SPEECH DELIVERED BY BASHORUN J. K. RANDLE, OFR, AT THE CONDOLENCE VISIT BY NEPAD BUSINESS GROUP NIGERIA TO THE FAMILY OF LATE MR. OLABODE JUSTIN EMANUEL, ON MONDAY 6TH JANUARY 2025.

On behalf of the Board of Directors and Management of the NEPAD Business Group Nigeria (NBGN), I convey our deepest condolences to the entire Olabode Emanuel family on the painful demise of their patriarch, late Mr. Olabode Justin Emanuel. 

The news of his passage came to us as a rude shock, and we are yet to come to term with the loss of Mr. Bode Emanuel who was one of the foremost and outstanding leaders of Corporate Nigeria par excellence. He can also be aptly described as a Grand Board Room Guru and Director of Directors. As a corporate colossus who traversed Nigeria’s private sector for more than sixty years Mr Emanuel will be sadly missed. 

Mr. Emanuel was one of the foundation members of the New Partnership for Africa’s Development (NEPAD) Business Group Nigeria at its inception when it was inaugurated by former President Olusegun Obasanjo, on 1st July, 2004 in Abuja. The other founding members include Alhaji Bamangar Tukur and Mr Goodie Ibru who was Pioneer Chairman.  Mr. Emanuel who was elected as the 4th Chairman of NBGN in May, 2022 succeeded Chief (Mrs) Nike Akande who was the 3rd Chairman.  

NEPAD Business Group Nigeria was formed to domesticate the mission of the New Partnership for Africa’s Development (NEPAD) that was adopted by the African Union (AU) in 2001 as its economic development programme at the 37th session of the Assembly of Heads of State and Government in Lusaka, Zambia. NBGN was one of the national business groups that were established in AU member states to mobilise Africa’s private sector towards playing leadership roles in the continent’s economic transformation envisioned to eradicate poverty in Africa and improve the living standards of Africans.

Mr. Emanuel’s contributions to the growth and development of the twenty-year-old organisation shall remain indelible. During the two years and seven months that he served as Chairman Mr Emanuel led the reorganisation of NGBN as a prelude to relaunching its operations to enable it impact more positively on Nigeria’s development and by extension that of the African Continent as envisaged by its founders that included the late President of the African Development Bank Mr Babacar Ndiaye.   

In order to reform NBGN into a fit for purpose organisation and in readiness for the task ahead Mr Emanuel provided leadership for: 

1)    Reviewing the Mandate, Objectives & Operations of NBGN having them aligned with contemporary realities that have continued to unfold since its inauguration in 2004. These include the African Union’s Agenda 2063 that was launched in 2013, the African Continental Free Trade Area Agreement that was signed in 2018 and ongoing efforts at  fostering economic partnership between African and Caribbean countries by the African Export Import Bank (AFREXIM). The exercise while benefiting from the lessons of hindsight was also futuristic as it leveraged Mr Emanuel’s great foresight and those of the other leaders of NGBN.

2)    The foregoing meant reviewing NBGN’s Memorandum and Articles of Association. A process which also incorporated a succession plan which resulted in the creation of the position of Deputy Chairman. It was as if Mr Emanuel had premonition that he would not lead us for long as he went ahead to nominate me to be the organisation’s first Deputy Chairman who would invariably be his successor. I subsequently emerged as his second in command because my nomination was unopposed. On behalf of the Board and Management I promise that we shall continue implementing Mr Emanuel’s bold vision for NBGN.

3)    The other progressive steps taken included reconstituting the team that was saddled with the task of drawing up a Five-Year Strategic Plan. 

4)    As a prelude to the organisation’s relaunch a Communication Machinery was put in place to enhance NGBN’s visibility and interactions with the public and private sectors as well as the international development community.  

5)    A robust plan for supporting President Bola Ahmed Tinubu’s Government is also being drawn up. Because this has to be done in consultation with leading members of the President’s team meetings had actually been scheduled for next week with:

I) Minister of Finance & Coordinating Minister of the Economy 

II) Minister of Industry Trade & Investment

III) Governor, Central Bank of Nigeria

Indeed man proposes God disposes. Because of Mr Emanuel’s unfortunate demise at this point in our nation’s development we have concealed these meetings.

While thanking God for Mr Emanuel’s highly accomplished and very well lived life we at NBGN are grateful to God for gifting us with such a divinely endowed great and resourceful leader. The organisation as well as its corporate and individual members benefited immensely from his rich depth of knowledge and vast wealth of experience in the public service and the private sector over the past 60 years plus. For example, we drew lessons from his involvement with the construction of the Kainji dam especially its financing by the World Bank. So also is his spearheading of private power generation in Kwale, Delta State at a time that NEPA was the monolist power generator in Nigeria. Many will find it difficult to believe that his company, Borino Prono, built the Lagos Third mainland, - the longest bridge in Africa until recently- and handed it over on time to the Federal Government of Nigeria in 1991. Few knew oneof his companies was a member of the consortium which built the world famous bosphorus bridge in far away Istanbul, Turkey in the 1970’s. Till today, that bridge connects Turkey to China, thereby connecting the continents of Europe and Asia. I can go on and on, but I must say that Mr. Emmanuel was in deed a bridge builder among people, businesses, countries, and continents of the world.

We also benefited from the experience that he gained while promoting private sector development through domestic and foreign investments as well as providing leadership especially at the board level for many successful enterprises across various sectors of Nigeria’s economy.

We want the family to be consoled by the fact that, Mr. Olabode Justin Emanuel lived well and has contributed significantly to the growth and development of our dear nation, the African Continent and indeed the World at large. We at the NBGN pledge to continue to build on his legacy by rededicating ourselves to the pursuit of the organisation’s mandate and objectives and the implementation of the robust plans that were designed to impact positively on Nigeria’s economic and social development and that of the African Continent.

Adieu Mr. Olabode Justin Emanuel. 

Bashorun J. K. Randle, FCA, OFR.

‘’With long life I satisfy him and show him my salvation’’ Psalm 91:16

One of Nigeria’s preeminent public servants; celebrated journalist, writer, artist and poet, Frank Abiodun Aig-Imoukhuede, OON, turns 90 on Wednesday, January 8, 2025, a significant milestone in a long and chequered life. His family is rolling out the drums to celebrate him for his unparalleled attainments and memorable contributions to Nigeria. Uncle Frank, as he is fondly called by friends, associates and family, including the children, has been a household name in contemporary Nigerian arts sector in the last five decades, having played prominent roles in the organization of FESTAC’77; the conception and building of the National Arts Theatre in Lagos and the formation of National Council of Arts and Culture, among others. He’s been practically involved in every aspect of the Nigerian art form right from the end of the civil war, either as an administrator, collector, curator or connoisseur.  

In his younger days, inspired by his father, Rev. Isaiah Aig-Imoukhuede who created the popular Yoruba children’s song, ‘’Iwe kiki, l’ai si oko’’; Uncle Frank was a prolific song writer, a playwright who wrote several radio plays; a sculptor who won many prizes; a musician who played many instruments; a poet who wrote many poems, mostly in Pidgin English; a story teller; photographer, who owned a dark room and a collector who kept many Nigerian artifacts at home. ‘’Our home was like many galleries; he had musical instruments from all over Africa; collected artifacts and even comics. In a week, he would buy up to 25 comics for every age group, and would read all of them’’, recalls first child, Prof Erekpitan Ola-Adisa, a professor of Architecture at the University of Jos, in an hour-long conversation with me. She continued: ‘’my dad thought that I was going to turn out as an artist; he introduced me to his friends who were artists, people like Ben Enwonwu; but even though I ended up cutting a different path, I am proud to say that what he taught me long ago has had immense impact on my career. I am very close to him; he mentored me; encouraged me and I can say that my professional growth was influenced by him’’.

Dark complexioned, tall with sharp facial features, she is a spitting image of her father. ‘’My dad found a kindred spirit in my mother’’, she continued, remembering her mother who passed away in June 2021. Pastor (Mrs) Emily Aig-Imoukhuede was also an art aficionado, who built one of the first private galleries in Lagos. A former President of Nigerian Council of Women Societies (NCWS), she was also a Minister during the Babangida regime. Ola-Adisa describes her father as a fearless man of strong convictions who raised his children on the core values of honesty and hard work.

Uncle Frank was born to Rev. Isaiah Aigbovbioise and Eunice Aig-Imoukhuede in Edunabon, in what is now Ife North LGA of Osun State., fifth child of six children. But he became the last child when two of his siblings died in infancy. Three short years later, his father died, leaving the young Frank in the care of his mother who ensured that he was well educated up to university level. Uncle Frank was born into royalty and nobility traceable from Oba Ozolua the Great, founder of the Sabongida Ora family ancestral homestead, who ruled Benin in the 15th century. Little wonder that he grew up to become Nigeria’s repository of culture and arts. A loving family man, he sired four children who are successful in their chosen fields. Following the professor is Aigboje, banker and philanthropist. Next is Mrs Kemi Balogun, known as the Servant Leader of Rebirth Ministry with members from all of Nigeria, Africa and the rest of the world and married to the well-known stockbroker and capital market operator, Bolaji Balogun. The last is Aigbovbioise, who works in financial advisory and is named after his grandfather.

Over the Christmas holidays and well into January, the family has been busy putting together a reception to celebrate the new nonagenarian who had bequeathed so much for the children. In return, they adore him for varied reasons. ‘’He was a good disciplinarian who taught me how to be independent very early in life’’, said last child Aigbovbioise, Managing Director of Coronation Asset Management Limited. ‘’My dad taught me how to pay NEPA bill when I was 9 years old; and when I was in primary school, he made me pay my school fees on my own – he would give me his First Bank cheque; I would take it to the branch at Apongbon, near Marina, withdraw the cash; take it to school in Ikoyi and pay my school fees. I can say that he taught me the first principle of financial planning or planning for life which is cutting one’s coat according to its size. My dad was very particular about living within one’s means’’, he recalls with that last-born excitement. ‘’My older siblings used to act my father’s plays on TV; but my interest was reading the many comics he collected’’. Besides, Aigbovbioise enjoyed his father’s company during his travels around western Nigeria. ‘’He would take me along on his trips to Ibadan; Abeokuta, and all around most of southern Nigeria’’, he added.

The relationship between a young woman and her husband’s parents could be complicated in many ways, for many reasons. But for his daughter-in-law, Ofovwe Aig-Imoukhuede, Uncle Frank is a role model, a repository of family history, humorist and a story teller. Married to first son Aigboje means she would have to curate a special relationship with the old man. Herself a daughter of a prominent Urhobo public servant, Senator Fred Brume, Mrs Aig-Imoukhuede calls his father-in-law grandpa and holds him in high esteem and immense admiration.

 ’’When I first met him, he seemed an imposing and distant figure who did not suffer fools gladly. However, as I got to interacting with him more, I found out that he was a deeply intelligent and personable family-oriented man, who has passion for Nigeria’s culture and art; and is keen to share them with everyone around him’’, she told me candidly. She added matter-of-factly: ‘’He is a repository of family history, and loves to tell stories of the Imoukhuede and Aig-Imoukhuede families, making sure that we all know who is who and sharing insights into the various family personalities. He also delights in studying all his grandchildren and revealing ways in which they are similar to family members who are no longer with us. As an avid art lover, he particularly enjoys talking about art with his grandchildren and encouraging their artistic pursuits.’’ Uncle Frank has 17 grandchildren, some of whom are budding writers whose writing skills can easily be traced to his inputs.

Mrs Aig-Imoukhuede is executive vice chairman of Aig-Imoukhuede Foundation, a charity she founded with her husband in 2015. Svelte and soft spoken, she speaks passionately about her relationship with her father-in-law. ‘’He treats me very nicely, with love and affection; I have learned so much from him. I learned the importance of family from him and the essence of remembering our roots. I also came to appreciate the amazing culture of our country, much of which seems to be ignored or hardly talked about. Through his stories, I discovered a Nigeria that I had never encountered before, one that is rich with beautiful traditions that deserve to be celebrated more. Nigerians definitely need more people like him; people who help us to remember our traditions and keep them alive. His amazing books in which he catalogued Nigerian culture are vitally important and should be featured on coffee tables around the world’’. 

Uncle Frank grew up in Yaba with other young men who later achieved their own respective renown. The Petgraves; the Fowlers; and the late Otunba Subomi Balogun, to mention a few. Today, they are related in marriage. Aigbovioise's wife, Funke, is Tunde Fowler's daughter while Otunba Balogun's son, Bolaji, is married to Uncle Frank's daughter, Kemi. 

In 2006, President Olusegun Obasanjo bestowed the Order of the Niger (OON) National Award on Uncle Frank in acknowledgement of his immense contributions to the development of Nigeria’s art and culture. He deserves more: an honourary doctorate degree from one of our universities and a road in Abuja, Lagos or Benin named after him would be a fitting recognition. The children should come together and write his biography, for his has been a life of virtue, integrity and enlightened thinking.

This piece was meant to be my address and reflection during a planned courtesy visit in 2024 to the Federal Civil Service Commission of my old boss, Mahmud Yayale Ahmed, commander of the federal republic (CFR), former Head of Service of the Federation, former SGF and Hon. Minister, Ajiyan Katagum, and Chairman of the Governing Council, Ahmadu Bello Univerity, Zaria; a visit, which objective indeed had achieved by other means. When a personality like Mahmud Yayale Ahmed decides to pay a visit to an organization like the Federal Civil Service Commission (FCSC) to honour his mentee, then such a visit is far from being a mere courtesy visit. Such visitation generates reflections and discourses, and activate possibilities. That is the kind of personality Yayale Ahmed is. And such visit especially to the FCSC carries both the burden of administrative history and reform possibilities. Yayale Ahmed was not just my former boss, he is also a veritable mentor; I owe a significant portion of my trajectory into becoming a bureaucrat-scholar-reformer to his mentorship. He had a fundamental impact in shaping my foray into the maelstrom of public service institutional reform programme management in the federal service. Having such an old boss visit his boy at the FCSC is an event in itself, one that is sufficient to make me tremble at the possible comments I would receive.

However, when he is visiting in his capacity as the national chairman of the Council for Retired Federal Permanent Secretaries (CORFEPS), the matter becomes even more critical. CORFEPS is the association of retired administrative professionals that has been throwing the weight of its institutional memory and competences behind the ongoing efforts to transform the dwindling status and reputation of public administration and the capacity readiness of the public service in Nigeria. Thus, when CORFEPS meets FCSC, we are already not only laying the templates for all hands to be on deck, but also articulating the critical historical and administrative records that must undergird the necessity of institutionally rehabilitating Nigeria’s public administration architecture. 

When CORFEPS held its maiden colloquium on 5-7 March, 2024, and had in attendance the administrative bigwigs—from HRM Olu Falae to Amb. Babagana Kingibe and, Dr. Bukar Usman, as lead speaker—the association demonstrates that the past administrative leadership cannot be retired out of the collective responsibility of institutional reform that the public administration and public service sorely need in Nigeria. Indeed, that maiden colloquium brought a new energy into the functionality of the communities of practice and service—retired heads of service and permanent secretaries at both the federal and state levels, platforms of retired directors, pensioners, Nigerian Association of Public Administration and Management (NAPAM), etc.—and the strategic and restorative responsibility for the institutional repositioning of public administration as a noble vocation in Nigeria. And the fundamental objective is clear: how the Nigerian public administration framework, and the public service system, can be reformed to jumpstart Nigeria’s strategic inclusion in the fourth industrial revolution and its implication for infrastructural development to service the wellbeing of Nigerians. 

In this piece, my objective is to insert the administrative personality of Mahmud Yayale Ahmed into the reform trajectory of the Nigerian civil service system during the Olusegun Obasanjo presidency. This is with the aim of filling out some missing gaps in the reform experiment at the commencement of Nigeria’s democratic governance in 1999. His proactive role as an institutional reformer par excellence also constitutes the occasion to ask fundamental question about the capacity of the civil service system to reform itself. This will eventually not only provide a historical and administrative basis for situating his significance in Nigeria’s reform progress, but also his current role as the chairperson of CORFEPS and its ongoing efforts to backstop restorative institutional reform.

The years between 2000 and 2007 were significant in Nigeria’s administrative and reform history because they present a moment of a major paradigm shift in change management praxis that contributed a fundamental template of reform progress to Nigeria’s reform architecture and achievements. And Yayale Ahmed was right in the centre of the critical efforts to lay the foundation of a world class civil service institution for the Nigerian state. It was at a critical juncture that Yayale Ahmed took over the rein of administrative affairs of a civil service system that had weathered several reform commissions and reports meant to translate the fortunes of the system into concrete administrative advances that Nigerians can relate with in terms of service delivery. The Udoji Commission (1974), Dotun Phillips Study Team (1984) and Ayida Review Panel (1994), all attempted to ground the public service on a pedestal of managerial efficiency and effectiveness that delivers the goods and the services. 

When I met Yayale Ahmed, it was right in the midst of the unfolding reform efforts at making sense of the public service system within Nigeria’s democratic experiment. He was the permanent secretary at the federal ministry of education when I was the head of the policy division, as well as the special assistant to Prof. Tunde Adeniran who later mentioned me to his successor (the late Prof. Babalola Borishade). I was later introduced by the late Prof. Akin Mabogunje to Chief Olusegun Obasanjo who then seconded me, on the strength of my articulation through a concept note of the institutional reform challenges and direction of the civil service, to serve as the technical head of the secretariat of the strategy team located within the Management Services Office. I report directly to the permanent secretary, late Mr. O. O. Oyelakin, who reports directly to the head of Service, Alhaji Yayale Ahmed. 

Given the reputation of someone that the president, Olusegun Obasanjo, referred to as “Mr. Civil Servant,” his in-depth grounding in the dynamics of the system, as well as the crucial understanding of the democratic imperative underlying institutional change, Yayale Ahmed was able to courageously articulate a reform methodology that jumpstarted a new era of administrative reforms in Nigeria. In 2001, as the second phase of the implementation of the Ayida Report was underway, Alhaji Yayale Ahmed faced the federal executive council presided over by President Olusegun Obasanjo, and boldly asserted that the civil service possessed the sufficient resident capacity to diagnose its institutional debilitation, articulate a reform strategy and oversee its own reform. And this revolutionary declaration was coming at a time when skeptics were not sure anything good could ever come out of the civil service. 

Indeed, I strongly believed that it was part of the determination to prove the strength of his conviction about the system’s capability to reform itself that facilitated the broadminded learning and proactive space that led to the institutional and professional maturation of someone like me and my eventual transformation into a bureaucrat-scholar. What I mean to say is that under Yayale Ahmed’s watch, I saw the evolution and full maturation of my growing research expertise that came at a crucial point when the diagnostic study and strategic development of the reform methodology was unfolding. No wonder therefore that it was under his ambitious, firm and visionary headship that one of the largest reform programs in the annals of change management in Nigeria was successfully implemented.  

Yayale Ahmed’s stature as a public servant cannot be properly decided outside of the reform architecture during his time as the head of service. Indeed, his reputation is tied in with the establishment and fortune of the Bureau of Public Service Reform (BPSR) which is supposed to be the arrowhead of the courageous assertion that the civil service is able to diagnose and reform itself. The BPSR was established in 2003 as the lead reform implementation and monitoring coordinating agency armed with the objective of managing and sustaining service-wide reforms agenda of the Obasanjo administration, while also ensuring that the reform mandate was implemented in the Ministries, Departments and Agencies (MDAs), the operational units carrying out government business. The three major justification for the existence of the BPSR are:

›   The need to create a clearing house, a one-stop-shop of a sort, where all stakeholders could receive information and guidance on all the reform programmes of the Federal Government;

›      The strong conviction that the reforms objectives will not be realized in the long term, through an ad-hoc committee or task force; and

›      The need to have an “engine room” that is enabled with the required capability and resources to leverage on local and international knowledge networks and communities of public administration best practices, to support policy, institutional and governance reform processes with required expertise, and good practices on an on-going basis (http://www.bpsr.gov.ng/index.php).  

However, the trajectory of the operational dynamics of the BPSR since 2007 has been less than optimal. And so, the question of whether it has been able to live up to its mandate is a difficult one to answer. And this is because of so many crippling circumstances, bureaucratic and political, that attended its operations. Since 2008, the capacity of the BPSR to manage and sustain institutional reforms has been stunted. For instance, by transferring its supervision from the Head of the Civil Service of the Federation (HCSF) to the OSGF, its mandate was though expanded from being confined solely to the core civil service rather than the wider public service, but at that it lost the required professional supervision it needs so badly to function. And it also implies that it would henceforth be managed as an appendage of the OSGF rather than as an active player in the few significant initiatives that have taken place in the civil/public service since then.

Reform efforts before the BPSR have always been hampered by an oscillation between comprehensiveness and selectivity in the choice of methodology for pushing reform through. And that indecisiveness also played out within the operational dynamics of the BPSR. But then the many attempts at pushing the BPSR into strategic irrelevance could not diminish a paradigmatic reform methodology: there was a decisive transition away from a decade of episodic structural review of the civil service system to a methodological perception of administrative reform as one trajectory of continuous learning and incremental improvement. And this is where the BPSR proved its most fundamental importance in providing the organizing framework for enhancing this paradigmatic reform methodology. It did this by developing a generic guideline for restructuring, streamlining and monitoring the operational bases of the MDAs. 

Pilot MDA reforms were carried out as basis for measuring and documenting the administrative challenges confronted by the public service that undermine its performance efficiency. The pilot study also enabled the scaling up of the reform implementation strategy to other MDAs at: (a) service-wide systemic reform level, (b) the MDAs’ specific level which entails the implementation of performance improvement plans and the deepening and consolidation of reforms as it concerns cross-cutting reform programs with instruments such as challenge and performance improvement funds, and (c) the implementation of such reform programs as pension reform, national health insurance scheme, statistical reform, pay reform, SERVICOM, to name just a few. 

It was therefore from broad-based analyses of the fundamental assumptions, presuppositions, indications, deductions and findings from the pilot MDAs study that generated the initiatives for designing and firming up the irreducible national strategy for public service reform (NSPSR). The document constitutes a fundamental reform blueprint for articulating the trajectory of reform management in Nigeria. The significance of the NSPSR derives from the host of reform initiatives and achievements that its methodological emergence made possible, especially post-Yayale Ahmed. I could mention a few. There was the finalization of the African Public Service Charter that encompass a continental administrative blueprint around which the NSPSR could also be mainstreamed. There was also a concerted and genuine effort to resurrect the National Association for Public Administration and Management (NAPAM) which fell through because of a lack of push-through by the bureaucratic leadership. We cannot but mention the service-wide significance of the tenure policy and the concern to contain the exploding but unsustainable institutional redundancies that birthed the Oronsaye panel on the rationalization of agencies and parastatals that became a poster initiative for the post-Obasanjo reform era. That reform policy is still the focal point of every effort to deal with the cost of governance problem that bedevils the public service. We must also signal the introduction of the ministerial scorecard as a managerial strategy for performance management under the Goodluck Jonathan administration. This is complemented by other initiatives like online training programme which has been expanded into the formidable Leadership Enhancement and Development Programme (LEAD-P). 

In retrospect, the courage displayed by Yayale in insisting that the civil service possesses the capacity to reform itself, and the series of administrative incidences that attended the BPSR’s effort to championing that argument, only makes the issue even more cogent. All across the world, there are healthy scepticism around the possibility of a bureaucracy leading its own administrative reform. And the jury is still out on whether the Yayale Ahmed’s leadership of the civil service was able to undermine that skepticism enough given the undercurrent of the battle-royal between the federal service and the economic management team during the president Obasanjo second-term. And this generates more questions and discourses that public administration theorists and institutional reformers in Nigeria cannot run away from. Institutional reform in Nigeria always appears Sisyphean, as if the reformers are confronted with the task of rolling the boulder of administrative reform up a hill only to watch it roll back down perpetually. So, why is the task of institutional reform a series of motions without many substantive movements? In concrete terms, why is it the case that despite the numerous service-wide reform initiatives from 1999 to date, the federal civil service system is still, on balance, progressively declining in some critical performance indicators and parameters that overall, limit its capability readiness to sustain service delivery to Nigerians? 

Jean-Baptiste Alphonse Karr, the French satirist, once remarked: ‘The more things change, the more they stay the same.” In change management terms, this is a crippling observation that not only inhibit the capacity of the system to backstop Nigeria’s democratic governance, but also gloss over, in an unfair manner, the enormous and paradigmatic efforts of institutional reformers like my old boss, Yayale Ahmed. I am however optimistic that Nigeria’s change management discourse will receive a new lease on life. For one, Alhaji Yayale Ahmed is not one to give up easily. His chairmanship of CORFEPS is just one significant indication of that. Second, the collaboration between CORFEPS and the Federal service, if concretized, portends a fundamental direction that brings the institutional experiences of retired permanent secretaries and heads of service in critical conversation with successive serving administrative leadership in time and space to move the civil service forward. This is why I am excited that my old boss had chosen to reach out to his mentee at the FCSC the way he did.   

I will begin this week's edition of what is becoming our regular weekly discourse — Civic Insights with an anonymous quote: "Policy is the pen of governance; the ink is the will of the people." This was why it is a common consensus among developed countries that public leadership must evolve with the needs of the people.

Leadership, in its truest sense, is not just about the exercise of power but about creating a meaningful connection between those who lead and those who are led. In the context of Nigeria, this principle is particularly relevant as we enter the second year of the current administration, with tough decisions like Local Government autonomy being ordered, awaiting appropriate enforcement and/or implemention. Bridging the gap between leaders and the people is not only a moral imperative but also a practical necessity for sustainable governance and development. In this piece, I intend to offer my two kobo on how leadership can move from mere rhetoric to effective representation through empathy, accessibility, and accountability.

Empathy is the cornerstone of effective leadership. Leaders must place themselves in the shoes of their constituents, understanding their struggles, dreams, and aspirations. Incidentally, Nigeria has homogeneous socioeconomic problems. Across the length and breathe of the country, the challenges of the citizenry range from inadequate infrastructure to youth unemployment, a leader must prioritize these pressing issues.

As Mahatma Gandhi aptly said, "The best way to find yourself is to lose it in the service of others." This means leaders must actively listen to the people, engaging with them through town hall meetings, grassroots campaigns, and direct community interactions. Empathy fosters trust, and trust is the foundation of any meaningful relationship between leaders and the people.

Of note is the fact that leadership is not about residing in an ivory tower; it is about being accessible to the people. The perennial physical and psychological distance between Leaders and constituents, which we notice in Nigeria, often creates a vacuum filled with mistrust and apathy. A Councilorship aspirant for Garki Ward must be readily available to address grievances and offer homegrown solutions to the palpable needs and challenges of Garki people; same goes to the Chairmen, Governors etc.

As John Maxwell observed, "People don’t care how much you know until they know how much you care." Accessibility means breaking barriers through open-door policies and leveraging technology. For instance, setting up a digital platform for residents of a particular Ward to submit their complaints and suggestions can make governance more inclusive and responsive.

These are the areas in which Nigerians have felt void since the return of democracy.

Another instrument of connectivity between the people and their representatives in Government that is still elusive is Transparency and accountability. These are non-negotiable elements of good governance. Without them, the gap between Leaders and the Led widens, breeding corruption and disenfranchisement. Leaders must be transparent about how resources are allocated and decisions are made. Regular updates and community reports can help keep the people informed and involved.

Thomas Jefferson once remarked, "When a man assumes a public trust, he should consider himself as public property." This perspective underscores the need for leaders to be accountable to the people they serve. Establishing mechanisms for feedback and oversight, such as Independent Advisory Committee or Community audits, ensures that leaders remain answerable to their constituents.

Education and empowerment are vital tools for bridging this yawning gap. An informed electorate is more likely to hold leaders accountable and actively participate in governance. Political office holders should invest in civic education programs, teaching residents about their rights and responsibilities in a democratic system.

Nelson Mandela encapsulated this idea when he said, "Education is the most powerful weapon which you can use to change the world." By empowering the people with knowledge, leaders create a partnership where governance becomes a shared responsibility rather than a top-down imposition.

Endearing oneself to ones Constituents also requires fostering collaboration between one and the community. Leadership should not be a one-way street but a partnership where ideas flow freely, and solutions are co-created. This is particularly important in a diverse Community like my Ward — Garki in FCT, where inclusive decision-making can address the needs of all groups.

In the words of Helen Keller: "Alone we can do so little; together we can do so much." Leaders should actively engage community-based organizations, religious groups, and youth associations to ensure that governance reflects the collective will of the people.

Finally, closing the gap between our Leaders and our people is a journey, not a destination. It requires continuous effort, sincerity, and a commitment to serve. As noted above, for diverse and dynamic Communities like Abuja, Area Councils this means embodying the principles of empathy, accessibility, accountability, education, and collaboration. Leadership is not about titles or positions; it is about making a difference in the lives of others.

Lao Tzu, put it more succinctly: "A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves." We must urgently envision a future where the gap between leaders and the people is not just bridged but transformed into a bond of mutual respect and shared purpose, in a 21st century Nigeria.

© Dr. Okechukwu Chuks Ironkwe (Dan Maliki Takunshara), a Community Leader writes from Garki Abuja and can be reached 

Taiwo Awoniyi scores the third and final goal in Nottingham Forest’s 3-0 victory over Wolverhampton Wanderer in their English Premier League (EPL) clash. 

The Super Eagles striker’s stoppage time goal wrapped up an emphatic victory for surprise package Forest, who demolished Wolves at the Molineux on Monday.

Awoniyi scored deep into added time after James Ward-Prowse cut a pass over to him with the goal-gaping, and the striker rolled the ball into the net.

The strike was the 27-year-old first goal since February 2024.

It was an emotional scene for Awoniyi, who dropped to his knees in celebration and relief.

Persistent injury concerns have hampered the striker’s playing time and form since he scored in a 2-0 win over West Ham United almost a year ago.

The daughter of the Secretary to the Sokoto State Government lost her life while trying to rescue her children from the fire that gutted their house around 12 midnight on Sunday.

Her husband who is the current permanent Secretary in the Ministry for Sport and Youth Development, Alhaji Muhammadu Yusuf Bello, was said to be away when the tragic incident occurred.

The house located at Nakasari area was completely destroyed by the fire which was said to have extended to parts of their neighbour’s houses before it was put off by the combined efforts of fire fighters, residents and passersby.

One of the fire fighters who spoke on condition of anonymity because he was not authorized to speak, said there were other people in the house but only the SSG’s daughter, her three children and housemaid lost their lives during the inferno.

“She died in a bid to rescue her children from the fire,” he said

The Spokesman of the Sokoto State Fire Service, Bello Garba, while confirming the death said apart from the four people that were killed, the fire destroyed properties worth millions of Naira.

“But we cannot give the details of the damage cause by the inferno and what caused it now as investigation is ongoing.

“But I can confirm to you that, four deaths were recorded, including the SSG’s daughter, her three children, her housemaid and many properties were destroyed.

However, tears flowed freely as the deceased were laid to rest at Sifawa, hometown of the SSG.

The funeral prayer which took place at the Sifawa central mosque was led by its Chief Imam, Professor Attahiru Ahmad who is also the new Commissioner of for Science and Technology in the state.

The deputy Governor of the State, Engineer Idris Gobir, led the state delegates to the burial ceremony.

Also in attendance was the Minister of Labour and Productivity, Muhammadu Maigari Dingyadi, who lost his mother recently.

[DailyTrust]

Aba Power, a Nigerian electricity distribution company, has announced a more than 50 percent electricity tariff hike for customers within its franchise in Abia State.

The company disclosed this in a notice to customers shared through its official X handle.

According to the Disco, the hike comes after the Nigerian Electricity Regulatory Commission, NERC, granted approval.

The new tariff regime kicked off on 1st January, 2025.

The increment showed that customers categorised under Band A feeders will now pay between N219.70 and N241.45 per kilowatt-hour from N99/kWh.

Electricity customers under Band B are to pay between N180.77 and N203/kWh, while Band C feeders will pay between N145 and N205/kWh.

Aba DisCo attributed the hike to macroeconomic realities it faced.

“We also wish to inform you that we have recently received an approval order from the Nigerian Electricity Regulatory Commission (NERC) for an adjustment of electricity tariffs, effective January 1, 2025.

“This adjustment will enable us to cushion the effects of recent macroeconomic developments in Nigeria on our ability to continue to deliver a high quality of service to our customers in compliance with regulatory standards.”

[DailyPost]

Top analysts are forecasting a major shift in 2025, with Remittix (RTX) poised to surpass Solana and Avalanche in growth potential. While Solana and Avalanche continue to gain attention, Remittix’s innovative PayFi solutions and strong presale momentum make it a standout contender. As the platform attracts more investors and adoption, Remittix will become the biggest gainer by offering investors substantial returns in the decentralized finance (DeFi) market.

Industry Experts Predict Massive Rallies for Remittix (RTX) in 2025

Remittix (RTX) is a crypto protocol that enables fast crypto transfers and fiat-to-crypto conversion through bank transfers. Remittix is an efficient solution for bridging the gap between cryptocurrencies and traditional finance.

Using advanced blockchain technology, Remittix ensures transparent transactions. The protocol stands out from platforms like Stripe, Wise, and Coinbase by focusing on security, simplicity, and efficiency. These attributes make Remittix a superior choice for cross-border payments. Thorough audits by BlockSAFU and SolidProof highlight Remittix’s commitment to security and transparency, gaining trust from its growing community.

The Remittix Pay API is at the platform’s core, enabling businesses to integrate crypto payments easily. This opens up new customer opportunities and provides companies with tools to excel in the digital economy.

Remittix will be a leading crypto investment in 2025, with experts predicting significant growth for the RTX token in the coming months. The ongoing presale presents a prime opportunity for investors to enter at $0.172. The platform’s token vesting system ensures long-term value and stability. Remittix will experience explosive growth and significant rallies as the financial sector increasingly embraces crypto solutions.

Institutional Backing & Ecosystem Upgrades to Boost Solana’s Price in 2025

Solana is entering 2025 with strong momentum, driven by developments within its ecosystem. The introduction of Firedancer, a high-performance validator client created by Jump Trading, is set to boost Solana’s transaction speed and scalability when fully implemented.

The $173 million funding raised in Q3 2024, the highest since Q2 2022, highlights institutional confidence in Solana’s future. This growing adoption is seen in new integrations, such as Chainflip for cross-chain swaps and Coinbase’s cbBTC, which brings wrapped Bitcoin to Solana. Upgrades like Marinade V2 further strengthen Solana’s position in the DeFi sector. Analysts at InvestingHaven predict that SOL could reach $750 by the end of 2025.

Institutional demand is rising, with firms like VanEck and 21Shares proposing Solana spot ETFs. VanEck forecasts that SOL could soon surpass $500, paving the way for even higher targets. On-chain data shows that SOL’s ownership is shifting to long-term investors, signaling growing confidence. If Solana breaks key resistance levels at $250 and maintains its upward trend, analysts suggest that $750 and even $1,000 could be achievable by 2025.

Analysts Predict Avalanche to Trade Above $50

After staying below the $40 mark for most of 2024, Avalanche (AVAX) saw a surge in November, breaking through its yearly resistance to reach a peak of $55.70. However, the price has fallen, dipping below its monthly resistance of $44. Currently, Avalanche is trading between $35.00 and $41.38.

Avalanche is back testing lower levels and could surge towards its all-time high. The upcoming AVAX 9000 launch is a key event that could trigger this rally.

According to WalesBanks, Avalanche targets the $80 to $88 range, fueled by growing anticipation for the AVAX 9000 launch. Notable crypto analyst Grronk also predicts that Avalanche could reach $100 in the bullish DeFi market. Additionally, analysts believe AVAX could hit $75 by February 2025, citing strong bullish trends despite recent market corrections.

Remittix’s Presale Raises Over $1 Million

The RTX token is currently priced at  $0.0172, offering early investors a unique opportunity to see a 50x increase in value in the coming months. The presale has already raised over $1.2 million, and over 70 million RTX tokens have been sold in just a few days. With strong investor interest and a limited supply of presale tokens, this is the perfect time for traders to get involved before this chance passes.

Join the Remittix (RTX) presale and community:

Join Remittix (RTX) Presale

Join the Remittix (RTX) Community

The National Association of Chambers of Commerce, Industry, Mines, and Agriculture (NACCIMA) has urged President Bola Tinubu’s administration to prioritise tax reforms, including reducing corporate tax rates to 19% and maintaining Value Added Tax (VAT) at 7.5%.

This was disclosed in a statement signed by Dele Kelvin Oye, the association’s national president. NACCIMA argued that these adjustments would stimulate economic growth and lead to increased tax revenues for the government.

“We believe corporate taxes should be further reduced to 19% and VAT pegged at 7.5%. We believe this will grow the economy and result in higher tax revenues for the government. As a caveat to protect government revenues, each taxpayer must not pay less than the preceding tax year,” the statement read.

The current tax reform bills before the National Assembly propose a gradual increase in VAT rates, starting from 10% in 2025 to 12.5% (2026–2029) and reaching 15% by 2030. NACCIMA has expressed concerns over these plans, suggesting that maintaining the current VAT rate would better serve economic and fiscal stability.

Oye also criticised the public disputes between federal and state governments over revenue sharing, noting that these disagreements often ignore the fundamental interests of taxpayers.

“The current media engagement between federal and state governments in newspaper and press releases only further confirms the disconnect described above,” Oye said. “The beneficiary parties receiving taxpayer funds engage each other on how to secure a larger portion of taxpayer funds without consideration for the public or taxpayer interest.”

Highlighting the contributions of sectors like telecommunications to government revenues, Oye called for targeted reforms to unlock their growth and revenue potential.

“Significant taxpayers like the telecommunications sector, who require reforms that will result in increased tax revenues, should not be ignored,” he said.

NACCIMA also called for meaningful private sector inclusion in tax reform discussions, encompassing aviation, telecommunications, manufacturing, and operators in Free Trade Zones. The association criticized the current approach of relying on committees that merely “lecture taxpayers” without yielding actionable results.

“There must be real dialogue with genuine concessions to be made by all parties. The private sector—aviation, telecommunications, manufacturers, Free Trade Zones, and other stakeholders—must be engaged in written communication. Committees that come to lecture taxpayers are not giving positive outcomes,” the statement added.

NACCIMA suggested forwarding the outcomes of such engagements to the National Assembly through the office of the Attorney General, as directed by the President, for better coordination.

[Businessday]