OTHERS' VIEWS

OTHERS' VIEWS

SUNDAY 1-DEC

 

Hearn confirms Joshua’s 2025 return date
https://reubenabati.com.ng/sports/hearn-confirms-joshua-s-2025-return-date

Why Nigeria Needs Tax Reform – Oyedele
https://reubenabati.com.ng/feature/why-nigeria-needs-tax-reform-oyedele

Okpebholo, APC Jittery Over Exposure Of Systemic Rigging In Edo, Lies To Cover Fraud – Obaseki
https://reubenabati.com.ng/feature/okpebholo-apc-jittery-over-exposure-of-systemic-rigging-in-edo-lies-to-cover-fraud-obaseki

CBN tells Nigerians to report cash withdrawal issues from December 1, banks to face penalties
https://reubenabati.com.ng/feature/cbn-tells-nigerians-to-report-cash-withdrawal-issues-from-december-1-banks-to-face-penalties

Local Government Autonomy….Concerns Mount Over Non-execution Of Supreme Court Ruling
https://reubenabati.com.ng/feature/local-government-autonomy-concerns-mount-over-non-execution-of-supreme-court-ruling

Tinubu Tax: North’s anger grows as youths attack Deputy Senate President
https://reubenabati.com.ng/feature/tinubu-tax-north-s-anger-grows-as-youths-attack-deputy-senate-president

OAuGF report reveals huge financial infractions in NNPCL, NUPRC, NMDPRA
https://reubenabati.com.ng/feature/oaugf-report-reveals-huge-financial-infractions-in-nnpcl-nuprc-nmdpra

Rivers: N27bn IGR behind Fubara, Wike rift, INEC now APC member – Adeyanju
https://reubenabati.com.ng/feature/rivers-n27bn-igr-behind-fubara-wike-rift-inec-now-apc-member-adeyanju

‘I Am Against Tax Reform Bills, It Gives Some States More Advantage’ – Ningi
https://reubenabati.com.ng/feature/i-am-against-tax-reform-bills-it-gives-some-states-more-advantage-ningi

[STATE HOUSE PRESS RELEASE] President Tinubu Congratulates New NUJ President And Executive Team
https://reubenabati.com.ng/news/state-house-press-release-president-tinubu-congratulates-new-nuj-president-and-executive-team

[PRESS RELEASE] President Tinubu Approves Funds for UNESCO Media and Information Literacy Institute in Nigeria
https://reubenabati.com.ng/news/press-release-president-tinubu-approves-funds-for-unesco-media-and-information-literacy-institute-in-nigeria

Trump threatens 100% tariff on BRICS countries over currency plans
https://reubenabati.com.ng/news/trump-threatens-100-tariff-on-brics-countries-over-currency-plans

‘From Secular To Sacred’ - Filmmaker, Mike Bamiloye Reflects On Transformation To Gospel Drama
https://reubenabati.com.ng/feature/from-secular-to-sacred-filmmaker-mike-bamiloye-reflects-on-transformation-to-gospel-drama

Darey Art Alade and wife Desola mark 18th wedding anniversary
https://reubenabati.com.ng/feature/dare-art-alade-s-wife-deola-celebrate-18th-wedding-anniversary

Sokoto NLC Suspends Planned Strike Over ₦70,000 Minimum Wage
https://reubenabati.com.ng/feature/sokoto-nlc-suspends-planned-strike-over-70-000-minimum-wage

Nigeria needs collaborative leaders for national progress - Peter Obi
https://reubenabati.com.ng/feature/nigeria-needs-collaborative-leaders-for-national-progress-peter-obi

How Tinubu’s fiery critics became spokespersons, loyalists
https://reubenabati.com.ng/feature/how-tinubu-s-fiery-critics-became-spokespersons-loyalists

2027: Atiku, Obi deny joint presidential bid after reunion
https://reubenabati.com.ng/feature/2027-atiku-obi-deny-joint-presidential-bid-after-reunion

Tax Reform Bill: Atiku Calls For Transparency, Inclusivity In Debate
https://reubenabati.com.ng/news/tax-reform-bill-atiku-calls-for-transparency-inclusivity-in-debate

 

Every December, we mark three international observances that are at the heart of the U.S.-Nigeria partnership: World AIDS Day, International Anti-Corruption Day, and Human Rights Day.  While distinct, these commemorations underscore a simple truth – Nigeria’s path forward requires progress on health, good governance, and human rights.  The United States remains your steadfast partner on this journey.

For two decades, the United States has stood with Nigeria in the fight against HIV/AIDS under the President’s Emergency Plan for AIDS Relief (PEPFAR).  The U.S. government has invested more than $8.3 billion in Nigeria’s health sector and provided life-saving anti-retroviral treatment to more than 1.5 million people.  These numbers represent improved life expectancy and quality of life for these Nigerians and their families.  In clinics across Nigeria, I’ve met dedicated healthcare workers who deliver HIV prevention, treatment, and care, supported by the resources of the American people.  This work has done more than save lives – using HIV as an entry point, Nigeria’s health system has also benefited.  As Nigeria’s health system is strengthened, this important work will be led by government and engagement with the private sector to sustain the gains.  This commitment was reinforced during Ambassador Nkengasong’s recent visit, where his discussions with Nigerian health officials focused on how the Government of Nigeria would sustain the HIV health programs with strengthened Nigerian leadership and local ownership.

But positive health outcomes depend critically on good governance.  When medical supplies are diverted, when healthcare workers go unpaid, when facilities buy dangerous, counterfeit medications or lack resources due to mismanaged funds, it costs lives.  This is why the United States supports numerous initiatives, not only in the health sector, to enhance transparency and accountability in Nigeria.  Our programs work directly with government agencies and civil society organizations to strengthen fiscal responsibility with the goal of the state ensuring resources reach their intended beneficiaries.

The success of these efforts rests on respect for human rights and civic engagement.  When members of marginalized communities face discrimination in accessing healthcare, when citizens fear reporting blatant corruption like the need to pay for appointments or ‘free’ healthcare, or when vulnerable populations cannot advocate for their needs, development falters.  Through our partnership with Nigeria, we promote the rights of every person to access essential services and enjoy fundamental freedoms without fear or discrimination.

These three areas – health, transparency, and human rights – reinforce each other.  Consider the results: U.S.-supported initiatives have helped strengthen pharmaceutical supply chains, reducing theft and ensuring safe medicines reach patients.  Our human rights programming has empowered civil society organizations to advocate for marginalized communities, leading to better access to health services.  Our health system investments have created platforms for transparency that benefit all sectors.  And, perhaps most importantly, according to a recent survey by the United Nations Office on Drugs and Crime, Nigerians are both more frequently refusing to pay bribes and reporting bribe seekers to investigative journalists and rule of law authorities.  A shift in norms is beginning to take root and must continue.   

The U.S. Embassy stands ready to support Nigerian voices pressing the fight against corruption in Nigeria.  To Nigeria’s government officials, civil society leaders, healthcare workers, and citizens:  your dedication to building a stronger nation inspires us.  Together, we can continue to advance the interconnected goals of better health outcomes, good governance, and human rights for all Nigerians.  Challenges remain, but the work we’ve done together shows what could be possible on a larger scale across these crucial domains.

As we mark these December observances, let us use this moment not just for reflection, but for renewed commitment and action.  The United States continues to stand with the Nigerian people as they carry out this essential work with their elected government.

•Ambassador Richard M. Mills is U.S. Ambassador to Nigeria

President Bola Ahmed Tinubu has appointed Mr Shamseldeen Babatunde Ogunjimi as the Acting Accountant General of the Federation (AGF).

His appointment is effective immediately following the pre-retirement leave of the incumbent AGF, Dr. (Mrs.) Oluwatoyin Sakirat Madein.

In announcing Madein's successor, President Tinubu ensures a seamless transition in the administration of Nigeria's treasury and consolidates the implementation of the present administration's treasury policy reforms.

As a career civil servant and the most senior director in the Office of the Accountant General of the Federation (OAGF), Mr Ogunjimi brings over 30 years of extensive experience in financial management across the public and private sectors.

He has held significant positions, including Director of Funds at the OAGF and Director of Finance and Accounts at the Ministry of Foreign Affairs.

A chartered accountant, certified fraud examiner, chartered stockbroker, and chartered security and investment specialist, Mr Ogunjimi's academic qualifications include a Bachelor of Science (BSc) in Accountancy and a Master's in Finance and Accounting.

In a remark on the appointment, President Tinubu expresses his confidence in Mr. Ogunjimi, saying, "The Office of the Accountant General of the Federation is pivotal to our nation's treasury management operations. Mr Ogunjimi's wealth of experience and notable competence will ensure the continued effectiveness of this vital institution as we advance our economic reform agenda."

President Tinubu commends the outgoing Accountant General of the Federation, Dr. Madein, for her dedication and selfless service to the nation.

After reaching the civil service's statutory retirement age, Dr Madein is retiring effective March 7, 2025.

Bayo Onanuga

Special Adviser to the President

(Information & Strategy)

 

 

 

 

 

 

 

 

 

 

 

The proposed tax reform, involving four tax bills introduced by the Federal Government, has received significant criticism. Notably, it was rejected by the Governors’ Forum but was still forwarded to the National Assembly. Unlike the various bold economic decisions made by this government, concessions will likely need to be made on these tax reforms, which involve legislative amendments and therefore cannot be imposed by the executive. This article highlights the purposes of taxation, the qualities of a good tax system, and some of the implications of the proposed tax reforms.

One of the major purposes of taxation is to generate revenue for the government to finance its activities. A good tax system should raise sufficient revenue for the government to fund its operations, and support economic and infrastructural development. For any country to achieve meaningful progress, its tax-to-GDP ratio should be at least 15%. Currently, Nigeria’s tax-to-GDP ratio is less than 11%. The proposed tax reforms aim to increase this ratio to 18% within the next three years.

A good tax system should also promote income redistribution and equality by implementing progressive tax policies. In line with this, the proposed tax reforms favour low-income earners. For example, individuals earning less than one million naira annually are exempted from personal income tax. Additionally, essential goods and services such as food, accommodation, and transportation, which constitute a significant portion of household consumption for low- and middle-income groups, are to be exempted from VAT.

 

In addition to equality, a good tax system should ensure equity and fairness, a key area of contention surrounding the proposed reforms. If implemented, the amendments to the Value Added Tax could lead to a significant reduction in the federal allocation for some states; impairing their ability to finance government operations and development projects. The VAT amendments should be holistically revisited to promote fairness and national unity.

The establishment of a single agency to collect government taxes, the Nigeria Revenue Service, could reduce loopholes that have previously resulted in revenue losses, provided proper controls are put in place. It is logically easier to monitor revenue collection by one agency than by multiple agencies. However, this is not a magical solution. With automation, revenue collection can be seamless whether it is managed by one agency or several, as long as monitoring and accountability measures are implemented effectively.

The proposed tax reforms by the Federal Government are well-intentioned. However, all concerns raised by Nigerians should be looked into, and concessions should be made where necessary. Policies are more effective when they are adapted to suit the unique characteristics of a nation, rather than adopted wholesale. A good tax system should aim to raise sufficient revenue, ensure equitable income distribution, and promote equality, equity, and fairness.

In preparation for his inauguration as the 47th President of the United States, Donald Trump has commenced the process of choosing a cabinet that will assist him in the onerous task of governance. Being a very controversial figure himself, Trump’s many appointments are already setting the public sphere on fire. From Marco Rubio (for secretary of state) to Pam Bondi (for attorney general), and from Pete Hegseth (for defense secretary) to John Ratcliffe (for CIA director). One of the most controversial of the cabinet pick, however, is the choice of billionaire Elon Musk and Vivek Ramaswamy for the post of leading the Department of Government Efficiency (DOGE).

Elon Musk is as controversial as Donald Trump. The combination of both of them was a handful during the presidential election these past few weeks. Musk was so invested in the possible election of Donald Trump that he offered a $1m a day giveaway for voters in critical swing states. And then Trump won the election, and now Elon Musk has got a cabinet position. This is not just a role that Elon Musk is already well suited for given his leadership of a private business enterprise and many years of business leadership. It is also one he has been angling for since Trump won the Republican nomination for president.

In appointing him, Donald Trump said that the task for Musk and Ramaswamy will be to “dismantle government bureaucracy, slash excess regulations, cut wasteful expenditures, and restructure federal agencies.” And this is one responsibility that Elon Musk is rearing to step into. In line with the critical restructure that he brought to Twitter (now X), he has once said recently that he strongly believed that the US government’s budget is capable of being cut by $2trillion out of about $6.5trillion. And that a number of government employees and departments can also be significantly reduced.

Donald Trump’s appointment of Elon Musk, his vision of government efficiency and Musk’s willingness to accept the task all have historical antecedents, especially in the emergence of managerialism as the framework for reconstituting bureaucratic efficiency and productivity. Public administration all across the world is now forced to operate in what has been called VUCA—volatile, uncertain, complex and ambiguous—world that revolved around the idea of polycrisis. A polycrisis define a situation in which several crises converge at the same time and in ways in which the impact they generate together outweighs their impact individually. Within such a context, public administration must necessarily also adapt to the emerging context of crisis and difficulties. The implication is that the old and traditional Weberian idea of the bureaucracy has become too inflexible and outdated as an administrative means for getting government business done effectively and efficiently in the quest for democratic service delivery to the citizens. In its Nigerian incarnation, the inherited Weberian bureaucratic model rides on a one-model-fits-all service-wide standard operating framework encoded in the General Order (GO) that we now call the Public Service Rule (PSR).

The old Weberian—“I-am-directed”—administrative tradition is founded on an underlying theoretical framework that has been aptly called Theory X. This framework has three propositional dynamics underlying it as the basis for understanding how the bureaucracy works. One, it conceives management as involving the deployment of people, material and money in order to facilitate particular economic objectives. Two, organizational objectives require the control and motivation of people. Three, it assumes that without a strict organizational regimen to put employees in check, humans are usually unproductive and resistant to organizational protocols.

We are able to therefore exhume a very gloomy understanding of human nature that perceives an average employee as being (a) indolent by nature, (b) lacking in ambition and motivation, (c) naturally egoistic and therefore set to work contrary to organizational requirements, (d) naturally resistant to change, especially those that antagonizes selfish desires, and (e) naturally deceivable. Given these assumptions, organizational goals can only be achieved if the discerning manager employs a very strong “command and control” tactic in getting his indolent employees to achieve the set targets and objectives. It is easy to see how this Douglas McGregor Theory X of administrative structure has the capacity to evolve into a monolithic and bureaucratic culture that breeds passive subordinate who are not eager to deploy their creative and entrepreneurial energies to further organizational objectives. This Weberian structure required from civil servants the requisite characteristics of anonymity, neutrality and impartiality, and an overall profile circumscribed by efficiency, effectiveness, integrity, accountability, responsiveness, representativeness, loyalty, equity, fairness, and so on. However, it is a system that is essentially hierarchical, cumbersome and acutely bureaucratic to effectively fulfil the mandate of good governance.

With the managerial revolution, the public service is compelled to adapt to a new normal that is motivated first by the COVID-19 pandemic. The pandemic struck most governments and their public administration dynamics at the critical service delivery point. Aside the regulatory and policy functions, service delivery is the mechanism that connects or disconnects the governments from the well-beings of their citizens. And the tragedy of the pandemic is that it caught the entire world at varying administrative stages and phases of the normal. This is even worse for the third world countries, and Africa especially. The significance of the pandemic is that it stipulates several initiatives that public administration must confront in order not to ever be caught napping again. This initiative must however ride on the existing new public management (NPM) framework that delivers efficiency through new managerial developments that, for instance, leverages new digital technologies, artificial intelligences and open government initiatives to deliver fast, economic, flexible and efficient service delivery to the citizens.

The new normal for public administration involves the imperative of administrative new thinking. The idea of new thinking is conditioned by a reform program that is strategic. In other words, new think for any organization or institution combines strategic thinking and strategic planning to be able to face the future. It is this strategic thinking that allows an institution like the public service to rethink and reengineer its modus operandi and business model to become better. And this new thinking framework is backstopped by strategic decision-making that builds on various development in decision science. Decision science has become a critical field that has integrated cognate developments from artificial intelligence, organizational psychology, systems thinking, machine learning, probabilistic modeling, scenario analysis, big data analytics, and many more to become a key area that the public service must buy into to push forward its policy intelligence that strengthen decision-making. Modern policy making that has taken cognizance of decision science will most likely possess nine fundamental features: (i) forward-looking; (ii) outward-looking; (iii) innovative, flexible and creative; (iv) evidence-based; (v) evaluation; (vi) review; (vii) joined-up; (viii) inclusive; and (ix) learned lessons.

Thus, it becomes strategic for Donald Trump to want to shake up the US bureaucratic processes in order to facilitate government efficiency. He is simply toeing the path taken by Margaret Thatcher in the 1980s when she strategically appointed Lord Derek Rayner, the Chairman and CEO of Marks and Spencer, to put in place a rigorous managerial and capability review of the MDAs at Whitehall. Much earlier after the Second World War, Japan deployed the Keiretsu principle that brought the organized private sector—manufacturers, suppliers, bankers, industries and so on—around a unique dynamic of economic cooperation, further strengthened by the introduction of experts with deep understanding of the relationship between economic growth, development, productivity and performance. And the private sector expertise of the American management consultant, W. Edward Deming, was contracted in the bid to introduce and deploy the idea of quality management that led to: (a) Better design of products to improve service; (b) Higher level of uniform product quality; (c) Improvement of product testing in the workplace and in research centres; and (d) Greater sales through global markets.

No matter the disapproval that attends Donald Trump’s governance capacity, one cannot quarrel with the significance and prospect of the dealing with the cost of governance in ways that accentuate government efficiency. If Elon Musk is able, as he claims, cut $2trillion from a $6.5trillion government budget, that is already a huge success in terms of the reduction of the cost of governance. This, for me, is one huge lesson for the Nigerian government and the fundamental challenge of the cost of governance and the dearth of a waste management strategy for achieving efficiency in performance and productivity. The transformation of the productivity profile of the Nigerian economy is the most critical premise that recommends the audacious institutional reform of the public service. And the reform initiatives will involve critical transformation of the civil service commission, the industrial labour law, the pay and compensation dynamics, and also the trimming of the workforce as a means of undermining the cost of governance burden.

The Oronsaye Committee on the Restructuring and Rationalization of Federal Government Parastatals, Commissions and Agencies still remains a crucial first condition in getting the situation right in terms of a critical restructuring of government efficiency, the same way Donald Trump has fingered Elon Musk as the key personality to weed out inefficiency in government productivity and service delivery. All in all, it might not be who sits at the helm of government affairs but what such a person is able to achieve to alleviate the well-being of the citizens.

In the heart of West Africa, where the echoes of drums narrate ancient tales of resilience, hope, and ambition, one nation rises as a luminous star in the ever-changing tapestry of democracy—Ghana. Its journey, marked by scars of struggle, is a testament to the resilience and determination of its people. Ghana’s democracy, like a river, carves its path through a region often engulfed by the shadows of political instability, offering more than just a model; it offers hope—a flickering yet determined flame that illuminates a region yearning for transformation.

For Nigeria, the region’s largest democracy, this light is both an invitation and a challenge. Despite its size, wealth, and influence, Nigeria struggles under the weight of its unrealised potential, grappling with systemic failures that have weakened its institutions and tested the faith of its people. Ghana’s journey is not just an inspiration for its neighbours; it is a call to action—a reminder that democracy is not a static state but a dynamic process that demands vigilance, sacrifice, and a relentless pursuit of the common good. Ghana’s story is not merely a narrative of governance; it is a powerful song of possibilities, a melody of what can be achieved when people and institutions unite to uphold the principles of justice, equality, and peace. It is a message to Nigeria and allWest Africa: the future belongs to those who dare to shape it.

Although fraught with multiple democratic missteps, Ghana towers above its neighbours in upholding the democratic tenet of free and fair elections, with little incidence of intimidation, vote buying, box snatching, political thuggery and official manipulations of electoral outcomes that are common in Nigeria’s electoral history. Besides the militarism and coup de tat that is sweeping across West Africa, it is not touching Ghana where, although with its many challenges, the people have adopted democracy as their ultimate form of government and are doing everything possible to deepen and consolidate the democratic gains.   

At the heart of Ghana’s democratic strength lies its commitment to fostering political accountability and citizen engagement. Unlike many West African nations where power often oscillates between authoritarian rule and fragile democratic experiments, Ghana has maintained a steady course of civilian governance for decades. Since its return to multiparty democracy in 1992, Ghana has conducted eight successful general elections, with peaceful transitions of power occurring between rival political parties. For instance, in 2001, Ghana witnessed a historic moment when power peacefully transitioned from the National Democratic Congress (NDC) to the New Patriotic Party (NPP), setting a standard for political civility. 2009, this tradition continued as the NPP handed power back to the NDC after a closely contested election. These transitions contrast sharply with Nigeria, where political transitions have often been marred by allegations of electoral fraud, violence, and post-election litigation that weaken public trust in the democratic process.

Nigeria can draw significant lessons from Ghana’s ability to ensure smooth transitions of power. The peaceful handover of leadership in Ghana has been underpinned by the independence of its Electoral Commission (EC). Ghana’s EC has consistently exhibited professionalism, transparency, and impartiality, earning the confidence of both political parties and the electorate. By contrast, Nigeria’s Independent National Electoral Commission (INEC) has faced numerous allegations of bias and logistical challenges, often leading to disputed results and eroded trust. For example, during Nigeria’s 2019 general elections, reports of logistical delays and allegations of vote-buying cast a shadow over the process. Nigeria must strengthen INEC’s independence, provide adequate resources, and ensure that it operates free from political interference. Adopting Ghana’s approach to technological innovation, such as biometric voter registration and real-time results tracking, could also enhance transparency and reduce electoral fraud in Nigeria.

Ghanaians’ active engagement in the democratic process is another area where Nigeria could learn valuable lessons. Ghana boasts consistently high voter turnout rates, frequently exceeding 70%, as seen in the 2020 elections, where turnout reached 79%. This contrasts with Nigeria, where voter turnout has steadily declined, hitting a record low of 35% in the 2019 elections. The difference stems from Ghana’s emphasis on political awareness and education, which has cultivated an electorate that values its role in governance. Nigeria must urgently invest in civic education to enlighten citizens about their rights and responsibilities in a democracy. Such initiatives would boost voter participation and foster public officials’ accountability, as an informed electorate demands transparency and results.

Leadership plays a pivotal role in the evolution of democracy, and Ghana’s political history offers significant insights in this regard. Leaders like Jerry John Rawlings demonstrated a successful transition from authoritarianism to democracy, emphasizing moral governance and economic reform. While Nigeria has also made the transition from military rule to civilian governance, the quality of leadership has often been questioned, with allegations of corruption and self-serving policies taking precedence over national interests. Ghana’s relatively high level of political accountability can be attributed to the integrity of its leaders and their commitment to strengthening institutions rather than personalizing power. Nigeria could greatly benefit from prioritizing the election of leaders who value national development over individual gain, thereby fostering a culture of service and responsibility.

Education has been a cornerstone of Ghana’s democratic success, and it offers a model for Nigeria to invest in political and public administration education. According to the Ghana Statistical Service, the country’s political elite are notably well-educated, with over 60% holding tertiary degrees. This high level of education has translated into slightly better-informed policymaking and effective governance. In contrast, Nigeria’s political class has been criticized for lacking the requisite skills and educational background to address the complex governance challenges. By investing in education, particularly in political and public administration, Nigeria could prepare future leaders for the demands of public office. Ghana’s Free Senior High School policy, which has expanded access to education for thousands of students, provides a model that Nigeria could adapt to improve its human capital and strengthen its democratic institutions over the long term.

The role of Ghana’s Electoral Commission in ensuring credible elections provides another lesson for Nigeria. Ghana’s EC operates with high independence, overseeing the electoral process with transparency and professionalism. This starkly contrasts Nigeria, where INEC has often faced accusations of partiality and inefficiency. Nigeria must empower INEC to function autonomously to address these issues, with sufficient funding and legal protections against political interference. Additionally, Ghana’s adoption of technology, such as biometric voter registration and electronic transmission of results, has reduced incidents of electoral fraud and increased public confidence. Nigeria’s gradual adoption of such innovations is a step in the right direction, but it must ensure full implementation and proper oversight to achieve similar success.

Ghana’s vibrant political culture, characterised by constructive opposition and peaceful political rivalry, contrasts with Nigeria’s divisive and contentious political landscape. In Ghana, the ruling and opposition parties engage in policy debates that enrich the democratic process. Nigeria, however, has struggled with political violence and antagonism that undermine governance and stability. Encouraging issue-based politics and promoting dialogue between political parties could help Nigeria replicate Ghana’s inclusive and cooperative political environment.

In this last 2024 general election, voters turnout was encouraging and the election was fairly peaceful considering African election standards. There are isolated cases of ballot box snatching, and a confirmed case of one person was shot in Kasoa Zongo, located in the Awutu Senya East Constituency. that resulted in the death of a man, and accusations of low level interference by the government in power. However, ECOWAS observation mission and other election observation agencies have stated that the election was peaceful and credible. There are strong indications that the opposition party, NDC,  may win the presidential election. This will be good for democracy in Ghana. The handing over of power from the ruling party to the opposition party demonstrates the maturing of Ghana’s democracy and indicates that the will of the people reigns supreme and is not subverted.

As the sun sets over the vibrant lands of West Africa, casting long shadows over bustling cities and quiet villages alike, Ghana stands tall—a lighthouse amid turbulent seas, a radiant beacon of democracy and hope. Its path has not been without trials, yet each challenge overcome has added strength to its foundation and brilliance to its light. Ghana’s story is a powerful reminder that democracy when nurtured with care, courage, and integrity, can endure against all odds. It is a testament to the transformative power of engaged citizens and enlightened leadership, showing that even in the most challenging circumstances, progress is not only possible but inevitable when people’s will prevails.

For Nigeria, whose vastness carries both the burden of its challenges and the weight of its promise, Ghana’s example is more than a model; it is a lifeline, a whisper of hope urging the giant to awaken, reflect, and reclaim its rightful place as a leader in Africa’s democratic renaissance. Nigeria has the resources, the people, and the potential to rival and surpass the success of Ghana, but it must first learn the lessons of vigilance, accountability, and the power of an informed electorate. Ghana’s journey offers a blueprint for navigating the storms of instability and creating a legacy of stability and progress.

In Ghana’s steady progress lies a profound truth: democracy is not a gift bestowed by chance or luck,but a destiny earned through sacrifice, unity, and determination. The heartbeat of Ghana’s democratic evolution reverberates across the continent, calling out to nations like Nigeria to rise above their struggles and embrace the transformative power of governance that truly serves the people. In this shared journey toward a brighter future, Ghana reminds us that where there is will, there is an unyielding way, and where there is hope, there lies the promise of renewal and greatness.

In the rich history of Ghanaian leadership, one name seems to crop up more than any other, “John.” Four different presidents, each named John, have held the highest office in the land. And now, John Dramani Mahama has once again returned as Ghana’s president after his main rival accepted defeat. 

With such a strong correlation between the name and Ghana’s presidency, one cannot help but ask, is it just a coincidence, or is there an unspoken rule that every Ghanaian president must bear the name John? Let us explore this fun and somewhat puzzling trend that has captivated the attention of Ghanaians and beyond.

The John Dynasty of Ghanaian Presidents is no doubt thought-provoking. Let us break it down, shall we? Starting with Jerry John Rawling, he was no doubt a man of military and civilian distinction, Rawlings’ first name, “John,” seemed to come to the forefront of Ghana’s political scene in the 1980s. He ruled as a military leader from 1981 to 1993 and then as a civilian president from 1993 to 2001. His leadership was transformative, but let us face it, no one really saw the “John” coming!

 

In a similar vein, John Agyekum Kufuors who presided over the affairs of Ghana from 2001 to 2009, left a notable mark on the country’s political and economic landscape. Could this be the first instance of a pattern, or was it just another coincidental name?

Also in a similar vein, John Evans Atta Mills, who was the first president in Ghana’s history to pass away while in office, furthered the John phenomenon. After his unfortunate passing in 2012, his vice president, who was none other than……….you guessed it, John Mahama, took over the presidency. The people of Ghana must have thought: “Is there something about this name?”

As if the trend were not established enough, Mahama, previously Atta Mills’ vice president, assumed the role of president after his boss’s death. But here is where it gets funny, not only did John Mahama take over once, but he was re-elected as president in 2012! Even more interesting is the fact that John Mahama has once again comeback in 2024, proving that this John obsession is not just a passing phase.

 

Now that we have taken a quick jaunt down memory lane, let us consider the pattern. Four presidents named John in Ghana. A coincidence? Maybe. But at this point, after John Mahama’s return to power in 2024, one might start to wonder. Could it be that “John” is a political prerequisite for the presidency? Is there a special clause tucked somewhere in Ghana’s constitution stating that only Ghanaians with the first name “John” can lead the country?

We do not have any hard evidence of this, but the idea alone is enough to give rise to a wave of humorous speculation. Imagine the next election cycle where Ghana’s political pundits are all focused on the one thing that really matters, “Is his name John?” 

At this juncture, it is expedient to curiously ask, “Why John?” It is unarguably a question that needs an answer. 

 

So, why “John”? Is it just a popular name, or is there something magical about the name that attracts the presidency? Let’s break it down. Johns Are Everywhere.  Ghana is not short on Johns. Whether in politics, business, or sports, there is a John in almost every sector. But the presidency? That is a different ball game.

Given the fact that there is power in a name, it will not be out of place to conjecture in this context that it is possible that the name “John” simply holds a certain appeal in Ghanaian politics. After all, names are powerful symbols. A “John” might exude a sense of trustworthiness, reliability, and even a dash of charisma. It is not just any “John”, these Johns are leaders with the ability to connect with the people. Perhaps “John” is simply a name that resonates with the Ghanaian electorate.

Against the foregoing backdrop, there is no denying the fact that there is unarguably a tradition of Johns in Ghana’s presidential system. This is as it is already an established fact that after Rawlings, Kufuor, and Mills, that when Mahama took the reins, the name had already become synonymous with the presidency. At this point, one could argue that Ghanaians were simply “used” to their presidents being named John. It had become a political tradition.

 

Analyzed from the backdrop of the return of John Mahama, and as we watch him in office throughout his tenure, we cannot help but ask: “Is he a symbol of continuity?” “Is it fate, or is it a sign that, when it comes to Ghana’s presidency, the name John is simply too powerful to ignore? Mahama’s comeback feels almost scripted, the long-lost John returns to finish what he started.

Let us take a humorous detour and explore some of the speculative scenarios that could be playing out behind the scenes in Ghana’s political landscape.

Imagine if future political campaigns were centered on this John phenomenon. “The future of Ghana is “John!” or perhaps, “Why settle for less when you can have a John?” Candidates could be scrambling to change their names to John to meet the qualification!

 

Could there be an official government search for all potential candidates named John? Perhaps, in the next election cycle, the political parties will hold auditions,  “Show us your ‘John’ credentials!” Maybe the next president will have to take a DNA test to confirm that they indeed have a “John” in their first name.

Maybe Ghana could form an exclusive political group, the “Johns Only” club. Political candidates could only be eligible if they carry the name John. After all, the track record seems to be speaking for itself! Future candidates will need to show proof of their “Johnness” before taking part in any political race.

At this point, some might be wondering: will Ghana ever break this cycle? Could the country see a president who doesn’t bear the name John? It seems unlikely in the near future. But who knows? Perhaps the 2028 election cycle will bring a fresh face, one who will forever break the John chain. Maybe it will be a president with an unusual name, one that doesn’t start with “J.” Only time will tell!

 

In all seriousness, while it is undeniably funny to think about the fact that all four of Ghana’s most recent presidents have been named John, the reality is that the name has become something of a political symbol. It represents a continuity of leadership, a tradition that the people have come to know and trust. Is it a coincidence? Perhaps. But it makes for a fun topic of discussion.

So, the next time you meet a Ghanaian politician, or anyone running for president, ask him: “Is your name John? If not, do you still have a chance?” Who knows? It could just be the start of a new era in Ghanaian politics. After all, isn’t there something about the name John?

“While I waste my time asking those questions, the battle between the forces of Chief Afe Babalola and those of Dele Farotimi rages on. And, it is not one between David and Goliath. No. Both are losing at the same time. They are both underdogs being tried in two parallel courts – one at the law court; the other at the court of public opinion. Unfortunately, both are not doing fine at all, but they are unyielding. I pity the two sides. They are pitched in a no-win duel while the rats who sparked the fight enjoy their suya, sip their coke, and pick their teeth. In the play, ‘Topdog/Underdog’ by American playwright, Suzan-Lori Parks, two brothers lose everything they fight over – woman, inheritance, everything. “Screaming in agony” is how a critic describes the cries of one while the other is too dead to hear his brother’s too-late regrets”.

Adeola was a destitute woman with neither a surname nor a known relative who died at 1.15pm on Friday, 29 June, 1888 at the Colonial Hospital in Lagos. She was buried at 4pm the following day at Ereko Cemetery, Lagos. The manner of her death on Friday and burial on Saturday was to soon put the entire colonial establishment from Lagos to London on ‘trial’. A police officer had, some days earlier, found the woman “huddled up in an Ereko market shed, utterly helpless and in a ‘bad state of health.'”

Her story: She was just Adeola – no other name. She had no living person she could remember as a relation. About 30 years earlier (1858), she had been bought as a slave at Ikorodu market by a man from Beshe (Ibese?) who later converted her to a ‘wife.’ She had a child for the man but life soon happened to her in more devastating details. One after the other, the ‘husband’ died, the child died too. She became lonely and alone, ill and terribly diseased. Her case became like the sentry of Apomu who lost his divination nuts to thieves, had his wife snatched, and, in horror, watched his last item of survival taken by a bad dog that escaped and slipped into a deep well. “It is time to leave this town!” the man cried.

Utterly broken Adeola left Beshe for Lagos in search of hope and cure for everything that ailed her. She arrived in Lagos on 4 June, 1888. It was because she knew nobody and had no one in Lagos that she found ‘home’ in that market shed where the police officer found her. With that police officer, favour appeared to have found her as she was moved to the Colonial Hospital and was admitted as a patient. If she thought her prayer answered at that point she was wrong. Her story changed on 20 June, 1888 when the senior of the two Oyinbo doctors at the hospital wrote on her treatment sheet: DNI (Discharged, Not Improved). The doctor said she was an “incurable” and “no good could be done for her by treatment” and got her removed from the hospital. And “like a log of wood”, she was taken out of the facility on a stretcher taken far away from the hospital, and “pitched out of the stretcher” like dirt and left to die in the bush.

A man and his carpenter saw everything from the top of a house they were reroofing. They reported what they saw to the authorities who intervened and ordered the woman returned to the hospital by 5pm the following day, 21 June. Adeola was reported dead on 29 June and buried by the evening of the following day. Then trouble started. The Lagos public got to know of everything that happened to the poor woman from the day she was first admitted to the hospital and the day she was reported dead and buried. It became a big human rights issue. Governor Moloney demanded explanations from the hospital and was not satisfied with what he was told. The matter went to a coroner who ordered the exhumation of the corpse. My historian wrote that “when the coffin was opened, the jury was struck by the observation that the body was found placed in a lateral decubitus. This was very unusual, and gave rise to the suspicion that the woman might have been encoffined before life petered out of her.” To be “encoffined before life petered out” of one is to be buried alive.

The jury tried the case and indicted all the key hospital personnel involved, including the doctor who wrote DNI on her diet sheet. Then the coroner, friend and messmate of one of the doctors, stepped in and annulled the verdict of the jury and cleared all the indicted persons. That was done because the woman was a nobody who had nobody. Lagos as a city became enraged and a huge rally of 374 persons was held inside the Town Hall of Lagos on 9 July, 1888. It was from that meeting that the people of Lagos addressed an appeal petition to the Secretary of State for the Colonies in London who took over the case and ordered the governor of Lagos to implement the jury’s verdict and relieve the chief culprits of their duties. They were sacked. The pauper woman finally got justice. Her story is fully told in Adelola Adeloye’s ‘African Pioneers of Modern Medicine’ (1985); check page 60 through page 71. I got the story from that book; the various quotes I used are from its pages.

Scroll up again and read the Adeola case; the higher the appeal went, the better the reasoning, the surer the justice. Today, nothing in our courts is cast in law. The 1888 scandal happened well before Nigeria became a country. The Lagos public fought the injustice in Lagos for the nameless underdog. When Lagos compromised on truth and justice, the people took the case to London, fought and won in a very comprehensive way. The unfortunate woman in the story was the very definition of underdog. She had nothing; no full name; no address, no blood or bloodless relation. Everyone who fought for her did not know her from anywhere. She was a compete pauper with no material value to anyone. Yet, she got the people behind her and got justice. She was the underdog in the contest for space in the Colonial Hospital. She lost the battle of life but won the war of justice. She had her day, even after she died.

Americans have a day dedicated to almost everything. The third Friday in December of every year is their National Underdog Day. They’ve celebrated their underdog Fridays since 1976. The next one holds on 20 December, 2024. And, if you are a Nigerian, I am sure you’ve heard or come across ‘underdog’ more than once in the last one week. If you haven’t, it means you’ve not been following the war between Chief Afe Babalola, SAN and firebrand lawyer, Dele Farotimi. One, a senior advocate; the other, a subaltern in legal practice. Like in all contests, figures of speech have been flying like Saddam Hussein’s Scud missiles and George H. W. Bush’s Patriots. I heard the junior lawyer being called an underdog, the big man the top dog. I’ve also come across the expression: every underdog would have their day.

Nigerians are bitterly divided between Chief Afe Babalola and Dele Farotimi. Each side thinks it is right. I read some comments and commentaries and shuddered. The extreme positions being taken and the measures being canvassed remind one of the contents of Edward P. Cheyney’s 1913 article on ‘The Court of Star Chamber’ of 17th century England: “The law-officers of the crown were especially inclined to prosecute offenders against the dignity of judges or other persons connected with the courts. An angry litigant who in 1602 attempted to stab a lawyer who had spoken against him was brought before Star Chamber and sentenced to have his ears cut off and to be imprisoned for life. One man had his ears nailed to the pillory at Westminster for traducing Lord Chief Justice Popham; another was sent to the pillory for saying Lord Dyer was a corrupt judge, another for writing a letter to Coke charging him with chicanery in practice, still others for writing a letter to the Mayor of Wallingford charging him with injustice, and for speaking disrespectfully to the Lord Mayor of London in the wrestling place at Clerkenwell…” The pillory in that piece was a wooden device for displaying and shaming convicts. It was known in Anglo-Saxon times as “catch-neck”, the French called it the pillorie. If you were sentenced to the pillory, your punishment included being abused by ecstatic members of the public and being pelted with filth, including rotten eggs. We’ve seen much of that in the last one week.

I have not read Farotimi’s book but I listened to some of his online appearances on this matter. His words are extreme just as the reaction of Afe Babalola to them. And, while I was wondering if a journalist like me should be read saying anything on this matter because it is already in court, subjudice, I watched Chief Babalola’s lawyers waiving aside that rule and addressing a press conference in Ado Ekiti on Friday. They took the top lawyer’s case before the court of public opinion. I am not blaming them; we live in a constantly changing world in which the Internet is the super jury. The landscape has changed forever. Babalola’s lawyers said Farotimi was angered because he lost his client’s case to their chief’s client before the Supreme Court in 2013. That was eleven years ago! Lawyers must have very long memories – like elephants – for them to have sustained a war this long.

And, it is from Chief Babalola’s case, as presented by his lawyers at the press conference, that I picked my item of interest – how the Supreme Court did this work and created this war. From what I read, it would appear that the Supreme Court was the edá rat that sparked the blaze which our firefighters are dealing with. “You will recall that 254 hectares (of land) were sold to the Gbadamosi Eletu family. However, instead of the 254 hectares, Honourable Justice Kumai Bayang Aka’ahs, JSC, who wrote the lead judgment, recorded 10 hectares in error,” Chief Babalola’s lawyer told the media. Now, listen. Nigeria’s topmost court wrote “ten hectares” when it should have written “254 hectares” and delivered it as its judgment in that contentious land case on 13 July, 2013. I read that and got confused. Figures 10 and 254 neither sound alike nor do they compare in values. So, where did the ‘error’ come from? The Supreme Court is not a one-man tribunal. There were four other justices on that panel. Not one of them saw the mistake of their leading colleague; they all endorsed the ‘error’, lock, stock and barrel. The court later corrected this on 18 March, 2014 – that was eight months after the judgment. It blamed the discrepancy on what our law calls “clerical error.” Then this Farotimi-Babalola war started, assailing reputations and curtailing freedoms.

We are ruling our world in manners that are at variance with how we met it. The British who created this country worked better in the administration of justice. I wrote earlier that in the Adeola scandal case above, the higher the appeal went, the better the reasoning, the surer the justice. Even in places where sharia ruled, the British encouraged discipline, diligence and competence. In Ilorin, an Alkali was dismissed in 1912 “because he could neither read nor write Arabic.” In the same Ilorin, the colonial government removed Chief Alkali Mallam Salihu sometime in the 1930s and replaced him with Mallam Muhammad Dan Begori (Belgore) because inquiry showed that he had been “extremely negligent in his supervision of the clerical work of his subordinates.” H. O. Danmole’s ‘The Alkali Court in Ilorin Emirate during Colonial Rule’ published in the Transafrican Journal of History (1989) contains those details, including the quotes.

Now, you would want to ask: The justices who professed the 10-hectare-for-254-hectare ‘error’ at our Supreme Court in 2013, where are they today and what were the consequences of their ‘mistake’ which now proves costlier than they could ever have imagined? The man who wrote the ‘error’ retired in December 2019. How does he feel hearing all these about his work? The others who concurred with him, what do they feel? The Supreme Court itself, in the name of which those lords of the law acted, is it proud of what happened, and what is happening? The criminal cases that branched out of their “clerical error” and filed last week, if they eventually go up to the Supreme Court, how is the court going to sit on them? The Body of Benchers, if a student of the Nigeria Law School wrote ten hectares where he was supposed to write 254 hectares, would they reward such a student with a call to the Nigerian Bar?

While I waste my time asking those questions, the battle between the forces of Chief Afe Babalola and those of Dele Farotimi rages on. And, it is not one between David and Goliath. No. Both are losing at the same time. They are both underdogs being tried in two parallel courts – one at the law court; the other at the court of public opinion. Unfortunately, both are not doing fine at all, but they are unyielding. I pity the two sides. They are pitched in a no-win duel while the rats who sparked the fight enjoy their suya, sip their coke, and pick their teeth. In the play, ‘Topdog/Underdog’ by American playwright, Suzan-Lori Parks, two brothers lose everything they fight over – woman, inheritance, everything. “Screaming in agony” is how a critic describes the cries of one while the other is too dead to hear his brother’s too-late regrets.

“Liars ought to have good memories”. Algernon Sidney, 1622-1683 VANGUARD BOOK OF QUOTATIONS, VBQ p 127. Read online.

Right now, the nation, and indeed the entire world, is still confused regarding the situation with the two Port  Harcourt refineries. Suddenly, in the last ten days of November, the Nigerian National Petroleum Company Limited, NNPCL, announced that the refinery was ready to start loading 200 tankers a day with petrol – without specifying which of the two refineries in PH will supply and without revealing if the petrol was processed from crude. It was a clever ploy designed to earn the NNPCL commendation. 

 
 

  Predictably, the media mercenaries, as well as the wilfully gullible, were hailing NNPCL for what one of them called “a remarkable feat which should silence critics”. Instead of silencing critics, what followed was more controversy. As usual with statements and promises made by NNPCL in the past, facts at our disposal prove conclusively that this was another rumour by the Directors of NNPCL. Two reports in the papers informed Nigerians as follows: “Port Harcourt refinery: Controversy surrounds NNPCL claim on operation.” Report, November 29, 2024. “P’Harcourt refinery halts operations, loading bay empty.” Report, November 30, 2024.

  Additionally, there is dispute concerning the source of the petrol which the NNPCL advertised for supply at the rate of 200 trucks a day. One Mr.  Timothy Mgbere, Secretary of the Alesa community stakeholders, made three allegations. One he contended that the 60,000 bpd capacity facility was not yet fully operational. Two, he alleged that only six trucks were loaded; and not 200. Three, Mr.  Mgbere asserted that what the NNPCL released was old stock of fuel materials “that had been there for three years.” All these were said on television.

It would be difficult to disbelieve Mr. Mgbere, because the day after his interview was published, the refinery halted operations. Since then, it had been one dodgy story after another. Incidentally, the NNPCL, which invited trucks to lift fuel deliberately failed to fix the price per litre. Is that the way to run a company?

THE WAY WE WERE UNDER BABANGIDA

“Those who do not remember the past are condemned to repeat it.”

George Santayanna, 1863-1952,    VBQ p 93.

  This article was not written just to disparage the NNPCL and its managers. The uncertainties we face regarding fuel supply condemn them enough. More honourable men would have departed a long time ago. The main reason for writing is to remind all of us that we had the four refineries operating at 70 to 110 per cent at one time – 1991, 1992 and 1993– under President Babangida.

  Before going into the details of how we were derailed by three Presidents – Obasanjo, Buhari and now Tinubu — let it be acknowledged that I know there are individuals, ordinarily logical and intelligent, who go into a frenzy each time Babangida is commended for a great achievement. For instance, most Nigerians are not aware that the Value Added Tax, VAT, now tearing the country apart, was created by IBB in 1993; and the nation was not at daggers drawn. Today, the nation is on war path with elected officials in charge. Dr Kalu Idika Kalu, former Minister of Finance, was our leader, when a small minority of us promoted VAT; while the majority (know-nothings) opposed. It is a fact that governments will collapse if VAT is removed from the revenue stream now. VAT alone demonstrates how far ahead of his time Babangida was.

  IBB’s real genius, lacking in all his successors, was the recognition of the vital need for Nigeria, a major oil producing country to have built refinery capacity as to make the nation self-sufficient in fuel production as well as availability of by-products of refining which would provide steady supply of raw materials for other sectors – pharmaceuticals, paints, cosmetics, plastics etc. So, he ensured that the four refineries worked.    Approximately this time last year, Engineer Alexander Ogedengbe, former Managing Director of the Kaduna and Port Harcourt refineries, was on television to warn Nigerians about the official lies we were being told. Many of us would recollect that the Minister of State for Petroleum Resources and the GMD, NNPCL were assuring Nigerians that the PH refinery would start supplying fuel by December 2023.    The year ended without fuel from PH. Seven other deadlines have been missed since then.

Ogedengbe has turned out to be right about the failure of NNPCL to meet deadline repeatedly. However, he said something about how the four refineries were operating at high efficiency under Babangida which made those years the golden age for those of us who were constant travellers. I was on the road virtually all the time covering at least 25 out of the 30 states Babangida’s government created annually. The products were readily available and the price was reasonable and steady for years – making annual planning and budgeting easier for most companies. Right now, most manufacturing and marketing companies cannot plan for three months; forget a year or the three-year plan.

HOW DID BABANGIDA SUCCEED WHERE OTHERS FAILED?

“Fail to plan; and you plan to fail”. That has been one of the basic principles of managers in every field of endeavour; whether public, private, for profit or non-profit. Babangida, more than any other Head of State in Nigeria’s history, was a planner. And this was apparent in the way his government managed the oil and gas sectors. If IBB’s successors had followed his template for managing the nation’s oil and gas resources, Nigeria should by now have been supplying most of West and Central Africa with fuel. Dangote’s giant refinery might not even be necessary because it is vulnerable for reasons I choose not to disclose.

  Four things Babangida did differently which resulted in superior performance by his government are the following: he did not keep the Ministry of Petroleum Resources; he appointed persons of absolute integrity as Ministers of Petroleum Resources; he gave them free hand to operate and he expanded refining capacity ahead of the need for supply. Let me explain.

Unlike Obasanjo, Buhari and Tinubu who hoarded the Ministry of Petroleum Resources, IBB appointed two Ministers – Professors Tam David West and Jubril Aminu during his eight years in office. Crude oil theft and prolonged scarcity were unheard of throughout. Although, some people objected to the removal of David West for receiving an undisclosed gift of wrist watch from an interested party, IBB made his point. Even the smallest taint of corruption in Nigeria’s most vital sector would not be tolerated. A stitch in time saves nine.

Expanding supply well ahead of demand was a master stroke of forward planning. Nigeria did not need the 150,000 bpd refinery established by IBB in Port Harcourt in 1989. But, given the trajectory of our population and economic growth, it was clear that Nigeria would sooner than later need every drop. So, the Federal Government ensured that Turn Around Maintenance, TAM was undertaken and completed as and when due.

$2 BILLION OIL BLOCK SOLD AT $5 MILLION

  That story in THE NATION, July 31, 2008, was about a questionable sale of oil block when Obasanjo was President and Minister of Petroleum. It has not been refuted till today. So much for President and Minister of Petroleum!!

 

Dr Yusufu Bala Usman was, in the 1980s, a lion in the Ahmadu Bello University, ABU. His roar could be heard across the country. He was a domineering academic and political figure with followership in the country. His reputation had been boosted when, in 1976, he and fellow radical academic and historian, Dr Olusegun Osoba, as part of the 49 Wise Men charged with writing a new Nigerian Constitution, broke with the rest to present a radical Minority Report.

Then in 1984, Yusuf Bangura, a 34-year-old lecturer challenged Usman’s academic and intellectual scholarship right in his ABU lair.

Usman had in January 1984 delivered a lecture at the University of Ife, now Obafemi Awolowo University. It was titled: “Middlemen, Consultants, Contractors and Solutions to the current Economic Crisis.” He had explained the Nigerian economic crisis as being the result of comprador elites generating huge profits for their foreign masters and repatriating them to the metropole. So, he focused on the ways the Nigerian economy had “…been shaped and moulded to serve the capitalist economies of Western Europe, North America and Japan…”. Usman added magisterially that anyone who refuses “…to face these fundamental facts about our economy and society, when we are on the verge of economic collapse, is not only unpatriotic, but actually treasonable.”

[Vanguard]


Thisday Newspaper and Arise News are asking Nigerians to nominate the men, women and the institutions ‘’rebuilding democratic Nigeria’’ for the 2025 Thisday Awards. The media group is inviting nominations for 16 different categories, one of which is Governor of the Year. To qualify for this award, the governor should ‘’combine vision, passion, dedication and courage to make the lives of the people of his state better’’, according to official announcement of the newspaper. Nominations close on December 25 and winners would be announced on December 31. You are to submit your nominations, stating the contributions of your nominees, to: This email address is being protected from spambots. You need JavaScript enabled to view it.; This email address is being protected from spambots. You need JavaScript enabled to view it..

I wish to nominate Gov. Umo Eno of Akwa Ibom State as Governor of the Year 2025 for his impactful leadership. Although a first-term governor, who has been in office for less than two years, Pastor Umo Eno has made significant contributions in the following areas:

1. VISION: His Vision is to create a diverse economic base for the state; ramp up IGR to N200 billion by 2027, more than double the N62.5 billion expected at end of 2024. To achieve this, his administration is investing in commercial real estate development in Lagos, Abuja and Uyo. Ten decrepit and abandoned state-owned properties, which are currently non-earning assets (NEA), are being renovated into residential and commercial estates, for sale or lease. Total income expected from these ventures in the next five years is over N300 billion, according to projections. The government is also banking on the aviation sector to diversify the economy. Under the Umo Eno administration, Ibom Air, the state-owned airline, has broken even and recorded profits. The first dividend payout of at least N10 billion is expected in 2025. Additional two aircraft would be added to its fleet in 2025 to make a total of 11 airplanes. New African routes would be opened and the MRO (Maintenance, Repair, and Overhaul) facility would also become fully operational.

2. PASSION: Gov. Eno has a deep passion for the underprivileged members of the society. When the cost-of-living crisis reached unprecedented levels last year, he created a welfare scheme in which over 400,000 citizens have so far received free food items from the state. He also introduced a scheme in which elderly citizens receive N50, 000 monthly stipends and new homes are built and donated to poor widows across the state. The governor has turned to agriculture to create jobs for the youths by adopting the Songhai farming system in which farmers live in self-sustaining Kibbutz-like settlements. One Songhia farm is being built in each of the 31 LGAs.

3. DEDICATION: The governor has shown a rare dedication to duty, even in the face of immense personal crisis. Between when his wife died on September 26, 2024 and when she was buried on November 29, 2024, Eno did not take a day off work. He continued to perform his official duties, combining them with mourning and grieving and preparation for her funeral. The governor presented his 2025 budget to the House of Assembly on November 26, just three days to his wife’s burial. Such commitment to duty is rare. He explained that he ‘’didn’t want his personal grieve to interfere with his official duties’’.

4. COURAGE: Gov. Umo Eno has shown tremendous courage in taking decisions, especially those that enhance peace and harmony. Breaking with the past, the governor relates with everybody, irrespective of party differences. Unlike in the past, he invites politicians in different parties to state functions, honours their invitations, meets and relates with everybody irrespective of political leanings. A PDP member, Umo Eno has ignored partisan affiliations to build a cordial relationship with Senator Godswill Akpabio, an APC leader, and this has greatly helped in lowering political tensions and embers in the state. In September, Gov. Umo Eno attended the birthday celebration of Chief Don Etiebet, an APC chieftain, in Lagos. It has never happened before in the history of the state. His courage to break from past political traditions which were replete with enmity, violence and divisions has created a very conducive investment climate in the state. Eno has deliberately brought everybody in the state under one big canopy of love and harmony.

5. INFRASTRUCTURE: The governor is also executing many road projects and other infrastructures. Currently, there are 156 ongoing road projects across the state, in addition to renovation of primary schools; primary health centres and advancing work on Ibom Deep Sea Port which is very significant to the economic development of the state.

6. CONCLUSION: Pastor Umo Eno has brought a refreshingly different style to governance. He is more consultative, amiable and prudent in managing the resources of the people. It’s my honour to nominate him for THISDAT Governor of the Year 2025.

ETIM ETIM

Abuja, Nigeria