and would allow more expenditure or funds for incursion into new productive ventures and investment.

     As commendable as the government initiative was, it should be stated however that in today’s dynamic and high paced world, what matters to the corporate and business world are functions which integrate people, place and processes within the built environment and which robs on the quality of life of people and productivity of the core business. Corporations increasingly recognize the importance of managing not only buildings, but management which juxtaposes with people and processes, which also integrates the principles of administration and architecture, into the behavioural and engineering sciences. Encouraged by globalization, facilities management vocation has spread from the US and Europe into Nigeria with big multinational corporations operating in developed countries and African countries such as Chevron, Mobil adopting this relatively new practice. Current developments in information technology, rising expectations of employees, advancements in telecommunications and the removal of trade barriers, are gradually transforming the world into a global village, and one of the fallouts has been the spread and acceptance of the concept to every country’s doorstep, Nigeria inclusive. In other words, a functional, effective and productive system and organization requires more or goes beyond building maintainace. It is now all about a mix of functions and services which provides essential support system in the right form, at the right quality and for the right cost to core business operations. These are embedded in facility management.

     To the extent that essential lifeline for the sustainability of the society is quality shelter, the growing population of Nigeria, growth in urbanization, expansion of business, tourism, hotels, institutional buildings and the like, leads to demand for facility management services for proper maintenance of properties. Of utmost importance is the need to keep up with the requisite facilities to satisfy the growing needs of the population which in turn would contribute toward the economic growth of the country. Urbanization influences sustainable development by increasing productivity, by allowing innovation, and novel ideas if properly managed. Hence, this trend is expected to continue to drive the Nigeria facility management services market growth.

     Nigeria’s response to rapidly advancing technology include buildings and construction at a corresponding pace that has never been witnessed before anywhere in the continent of Africa. With the aid of technology, we are having new types of buildings; green, smart and intelligent buildings. There is also renew commitment to mass housing and new infrastructure and these comes with more interests in the facility management industry in the country.

     There is however a huge challenge of capacity here. Organizations in the built environment need to concentrate on building capacity to manage the industry because there are gaps in knowledge and skill managers. Facility management is a multi-disciplinary space; people from other fields such as engineering and construction are being drafted to manage buildings, but quite unfortunately without tutelage by facility management consultants and these are people with experiences over the useful life of buildings, people who understand how buildings degrade over time. It is very important to take into account the body of knowledge for managing buildings because it takes a lot to keep assets value up and running.

    There is also a huge deficit in energy efficiency and energy provision for the facilities. This does not necessarily mean we have enough power for our built environment, but because we are wasting about 40% of the power we are generating. We engage with a lot of clients across the country and realize that we could save electricity and diesel cost for up to about 30-40% just by intervening and using some smart systems. We have to close that gap through training.

     It is however noted that there is an increasing demand and vacancy in the facility management space in Nigeria, and basic shelter can transform to new heights of safety, comfort and functionality through innovative implementation of quality facility management. A degree of determination, collective efforts by practitioners and stakeholders, career training and development, regulatory framework and standardization are required in overcoming challenges in the field and practice of facility management. Estate Surveyors and Valuers are professionals responsible for land, buildings, plant and machinery management, and in reasonable senses, we should be more purposeful and visible in the arena of facility management.

    •   Omorinoye is an Estate Surveyor and Valuer based in Lagos
  • Firm seeks entries for 15th heroes’ awards

    Firm seeks entries for 15th heroes’ awards

    Dufil Prima Foods, makers of Indomie instant noodles, has announced calls for entries for its flagship CSR initiative, Indomie Heroes Awards. The initiative, which kicked off in 2008, identifies and recognises the heroic acts of children, aged 15 and below.

     The 2023 edition will showcase captivating and inspiring stories from the six geo-political zones.

    Group Public Relations and Events Manager, Temitope Ashiwaju, stressed significance of the Indomie Heroes Awards.

     He said: “True heroes are ordinary people who do extraordinary things. They don’t rehearse or plan for it, but they rise to the occasion by answering the call for bravery.

     “This year marks the 15th edition of Indomie Heroes Awards, and we expect to receive entries about real-life heroes across Nigeria who have exhibited heroism, and need to be publicly recognised, appreciated and celebrated.

    “Our objective is to bring unsung young heroes to the limelight; those obscured but have the spirit of heroism in them. Their stories must be true and verifiable, they must be below 15, and the incident must be within six months.”

     The award has three categories – physical bravery, social bravery, and intellectual bravery, and each winner will get a scholarship worth millions of naira.

     Deadline for submission of entries is August 15, and entries will be subjected to a screening process, and a final selection process will be done by a team of credible judges.